Gic Cii MD STD 002

Advanced Work Packaging:
Implementation Guidance
Implementation Resource 272-2, Version 3.1

Volume II
CII Member Companies
Abbott AMEC
Air Products and Chemicals AZCO
Ameren Corporation Alstom Power
American Transmission Company Audubon Engineering Company
Anglo American Baker Concrete Construction
Anheuser-Busch InBev Barton Malow Company
Aramco Services Company Bechtel Group
ArcelorMittal Bentley Systems
Architect of the Capitol Bilfinger Industrial Services
BP America Black & Veatch
CITGO Petroleum Corporation Burns & McDonnell
Cameco Corporation CB&I
Cargill CCC Group
Chevron CDI Engineering Solutions
ConocoPhillips CH2M HILL
Consolidated Edison Company of New York CSA Central
DTE Energy Coreworx
The Dow Chemical Company Day & Zimmermann
DuPont Dresser-Rand Company
Eastman Chemical Company eProject Management
Ecopetrol Emerson Process Management
Eskom Holdings Faithful+Gould
ExxonMobil Corporation Fluor Corporation
General Electric Company Foster Wheeler USA Corporation
General Motors Corporation GS Engineering & Construction Corporation
GlaxoSmithKline Gross Mechanical Contractors
Global Infrastructure Partners Hargrove Engineers + Constructors
Huntsman Corporation Hatch
International Paper Hilti Corporation
Irving Oil Limited IHI E&C International Corporation
Kaiser Permanente IHS
Koch Industries Industrial Contractors Skanska
Eli Lilly and Company International Rivers Consulting
Linde North America JMJ Associates
LyondellBasell JV Driver Projects
Marathon Oil Corporation Jacobs
National Aeronautics & Space Administration KBR
NOVA Chemicals Corporation Kiewit Corporation
Occidental Petroleum Corporation Kvaerner North American Construction
Ontario Power Generation Lauren Engineers & Constructors
Petroleo Brasileiro S/A - Petrobras Leidos Constructors, LLC
Petroleos Mexicanos Matrix Service Company
Petroliam Nasional Berhad McCarthy Building Companies
Phillips 66 McDermott International
Praxair Midwest Steel
The Procter & Gamble Company Parsons
Public Service Electric & Gas Company Pathfinder
Reliance Industries Limited (RIL) POWER Engineers
SABIC - Saudi Basic Industries Corporation Quality Execution
Sasol Technology Richard Industrial Group
Shell Global Solutions US The Robins & Morton Group
Smithsonian Institution S&B Engineers and Constructors
Southern Company SKEC USA
Statoil ASA SNC-Lavalin
SunCoke Energy Technip
TNK-BP Tenova
Teck Resources Limited TOYO-SETAL Engenharia
Tennessee Valley Authority URS Corporation
TransCanada Corporation Victaulic Company
U.S. Army Corps of Engineers Walbridge
U.S. Department of Commerce/NIST/ Wanzek Construction
Engineering Laboratory Wilhelm Construction
U.S. Department of Defense/Tricare Willbros United States Holdings
Management Activity Wood Group Mustang
U.S. Department of Energy WorleyParsons
U.S. Department of Health and Human Services Yates Construction
U.S. Department of State Zachry Holdings
U.S. Department of Veterans Affairs Zurich
U.S. General Services Administration
Vale
The Williams Companies
Advanced Work Packaging:
Implementation Guidance
Research Team 272, Advanced Work Packaging:

Design through Workface Execution
Construction Industry Institute

Construction Owners Association of Alberta
Implementation Resource 272-2, Version 3.1
Volume II
October 2013
Prepared as a joint research project of the Construction Industry Institute

and the Construction Owners Association of Alberta, an intellectual and
financial partnership
© 2013 Construction Industry Institute™ and Construction Owners Association of Alberta.
The University of Texas at Austin.
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Printed in the United States of America.
Version 1.0 (July 2011)

Version 2.0 (April 2012) – addition of previous second volume, Implementation Case Studies and Expert Interviews
Version 3.0 (July 2013) – addition of new second volume, Implementation Guidance; renumbering of Implementation Case
Studies and Expert Interviews as third volume
Version 3.1 (October 2013) – modifications to cover, title page, and copyright notice
Table of Contents
Chapter Page
1. Overview 1
1.1 Getting Started – A Reader’s Guide to this Volume 1
1.2 AWP Benefits and Implementation Hindrances 3
1.3 Advanced Work Packaging Maturity Assessment Model 8
2. Contractual Guidance and Strategies 13

2.1 Introduction 13
2.2 Compensation Selection 14
2.3 Contract Structure and Compensation Basis Selection: 15
Advanced Work Packaging Implementation Considerations
2.4 Major AWP Contractual Deliverables by Stage Assessments 23
3. Implementation Processes 33
3.1 A Note on Indirect Costs and Successful Implementation 33
3.2 Overview of the AWP Project Integration Flowcharts 34
3.3 Functional Role/Job Descriptions 41
3.4 Narrative: Owner Experience Implementing AWP 42
4. Templates and Checklists 57

4.1 Construction Work Package Template 59
4.2 Engineering Work Package Template 60
4.3 Installation Work Package Checklists 61
5. Example 63
5.1 Stage I – Preliminary Planning/Design 63
5.2 Stage II – Detailed Engineering 69
5.3 Stage III – Construction 74
Appendix A: AWP Maturity Model 77

Appendix B: AWP Contractor Qualification Assessment 79
Appendix C: AWP Project Definition Assessment Tool 81
Appendix D: AWP Audit Tool by Phase 85
Appendix E: AWP Project Integration Flowcharts 93
Appendix F: AWP Functional Role Descriptions 99
Appendix G: CWP Template 131
Appendix H: EWP Template 153
Appendix I: IWP Checklists by Discipline 165
Glossary 225
Chapter 1: Overview
1.1 Getting Started – A Reader’s Guide to this Volume
Advanced Work Packaging (AWP) is a disciplined approach to improving project productivity and
predictability. It accomplishes this by aligning planning and execution activities throughout the project
life cycle, from project set-up to start-up and turnover. The essence of AWP is conveyed in Figure 1.
AWP activities span the entire project. Front end planning and detailed engineering activities support
enhanced execution at the work front. Project set-up and planning sessions establish the basis for
coordinated construction and engineering work packages (CWPs and EWPs). These packages then
enable time progress of work through orderly planning, execution, and monitoring of installation work
packages (IWPs). Management of IWPs is also known as workface planning.1
ADVANCED WORK PACKAGING

WORKFACE PLANNING
Interactive CWPs IWPs

Project Setup
Planning EWPs
Construction
Front End Planning
Commissioning
Detailed Engineering Start Up
Figure 1. Advanced Work Packaging in the Project Lifecycle
Before using this volume, readers should be familiar with Volume 1 of this implementation resource.
Volume I, Advanced Work Packaging, from Design through Workface Execution, presents the basic
concepts and definitions and lays out a recommended execution model in three stages: planning, detailed
engineering, and construction. The three stages are a more detailed elaboration of the conceptual view
depicted in Figure 1. (At a minimum, the reader should first review Research Summary (RS) 272-1.)
1
Workface Planning (WFP) is a term initiated by the Construction Owners Association of Alberta (COAA). WFP
had an initial focus on field installation. Subsequent efforts led to improvement efforts in the front end of projects
and designation of CWPs and EWPs. Some earlier publications will use WFP as an overall term. However, the
correct usage endorsed by CII and COAA is as shown in Figure 1: AWP subsumes WFP; WFP efforts focus on
the field and the handoff of CWPs and EWPs to construction.
1
Chapter 1: Introduction
Volume III, Implementation Case Studies and Expert Interviews, can be seen as a companion document
to this volume. Readers and implementers can draw on both volumes as resources when they seek
to translate AWP into their own corporate and project context.
CII Research Team (RT) 272 developed this volume in response to known AWP implementation
challenges. While not addressing all the barriers to successful AWP implementation, the team
developed tools and assessments that were felt to address most of the primary challenges.2
Implementers at all levels—from those getting started to those who are sophisticated practitioners of
AWP—should benefit from the guidance in this volume.
The section immediately following this one reviews research findings on AWP benefits and
implementation hindrances. This review helps to set the stage for the tools and guidance that follows.
This chapter also presents a short maturity model assessment tool. This tool can help the reader quickly
assess organizational readiness to adopt or enhance AWP practices. Results of the maturity model
assessment can quickly help users prioritize areas of improvement within an organization and aid
interpretation and use of other guidance presented in this document. Users may also utilize the maturity
model to explain AWP and the organization’s relative readiness to achieve leading implementation
practices to other stakeholders and management. This may help set expectations for performance
as well as gather resources for implementation success.
A main barrier to success is the lack of clear contractual guidance to align the interests and
expected work products of all parties. Chapter 2 of this volume recommends contractual strategies
under different types of execution models (e.g., full EPC versus separate E-P-C contracts), roles and
responsibilities for different parties, and specific contractual requirements for AWP. Specific contractual
language is not given, but the guidance given should inform those developing contracts. Chapter 2
also describes three assessment/audit tools to support AWP implementation.
Chapter 3 aims at translating the recommended execution model presented in Volume I to standard
processes. The section reviews a detailed set of Project Integration Flowcharts (PIFs) that depict typical
processes as practiced by the owner, project management, construction management, engineering
contractor, supply chain, and construction contractor. The PIFs depict processes over the project life
cycle that represent new processes required by AWP, integration of AWP with existing processes,
and standard processes unaffected by AWP. The discussion also introduces a set of functional job
descriptions specific to AWP, to support the staffing of AWP processes, These are not meant to be
complete job descriptions but rather address additional/changed responsibilities to typical roles. Finally,
2
One challenge noted in the research but not addressed here is the challenge of aligning information systems to
support AWP. Information systems compatibility and information handover are known to be current challenges
to project execution beyond AWP. Other parties are working to overcome them. (See, for example, the work
of Fiatech.) This volume does note in various places the need to address information handovers and systems
alignment; an example is, in the need for specific contractual requirements and for call-out steps in the project
integration flowcharts.
2
Chapter 3 presents a narrative from an owner currently implementing AWP; this narrative relates the
owner’s AWP implementation experience in each of the phases, and also describes the company’s
interfaces with other organizations according to the structure listed on the PIFs.
Chapters 4 and 5 shift focus from giving process and contractual guidance to discussing specific
tools for deployment. Chapter 4 describes document templates for EWPs and CWPs. It also presents
checklists for IWPs across 14 disciplines. These templates and checklists should be immediately
deployable with limited modification to project-specific requirements. Chapter 5 details a small example
showing how the AWP process is deployed in a typical project controls context. The appendices
include assessment tools, charts, templates, and a glossary of terms.
1.2 AWP Benefits and Implementation Hindrances
Through case studies, expert interviews, and surveys, RT 272 documented the status of work
packaging in the industry and noted any general trends. The collected evidence presents an overview
of the current work packaging practices among CII and COAA members, as well as perceived benefits
and experienced implementation challenges through the entire project life cycle. During its two
research phases, the research team used these findings to refine its objectives, enhance the quality
of its deliverables, and ensure that its work was aligned with the industry need.
Data Sources
Members of RT 272 provided the network of contacts for the seven case studies and 19 expert
interviews, all conducted throughout the two phases of the research project over four years.
Data Collection during Phase I
During this phase, case studies were conducted with a focus on field implementation. Data and
information were collected through site visits, home office interviews, phone interviews, and published
corporate resources. The team used a questionnaire to conduct the case studies. The documented
projects were in Brazil, the United States, and Canada. The projects and companies selected for
review represent a range of industrial and commercial construction sectors, including power, oil and
gas, government, and commercial projects. (See Figure 2.) The case studies are presented in detail
in the Implementation Resource 272-2, Volume III, Advanced Work Packaging: Implementation Case
Studies and Expert Interviews.
3
Data Collection during Phase II
To document the early phases of AWP implementation, the team conducted interviews with
experts from companies representing a wide range of sectors. (See Figure 3.) The interviewed experts
represented a range of owners and contractors in North America and Australia, all with projects at
different levels of AWP maturity. A semi-structured questionnaire was the basis for those interviews.
Further detailed findings are presented in CII Research Report (RR) 272-11, Enhanced Work Packaging:
Design through Workface Execution, and RR 272-12, Advanced Work Packaging: Design through
Workface Execution.
Commercial Technology
13%
Power Power
Industrial
25% 16%
Other
12%
Oil&Gas Oil&Gas
50% 79%
Figure 2. Phase I Case studies per sector Figure 3. Phase II Expert interviews per sector
The AWP implementation documented in the case studies varied from limited levels (where work
packaging is implemented in only a few disciplines or is in its early stages of implementation) to higher
levels (where work packaging is implemented through many stages of the project life cycle). Half of the
case studies involved companies and projects with a high level of work packaging implementation,
while the other half was composed of companies with less developed work packaging implementation
programs.
In addition, the team conducted a survey to document work packaging implementation barriers
experienced within the Alberta construction community. In fact, since the recognition of Workface
Planning (WFP) as a best practice in 2005 by the Construction Owners Association of Alberta (COAA),
owners and contractors in Alberta have been implementing workface planning and have shown extensive
knowledge of the topic. (See Figure 4.). The team targeted this audience to identify the most prominent
barriers for early implementation, and to document advanced implementation experiences. Further
findings were developed through a COAA implementation workshop with participants from owners,
contractors, vendors, and labor unions experienced in workface planning and AWP.
4
16
14
Number of votes
12
10
8
6
4
2
0
None A little Average A lot
Figure 4. Response to the question: What is your knowledge of Workface Planning?

(COAA Members, 2012)
Findings
Benefits of Advanced Work Packaging
Through case studies, the team has reported benefits that have accompanied AWP implementation,
ranging from significant cost reduction to improved safety records. The complete list of recorded
benefits for each case study and expert interview can be found in RR 272-11 and RR 272-12. The
following are high-level findings and benefits:
• improved project party alignment and collaboration
• site paperwork reduced
• increased quality and reduced rework
• improved project predictability – cost and schedule
• improved safety awareness and performance
• improved planning and accountability
• more supervisor time spent supervising
• improved labor productivity
• increased reporting accuracy
• enhanced operational turnover.
These findings are consistent with the results to the question “Which area do you see as the biggest
benefit of AWP?,” which was asked during the workshop and detailed in Figure 5. Quantifiable benefits
from case studies indicate that total installed cost may be reduced by 10 percent with significant
5
improvements to site productivity and schedule performance. One case study of similar projects—
one with AWP and one performed traditionally—showed an SPI improvement of 25 percent and a CPI
improvement of 33 percent. Another multi-phase project implemented AWP after poor performance
in early phases, and saw increases of up to 50 percent in field productivity (depending on discipline),
a 10-percent decrease in TIC, and over one million hours with zero safety incidents. (The trend pre-
AWP was one recordable incident per month).
25
20
15
10
5
0
Figure 5. Survey Cumulative Response to Question Q12:

Which area do you see as the biggest benefit of AWP?
Improvement Needs
The majority of the experts interviewed expressed the need for early work packaging efforts and
endorsed the idea of having an industry practice that addresses work packaging through the entire
project life cycle. The majority of interviewees agreed that implementation is a challenge for several
reasons. These reasons can be grouped in the following categories: process-related, organizational,
contractual, and cultural. Each is discussed below.
• Process-related: The industry does not yet have a common terminology and work packaging
structure/hierarchy. Workface planning seems to be well known especially among companies
who have prior experience in Canada. However, implementers frequently deviate from the
proposed best practice. Alignment of front end planning and early design processes is a
commonly recognized area for process improvement. In addition, companies have different
levels of formalization and standardization of implemented work packaging practices. Some
companies document their procedures and provide training during implementation, while
other choose not to do so.
• Organization: Implementing work packaging is, in most cases, assigned to the project
manager. A work packaging champion position is frequently not introduced during
implementation, leading to poor results. Experts have expressed concern regarding the
definition of AWP roles and responsibilities.
6
• Contracts: Interviewed experts reported challenging contracting scenarios with AWP. The
majority of experts agreed on the necessity of having clearer contractual definition of the
deliverables per stakeholder. The format and content should also be mentioned in the
contracts.
• Culture: Two main trends emerged with regard to the effect of AWP implementation on
project culture
–– Early resistance – The majority of interviewed people reported about their experience with
workers’ declared early resistance to work packaging changes when initially implemented.
–– Cultural differences in work methods between Engineering and Construction—As

shown in Figure 6, this issue has been recognized as a more important cultural barrier
to work packaging than even the cultural shift it requires and the difficulty of initially
understanding the concept.
Q16 Q18 Culture related barriers
Too difficult to understand Too big a culture shift

Engineering doesn’t work this way
20
15
10
0
Significant barrier Moderate barrier Limited barrier Not a barrier
Figure 6. Survey Results of the Cultural Set of Barriers
7
1.3 Advanced Work Packaging Maturity Assessment Model
This section describes an AWP Maturity Assessment Model that can be used by companies or
projects to assess their current state of AWP implementation. This maturity model is divided into three
levels of implementation maturity, ranging from “beginner” to “accomplished.”
Industry Need and Context

While organizations must make independent and specific assessments of their AWP capabilities,
it was not deemed helpful to stop there without providing some guidance that explicitly recognizes
organizations’ different starting points. This need motivated RT 272 to develop the maturity model.
It is the goal of a maturity model to define concrete steps by which an organization may increase
its capabilities. The maturity model accomplishes this by defining common levels of capability. An
organization can map its current capabilities to these common levels. The maturity model provides a
foundation for assessment of current capabilities as well as a picture of an organization’s future capacity.
AWP Maturity Model

The maturity model assesses an organization’s AWP integration status at three levels, and across
multiple functions that support capital project execution. It consists of two tables, which are shown
in Table 1 and Table 2. (See also Appendix A.) While large variations occur both within and across
companies, each of the three levels of the maturity model captures a state broadly identifiable and
applicable to COAA and CII member companies. Each level describes both work processes and
accompanying project systems. Each level also builds from the capabilities of the previous level and,
following this progression, companies may move up each level in a stepwise fashion. Each level may
be briefly characterized as follows:
Level 1: AWP Early Stages

• Use of AWP integrated processes is minimal; these processes are, at best, in very early
developmental stages.
• Roles and responsibilities for individuals are not developed to incorporate AWP processes.
• The organization is focused on functional efficiency (silos).
• Project teams have a limited understanding of AWP integration opportunities and very little
training available.
8
Level 2: AWP Effectiveness

• The integration focus is on developing internal processes and attempting to overcome
barriers to implementation across silos.
• Individual roles and responsibilities are developing, but are not completed to the point at
which individuals understand where they “fit into” the overall process.
• The organization is starting to see the value of implementation, but struggling with resistance
to the changes required.
• Training and communication is starting to make some headway.
Level 3: AWP Business Transformation

• AWP is fully integrated into project development and execution work processes.
• Individuals not only understand their roles and responsibilities within an AWP Integration, but
they also understand how they relates to all stakeholders.
• Successful AWP is seen as a differentiator from the competition.
• All stakeholders understand their respective roles and responsibilities with training and
communication fully developed and supported.
A Level 1 organization has limited use of integrated applications and primarily focuses on functional
efficiency within existing silos. AWP as detailed in IR 272-2, Volume I is not well understood or strongly
supported among the functional units. A Level 2 organization has moved away from silo efficiency and
is realizing—at least in part—efficiencies of work packaging integration internally across functional
units. A Level 3 organization has successfully implemented a wide range of techniques, training,
communication, and procedures supporting AWP, and has defined work processes that support
seamless integration. Most important is that a culture has been developed that completely accepts
and understands the roles and responsibilities of all stakeholders for a successful implementation. A
Level 3 organization can focus on rapid project execution that leverages the skills of a broad team.
Note that Level 3 is meant to be aspirational; the best companies today are only beginning to attain
Level 3 proficiency.
In general, firms are expected to progress up the maturity model in steps from one level to the
next. Such stepwise progression requires considerable investments in work processes and corporate
training, and perhaps more importantly culture. To move up two levels—i.e., from Level 1 to Level 3—in
one step is generally viewed by the research team as too difficult to achieve, and likely to result in
implementation problems and failure to achieve expected results. Indeed, one important contribution
of the maturity model is to “dimension” the steps between performance levels; this can provide both
a path for planning performance improvements as well as a check on expectations.
9
Using the Maturity Model
Assessment
The goal of the assessment process is to develop a consistent understanding of current corporate
AWP integration. Assessment should be performed by a team with detailed knowledge of work
processes and capabilities. Such a team may be complemented by third-party experts (consultants),
but it is recommended that the team be led by those responsible for project stages. The assessment
process is an opportunity for organizational alignment and education on AWP integration capabilities
and, thus, broad involvement can be beneficial.
The first goal is for the assessment team members to have a consistent understanding, and this
is best achieved through reference to the maturity model, which has the best description of the three
levels across broad dimensions. Team members should calibrate their understanding of the maturity
model to ensure that each member has a common understanding of each level. Initial meetings may
focus on the team using the model to generate a description of levels using the organization’s names,
standards, and examples. This will help both calibration within the team and translation and education
to the broader audience within the organization.
Assessment should result in a summary similar to the one shown in Figure 1 (shown on page 1);
this summary should be supported by detailed notes about capabilities in each project phase. The
maturity model should contain enough guidance for assessors to make a level determination for each
activity. Ideally, assessment will also contain notes about current plans for improvements in each
functional area and notes about current work process capabilities and shortfalls. These notes will
help support assessment, as well as the subsequent steps of gap analysis and the development of
an improvement plan.
Gap Analysis
Building from assessment, the next steps are to perform a gap analysis of key capabilities across
the organization and to develop a corresponding gap closure plan. An important contribution of the
maturity model is to force organizations to look holistically at their AWP integration capabilities across
the project phases. For example, it is possible that the organization might operate at Level 2 in two
functions (e.g., FEED and Detailed Engineering), but have Level 1 capabilities in all other functions.
Further, it is possible that the Level 2 capabilities are more visible to management and may give the
(false) impression that the organization is generally performing at Level 2. The maturity model forces
a broad examination across the main project development and implementation functions, and helps
ensure that gaps are identified and resulting closure plans are well considered.
10
A simplistic gap analysis would involve identifying each Level 1 function and setting a goal to achieve
Level 2 (or to progress from Level 2 to Level 3 for a more mature organization). Such an approach
ignores the relative importance of each project development and implementation function to corporate
strategy. It is likely that, for valid business reasons, the enhanced capabilities at Level 2 have been
the subject of focused investment by the organization. If those two functions are the most important
for competitiveness, the gap analysis might show that investment should continue to drive them to
Level 3 capabilities. At the same time, analysis might show that some phases are more important than
others; hence the firm might wish to address gaps in functions such as controls and procurement
(moving them from Level 1 to 2), while accepting limitations for other functions.
Gap analysis might thus be conducted, first, as an assessment of gaps in each project phase (e.g.,
to move construction from Level 1 to 2, the following capabilities must be enhanced) and, second, as
a general strategic prioritization of project phases. If assessment is performed in a detailed fashion,
gap analysis should be relatively straightforward in terms of identifying missing or desired capabilities.
Prioritization must come from specific organizational objectives.
Improvement Project Portfolio Identification
Once gaps have been identified, the next step is to develop a portfolio of improvement projects
with characteristics that enable the organization to target specific areas for AWP improvement. Each
project in the portfolio should detail specific concepts that can be developed and deployed as part of
the overarching project objectives and strategies. These concepts are a necessary link between an
identified improvement area and a corrective action plan. It is likely that, as part of assessment and
gap analysis, the organization will generate many ideas for work process enhancements—perhaps,
even too many to implement at once. The project portfolio concept is meant to be a mechanism that
targets and implements focused improvement plans, and then builds on successes in a measurable,
systematic manner.
As with the gap analysis, identification of specific improvement areas should follow from detailed
analysis. There is no set format for describing focused improvement areas at this stage, but, in general,
the focused improvement areas should be described in terms of specific, measurable key performance
indicators rather than as a general concept. For example, a broad desire might be to improve work
processes and deliverables during early design stage. A specific set of focused improvement areas could
be drawn from this concept. Examples would include developing specific roles and responsibilities for
each job function related to AWP implementation, or developing comprehensive training programs to
ensure that individuals have the opportunity to understand not only what their roles and responsibilities
are, but also how they are linked to other functions. Similar extension could be drawn for many specific
ideas that directly affect functional capabilities. A brief supporting rationale and details should accompany
each of the summary descriptions to ensure that the focused improvement area is understandable by
a broad audience and that it is adequately recorded for future exploration.
11
Note that the two improvement areas detailed above have learning and educational components,
as well as a reference to work process capabilities. The work process capabilities and training in these
areas are equally important. It is ultimately the work process capabilities and the trained, competent
people who use those processes that drive performance. It is also important to note that improvement
areas do not necessarily require any development of training courses. This is because many courses
are already available on the relevant subjects, and it may only be necessary to determine the training
that is required for particular individuals or functions, and then support them in obtaining and utilizing
the training provided.
There is no recommended number for an improvement project portfolio;in terms of collecting ideas,
the more the better. Prioritization can stem from gap analysis (i.e., good ideas for a low-priority function
should be recorded but not necessarily implemented). Process changes should be accompanied by
culture changes that embrace advanced work packaging.
12
Chapter 2: Contractual Guidance and Strategies
This chapter focuses on contractual requirements that organizations must consider when formulating
contracting strategies and plans for projects utilizing AWP. It also introduces a set of assessment tools
that aid execution and that are part of owner pre-qualifications or contractual audits/assessments.
Such contractual consideration are recommended in this chapter and prescribed at specific points
in project execution in Chapter 3.
2.1 Introduction
The contractual requirements will cover two phases: 1) the FEED phase, either self-performed by an
owner or performed by a contractor under contract to an owner; and 2) the engineering, procurement,
and construction (EPC) phase, performed by one contractor or multiple contractors (i.e., EPC, EP-C,
or E-P-C), all under contract to an owner. Further, contractual requirements will specify and contrast
the roles, responsibilities, and obligations of the owner, engineer, suppliers (major equipment), and
construction contractor for effective implementation of AWP and workface planning, depending on
the execution strategies and contracting structures selected. Finally, this implementation resource
provides tools to assist in the development of recommended contract deliverables for the various
phases of implementation of AWP.
The following guidance addresses three primary segments of focus for organizations dealing with
vendors from a contractual perspective. The first area involves the approach and process for upfront
identification and qualification of vendors to verify that they have the organizational and technical
capabilities to implement AWP. The second segment involves establishing sufficiently detailed
contract requirements that ensure that owner expectations for development and execution of AWP
deliverables are clearly defined and communicated. The third segment focuses on the measurement
and assessment strategies and communications protocols that are necessary to tracking the progress
of the AWP-related project activities during the project life cycle.
The considerations this section presents for contracting for AWP use must be complemented with
the basic contracting principles required of any project to produce positive project outcomes. Basic
contracting principles include utilizing established, financially sound, reputable contracting firms with
financial capacity commensurate with expected contract value and compensation type. Contractors
invited to bid should also have the following characteristics:
• demonstrated experience executing projects of similar type and scope at the location under
consideration
• a good safety record
13
Chapter 2: Case Studies
• adequate work processes, systems, and tools for the size and scale of the project under
consideration; people familiar with and knowledgeable in the use of the work processes,
systems, and tools
• adequate capacity to staff the project with experienced, knowledgeable people in key
leadership positions.
2.2 Compensation Selection
The compensation structure of contracts typically takes one of three forms: 1) lump sum or fixed
price; 2) reimbursable cost; or 3) unit price/time rate. The selection of a lump sum or fixed price
compensation structure should take the following into consideration financial capacity of contractors
to fund the anticipated contract value and manage associated cost and schedule risks:
• stable market conditions that enable accurate estimates of delivery times and the costs of
materials, equipment, and labor
• adequate scope and project definition to allow contractors to accurately estimate the cost
and time to complete the work scope without including high contingencies in their bid prices.
The selection of a reimbursable cost compensation structure should take the following into
consideration:
• willingness of owner to accept cost and schedule risk, in exchange for greater control and
flexibility in making changes and adjustments to project scope
• lack of well defined scope at time of bid
• prioritization of schedule as a key project objective, or schedule compression; also,

inadequate time to accommodate full bid cycle(s)
• unstable market conditions (e.g., heated market) that make equipment/material prices and
delivery times and labor availability and costs unpredictable
• unwillingness of owner to expose proprietary technology to the contracting market by

supplying complete design specifications to multiple contractors to solicit lump sum bids.
The selection of a unit price compensation structure should take the following into consideration:
• more defined scope of work is than in reimbursable cost model, but less defined than full
lump sum model
• willingness of owner/prime contractor to accept quantity and indirect cost risks in exchange
for construction contractor accepting productivity risk.
14
Given all the above considerations, this document is not intended to be a step-by-step “cookbook”
outlining an ideal sequence, the output of which guarantees success; rather, it describes a number
of ingredients that should be considered during the development and execution of these types of
contracts with respect to AWP. As will be apparent from the following sections, there are multiple
ways to divide project activities into separate organizations and contractors, all of which can lead to
a successful outcome. The guidance provided in this resource simply describes attributes that should
be considered during the upfront planning and contract language development so that the downstream
execution provides the expected results.
2.3 Contract Structure and Compensation Basis Selection: Advanced Work

Packaging Implementation Considerations
Owners will need to contractually mandate implementation of the AWP work process on projects,
and do so in greater detail and specificity in the short term, until industry gains enough related
experience to recognize its advantages over conventional execution approaches. Moreover, contractors’
experience with AWP methods and techniques will need to be extensively explored and tested during
the contractor screening and prequalification process conducted prior to selecting bid slates.
Contractors that rank lower on the AWP maturity matrix will likely perceive higher indirect costs
upfront and will include additional contingency money to accommodate the unknown learning curve
associated with AWP activities. Given this likelihood owners may want to consider a reimbursable
cost compensation structure when using contractors new to or unfamiliar with AWP. This strategy will
afford the owner more flexibility and control over the contractor’s AWP activities, without necessitating
an unmanageable number of change orders to the contract.
If the owner selects a lump sum compensation structure, and contractors with a lower maturity
model score are included on the bid slate, higher contingency costs should be anticipated. In such
situations, the owner will likely not realize the cost benefits associated with AWP, because the
contractors will retain any savings as additional profit. However, if the owner selects a lump sum bid
slate with contractors that have higher AWP maturity scores, bid prices will likely be more competitive
than those contractors with less experience. These lower bids will be possible because high-maturity
AWP contractors understand and can quantify the AWP benefits, and they will require less contingency
for the AWP process.
Regardless of compensation basis, for a given project, higher numbers of interfaces potentially
make the AWP process itself (or any work process) more expensive and less efficient to execute. For
example, a single EPC contract that makes one contractor responsible for project delivery would be
easier to administer in terms of contractual obligations, work processes, organizational structure,
information management, and interface management than would contracting strategies with more than
one company performing engineering, procurement, construction, or any combination of the three.
15
To minimize contractual interfaces, one EPC contractor would be engaged to execute the entire
project work scope. However, project-specific characteristics often drive the decision to engage multiple
contracting entities, which necessarily requires additional interfaces. Examples of projects requiring
more than one EPC contractor include the following: projects with long durations (e.g., nuclear power
projects): projects subject to governmental or regulatory body requirements; projects of unusual
size and scale (e.g., mega-projects); projects that need the capabilities of different contractors; and
other types of projects. Regardless of contracting structure and the number of interfaces and entities
required, contracting documents must include all applicable AWP requirements.
There are four major types of contract structures that have been considered from an AWP
perspective. These include the following:
• a contract between the owner and a single company to provide the owner with all services
related to project engineering, procurement, and construction (EPC) (See Figure 7.)
EPC
O EPC
Interface
Figure 7. Interface for EPC Contract
• contract(s) that split the project work between two entities, such that one organization
provides the engineering and procurement services, and a separate company provides the
construction services (EP-C) (See Figure 8.)
EP-C
Interface O Interface
EP C
Interface
Figure 8. Interfaces for EP-C Contracts
16
• contract(s) that split the project work between two entities, such that one organization
provides the engineering services to the owner for a project, and another separate company
provides the procurement and construction services (E-PC) (See Figure 9.)
E-PC
Interface O Interface
E PC
Interface
Figure 9. Interfaces for E-PC Contracts
• contract(s) that split the project work individually, such that separate organizations contract
directly with the owner individually for engineering, procurement, and construction services
(E-P-C). (See Figure 10.)
E-P-C
Interface Interface Interface
O
Interface
Interface
E C
Interface
Figure 10. Interfaces for E-P-C Contracts
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EPC Contract Structures

When preparing an EPC contract, the assumptions and considerations presented below should
be taken into account.
Assumptions
• The owner plans to contract with an EPC contractor, and is responsible for managing
interfaces between EPC vertical splits of work. The EPC contractor is responsible for the
entire work scope for a particular vertical split of work or project, i.e., the engineering,
procurement, and construction of one entire unit in a multiunit expansion. The EPC contractor
uses its own work processes and determines which software platforms will best manage
interfaces (or information transfer) between internal departments and/or work groups.
• Engineering, procurement, and construction management will be self-performed by the EPC

contractor.
• Construction will be performed either on a direct-hire basis (using EPC contractor’s employee
craft labor and specialty subcontractors, e.g., heavy haul/heavy lift), or on a subcontract
basis (using subcontractors under contract to the EPC contractor) where the EPC contractor
is responsible for construction.
• Field material management will be performed either by the EPC contractor or a subcontractor
working under the direction of the EPC contractor. (Subcontractor management includes
additional interfaces and associated risks).
• Start-up/commissioning activities may be performed by either the EPC contractor or the

owner (with the support of the construction contractor).
Considerations
• Interface management and knowledge transfer between disciplines for AWP is easier for the
contractor because the contractor is using its own work processes, procedures, systems,
and consistent software platforms.
• Owner AWP audits may be more difficult with EPC contractors because information transfer
occurs internally (by being available in the document control system or LAN share drive) and
does not occur externally through formally transmitted documentation/hard copy.
• Construction expertise for execution planning, determination of the path of construction,

Construction Work Areas (CWAs), Installation Work Packages (IWPs), Engineering Work Areas
(EWAs), and supply chain management are in-house and available, and does not need to be
contracted externally.
• The EPC project sponsor generally has sufficient standing and authority within the EPC
organization to fix problems, without having to work with other companies or entities.
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A variation of the EPC contract structure is the EPCM structure, where the EPCM contractor is
responsible for providing construction management services, but the construction contracts are let
directly by the owner, and liability for construction performance and payment remains with the owner.
With this structure, the owner controls the level of autonomy given to the EPCM contractor with respect
to the construction contractors. If the EPCM contractor has a lower maturity score and is less familiar
with AWP, the owner may want to exercise additional oversight over the construction contractors’ AWP
activities. This oversight might take the form of AWP contractual requirements and direct supervision/
guidance, and should be alert to the EPCM contractor’s responsibility for construction management
and overall project execution and delivery.
EP-C Contract Structure

When preparing an EP-C contract, the assumptions and considerations presented below should
be taken into account:
Assumptions
• The owner plans to contract separately for EP services and C services. The owner is
responsible for managing interfaces between EP and C horizontal splits of work, and will
need to work with the EP contractor to determine and/or specify which work processes and
software platforms shall be deployed to best manage interfaces (or information transfer)
between the EP and C contractors.
• Engineering and procurement of engineered equipment and bulk materials is self-performed

by the EP contractor.
• Construction is performed either on a direct-hire basis (using the C contractor’s employee

craft labor and specialty subcontractors, e.g., heavy haul/heavy lift) or on a subcontract
basis (using subcontractors under contract to the C contractor) where the C contractor is
responsible for construction. The construction contract will be bid out and awarded well after
the EP contract has been awarded, since engineering deliverables will form the basis of the
construction bid documents. The C contractor’s compensation basis can be lump sum, unit
price, or time and material.
• Field material management is performed either by the EP contractor, C contractor, or

a subcontractor working under the direction of the EP or C contractor (subcontractor
management includes additional interfaces and associated risks).
• Start-up/commissioning activities may be performed by either the EP or C contractor or the

owner (with support of the construction contractor).
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Considerations
• Interface management and knowledge transfer between disciplines for AWP is easier for
the EP contractor because the contractor is using its own work processes, procedures,
systems, and consistent software platforms. However, a C contractor will need to be engaged
early to provide construction expertise for execution planning, determination of the path of
construction, CWAs, IWPs, and EWAs, and supply chain management.
• Owner AWP audits upstream of IWPs may be more difficult with EP contractors because
information transfer occurs internally (by being available in the document control system
or LAN share drive) versus occurring via formally transmitted documentation/hard copy
externally.
• The C contract may need to be bid out before the scope is completely defined to allow
the C contractor to participate in AWP planning and activities. (Methods to accomplish
this include use of unit prices based on early quantity forecasts with applicable means of
adjusting for final quantities or to have a means of adjusting a reimbursable contract at early
stage to a lump sum when scope fully defined and parties have opportunity to finalize an
acceptable contract.)
• The owner will need to take steps to facilitate C contractor buy-in to the AWP process and
plan if pre-construction contract award AWP was completed by a different construction
organization.
E-PC Contract Structure

When preparing an E-PC contract, the assumptions and considerations presented below should
Assumptions
• The owner plans to contract with one E contractor and one PC contractor. The owner is
responsible for managing interfaces between E and PC horizontal splits of work. The owner
will also need to work with the E contractor to determine and/or specify the best work
processes and software platforms to deploy to manage interfaces (or information transfer)
between the E and PC contractors.
• Procurement of engineered equipment and bulk materials is self-performed by the PC

contractor.
• Construction is performed either on a direct-hire basis (using the PC contractor’s employee

basis (using subcontractors under contract to the PC contractor), where the PC contractor is
responsible for construction. The procurement and construction contract will be bid out and
awarded well after the engineering contract has been awarded, since engineering deliverables
will form the basis of the procurement and construction bid documents. The procurement
and construction compensation basis can be lump sum, unit price, or time and material.
20
• Field material management is performed by the PC contractor, or by a subcontractor working

under the direction of the PC contractor.
• Start-up/commissioning activities may be performed by PC contractor or by the owner (likely

utilizing PC contractor resources.)
Considerations
the E contractor because that organization is using its own work processes, procedures,
systems, and compatible software platforms. However, a PC contractor will need to be
engaged early to provide construction expertise for execution planning, determination of
the path of construction, supply chain management, and CWAs, IWPs, and EWAs. Also, it
will likely be more difficult for the C contractor to receive electronic data (i.e., model data for
construction planning tools) from the E contractor.
• The owner will have responsibility for monitoring the interface between the E and PC
contractors. Critical information transfer across this interface includes equipment and
material requisitions from the E contractor to the PC contractors for inclusion in requests
for quotations and purchase orders, and all subsequent vendor data transfer from the PC
contractor to the E contractor to support detailed engineering design. Timely E contractor
responses to requests for information (RFIs) will also require monitoring by the owner.
• The owner’s AWP audits that occur upstream of IWPs may be more difficult to perform
with PC contractors, because information transfer happens internally (by being available
in the document control system or LAN share drive) rather than externally through formally
transmitted documentation/hard copy.
• The PC contract may need to be bid out before the scope is completely defined to allow the
PC contractor to participate in AWP planning and activities.
• The owner will need to take steps to facilitate PC contractor buy-in to the AWP process and
plan if pre-construction contract award AWP was completed by a different procurement and
construction organization.
E-P-C Contract Structure

When preparing an E-P-C contract, the assumptions and considerations presented below should
Assumptions
• The owner plans to enter into one contract with an E contractor, one contract with a
P contractor, and one contract with a C contractor. The owner is responsible for managing
interfaces between E, P, and C horizontal splits of work. The owner will need to work with the
E contractor to determine and/or specify the best work processes and software platforms to
deploy to manage interfaces (or information transfer) between internal departments and/or
work groups, and between the E, P, and C contractors.
21
• Procurement of engineered equipment and bulk materials is self-performed by the

P contractor. And, even though procurement is handled by the EP or P contractor, minor
items and consumables may be provided by the C contractor.
• Construction is performed either on a direct-hire basis (using the C contractor’s employee

basis (using subcontractors under contract to the C contractor) where the C contractor
is responsible for construction. The procurement and construction contracts will be bid
out and awarded well after the engineering contract has been awarded, since engineering
deliverables will form the basis of the procurement and construction contract bid documents.
The engineering, procurement, and construction compensation basis can be lump sum, unit
price, or time and material.
• Field material management is performed by either the P or the C contractor, or by a

subcontractor working under the direction of the P or the C contractor.
• Startup/commissioning activities may be performed by the C contractor or by the owner

(likely utilizing C contractor resources).
Considerations
the E contractor because the contractor is using its own work processes, procedures,
systems, and consistent software platforms. However, the P and C contractors will need to
be engaged early to provide procurement and construction expertise for execution planning,
determination of the path of construction, supply chain management, and the CWAs, IWPs,
and EWAs. Also, it will likely be more difficult for the C contractor to receive electronic data
(i.e., model data for construction planning tools) from the E contractor and electronic data
(i.e., PO details with dates, timely expediting reports, and pipe and steel status reports).
• The owner will have responsibility for monitoring the interface between the E, P, and C
contractors, and, thus, must define all interface points, deliverables (with deadlines), and
interdependencies between the contractors, according to their respective contracts. The
owner should also require contractor to appoint an interface liaison with responsibility for
attending regularly scheduled interface coordination meetings. Critical information transfer
across this interface includes equipment and material requisitions from the E contractor to the
P contractor for inclusion in requests for quotations and purchase orders, and all subsequent
vendor data transfer from the P contractor to the E contractor to support detailed engineering
design. Timely E contractor responses to requests for information (RFIs) from the P and C
contractors will also require close monitoring by the owner.
• The owner AWP audits that occur upstream of IWPs will be easier with this contract work
breakdown structure because information transfer occurs externally through formally
transmitted documentation/hard copy. Engineering staffing costs may be higher than non-
AWP projects because the E contractor must provide staffing for a longer duration than is
typically needed to support the creation of the IWPs by the C contractor.
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• The P and C contracts may need to be bid out before the scope is completely defined, to
allow the P and C contractors to participate in AWP planning and activities.
• The owner will need to take steps to facilitate P and C contractor buy-in to the AWP process
and plan, if AWP was planned by different contractors than those that are awarded work.
2.4 Major AWP Contractual Deliverables by Stage
Table 1 identifies three key, high-level categories of deliverables that need to be produced during
each stage of project development to ensure that AWP is implemented correctly. The three key categories
of deliverables are assessments, plans, and progress measurement. The table identifies tools and
deliverables used or produced for each of the key activities, and it identifies the party accountable for
two contracting strategies in the FEED phase of project development and for two of the most commonly
used contracting strategies during the detailed engineering and construction stages.
Assessments
Assessments are performed at different times throughout the project life cycle and should start
very early in the FEED phase of the project. Certain assessment tools have been developed by
both COAA and CII, including the AWP Contractor Pre-Qualification Assessment, the AWP Project
Definition Assessment Tool, and the AWP Audit Tool by Phase (also called the AWP Scorecard). (See
Appendices B, C, D.) These tools should be tailored to fit the specific project structure, project stage,
and contracting strategy. Table 1 identifies two assessment tools (for prequalifying and auditing)
and assigns accountability to specific parties for adjustment and application. It is advisable for the
owner to perform assessments at all stages regardless of contracting strategy employed; however, it
is also recommended that, during the construction stage, the construction management team or the
construction contractor should perform independent assessments for the purposes of performance
validation and adjustment. If a particular tool does not apply to a stage, then the corresponding cell
in Table 1 has been left blank. Contractual language that outlines the performance of these activities
and the reporting of results should be developed and included in all project contracts with EP, C, or
EPC contractors; explicitly addressing these matters ensures the commitment of the parties involved.
Apart from their use in the development of a contractual commitment, the assessment tools can be
also augment maturity assessments and help drive cultural and process changes in an organization.
AWP Contractor Prequalification Questionnaire
RT 272 developed an AWP prequalification questionnaire to rapidly determine the AWP capability
level of potential bidders. It is designed to supplement existing prequalification questionnaires that
address other important attributes such as safety and quality. The prequalification questionnaire is
presented in Appendix B.
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24
Table 1. Major AWP Contractual Deliverables by Stage
FEED by Contractor
EP-C EPC
FEED by Owner
Construction
Construction
Engineering
Engineering
Detailed
Detailed
Deliverables
Assessments AWP pre-qualification questionnaire 1 1 1 1 3 1 1 5
AWP audit tool by phase * 1 1 1 1 1 1
Plans AWP Execution plan * 1 4 2 3 3 5 5
Contracting plan 1 1
Organizational plan / staffing plan 1 1 4 2 3 3 5 5
Interface Management plan 1 1 4 1 2 3 3 1 5 5
CWP plan * 1 4 1 3 3 1 5 5
EWP plan * 1 4 1 2 1 5
WBS (Aligned schedule with WBS) 1 4 1 2 3 1 5
Schedule structure 1 4
Estimate structure 1 4
Materials Management plan 1 4 2 3 2 3 5 5
IWP Plan * 3 5
Progress by CWP 3 5
Measurement by EWP 2 5
by IWP 3 5
* Additional deliverable for AWP
1 Owner 2 EP Contractor 3 C Contractor 4 FEED Contractor 5 EPC Contractor

AWP Project Definition Assessment Tool
The AWP Project Definition Assessment Tool helps project teams assess readiness before starting
AWP implementation on a specific project. The tool is divided into different organizations/functional
roles: owner, project management, construction management, engineering contractor, supply chain
management, and construction contractor. These roles correspond with those in the AWP project
integration flowcharts described in Chapter 3. The AWP Project Definition Assessment Tool is not
referenced in Table 1, above, but should be used at project initiation and at the start of major phases,
particularly when new organizations join the project. The AWP Audit Tool by Phase is complementary
with the Project Definition Assessment Tool; effective project definition activities should lead to
improved performance that will be shown during audits. The AWP Project Definition Assessment Tool
is presented in Appendix C.
AWP Audit Tool by Phase
The AWP Audit Tool by Phase is meant to assess conformity to the AWP processes at each stage
of the project. It is primarily for use by the owner, but can also be used by other parties to identify
gaps in AWP implementation. Suggested assessment timings are included as steps in the AWP
Project Integration Flowcharts (presented in Chapter 3 of this volume). The AWP Audit Tool by Phase
is presented in Appendix D.
Plans
Planning is a key activity, with eleven deliverables that must be developed and performed during
the project development stage. These early planning actions enable AWP to provide predictable project
outcomes and productivity improvements during the construction stage. The development of the
contract plan will only occur during the FEED stage. Other planning, such as the development of the
AWP plan, the interface plan, the CWP plan, the organizational plan, and the materials management
plan, will be performed in the FEED, detailed engineering, and construction stages. The EWP and Work
Breakdown Structure (WBS) planning will occur during the FEED and detailed engineering stages.
When the owner self-performs FEED, all of the planning and deliverables produced will be the
responsibility of the owner. When a contractor performs FEED, then the owner will provide a contracting
strategy and then approve the contractor’s organization structure. All other planning and deliverables
will be provided by the FEED contractor, with the exception of Workface Planning (the IWP Plan), which
will be produced later during the EPC stage.
When the contracting strategy assigns the engineering and procurement scopes of work to the
EP contractor and construction to the C contractor, during the detailed engineering stage, the owner,
EP contractor, and C contractor will all participate in the planning, development, and implementation
of the overall integrated plan, the CWP plan, the EWP plan, and the WBS plan. The EP contractor
and the C contractor will be responsible for delivering the AWP plan, the organizational plan, and the
25
materials management plan. The owner will approve the contractor’s organizational plan. During the
construction stage of this contracting structure, the C contractor will provide all of the planning and
implementation, except for materials management, the planning of which the EP contractor and the C
contractor will develop together. (Note: This document only addresses AWP. Any other coordination
and collaboration required between the EP contractor and the C contractor in other areas—such as
RFIs, engineering issues, systems turnover, and quality—should continue, but are outside the scope
of this document.)
When the contracting strategy assigns the EPC to one contractor for the detailed engineering
and construction stages of the project, that EPC contractor will be responsible for all planning and
implementation. The owner will participate in and approve the overall integrated plan, the CWP plan,
the EWP plan, and the WBS plan during the detailed engineering stage. Contractual language that
outlines the performance of these activities and the reporting of results should be developed and
included in all project contracts with EP, C, or EPC contractors. Such explicit stipulation of roles and
responsibilities ensures the commitment of the parties involved.
Advanced Work Packaging Plan
The AWP plan is a new project-specific plan, usually developed early in the project by the owner,
outlining the owner’s expectations and encompassing all aspects of AWP and its deployment on the
project, including a division of responsibilities, a deliverable list with responsibility assignments, and
due dates for each deliverable.
Contracting Plan
The contracting plan supplements a typical contracting plan for the project, taking into account
the AWP maturity assessments of potential contractors and incorporating the AWP prequalification
questionnaire. (See Appendix B.) Furthermore, AWP requirements must be included in all contract
documents at all levels.
Organizational Plan/Staffing Plan
The organizational/staffing plan supplements a typical organizational and staffing plan for the
project, and includes the additional positions and roles and responsibilities required to implement
AWP. (Reference the functional role descriptions provided in Appendix F.)
Interface Management Plan
The interface management plan is a plan that defines the necessary interfaces between engineering,
procurement, and construction throughout a project, regardless of the contract structure. This plan
supports AWP development, deployment, and execution. All of the areas presented below are interfaces
26
that require understanding, alignment, and agreement by all affected parties (e.g., engineering,
procurement, and construction), and all sides of the interface should be assigned in contract documents
for all affected parties.
Design Phase
• development of AWP roles and responsibilities for engineering and procurement
• layout of the project
• design areas
• CWP size and relationship to EWP
• release sequence of design
• systems turnover boundaries
• document control process
• development of schedule
–– module strategy and plan
–– constructability reviews
–– design model reviews (frequency, participation, and percent complete)
–– drawing reviews (frequency, participation, and percent complete)
–– model data transfer procedure
–– subcontractor selection
Procurement Phase
• procurement plan and philosophy
–– naming convention for all POs (e.g., by CWP)
• delivery date, method and sequence of tagged items
• delivery date, method and sequence of spools
• delivery date, method and sequence of steel orders and shipments
• delivery date of all bulk items orders
–– PO data transfer process/requirements
–– supplier data transfer process/requirements
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Construction Work Package (CWP) Plan
The CWP plan is a project-specific plan that defines the philosophy and specific requirements
of how construction work packages will be subdivided, sized, named, and sequenced. As noted in
Volume I, early planning for CWPs should include turnover and start-up considerations.
Engineering Work Package (EWP) Plan
The EWP plan is a project-specific plan that defines the philosophy and specific requirements of
how engineering work packages will be subdivided, sized, named, and sequenced. In general, EWPs
will correspond to CWPs.
Work Breakdown Structure (WBS) Plan
The project work breakdown structure (WBS) should be established to the discipline level prior
to the CWP boundary development process. The CWPs are aligned with the project execution plan
and the WBS. The division of work is defined such that CWPs do not overlap. EWPs must follow
the established WBS, and must allow for a process of revision control that permits monitoring of
the creation and completion of EWPs. IWPs in the field must be supported by an effective project
controls systems, which should be based on a clearly established WBS. The WBS must fit with the
work packaging progression, and all reporting must be aligned.
Schedule Structure
The schedule should be structured and sequenced by CWPs and EWPs. All activities in the schedule
need to be tagged with a CWP and EWP (e.g., at Level 2 or 3 of the schedule.) IWPs should be managed
through short-range planning (e.g., at Level 4 or 5 of the schedule), and should not necessarily be
included in the overall schedule to retain flexibility at the construction workface.
Estimate Structure
The estimate and cost control reporting should be structured, monitored, and sequenced by
CWP and EWP. This approach will allow costs and progress measurement to be controlled in the
same manner later (i.e., actual versus budget.) Early planning for CWPs should help drive the estimate
structure; estimates should be able to be recast into a cost control structure that matches CWP and EWP
structure, and be driven down to the IWP level for tracking. (See Chapter 5 of this volume for details.)
Materials Management Plan
The suggestions that follow for developing the site materials management plan are not fully
encompassing of a site materials management plan. Materials management is critical to a project’s
effective AWP implementation and is a key area, since it poses a high level of risk if the system is not
properly developed and executed. AWP is completely focused around the dates on which items must
28
be available to a craft for field installation. Because materials and supply chain management often
span multiple entities, contractual requirements must ensure that interfaces are managed and not
missed and that they are included in the right entities’ scope of work.
Data Exchange Section – The exchange of data associated with materials and equipment is critical
to the construction planning process. This section of the materials management plan should have a
detailed description of the process for receiving and processing data continually. The description should
address how information will be received and handled from multiple sources, and each source should
detail the format through which data will be exchanged (for example, through an automated interface,
an Excel spreadsheet in a specific format, or a printed report) and the frequency of exchange. The
number of sources will vary by contract; materials management systems are critical but understood to
be highly complex for large projects. Areas of data exchange include, but are not limited to the following:
• procurement contractor’s database
• pipe fabricator
• structural steel fabricator
• bulks
• equipment
• transportation and logistics.
Organization/Roles/Responsibility Section – There should be a detailed description and matrix

of the roles and responsibilities of the materials management organization, with a description of how
they contribute to the workface planning process.
Reporting Section – This section should identify who is responsible for producing specific reports,
the data to be contained in the report, and the frequency of issue.
Purchasing Section – This section should highlight the specific personnel from the construction
organization who are allowed to provide dates for when items are required on site. It should also
identify the specific personnel who will immediately update construction and the project team when
it becomes apparent that any agreed-upon date will not be met by a supplier.
Expediting Section – This section should include the responsibilities of the expediters on the project,
the method and frequency of updating delivery date status, and the method of releasing suppliers to
ship. Vendor surveillance is necessary to ensure production/transportation progress, and to ensure
delivery of the correct materials.
Site Material Control Section – This section should detail the process by which the materials are
physically received, stored, and handled until they are issued to the craft personnel for permanent
installation.
29
IWP Bagging and Tagging Section – This section presents the process for segregating all materials
associated with an IWP and identifying them with their appropriate IWP numbers. This is the last step
for handling materials on site prior to the installation of the materials. This section should also include
a step-by-step description of how the process will work, and should list expected reports.
Installation Work Package (IWP) Plan
The IWP plan should, at a minimum, include a description of the usage philosophy (e.g., installation,
hydrotest, reinstatement, system turnover, and quality control), table of contents of the IWP, approximate
size in work hours, roles and responsibilities, timing for development and issuance, constraint
identification and mitigation, and required approvals.
Progress Measurement
This key activity, as a support for AWP, has been limited to the detailed engineering and the
construction stages of the project, and it is recommended that, in addition to verification of physical
progress, progress be measured by the completion of work packages. Contractors at each stage must
organize their work in line with the work packages and integrate the packages into the overall project
schedule. (Note: In order to align motivation between the different functions such as engineering,
procurement and construction, progress payments may be linked to work packages, with rules of
credit to support a simple evaluation. However, any progress payment structure must be carefully
structured to avoid inadvertently encouraging self-interested deviations from plan, e.g., the contractor
completing work packages out of sequence to maximize cash flow, or one stakeholder throwing
incomplete work packages with constraints or holds “over the fence” to the next stakeholder in order
to secure a milestone payment.)
When the contracting strategy assigns the engineering and procurement scopes of work to the
EP contractor and the construction scope of work to the C contractor during the detailed engineering
stage, the EP contractor should measure progress by EWP. The C contractor should measure progress
by CWP in parallel, in order to determine readiness for mobilization into the engineering office and to
the site. During the construction stage the C contractor should bundle work by both CWP and IWP,
with the IWP being a small part of a unique CWP. Overall, the C contractor’s bid (if lump sum) or budget
(if reimbursable cost) should be broken down by CWP, and the IWP should be used to progress the
work against the CWP.
When the contracting strategy assigns detailed engineering, procurement, and construction to
the EPC Contractor, the EPC contractor will be responsible for progressing during both stages. The
owner should provide input in order to ensure that progress validation requirements can be managed
effectively and efficiently for timely payment. Contractual language that outlines the performance of
these activities and the reporting of results should be developed and included in all project contracts
with EP, C, or EPC contractors. Such explicit stipulation of roles and responsibilities ensures alignment
and requires participation of the parties involved.
30
Progress measurement and reporting process
In order for an AWP strategy to be effective, the contractual language should include provisions to
establish, measure, and report key metrics surrounding both the development and implementation of
the spectrum of CWP, EWP, and IWP activities. It is incumbent upon the owner to ensure, through its
contract(s) with the EPC, EP-C, E-PC, or E-P-C, that applicable project data is collected and analyzed
to demonstrate that AWP deliverables are on track and in accordance with the project schedule and
cost profiles. The EPC then, for instance, would monitor and report progress of the planning and
developmental actions leading to the issuance of the CWPs, EWPs and IWPs; this monitoring and
reporting would continue with the downstream success factors, as the work is completed in the field.
The associated contract(s) should clearly delineate the types, timing, and methods of reporting, and
as much as possible, should centralize and standardize the reporting tool itself, with emphasis on how
it will be used to capture and integrate the data inputs and avoid duplicate work. Output information,
including summary reports and display options, and distribution and communication requirements should
also be addressed. If the project involves an owner/EPC-type arrangement, the analysis, reporting,
and methodology can be more readily agreed upon than if the project were established with more
complex contracting structures between, for example, an owner with separate individual contracts
for engineering, procurement, and construction entities (or any combination thereof). Managing the
associated interfaces becomes more challenging as the number of contracting entities increases. It
is therefore important to identify these interfaces and to determine what information and which data
sets are to be communicated upfront, and incorporate them into the contract(s). Subcontracts should
also stipulate the types of data and the frequency of reporting needed for the prime contractor(s) to
status the work.
The sequence of construction activities should be established early in the planning stage. This
is critical to ensuring that engineering sequences the work in a way that maximizes constructability.
Construction progress and planning can be limited by the sequencing and timing of deliverables from
the engineering effort. This is the opportunity for construction to drive the engineering plan and for
work packaging to realize its greatest potential. But how does one know that the upfront planning is
progressing in accordance with the project plan, and that downstream installation activities are indeed
being optimized? The answer is to use selected project metrics to ensure that the work packages are
being developed in a way and sequence that fully support the eventual field installation needs.
Additionally, the project work breakdown structure (WBS) must be properly established so that
progress through preliminary planning/design and the detailed design phases can be adequately
monitored, i.e., aligning the CWP boundaries with the WBS can facilitate the progressing process
through appropriate monitoring. If, alternatively, for example, the WBS is by area and the CWP is by
system, it would be difficult to relate the CWP to a percent complete schedule. Any defined CWPs
should be readily rolled into the established WBS.
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During the construction phase, the overall effectiveness of the work packaging process can be
most readily seen. At that point, it becomes critical that a comprehensive set of metrics be used to
monitor how well the workers can conduct the installation activities specified in the sequences that
the IWPs are providing to them. Any issues with wait times, redesign, wrong materials, or rework
can be indicative of failures in the upfront planning stages. Also, any issues that are identified during
installation activities need to be fed back to the appropriate parties so that they can analyze the causes
and take corrective actions, not only on the specific issues, but also in other related downstream work
packages that may also eventually exhibit the same types of issues.
Installation progress is many times measured in terms of the number of IWPs completed (or
percent complete in terms of their completed ISOs) on a daily or weekly basis. Project management
then can utilize this information to calculate a productivity measure. A decrease in productivity can
be an indicator of underlying issues. Another metric that could be useful is the number of IWPs that
are started on time. Once an issue is identified at the jobsite, a feedback mechanism to take the
information and analyze it to determine the underlying contributors and causes is important, so that
downstream issues can be avoided.
An assortment of project indicators may be used to monitor the level of AWP success during
different phases of the project life cycle. These may include but are not limited to the following: package
development schedule adherence; adherence to package release-to-work schedule; installation
schedule deviations; number and types of requests for information generated in the field due to
package errors; number and type of field change requests representing design or sequencing errors;
number and type of engineering change requests that results in installation changes; late finishes;
and aggregate crew non-productive time. The frequency of progress reporting should be established
as early as possible so that “start-up” inefficiencies that can occur early in a project phase can also
be identified and addressed. The data to be tracked can be customized to meet a particular project’s
needs, but should normally include those items that can be obtained on a daily or weekly basis. This
regular data collection helps ensure that any escalation or corrective actions can be initiated within
a reasonable time frame.
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Chapter 3: Implementation Processes
This section relays specific guidance about the integration of AWP with existing procedures and
job descriptions. It describes a set of project integration flowcharts and functional role descriptions
meant to address AWP-related changes to typical job descriptions. (See Appendices E and F.) The
section also includes a narrative generated by an owner currently implementing AWP across the
project life cycle. This narrative is included to provide perspective on the process of implementation
and the leadership role that is required of the owner and its project management team. Because
implementation is intimately linked with contracts, a review of Chapter 2 on contractual requirements
is recommended before reading this section.
3.1 A Note on Indirect Costs and Successful Implementation
When a company or a project team is considering the implementation of an AWP strategy,

any discussions and decisions concerning any additional indirect costs during the early phases of
the implementation should be informed by the expectation that implementing AWP should realize
construction labor savings in the range of at least 25 percent. There are also considerable expectations
of schedule improvements, since a successful AWP implementation prevents many of the delays that
are presently experienced in traditional project delivery methods. These types of savings have been
documented in case studies and should be fully expected over typical results on traditionally delivered
projects. These documented savings have been used to provide some guidance as to potential push-
backs and barriers that a company or project team will probably encounter as it considers an AWP
implementation strategy.
It was confirmed during many of the interviews and workshops during the research that one of the
key barriers for firms or projects to even contemplate an implementation of AWP was the presumed
high costs of the implementation. These costs would be due to a requirement for additional resources,
which would drive up the indirect costs during the early stages of the implementation (preliminary
engineering). Although it is correct that there will be additional indirect costs during the early stages
of a project to implement this type of strategy, a firm or project should consider the following:
• Additional Indirect costs should be higher for the initial implementation as processes and
procedures will have to be developed, and as AWP training will be required.
• Indirect costs should decrease for progressive implementations (i.e., results will follow a
typical learning curve, as they would with any other new strategy).
• Additional resources may be higher for initial implementation, but many of the typical project
positions should be able to take on the additional roles and responsibilities associated with
the AWP implementation, as long as the associated additional training is provided. It is
important that each person understands his or her role.
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• Projects that have utilized this type of strategy find that morale is much higher, and that
higher morale has a direct influence on a reduced turnover of trades personnel. Projects are
presently experiencing high turnover, and the additional mobilizations, on-boarding costs,
and learning curve for each new hire is considerable.
• Owner’s costs (which generally consist of onsite transportation, lunch room space, camp
space, and other expenses) can be reduced, due to the expected 25-percent labor cost
savings.
In addition to the guidance provided above, the following actions have also been noted as helpful:
• Perform an impact analysis of stakeholder organizations to determine which positions have

potential major changes to their job descriptions (or the potential to be new positions), and
which positions will have minor changes, e.g., such as just a requirement for some additional
training.
• Develop job/role descriptions that address any changes to traditional jobs that become
necessary with the AWP implementation.
• Produce project integration flowcharts to provide guidance for an integrated approach to

the AWP/WFP Implementation. Some of the key items of note are the integrated planning
sessions (e.g., specifying attendees for the sessions), which are held primarily around the
development of the path of construction early in the project. The sessions that lead up to the
development of the Level 3 and Level 4 schedules are also important in this regard.
• Ensure that all stakeholders (i.e., each of the project functions included in the integration
flowcharts) provide a “champions” or “sponsors” who take on the responsibility to guide their
personnel through the implementation. There is a natural tendency to resist change, and the
champion’s role is to reinforce the AWP strategy and keep all affected personnel aligned with
this goal.
3.2 Overview of the AWP Project Integration Flowcharts
The AWP Project Integration Flowcharts (PIFs) are tools that illustrate how the key functions and
activities of AWP can be integrated into a traditional project delivery model in order to maximize the
benefits of AWP execution. The PIFs are an elaboration of the recommended AWP execution model
detailed in Stages I, II, and III. (See Volume 1.) This elaboration translates the recommended model
into one that depicts in detail the execution processes carried out by the project’s stakeholders or
functional groups: owner, project management, construction management, engineering contractor,
supply chain management, and construction contractor. Note that the presentation of the PIF charts
is not meant to imply hierarchy in terms of contractual relations among stakeholder groups. While the
PIFs also identify key process functions, project organizations may have a different assignment of
roles than those assumed in the charts. If necessary, users must map functions in the charts to the
specific context of their project or organization.
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For each execution task or process, a PIF charts identifies key predecessors and successors,
and identifies organizational positions. (See also section 3.3 below.) As a project progresses from
early phases of studies and planning through the detailed engineering phase and on into construction
execution and completion, these tools provide a reference for quickly checking whether necessary
tasks have been completed and a look-ahead for ensuring that remaining critical items are addressed.
(NOTE: Interactive versions of the PIF charts are hosted on the COAA website; the interactive versions
provide more detail about each activity, as well as links to job/role descriptions per task. Find them
at www.awpflowcharts.com.)
These flowcharts depict a typical example of the integration and relative timing of an AWP project.
However, tasks can be shuffled from one party to another, or the timing can be changed relative to
other tasks if such changes better suit the abilities of the parties involved and the needs of the project.
What is important is to have the tasks that are identified in the flowcharts completed in order to support
succeeding tasks and the overall AWP execution effort.
The tasks are also categorized into three levels of integration: 1) standard project procedures; 2)
application of AWP; and 3) integration of AWP and standard procedure. Tasks identified as standard
project procedures are already a part of standard project execution and require little or no modifications
to fulfill the requirements of AWP. Although these tasks do not require significant modification to
support AWP, they are critical components of AWP and should not be overlooked in the planning and
execution of an AWP project.
The second category of integration, application of AWP, is associated with new tasks required
for AWP execution. These tasks are unique to AWP and are not typically associated with traditionally
executed projects. They are perhaps the easiest of the tasks in any of the three categories of integration
because they do not require modifications to existing policies or practices; this category simply
involves the implementation of new tasks into the work process. Assessing activities at this level can
also provide useful input for estimating the additional resources required to support AWP.
Tasks classified under the integration of AWP and standard procedure category are the ones that
will require the most attention and effort to implement. These are tasks that are part of a traditionally
executed project, but may require considerable effort to integrate into current standard work practices.
With respect to the implementation of AWP in traditional execution plans, these tasks should be
addressed first, since they represent the majority of the changes required to successfully perform AWP.
These tasks have been divided into three categories according the level of integration of AWP into
traditional procedures. This division is not intended to indicate the importance of any of the categories.
Each task identified in the flowcharts supports AWP, and all are individually important to the overall
process.
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The integration flowcharts are described below in more detail per stakeholder. However, users should
bear in mind that the tasks identified can be moved from one responsible party to another, or may be
a component of another larger task that is a part of the project execution plan being implemented. It
should also be noted that, while separation of project phases is ideal, on many projects, it is likely that
the beginning of a project phase may overlap with the end of the preceding phases. In these cases,
it is still imperative that the AWP activities associated with the overlapping phase be completed prior
to commencing activities for the follow-on phase.
Owner
As the entity able to make the greatest impact
Owner – Key Point of AWP Integration
within the organizational hierarchy, the owner plays
• Champion the overall AWP project
the simplest, yet most important role in the overall execution.
AWP execution. Influence on AWP success is
greatest at the earliest stages of a project. As the first entity to influence and contribute to the project,
the owner must develop the project definition and execution plans with AWP as the execution platform.
This allows for every decision and direction to be based on AWP, and ensures that all parties contributing
to the project are capable of AWP and that they utilize the concepts from the start of their participation
on the project. Key activities for the owner in Stage 1 include developing the AWP strategy, allowing
for AWP execution in the project budget, committing AWP requirements into the project management
contract, and developing a Level 1 schedule that incorporates AWP activities, timing, and milestones.
Once these basic elements are instituted on the project, the owner focuses on the traditional project
execution activities and has a role in the overall governance of the AWP program.
Project Management
Project management’s primary function on Project Management –
a project that implements AWP is to drive AWP Key Points of AWP Integration
execution throughout the life of the project from • Incorporate AWP strategies into the
project execution plan early.
the top down, and to create and maintain alignment
between all stakeholders on the project. While the • Select AWP qualified contractors.
owner should be the overall AWP champion on • Enforce AWP execution throughout the
the project, project management is responsible life of the project.
for incorporating the AWP strategy into the overall
project execution plan and for selecting qualified contractors to execute AWP activities. Using a system
of checks and audits, project management ensures that the AWP plan is executed in a compliant
manner, that any alterations to the plan are aligned to the project goals and to the strengths of all
stakeholders involved, and that support is provided to address weaknesses or gaps.
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To ensure that the entire project execution team implements the AWP requirements, project
management is responsible for ensuring that project reporting and deliverables all support AWP. Each
contract and purchase order must include the AWP requirements in the scope of work and contract
terms. Without this, individual contributors to the project could default to the least effort to satisfy their
particular scopes of work, with disregard to the overall AWP execution philosophy. Project management
is also responsible for ensuring that AWP considerations are addressed in the integrated planning
sessions, project schedules, and the constructability reviews. Project databases should support
AWP identification on all documentation and include AWP data in generated reports. Furthermore,
document control and document management systems must be robust enough to ensure that data
can be sorted by WBS, CWP, EWP, and IWP. Each of these components is necessary to support the
project’s AWP plan and must be enforced by project management.
Once these items have been incorporated into the project execution plan and the elements of the
plan have been put into effect by the responsible parties during Stage 1 and early in Stage 2, project
management continues to play an important role throughout the balance of the project to maintain
the focus on AWP and preserve project execution team alignment.
Construction Management
Construction management plays a key role in
Construction Management –
the early planning and execution of AWP. Usually, Key Points of AWP Integration
before construction contractors are identified • Establish an early path of construction
on a project, construction management has the and develop CWPs.
responsibility of developing the AWP execution • Hold integrated planning sessions/

plan, which incorporates the following: constructability reviews and develop the
Level 3 schedule to support AWP and
• construction execution plan WFP.
• turnover plan • Build CWPs, manage CWP restraints, and

release CWPs to construction function.
• early path of construction development
• Track and report field progress at CWP
• preliminary construction work package level.
(CWP) boundary definition.
This early planning is carried into the integrated planning sessions and the Level 2 schedule
development for review by all stakeholders. As Stage 1 progresses, construction management maintains
responsibility for refining the preliminary plans and contributing to the selection of construction
contractors, culminating in a Level 3 schedule and a CWP release plan. Construction management
ensures that the CWP release plan addresses construction requirements, including the outcome of
constructability sessions. Construction management should also work to achieve alignment with the
EWP release plan. These final Stage 1 plans are then used for detailed engineering in Stage 2 as the
basis for measuring progress and detailed construction planning.
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During detailed engineering, construction management is responsible for monitoring progress

of the project and ensuring compliance to AWP requirements to facilitate the construction execution
activities in Stage 3. Throughout construction execution, which often overlaps with the end of Stage 2,
construction management begins to compile and release CWPs to the construction function. This
process involves assembling EWPs, material deliveries, and other information relevant to the CWP
into a single document that will be issued to construction personnel for the development of IWPs.
Construction management also has the responsibility of managing all constraints for the CWPs, including
incomplete EWPs, supply chain issues, other dependent CWPs, availability of field resources, and any
other items that would prevent effective execution of IWPs.
Construction management plays an early role in the preparation of the project for AWP Execution,
and is responsible throughout the life of the project for monitoring the execution of AWP and serving
as the conduit of communication between all project stakeholders. Early construction management
leadership and planning is essential to promoting consistent execution throughout the project, and
should be reinforced by exceptional coordination, oversight, reporting, and problem solving.
Engineering Contractor
The major focus of AWP integration for the
Engineering Contractor –
E contractor is to ensure engineering execution Key Points of AWP Integration
is aligned with the construction schedule and • Schedule EWP completion to support the
constructability recommendations to facilitate path of construction.
Workface execution during construction. • Report engineering progress at the EWP

level.
During Stage 1 of the project, engineering
• Respond to field RFIs in a manner that
personnel should be involved in construction supports workface planning and
planning to develop a plot plan and EWP execution.
boundaries that support the CWP definitions and
path of construction identified by construction management. The information needed for this is taken
from a number of sources, including the early path of construction development, constructability
reviews, integrated planning sessions, and the Level 2 schedule review. Toward the end of Stage 1,
the engineering contractor prepares the preliminary EWP release plan, which supports the AWP and
CWP plans, and issues it for consideration during the development and review of the Level 3 project
schedule. As the Level 3 schedule is developed and reviewed, an important requirement is to roll up
individual engineering tasks into the identified EWPs. In addition to providing a higher level of detail in
the execution plan, this facilitates progressing and reporting on engineering at individual EWP levels
during Stage 2. When the plans are reviewed and finalized for the project, the engineering contractor
can advance the AWP Project to Stage 2. There is a strong relationship between the level of detail in
engineering contractor activities in Stage 1 and the probability of success of AWP on a project.
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When the project moves into Stage 2 and 3, the engineering contractor heavily references the
preparations from Stage 1 to guide the work being performed. The major changes for the engineering
contractor during these two final stages of a project are progressing and reporting by EWP. The
engineering contractor also supports construction management personnel and the construction
contractor, as required, while they are developing IWPs and performing the work in the field. Supply
chain management will also require that status be performed by EWP in order to properly manage
vendors and contractors. Once document tracking, procurement, and progress reporting have been
formatted and established at the EWP level, there will be little difference from traditional engineering
processes and procedures.
Supply Chain Management

The role of supply chain management in AWP Supply Chain Management –
execution serves two critical functions: 1) the Key Points of AWP Integration
development of procurement and contracting • Establish a contracting and procurement
plan aligned with AWP.
plans in support of AWP and 2) the inclusion of
AWP requirements in material purchase orders • Ensure that AWP requirements are written
into contracts and purchase orders with
and contracts. Each of these functions are set
respect to execution, reporting, and
up during the preliminary planning of a project scheduling.
and carried out throughout the remaining stages.
• Manage materials in the field to support
IWP work processes.
As supply chain management personnel begin
working on an AWP project, their first tasks are to
collect the requirements for AWP from the owner, project management, and construction management.
Although usually identified at such an early point in a project, the construction contractor should be
consulted if in place. As the procurement and contracting plans are being developed, there are several
key AWP factors that should be incorporated:
• Receipt of vendor engineering data must support the EWP release plan.
• Delivery of material to the construction site must support the CWP release plan.
• Construction contractors and suppliers must be properly vetted for ability to perform AWP to
the level required by the project.
• Clearly stated requirements, particularly for suppliers, must focus on reporting, progressing,
and delivering for smaller work packages, instead of for an overall scope of work.
Active involvement of supply chain management personnel in the preliminary planning and design
phase of a project is necessary to achieve realistic schedules with committed participants, and to
ensure that execution of suppliers’ and contractors’ scopes of work fully support AWP execution
on the project. Proper attention during Stage 1 creates an environment conducive to successfully
39
completing the project, utilizing AWP concepts. As the project changes from preliminary design to
detailed engineering, supply chain management maintains responsibility for purchasing materials in
a manner that supports the EWP release plan and the required at-site dates for proper IWP planning
and execution. A dedicated WFP material coordinator should also be engaged during Stage 2 to
ensure that materials are available to support workface planning (bagged and tagged by IWP) and
that field material procurement is established accordingly. The early establishment of procurement
and contracting strategies and plans—coupled with a strict enforcement of the plans once they are
established—are critical to the success of supply chain management. Careful selection of qualified
suppliers and contractors is the final primary responsibility of supply chain management needs to
fulfill in order to effectively contribute to the AWP Project.
Construction Contractor
T he constr u c tion contr ac to r’s ma in Construction Contractor –
contribution to an AWP project is to plan and Key Points of AWP Integration
execute construction, using the principles of • Utilize dedicated workface planners.
workface planning and IWPs. Having been • Develop Level 4 schedule based on the
identified in the integration charts during Stage 1, IWP schedule.
the construction contractor first establishes an • Develop IWPs and identify and resolve
organizational structure that supports AWP and RFIs and other constraints prior to
contributes to the detailed constructability reviews releasing IWPs to foremen.
and the Level 3 schedule and integrated planning

sessions. Throughout the final portions of Stage 1 and Stage 2, the construction contractor should
focus on supporting the refinement of the overall project execution plan and the development of a
Level 4 construction schedule, basing planning on the IWPs.
The construction contractor begins work on Stage 3 activities for completed CWPs while the
project is in the final stages of detailed engineering. During this overlapping period, the construction
contractor should be developing IWPs and working with construction management, engineering, and
supply chain management personnel to resolve open constraints and to identify and resolve RFIs
during the development of IWPs. This early planning provides for complete and ready-to-execute IWPs
to be installed without any reduction in efficiency due to starting and stopping on tasks. The balance
of the construction contractor’s responsibilities after developing and executing workface planning
and IWPs is to report progress based on IWPs and to develop and execute completion, testing, and
turnover based on IWPs.
In spite of coming onto the project later than the other stakeholders—usually after the preliminary
AWP planning has taken place—the construction contractor is still relied upon to review plans made to
date, suggest minor adjustments to help them and the project be more efficient, and develop Level 4
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schedules and IWPs to complete the AWP Project. Construction contractors, particularly those with
limited AWP experience, should not make wholesale changes to the AWP plans already in place, and
should integrate themselves into the project with the least amount of disruption to ongoing work. This
initial integration is crucial to a successful AWP project, since it happens at the point of the project
at which an undisciplined construction contractor can do the most harm to the overall effectiveness
and workflow.
3.3 Functional Role/Job Descriptions
In conjunction with the AWP project integration flowcharts (PIFs), the team has developed a set of
32 role/job descriptions. These are descriptions for each of the functional organizations designated
in the PIF; each task on the PIF shows which job/role description is responsible for that part of the
flowchart. (Note that only those tasks that represent new/revised processes have role descriptions.)
The list below shows the role descriptions by title and number for each of the six functional organization
types listed on the PIFs. Descriptions are shown in their entirety in Appendix F. It is important to note
that the job/role descriptions are limited to those changes related to AWP procedures. As such, they
are primarily meant to adjust existing job descriptions for standard roles on projects.
Owner
O-1 Project Manager
O-2 AWP Champion
O-3 Turnover Manager
O-4 Commissioning and Start-up Lead
O-5 Audit Manager
Project Management
PM-1 Project Manager
PM-2 Turnover Manager
PM-3 Document Control
PM-4 Cost Control
PM-5 Scheduler
PM-6 Database Administrator
PM-7 AWP Champion
PM-8 AWP Audit Manager
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Construction Management
CM-1 Construction Manager
CM-2 Resource/Interface Coordinator
CM-3 Overall Planner
CM-4 Workface Planning Manager
CM-5 Turnover Manager
CM-6 Quality Manager
Engineering
E-1 Engineering Manager
E-2 Workface Planning Champion
E-3 Document Control
E-4 Discipline Leads
Supply Chain Management

S-1 Procurement Manager
S-2 Material Manager
S-3 Warehouse Manager
S-4 Contract Manager
Construction Contractor
CC-1 WFP Champion
CC-2 Workface Planning Lead
CC-3 Workface Planners
CC-4 Superintendent/General Foreman
CC-5 Database Administrator
3.4 Narrative: Owner Experience Implementing AWP
This section presents advice from an owner organization currently implementing AWP across
the project life cycle. This particular owner has chosen to take a very active leadership role in the
implementation of AWP. While this section is written from that perspective,it is not presented as a model
all owners must follow, but rather as lessons from an organization conducting detailed implementation.
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Broadly, the intent of this narrative is to provide advice to any firm that provides leadership in the AWP
implementation process. For example, an EPC contractor may step up to help lead AWP implementation
for an owner who is supportive of AWP. Both EPC contractors and owners may find the perspectives of
this section helpful when considering implementation challenges. The narrative below follows Stages
I, II, and III, per the recommended AWP execution model and PIF charts. The reader should refer to
the PIF charts while reviewing this section. Readers should also be familiar with the recommendations
regarding contractual strategies and requirements in Chapter 2 of this document.
Stage I – Owner during Preliminary Planning/Design

The owner plays a key leadership role during preliminary planning and design. Successful
orchestration of internal efforts, as well as those of others at this stage, lays the groundwork for
excellence in AWP implementation. It is highly recommended that the owner organization perform a
maturity assessment to first understand at which level it is performing AWP processes, and to clearly
identify staged initiatives to advance its processes and procedures.
AWP Owner’s Sponsor and Program Definition
The AWP process demands that owners first identify sponsors (champions) to ensure that business
objectives are understood, resources are committed, and leaders are supported and empowered to
enforce AWP-related decisions across all project stakeholders, beyond just the owner‘s construction
group.
An owner’s sponsor (champion) typically could be a vice president of projects or a project director.
The AWP champion should undertake the implementation of the AWP program charter as set
forth for the project, and should include integration of AWP data requirements. The owner should also
identify key staff from each functional group in the organization to support the implementation of the
AWP program. These may include project controls, engineering, supply chain, computer integrated
engineering, and construction. Collectively, these individuals support the commitment and alignment
necessary to institute and execute AWP requirements within the owner organization, and to ensure
that AWP requirements are being adhered to within their respective functions. This team, along with
the overall AWP sponsor and all champions and key staff included in the overall project charter, is
essential for clarity and commitment to the program.
• Refer to the owner’s AWP Program Manager job description.
• Refer to the modified roles of existing discipline functions to support AWP.
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Owner’s AWP Strategy
Owner’s Strategy Document
The next sequence of activities for the owner starts with the AWP strategy. The strategy serves
as a reference when AWP requirements are established and as a guide for making decisions during
planning and execution of the project work. The AWP strategy should consider the owner’s organizational
values and core capabilities, reflect the project’s objectives, and appropriately weigh any unique
project challenges, such as geographic location or labor availability. This includes consideration of
strategies identified by the construction management team, such as modularization. All strategic
principles should be ranked by importance, and should be directly matched to an AWP business
objective, such as the reduction of rework, higher quality, better safety performance, or greater field
productivity or cost certainty.
The owner’s strategy document should declare the purpose and business objectives for which the
AWP methodology has been adopted. It should also clearly communicate the organizational commitment
behind the strategy by identifying the program sponsors and champions in charge of executing it.
The document may include the following sections:
• an introduction
• application of AWP/WFP
• a package workflow that includes CWPs, EWPs, IWPs, and system packages
• owner’s AWP/WFP roles and responsibilities
• E, P, and C contractors’ AWP/WFP roles and responsibilities
• pre-construction AWP/WFP requirements
• integration of schedules
• AWP/WFP process requirements
• monitoring progress and schedule.
Owner Procedure for the AWP Program
With strategy in hand, the owner should devote significant effort to develop and issue detailed
AWP requirements for all stakeholders, including definitions and standards for compliance. Definitions
and standards should provide sufficient detail for project management to include concise contractual
statements that commit all parties to AWP requirements, and enable the owner to track compliance.
In addition, the owner should include sections to identify audit protocols that enable measurement
of compliance within the organization and among project participants. The audits should include
measurable criteria. (See Appendix D.)
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In addition to point-in-time audits, a continuous process of verification (CPV) can also be applied to
the program. CPV is the process of checking that a product, service, or system meets specifications.
Through CPV, a high degree of assurance is created that a product, service, or system fulfills its
intended purpose. In an AWP/WFP implementation, the objective of CPV is to ensure that CWPs,
EWPs, and IWPs are commenced, released, progressed, and completed as planned. The mandate
for the CPV is to ensure that the AWP/WFP methods are applied to meet the intent of the program by
the participating companies throughout all phases of the project. As an example, during construction,
CPV will focus on the following from the construction contractor:
• reporting progress regularly
• inputting progress into the model
• construction completion
• testing completion
• reinstatement.
AWP in Owner Project Management Plans
When developing the Level 1 schedule, the owner should consider the requirements and sequence
of AWP activities. Although AWP activities are not commonly represented in the Level 1 schedule, it is
important to consider how they relate to or influence Level 1 milestones. This may include specifying
the start of the AWP program during the EDS and outlining its continuation through project life cycle.
Owner AWP Data Requirements and Reporting Procedures
The owner’s AWP champion needs to ensure that data requirements are identified and that
business processes are integrated with the underlying technology systems to support AWP processes.
Considerations should include the sources of data, recipients of data, as well as reporting formats
and frequency. It will be project management’s responsibility to implement processes that ensure
timely capture and access to this data, considering factors such as progress reporting and costing
information, as well as ensuring that workface planners have access to this data in a timely manner.
Project data requirements dictate that the aspects presented below have been defined early in
the project.
Project data exchange requirements
The information that is shared or provided across disciplines (e.g., from mechanical to piping) or
across functions (e.g., from engineering to supply chain) should be well understood and applied in the
systems and tools to be deployed on the project.
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Project data requirements across entities
Transfers of information between the project’s participating entities (e.g., document management
systems between contractor and owner) should be set up to meet the requirements of the AWP
strategy.
Format and frequency
Most systems and tools have the capability of providing neutral file-based data interchange from
one system to another. A specification that is agreed upon, tested upfront, and followed through the
life cycle of the project ensures that data is handled systematically. Outputs such as PDF versions
and non-native formats make data exchange process cumbersome and should be only used as
supplements to the exchange formats. It is also important to establish the frequency of the reports,
as well as the expectations of the reports (e.g., format or content).
Significance of correlation in functional indexes
There are several indexes that are used throughout the life cycle of a project with various groups
so it is important that the owner maintains ownership in defining and allocating them. As such, it is
required to develop a process that has been systematically verified to enable correlation/mapping
that will ensure project data integration, portability and traceability of package and its contents (e.g.,
materials, equipment and schedule aspects).
The major coding related to package definition includes but may not be limited to the following:
1. Work Breakdown Structure (WBS)
2. Cost Breakdown Structure (CBS)
3. Activity Breakdown Structure
4. Construction Work Area (CWA) Structure
5. Module Numbering Scheme
6. Construction Work Package (CWP)
7. Engineering Work Package (EWP)
8. Module Installation Work Package Numbers (MIWP)
9. Field Installation Work Package Numbers (IWP)
10. System Number
11. Turnover and Commissioning Package Number (TCP)
12. Document Numbering Scheme
13. Purchase Order Numbers
14. Contracted Scope of Work (Work Releases).
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AWP Planning in Schedule Development
Level 2 Schedule Development
A key aspect of the process of developing and approving the Level 2 schedule is to have had all
stakeholders involved in the development of the path of construction. This is followed by integrated
planning session(s) that culminate with a Level 2 schedule agreed upon by all stakeholders. The owner’s
approval of the Level 2 schedule is normally a “gate” that needs to be successfully passed to advance
to the next phase of the preliminary planning/design of the project.
Level 3 Schedule Development
Leading up to the development of the Level 3 schedule, construction expertise (either from the
CMT or from the chosen construction contractors) should be given the opportunity to provide input
into the sequence and timing of the CWPs within the CWAs. From this construction input, engineering
personnel develop an EWP release plan, and supply chain management provides the procurement and
material management logistics plan. One of the key considerations is the agreed upon lag between
the release of the EWPs that are required to complete the development of the CWPs. (See the diagram
below for sample guidance.) Using these inputs, integrated planning session(s) involving all stakeholders
are scheduled. The output of the integrated planning session(s) is the project Level 3 schedule. The
owner acceptance of this Level 3 schedule is again a “gate” through which to proceed to the next
phase of planning and design. (See Figure 11 for an example of this coordinated release plan and lag.)
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48
SAMPLE REPRESENTATION OF EWP GROUPS AND CWP IN SCHEDULE

EXAMPLE SET OF EWPs THAT ARE BEING
Min 12 weeks
GROUPED AND WILL BE REPRESENTED
EWP PACKAGES
AS SINGLE LINE ITEM IN THE LEVEL 3
One Task in the Schedule

EWP group xxxx: EW-BA1-101 A/B/C/D/E/F
EW-BA1-101A-PR-SS EW-BA1-101A-PR-SS
FS 12 wks
SCHEDULE
EWP Group 1
EW-BA1-101B-PR-SS EW-BA1-101B-PR-SS
FS 12 wks
EW-BA1-101C-PR-SS EW-BA1-101C-PR-SS
FS 12 wks
EW-BA1-101D-PR-SS EW-BA1-101D-PR-SS
EW-BA1-101E-PR-SS EW-BA1-101E-PR-SS
FS 12 wks
EW-BA1-101F-PR-SS EW-BA1-101F-PR-SS
FS 12 wks
FS 12 wks
Last EWP completed in First CWP (Min 12
REPRESENTATION IN SCHEDULE
group weeks from last EWP)
EWP Group: EW-BA1-101 A/B/C/D/E/F EWP group EW-BA1-101 A/B/C/D/E/F 12 Weeks
WORK EXECUTION OF CWP PACKAGES
CW-BA1-101A-PR-SS CW-BA1-101A-PR-SS Task

CW-BA1-101B-PR-SS CW-BA1-101B-PR-SS Task
CW-BA1-101C-PR-SS CW-BA1-101C-PR-SS Task
CW-BA1-101D-PR-SS CW-BA1-101D-PR-SS Task

CW-BA1-101E-PR-SS CW-BA1-101E-PR-SS Task
CW-BA1-101F-PR-SS CW-BA1-101F-PR-SS Task
Figure 11. Coordinated EWP and CWP Groups in Schedule

AWP Program Audits by Owner
Audits must be planned, structured, and conducted at predetermined points of time to confirm the
level of adoption and success of the AWP/WFP implementation strategy. Formal audits or in-house
assessments can be employed to ensure that the AWP program is on track. See the contracting section
of this document for a description of recommended assessment and audit tools.
Owner AWP Packaging Procedures
The owner is responsible for reviewing the issued AWP plans from construction management and
engineering prior to approval of the overall project AWP plan. This may require iterative development
of CWP and EWP plans, which should be executed though a formal management of change process
inclusive of all stakeholders.
The important considerations in reviewing such plans are as follows:

1. CWP, EWP, and IWP definitions are consistent throughout the project life cycle.
2. The approved EWP list is audited to ensure that complete EWPs are delivered on
committed dates.
3. The approved EWP release plan is properly reflected in the project schedule.
4. The CWP list and release plan corresponds to the approved EWP list and release plan.
5. The CWP execution plan provides identification of CWP dependencies and allows enough
lag time to build the CWPs with corresponding IWP packages.
6. The project-wide naming and numbering convention are consistent with the WBS.
7. The CWPs and EWPs properly identify scope and boundary definition criteria, and
package grouping across silos.
8. The approved format of the table of contents for CWPs, EWPs, and IWPs has been
identified.
9. The change management process is defined.
10. The formal process of issuance and approval of CWPs, EWPs, and IWPs is defined, as is
the utilization of document management systems.
11. A lag is provided to give enough time for Construction to develop and release CWPs and
IWPs in order to create a backlog of work prior to mobilization.
Stage I – Project Management during Preliminary Planning/Design

The project management team will be required to demonstrate its AWP capabilities and capacity
to the owner. With the wide variability in AWP practice evident in the industry, there is a strong chance
that owner expectations of AWP execution may not match how the project management team plans to
implement the practice. An alignment between these parties, usually in the form of a pre-qualification
or audit process that is based on a published strategy by the owner, will ensure there are no surprises
when the parties come together later in the planning and implementation stages.
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AWP in Contracts
It is project management team’s responsibility to ensure that each contract tendered should
include language that commits awarded vendors to the AWP requirements as defined by the owner.
Contract guidelines are provided in this implementation resource. (See Chapter 2.) The contractual
language should include the owner’s AWP strategy, plan, and procedure document, with compliance
being mandatory, fundamental, and a material term of the agreement and contract fulfillment.
The project management team will be responsible for assigning AWP auditors to conduct audits
on the contracted parties. The audit plan should be approved by project manager. The audit plan for
the project should include the AWP audit as an independent audit item in addition to the traditional
project audits.
A WBS structure is a normal requirement for all projects. For an AWP implementation, the WBS will
be somewhat expanded. It must also be capable of including details down to the IWP level. Moreover,
the project database established by the project management team must be configured to enable
references to work package data on all information artifacts. The project must be able to “roll-up”
data from an IWP level to the appropriate level for review of management.
AWP Manager’s Role
The AWP manager role is essential to the execution and governance of AWP activities throughout
the life cycle of the project. The project management team is responsible for appointing the AWP
manager and provide him or her with the appropriate level of authority and resources to ensure AWP
success. (See Section 3.2 for details on the AWP manager role description.) The AWP manager is
responsible and accountable for the integration of all AWP requirements and functions in order to
ensure alignment of the contracted parties to the project AWP implementation strategy. As part of
the project management team, the AWP manager reviews the major systems and support functions
for AWP execution. This includes a review of staffing, budgets, templates, information management
systems, engineering design systems, and other project elements to determine their suitability to AWP
requirements and make recommendations where gaps are found.
Integrated Planning
The project management team is responsible for leading the integrated planning sessions and for
ensuring that all stakeholders are invited to and participate in the development of the Level 3 schedule.
One of the key issues is to ensure the alignment of the EWP release plans with the corresponding
CWP release and execution plans.
The project management team is also responsible for setting up and maintaining the project
database, and for ensuring that all stakeholders provide the data in the owner-defined format and the
schedule. This includes information that may be fed automatically into the database, e.g., data from
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the 3D model. Other responsibilities include ensuring that the workface planners have timely enough
access to all associated data to help them develop and release their IWPs on schedule. They also
need to ensure that the construction management team appoints a construction model administrator
who will coordinate “model dumps” as required by the construction contractors to plan and develop
their IWPs.
Stage II – Owner during Detailed Engineering

The owner should stay actively involved during detailed engineering, playing an oversight role
in order to help keep project priorities in focus and to assure continued alignment and execution
according to plan.
Owner Management and Oversight
Firm EWP Release Plan to Support CWP Execution Plan
The key activity for the owner in this stage is to provide an audit and oversight role to ensure that
completed EWPs are released by the EP contractor as per the EWP release plan. The owner should also
work to make sure that the EWP plan is continuously aligned with the contractor’s CWP execution plan.
Maintaining Planning Time
It is important that the owner instills the discipline required throughout the project to ensure that time
is adequately scheduled for proper planning, development, and release of IWP packages. This includes
considerations of time for building, as well as of time for removing constraints that may develop when
CWPs are finalized upon release of EWPs. This will further ensure that actual construction activities
can commence as per the agreed-upon schedule.
CWP, EWP, and IWP Content and Template Approvals
It is recommended that the CWP, EWP, and IWP tables of contents, formats, issuing process,
signs, and distribution should be finalized during Stage 1 of the project. The document management
team plays a critical role in the success of the AWP program. Having a clear and efficient process for
routing these packages through the systems is important. Developing this routing process will involve
discipline-specific leads who understand and take ownership of the timely generation of complete
EWPs in support of CWPs.
Change Management
In situations in which a scheduled EWP milestone date is in jeopardy, a formal trend process
must be in place to manage the change. This should include considerations for ensuring that all the
downstream work is aligned for its execution i.e., material at site, scaffolds, lifts, the work force, and
any other dependent activity that requires adjustment.
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Systems and tools
It is critical to ensure that project systems and tools are validated as able to perform as desired in
support of AWP. Considerations could include but should not be limited to the following:
• Document management: EWP number and document number are aligned and are easy to
find in the system by discipline.
• 3D model: The model must have the capability of viewing and providing information at the
EWP level.
• MTO: Quantities generated from the model must have the capability of being sorted at the
EWP level and be seamlessly transferred to the material management system; material status
information must be available at the EWP level from the system.
• Schedule: Activity IDs or descriptors should carry intelligence to provide a view of EWP-
specific activities.
Reporting Requirements
The owner should also ensure the regularly scheduled Management reporting metrics include the
planned versus actual releases of CWPs, EWPs, and IWPs.
Organizational Roles
The owner’s AWP management team is responsible for tasks such as regular audits and oversight,
change management, prioritization of EWPs, as well as continuous alignment of CWPs.
The engineering, supply chain, and construction contractor AWP teams are responsible for items
that include but that are not limited to the following:
• development, release, and progressing of their deliverables
• constraint removals
• home office and site interfaces for packages
• status tracking
• reporting status to owner.
A third-party auditor or internal audit to review conformance to the internal audit protocols defined
in Stage I can additionally help the owner determine whether the activities and deliverables undertaken
in detailed engineering will meet owner AWP requirements.
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Stage II – Project Management during Detailed Engineering

The project management team will work closely with the owner on the actions detailed above for
the owner during detailed engineering. Project management personnel should also be concerned with
the function discussed below.
Document Management
Before any AWP information is issued to the field for execution, it is very important that the project
management team establishes well defined document control processes. For example, it is critical to
ensure that the latest revisions of all technical documents are included in the work packages with the
appropriate formal sign-off. The system should support assembly of work package information and
maintain relationship-tracking between documents and packages. Case studies reveal that document
control personnel play a crucial role in the success of AWP/WFP.
Material Coordination
The project management team should carefully review work processes with coordinators from supply
chain, construction management, and the contractors to identify potential bottlenecks, duplication
of work, and compliance issues regarding AWP requirements. This is also an opportunity to develop
interfaces and gain agreement on interface responsibilities between parties.
Material management personnel must ensure that the material management database can provide
package-based information to the end user. Expediting should be IWP-based to assure timely and
accurate delivery of materials to crews. The materials management team should also ensure that the
exception reports generated reveal materials at hand versus materials issued out by packages.
Stage III – Owner during Construction

During this stage, much of the focus of the work is under the direct management of others.
However, the owner continues to play an important leadership and auditing role to ensure the successful
implementation of AWP. The paragraphs below highlight key considerations.
Field and Module Yard Focus
In the construction execution stage, the main focus is on execution by installation work package, both
in the field and the module yard work. However, it is critical to maintain a line of sight on construction
completion, and to ensure that the engineering team continues to deliver the EWPs as per the EWP
release plan.
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Package Start and Work Completion
It is important that the discipline for work package start dates be maintained. If an EWP package
is delivered on time, it is more likely that the CWP development will be timely, and, thus, that the IWP
release dates will also be realistic. Indeed, a work package that starts on time has a good likelihood
of being finished on time. The construction contractor must appreciate the importance of scope
completion for a work package—and complete each one—prior to opening up a subsequent work
front (or one that is not in sequence).
Integration with Safety
When safety instruments such as job hazard analysis and field-level hazard analysis are tied to
the CWP, and IWPs correspondingly are reported against it, then safety takes on a new dimension.
The expectation is that a better planned job is a safer job.
Managing Support Works
Maintaining package-based work execution and early planning can lead to planned utilization of
resources such as scaffolds, heavy equipment, cranes, and other items.
Maintaining a Backlog of IWPs
The field and yard execution should always be working the opened work fronts for the IWPs that
are on the go. However, it is also important from an oversight perspective that, as design work is
completed, the mechanism to supply more IWPs is lined up to keep a sufficient backlog of IWPs. This
is critical not only prior to mobilization but also post-mobilization, when the work is ongoing.
Drawing Material by Packages (Bag and Tag)
The materials management function plays a crucial role by providing material certainty for work
execution. The ability for a field or yard coordinator to request (and reliably obtain) materials by package
is required for effective AWP performance.
Management of change
Although planning design deliverables that align with the actual work execution is the crux of the
program, changes happen when the program is at this stage. The owner and the project management
organization must be able to resist opening new out-of-sequence work fronts, even when encountering
such changes. Program compliance and process discipline will ensure greater success for the program.
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Work completion and systems completion
In this stage, the owner should deliver the final start-up plan in order to enable the construction
contractor to execute the correct sequence of systems turnover and testing packages. (This task is a
critical component of successful execution and effective planning for start-up activities.) The start-up
plan should include close out verification of all IWPs.
Stage III – Project Management during Construction

Just as the owner and project management team do, other organizations will initiate many activities
during the construction stage. However, project management personnel must stay closely engaged
to assure AWP success. The project management organization should also address the owner
considerations given in Section 3.3.5 above. In addition, the project management team has additional
responsibilities outlined in the paragraphs below.
Audit and Actions
When the owner completes an audit, the project management team should address any deficiencies
identified, either by taking corrective action, developing a risk mitigation strategy, or recording lessons
learned for future AWP-based projects. At this stage, project management personnel should address
the needs of the teams for construction execution. This step includes implementation of field-level
reporting at the IWP level and methods to roll up progress to the CWPs. During construction, the project
management team should carefully monitor constraints and RFIs to proactively remove roadblocks
or mitigate risk. Lessons learned through AWP audits and execution issues should be documented,
with recommendations for program modifications.
Close out of Work Packages
Work package close out may require a physical validation, and thus could generate a punch list.
Evaluation of the punch list allows for determination of whether to close the work package, keep it
open to complete the punch list items, or open a new completion work package.
Triggering Progressive Document Turnover
When the crew performing the work is nearing completion, paying attention to documents that form
part of the turnover of care, custody, and control of the work scope should be initiated at this stage.
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Chapter 4: Templates and Checklists
The previous sections reviewed recommended processes for AWP and its integration into existing
project execution processes. To aid these processes, this section provides work package templates
and checklists. These originated from earlier work done by the Construction Owners Association of
Alberta (COAA) and have been enhanced and adapted for general use by COAA and CII member
organizations. The documents are as follows:
• Construction Work Package (CWP) template
• Engineering Work Package (EWP) template
• Installation Work Package (IWP) checklists per discipline.
This section describes the templates/checklists and how they should be used. (The actual templates/
checklists are provided in Appendices G, H, and I.)
Assumptions
The templates were not designed to address requirements for all projects. However, efforts were
made to establish generic standards for use by different project types, sizes, and methods. The
research team applied some assumptions during development of the templates to align with common
requirements of CII and COAA member organizations. (See Table 2.)
Table 2. Assumptions Made for Template Development
Requirement Category Assumption

Project Type Industrial construction
Project Size $250M+ total installed value
Modularization No
The templates also include optional sections to accommodate alternate project requirements. Basic
guidelines for use of the optional sections are provided in the narrative.
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Headers
Each template header contains essential information for work packages. The research team
recommends completion of the header for all CWPs, EWPs, and IWPs. Figure 12 describes the header
elements.
The name or identifier

The document identifier
for the project to which
for the CWP
this CWP belongs
Brief description of the

The work breakdown
CWP: just enough detail
structure identifier for
to identify & distinguish
this CWP
the package from others
Figure 12. CWP Template Header
The header information is invaluable for reporting, and it enables accurate reference from other
parties and systems. The use of an information management system should be considered to ensure
consistency and control of header values, as well as the automatic generation of identifiers.
Revision History
Each template also contains a section for recording the revision history for the work package.
Revision history is vital for tracking all changes and for validating that each party is referencing the
correct version of the work package at all times. Figure 13 shows the revision history elements.
The description of the The date the revision The person who created The signature / initial for each revision
revision: identifies its was created the revision review & approval: process & responsibilities
purpose or significance should match project policies
The identifier for the

revision
Figure 13. CWP Revision History
Similar to header values, the consistency and control of revision history is supported by an
information management system that automates and controls the integrated process of revision,
review, approval, and signature.
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4.1 Construction Work Package Template
This template should be used as a basis for creation of and reference for all information applicable
to a CWP. (The template is provided in Appendix G.) The template is designed to accommodate varying
amounts of information detail or formatting. CWP information formats range from basic narrative text
to itemized lists in point form and, further, to references or embedded diagrams. Organizations should
develop and share consistent practices regarding detail and style, to meet the requirements of clients,
contracting parties, or other stakeholders. The CWP template includes 21 sections. These sections
are organized to reflect the most commonly accessed information in sequence, but they provides
contact information at the end for quick reference.
By definition, a CWP establishes a logical and manageable division of work within the construction
scope. (See Volume I of this implementation resource.) CWPs are aligned with the project execution
plan (which includes the construction plan) and the WBS. The division of work is defined such that
CWPs do not overlap within a discipline. CWPs are to be measurable and in alignment with project
controls. They are the basis for the development of detailed IWPs and can contain more than one EWP.
A CWP is typically aligned with a bid package. A typical CWP includes the following:
• safety requirements
• at least one EWP
• schedule requirements
• budget (labor hours/cost/planned productivity)
• environmental requirements
• quality requirements
• special resource requirements (such as special tools or equipment).
A CWP may be divided by area, system, or as otherwise determined by the project (construction)
execution plan. In general, it is recommended that CWPs be developed per discipline within a
construction work area. A large project will likely contain multiple CWPs. CWPs can be the basis of
contractual scopes of work, and are typically aligned with a bid package; a contractual scope may
contain more than one CWP.
CWPs are developed over time, from contract through construction execution. Complete
specifications of CWPs grow over time to include planned productivity factors/install rates, detailed
cost reports, and other considerations. Per the recommended AWP execution model, early boundary
definition of CWPs and EWPs is an important activity in project definition. As such, it will not be
possible to complete the template for each CWP (and EWP) early in the project; it is recommended
that the project team use the template in the early stages of CWP definition as a guide or checklist to
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help the team move towards completion of all the recommended content. This will ensure a complete
CWP (EWP) that will support IWP execution during construction.
4.2 Engineering Work Package Template
This template should be used as a basis for the creation of and reference for all information
applicable to an EWP. (The template is provided in Appendix H.) With respect to CWPs, the template
is designed to accommodate varying amounts of information detail or formatting. EWP information
formats range from basic narrative text to itemized lists in point form and, further, to references or
embedded diagrams. Organizations should develop and share consistent practices regarding detail
and style, to meet the requirements of clients, contracting parties, or other stakeholders. The EWP
template includes 13 sections. These sections are organized to reflect the most commonly accessed
information in sequence, but they provide contact information at the end for quick reference.
An EWP is an engineering and procurement deliverable that is used to create complete CWPs.
The EWP should be aligned with the construction sequence and priorities. A typical EWP for a CWP
includes the following:
• scope of work with document list
• drawings (e.g., general arrangement and equipment installation)
• installation and materials specifications
• vendor data (e.g., equipment O&M manuals)
• Bill of Materials
• lists (e.g., line lists and equipment lists)
• additional pertinent information to support (e.g., permitting studies).
Construction representation during the planning of an EWP is critical. CWPs can contain more
than one EWP. EWP completion should be supportive of efficient engineering, but EWP deliverables
should be subordinate to the project execution plan and to the sequence and timing of CWPs.
As noted for CWPs, it is expected that EWPs will be defined over time as the engineering is completed.
The EWP template is a container for final delivery of engineering information to support construction
through CWPs and IWPs. Early definition of EWP boundaries together with CWP boundaries is critical
to execution success. It is reasonable to expect that the EWP boundaries will be area-driven and,
hence, will subdivide systems and require that EWP boundaries include connection points. As such,
the engineering work process may not be exclusively organized by EWP, and the EWP template is not
the sole checklist for engineering work deliverables. That said, the EWP template is recommended
for use during EWP definition and should be completed during engineering. The EWP template can
serve as a checklist during engineering to support complete deliverables for CWPs and, thus, IWPs.
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4.3 Installation Work Package Checklists
Appendix I details 14 discipline-specific workface checklists should be used to help ensure all typical
requirements and constraints are met for that specific discipline’s IWP, prior to commencement of the
work. This tool was developed by COAA and was deemed useful by RT 272 (COAA, 2007). Hence, it
is included without modification in this document. The following 14 discipline-specific checklists are
covered in this tool:
• Underground Piping
• Civil Piling
• Civil Foundations and Pile Caps
• Structural Steel
• Equipment Setting
• Piping
• Cable Tray Installation
• Electrical Junction Box Installation
• Instrument Installation
• Instrument Raceway Installation
• Electrical/Instrumentation Cable Installation
• Hydro-testing
• Tracing Installation
• Insulation Installation.
Additional checklists for other disciplines/IWP scopes can be developed as needed by the project team.
IWP checklists are meant to be reviewed and approved by the appropriate supervisory and
workface planning personnel (i.e., planner, superintendent, HSE, quality, and foreman). This review
should ensure that all the necessary requirements and constraints for each discipline IWP have been
met. The approvals for the discipline-specific checklists should be documented at least one week
prior to the commencement of the IWP. This ensures that, if necessary, there will be adequate time to
substitute another IWP that has met all of its requirements and constraints.
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Chapter 5: Example
The previous sections have provided detailed implementation guidance around integration with
existing processes and roles, as well as contractual guidance and strategies. Templates and assessment
tools have also been provided. The tools and recommendations in the discussions above serve as a
basis for successful AWP planning and execution. However, the preceding sections have not illustrated
how AWP should be implemented using standard project controls structures and tools.
The objective of this example is to illustrate how the basic packaging concepts are implemented. The
principles of AWP can be used to develop the details of an execution plan that can be easily correlated
with standard project execution methods. Sample documents are provided below in the context of
a real-life project. A pumping station, a part of a larger industrial project, is used as the basis. The
research team chose this implementation example to provide perspective on a variety of disciplines
and contractors. It is presented to correspond to the three AWP stages: Stage I – Preliminary Planning/
Design; Stage II – Detailed Engineering; and Stage III – Construction. These stages are designated in
the recommended execution model and the project integration flowcharts presented in this volume.
5.1 Stage I – Preliminary Planning/Design
Project Scope/Description
Preliminary design resulted in early definition of a return water pump station. Equipment was sized
preliminarily, and terminal points and execution were defined and agreed upon.
The following detailed scope was identified:
• two pumps remotely controlled
• two 200 HP motors
• switchgear and motor control center equipment (in enclosure)
• interconnecting piping
• wiring
• containment slab
• piling.
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Chapter 5: Example
Constraints/Assumptions
The work associated with the pumping station has to be performed in its entirety separately from
the rest of the project. This is a construction and contractual requirement.
It is assumed that the total project path of construction was agreed to and that the construction of
the pump station fit within that plan. All internal sequencing details for the construction of the station are
assumed to have bee supported and consistent with the overall plan, predicated on trade-sequencing
requirements. It is also assumed that any tools and equipment requirements were coordinated and
part of the overall plan.
The pumping station had to be turned over from the contractor independently from all other
construction areas in the project. It was designated as “CWA001 – Pumping Station.” (See Figure 14.)
For simplicity, dependencies outside of this work area are excluded in the example. (Note: In this
example, the research team is using CWA as a construction work area that may contain multiple
CWPs. CWPs are the primary focus for coordination with EWPs; CWA is a higher-level designation
that is common, but not always needed.)
The following are the anticipated contracts to be awarded for CWA001:
• Site Preparation and Restoration
• Piling
• Concrete Foundations
• Mechanical and Electrical Installation
• DCS Configuration and Installation.
Definition of CWPs (CWP Boundary Definition)
Inputs
• Project plot plan, contracting plan
Tools and Techniques

• Construction, supply chain, and engineering teams have agreed on the construction
sequence, turn over requirements, and contracting plan.
• Based on this agreement, the following needs (additional constraints) have been identified:
1. The total pumping system design needs to be released in phases, one of which is in the
scope of this CWA.
2. The design must support hydro-testing of each individual release of the pumping system.
3. The procurement plan needs to include purchase of additional valves to enable isolation
of the piping in this scope of work for testing and commissioning.
64
Chapter 5: Example
Figure 14. Example Pumping Station
Output: CWP Plan by Area
Table 3 below shows the CWPs associated with CWA001. All construction activities are included
in one of the CWPs listed. As a sanity check, there should not be any scope that is not included in the
CWPs. (i.e., the above-listed CWPs define 100 percent of the scope of the work inside the physical
boundary of the CWA without any overlaps). At this stage all expected CWPs must be listed.
Table 3. CWPs Associated with CWA001
CWA CWP
CWA001 - Pump Station CWP101 – Civil\Structural –Site Work
CWP102 – Civil\Structural – Foundation
CWP103 – Civil\Structural – Ductbank
CWP104 – Mechanical / Piping installation
CWP106 – Electrical
CWP107 – Instrumentation & Control
CWP108 – I&C – DCS Configuration & Installation
65
Chapter 5: Example
The CWPs are listed in sequential order (implied schedule). CWP boundaries (with the scope split
across CWPs) were defined on the basis of type of work in the area. According to the contracting plan
above, the CWPs are allocated to the contracts as follows:
• Site Prep & Restoration (CWP101)
• Deep Foundations (CWP102)
• Concrete Foundations (CWP103)
• Mechanical/Electrical Installation (CP104, CWP105, CWP106, CWP107)
• DCS Configuration & Installation (CWP108).
Definition of EWPs (EWP Boundary Definition)
Inputs
• CWP Plan & Procurement plan from the supply chain team

• Based on the needs (constraints) identified in the development of the CWP plan, the
engineering team breaks out the engineering work. The first constraint is satisfied by
releasing the total return water system in four phases, as is illustrated below in the system
design breakdown for system “S001 – RW System” for mechanical. (See Table 5.) To satisfy
the second constraint, EWP104-M003 will include all required piping inside the boundaries of
the pumping station, including the additional valves required. The EWP should clearly identify
this requirement for satisfying this constraint. The EWP will clearly list terminal points and
terminal point requirements. The associated procurement PP104-M003B should include the
additional valves to be procured to satisfy terminal point requirements.
Outputs: EWP plan by CWP
The EWP plan is used by the engineering group as the basis for executing the work. This is illustrated
in Section 9 of the sample EWP104-M003. (See Figure 15 for a sample EWP table of contents.) At this
stage, the engineering team identifies the deliverables necessary to support execution of CWPs. (See
Sections 5, 6, and 7 of the EWP template in Appendix H.) The EWPs are not a substitute for a scope
of work definition in the CWPs, since the CWPs includes the complete scope of work for a contractor.
EWPs are a communication tool for engineers executing the detailed design; they set the expectations
for deliverables, including those that are the responsibility of the installation contractor. (See Sections
8, 10, and 11 of the EWP template.) The EWPs document the agreements between the construction and
engineering teams at the level of detail required in deliverables. (See Section 10 of the EWP template.)
66
Chapter 5: Example
EWP Template T.O.C
EWP104-M003
1. CWP Dependencies
• CWP104 – Mech & Elect Installation
2. EWP Dependencies
• EWP104-M001 – Pump Procurement Specifications
• EWP104-M002 – Equipment Setting Plan
• EWP104-M004 – Pipe Supports
3. Procurement Dependencies
• None
4. Scope of Work
5. Terminal Points
• Terminal point on upstream pipe is upstream flange of isolation valve at Loc XXX
• Terminal point on downstream pipe is downstream flange of isolation valve at Loc YYY
6. Construction Requirements
7. Turnover and Start-up Requirements

• System in this scope shall be hydro-tested and turned over independently of the
balance of the system piping.
8. Related Procurement and Subcontracts
• Pipe supports and spool drawings to be provided by vendor to support installation.
Owner to provide piping and supports.
• Valves by contractor
• Pumps by owner
• Pipe fabrication subcontract required
9. Design Criteria
10. Engineering Deliverables

• No orthographic drawings will be provided
• Isometrics for partial system will be provided
• Drawing list
11. Contractor Deliverables
• Spool drawings
• Support drawings
• Schedule per Subcontract ZZZ
Figure 15. Sample EWP Table of Contents
67
Chapter 5: Example
When CWPs are being assembled, other documents typically used may be required to facilitate
reporting by EWP. For example, a holds list should be provided that identifies holds, EWP by EWP.
Alternatively, a cover or release letter/form can list the appropriate technical deviations, holds, or other
necessary documentation. An EWP is complete when all the deliverables identified in the EWP have
been produced. EWPs must be complete for a CWP to be deemed complete.
Table 4 shows the engineering plan to support CWP104. Note that even though the design of the
return water system “S001 RW System” needs to be performed as a system, it has been broken down
to support individual CWPs. The partial EWP plan shown below illustrates piping design by system,
with CWPs dependencies. (See Table 5.) The return water system will be engineered as one unit, but
deliverables will be in four packages to support four construction work packages.
Table 4. EWPs for CWP104
CWP104 – Mechanical / Piping installation EWP104-M001 – Pump Procurement Specifications

EWP104-M002 – Equipment Setting Plan
EWP104-M003 – Piping Design
EWP104-M004 – Pipe Supports
Table 5. Partial EWP Plan Showing Engineering Packages with CWP Dependencies
S001 RW System CWP201 – Mechanical / Piping installation EWP201-M001 – Piping Design

CWP302 – Mechanical / Piping installation EWP302-M006 – Piping Design
At this point a few rules should be verified. All engineering activities relevant to installation should
be shown to have been packaged and assigned to a single CWP, and there should be no overlap
across CWPs. There should be a one-to-many relationship between CWPs and EWPs.
Once the EWP plan is complete it must reflect 100 percent of the required scope of work. Other
engineering activities not required for construction can be treated as level of effort or assigned to a
non-installation work package as appropriate.
All procurements should be identified at this stage, and should be assigned to a given CWP through
an EWP. (See Table 6.) The same relationship rule applies to procurements. They should be uniquely
tied to CWPs and EWPs to avoid overlaps and scheduling and delivery issues; any dependencies
should be clearly noted in the procurement plan.
68
Chapter 5: Example
Table 6. Sample Dependencies and Procurements Coordinated with EWPs and CWPs
Dependencies
CWP EWP Procurements IWPS
CWP104 –
Mechanical EWP104-M001 Pump Procurement IWP104-C004 - Place
Installation Specifications PP104-M001E – Pump & Motor Equipment Foundations
IWP104-M001 - Set Equip –
EWP104 M002 Equipment Setting Plan Pumps
IWP104-P001 - Install Piping
EWP104-M003 Piping Design PP104-M003B - Bulk Materials & Supports
The plan shown below is a subset of the complete procurement plan. (See Table 7.) In the same
way that the engineering work packages, when grouped across CWPs, describe 100 percent of the
scope of design, the engineering procurement plan, when grouped across all EWP, describes 100
percent of the required procurements. If the AWP planners do their jobs correctly, system design and
procurement will be consistent with the package boundaries defined in the execution plan.
Table 7. Sample Engineering Procurement Plan
Engineering Procurement Plan PWP104-E004 – Switchgear

PWP101-E004 – Switchgear
PWP104-M001 – Pump & Motor
5.2 Stage II – Detailed Engineering
Once planning and preliminary engineering is set up as shown above, the basic project controls
coding will be in place to support management by CWP and EWP during detailed engineering.
Inputs: CWP and EWP and engineering procurement plan by CWP

• In this stage, a detailed plan is developed based on the outputs from Stage I. Other
documents and outputs from Stage I are not specifically mentioned, but it is assumed that
they are produced and used in the detailed planning phase. All documents generated are
basis for control and communication.

• The breakdown by CWAs, CWPs, EWPs, and procurement plan constitute the building
blocks of the detailed schedule. The schedule should clearly reflect the individual packages
identified and the interrelationships among them.
• Engineering-procured equipment needs to be assigned to specific CWPs and EWPs.
Table 8 summarizes the relationships among CWAs, CWPs, EWPs, IWPs, and procurements. This
is the basis for detailed planning and coding.
69
Chapter 5: Example
70
Table 8. Coding Relationship among CWAS, CWPs, IWPs, Procurement

Chapter 5: Example
Schedule Development
The schedule development requires the use of the WBS structure to align both cost and work
activities. In the sample schedule, only the WBS and two activity codes were utilized to provide many
ways to manage work. The activity codes include the following:
• Responsible Codes
–– EG = Engineering
–– PU = Procurement
–– CN = Construction
• Discipline Codes
–– CI = Civil
–– ST = Structural
–– ME = Mechanical
–– EL = Electrical
–– IC = Instruments & Controls.
Figure 16 shows the schedule grouped and sorted by WBS and discipline. Typically only one
discipline is included in the CWP; however, due to the later scheduling of the electrical discipline and
the need to have grounding early, the electrical grounding was included in CWP103.
Figure 16. Schedule Grouped and Sorted by WBS and Discipline
71
Chapter 5: Example
Figure 17 shows the schedule grouped and sorted by activity code and discipline. Some disciplines
were collapsed for illustration purposes.
Figure 17. Schedule Grouped and Sorted by Activity Code and Discipline
72
Chapter 5: Example
Work Breakdown Structure (WBS)

For the sample project, the WBS is comprised as follows:
1. Level 1 = Area or Construction Work Area
–– Pump Station
2. Level 2 = Package or Construction Work Package

–– CWP101 – Civil/Structural – Site Work
–– CWP102 – Civil/Structural – Foundations
–– CWP103 – Civil/Structural – Ductbank
–– CWP104 – Mechanical (Equipment Setting)/Piping Installation
–– CWP105 – Electrical
–– CWP106 – Instrumentation
–– CWP107 – I&C – DCS Configuration & Installation
3. Level 3 = Responsible or Organization Responsible for Work Activities
–– Engineering
–– Procurement
–– Construction
4. Level 4 = Discipline or Contract Responsible for Delivery

–– Civil (to include earth work)
–– Structural (to include structural concrete)
–– Mechanical (to include mechanical equipment setting)
–– Electrical (to include electrical equipment setting)
–– Instruments and Controls (to include DCS oversight)
–– Procurement (Purchasing)
5. Level 5 = Work Activities or Where Activities/Significant Quantities Are Identified
73
Chapter 5: Example
Cost Breakdown Structure (CBS)

For the sample project, the CBS follows a similar structure as the WBS and comprises the following:
1. Level 1 = Work Area
2. Level 2 = Package
3. Level 3 = Responsible
4. Level 4 = Discipline
5. Level 5 = Actuals – Lowest level of the WBS.
For cost systems that do not track to five levels, it would be possible to combine levels such as
Responsible and Discipline, as long as the distinction between construction and engineering disciplines
can be identified for cost analysis.
Figure 18 shows the CBS structure that could be used for estimating purposes.
At the end of this stage, it should be verified that logic in the schedule preserves the integrity of
the packages. CWPs and EWPs are built as hammock activities that preserve integrity. Essentially, the
packages should be the basis for planning and tracking the schedule activities as well as the project
cost. It should be possible to report total cost by CWA, CWP, or EWP. All line items in the estimate
are associated uniquely with CWAs, CWPs, and EWPs. It should be possible to report total cost by
CWA, CWP, or EWP.
5.3 Stage III – Construction
At this stage, the major dependencies and boundaries that support IWP development have been
identified, and all upstream issues addressed. In the case of the example, the necessary additional
valves, as well as the bulk materials, are all scheduled for delivery in support of IWP104-P001. The
engineering package drawings to support piping installation are also available. Additional constraints
from tools and equipment, craft, and other sources need to be recorded and managed.
The CWP-EWP-IWP plan will not have all of the details around IWPs, but care should be exercised to
make sure that the critical upstream issues have been addressed. Additional refinements are expected,
and care should be taken to maintain the integrity of the CWP and IWP boundaries.
Ideally, the refinement will be on IWPs that do not have EWP dependencies. It is also conceivable
that the work associated with a single IWP may need to be broken down into more IWPs. At the
planning level, not all details about the engineering are known. IWPs can be refined on the basis of
actual engineering deliverables.
74
Chapter 5: Example
Figure 18. CBS Structure
75
Chapter 5: Example
An IWP should never be issued to the field until these constraints have been satisfied. An example
of the content for the pipe IWPs are as follows:
• identification coversheet
• sign-off and supporting document list
• table of contents
• work scope
• EH&S introduction/muster point map
• safety assessment
• QA/QC introduction/specifications and procedures
• constraint checklist
• ISO/spool list
• field materials report
• weld record
• progress record
• tools and consumables
• lessons learned
• scaffold request
• notes
• 3D model shots
• isometrics.
The safety assessment should be critical in determining whether the IWP can be released or not.
76
Appendix A: AWP Maturity Model
Advanced Work Packaging Implementation Maturity Model
Level 1: AWP Early Stages Level 3: AWP Business Transformation

View of
The potential of the implementation of AWP AWP is seen as part of the business solution -
AWP
strategy is not understood and has few champions. being both an opportunity and a challenge.
AWP is not a priority within the corporate vision.
AWP is developed on an ad hoc basis - most often Integration of AWP strategies are routinely
Project AWP
Strategy
driven by customer demands. developed and updated. These often seek to

overcome integration and communication issues
across project organizational units (silos). AWP is
now included in all contracts.
Work Processes &
Deliverables
Most work occurs inside functional units with

Organization Culture &
minimal collaboration or integration. "Over the

Performance Metrics
wall" approaches are common. The culture

embraces silos. Performance metrics are
silo-oriented. For example engineering perfor-
mance is based on percentage of hours "burned"
vs. budget and not focused on the deliverables
(EWPs) delivered to meet the Path of Construction.
Some training standards are in place based on job Training to fully support a successful AWP imple- Training is continuous and the organization is
descriptions to support AWP. Team members may mentation is fully available, valued and supported considered an industry leader.
Training &
Support
take the training but are still not supported within within the organization.
their organization to implement what they have
learned.
77
Appendix A: AWP Maturity Model
78
Level 3: AWP Business Transformation
You Know You’ve Achieved

this Level When …
Management is starting to view AWP as part of

business strategy but struggles with the
challenges to implement.
AWP strategies starting to be integrated across

discipline/department borders but still have
some "hold-outs" that prevent complete integra-
tion across the organization.
AWP business processes and deliverables are

reasonably developed and standardized within
disciplines/departments but not standardized
across the organization.
Integration of AWP processes and procedures are

Level 1: AWP Early Stages
still internally focused (within discipline/depart-
You Know You’re Stuck at
ment) vs. across the organization.

this Level When …
AWP performance metrics are beginning to be

applied across the organization - with some
disciplines/departments still reluctant to
implement.
Some AWP training is available and employees are

allowed time for this training, however there is
still some reluctance for the associated
disciplines/departments to implement the
necessary changes.
Appendix B: AWP Contractor Qualification Assessment
AWP Pre-qualification Questionnaire
The following list of questions is aimed at pre-qualifying companies on AWP. A typical set of pre-
qualification questions would also include other areas, such as safety. This list should be customized,
depending on the stakeholder that is asking the questions. Examples of stakeholders that can use this
set of questions are owners qualifying EPC companies, or EPC companies qualifying subcontractors.
1. List and describe your work packaging tools and procedures.
2. Describe the work breakdown philosophy and content of typical work packages.
3. How do you ensure that vendor documentation and material and equipment deliveries
support the path of construction?
4. How do you ensure that timing of engineering deliverables supports path of construction?
5. Describe your constructability review process with respect to content and timing.
6. How are design areas defined in your projects?
7. Describe your materials management system.
8. How do you integrate your work packages into your scheduling and cost control
processes ?
9. Provide a project organizational chart from previous projects similar to this project, and
identify the position(s) that support work packaging?
10. How do you ensure quality and compliance to procedures?
79
Appendix C: AWP Project Definition Assessment Tool
Project: SCORE Date:
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Agree
Description Comments/Observations
1 2 3 4 5
1.0 Project Definition
1.1 Do you have a construction sequencing plan?
1.2 Do you have a construction contracting plan?
1.3 Do you have a procurement plan?
1.4 Have you made decisions regarding level of design for technical
deliverables to support work packaging? (For example, will small
bore piping have isometrics?)
Section 1.0 Total (out of 20)
2.0 Construction Planning

2.1 Has a project work packaging plan been developed?
2.2 Does the project work packaging plan include consideration of
contractors’ work packaging processes?
2.3 Have information flows been aligned across all parties?
2.4 Is the engineering work packaging execution sequence
compatible with the sequence of construction?
2.5 Is the plan for offsite fabrication compatible with the sequence of
construction?
2.6 Has material procurement been integrated with the construction
plan?
81
82
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Agree
2.7 Does the materials management process and system integrate

with work packaging process and systems?
2.8 Is the project risk register reflected in the construction sequence
and work packaging plan?
2.9 Does the work packaging plan include considerations for site
logistics and support services?
2.10 Have system turnover designations been added to the coding
systems for all work packages (to allow future sorting by system
requirements)?
3.0 Engineering Planning

3.1 Has the project been broken into distinct areas to support
logical work packaging?
3.2 Is there a process in place to assure engineering understanding
and acceptance of the IWP execution philosophy (for example,
engineering to provide valves to isolate a piping system for
testing)?
3.3 Has a data integration plan been put in place to assure
compatibility between systems and minimize the need for data
re-entry?
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Agree
4.0 Refinement of Schedule WBS

4.1 Is the WBS aligned with owner, engineering, and construction
needs and plans?
4.2 Has an IWP release plan been developed and issued?
5.0 CWP Boundary Development

5.1 Have specific work packaging requirements been written into
every subcontract and major purchase order, including
formatting, level of detail, and frequency?
5.2 Does the schedule reflect the work packaging plan?
5.3 Have work packaging plans included an assessment of craft

availability by discipline?
5.4 Have work packaging plans included an assessment of long-
lead items?
6.0 EWP Boundary Development

6.1 Has an engineering project standard that correlates to the WBS
been developed to allow for revision control?
83
Appendix D: AWP Audit Tool by Phase
There is no pass/fail score. This tool is meant to identify areas of improvement.
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Agree
1 2 3 4 5
1.0 Stage I – Preliminary Planning/design
1.1 A documented advanced work packaging strategy is in place,
and all stakeholders are familiar with the content of the strategy
1.2 The requirement for AWP, including the expectations of
contractor/sub-contractor/planner and owner role and
responsibilities, is written into all contracts, sub-contracts, and
all purchase orders
1.3 Documented AWP audit protocols have been developed and are
being implemented
1.4 A process is in place that ensures audit findings are
appropriately resolved
1.5 A detailed project execution plan that incorporates AWP is
developed at the earliest stages of planning and includes basic
construction sequencing planning.
1.6 AWP champion/manager/lead is identified for each stakeholder
1.7 High-level divisions of responsibility to support AWP content in
the contracting plan and procurement are in place for all
stakeholders.
1.8 Early scope definition documents include construction
sequencing, phases, and boundaries to support packaging of
design and construction.
85
86
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Agree
1.9 A WBS has been developed for the work packaging process
through the phases of planning, design, procurement, and
construction.
1.10 AWP data-integration coordinator has been appointed.
1.11 AWP project data interface requirements, package taxonomy
and numbering conventions have been documented and are
consistent across the project.
1.12 Construction staffing plans for AWP have been developed.
1.13 Technical deliverables and other EWP requirements have been
incorporated into the EWP release plan.
1.14 Early decisions are made relevant to the level of detail required
in engineering deliverables to support AWP.
1.15 Construction sequence is integrated into the engineering plan.
1.16 Physical site constraints, procurement constraints,
environmental constraints, permitting constraints, and any other
type of restraints are incorporated into the CWP and EWP plan.
1.17 An ongoing feedback loop exists between the construction
planning and engineering planning teams so that both are
proceeding in alignment with work packaging planning.
1.18 A Level 2 schedule grouped by CWPs has been developed, and
it reflects the construction execution plan, engineering plan,
established boundaries, and constraints.
1.19 Experienced construction personnel approve the schedule,
scope, sequence, and timing of EWPs/CWPs.
1.20 A Level 3 schedule for EWPs and CWPs has been developed,
and it reflects the path of construction, construction execution
plan, engineering plan, established boundaries, and constraints.
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Agree
1.21 Procurement processes are aligned with AWP. CWPs, EWPs and
purchase orders are aligned and consistent.
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Agree
1 2 3 4 5
2.0 Stage II – Detailed Engineering
2.1 A detailed project execution plan that incorporates AWP is
developed at the earliest stages of planning, and includes basic
2.2 Prior to the start of detailed engineering, a schedule is
developed for all CWPs and EWPs, and it aligns with the agreed

upon path of construction.
2.3 Specific, detailed divisions of responsibility to support AWP
content in the contracting plan and procurement are in place for
all stakeholders.
2.4 An ongoing feedback loop exists between the construction
planning and engineering planning teams so that both are
proceeding in alignment with work packaging planning.
87
88
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Agree
2.5 Workface planners have begun development of an IWP release

plan once detailed constructability reviews are complete.
2.6 The IWP process is well documented in a written procedure,
with input from the planning and document control teams.
contractor/sub-contractor/planner and owner roles and
responsibilities, is written into all contracts and/or sub-contracts.
2.8 Dedicated IWP planner(s) have been identified.
2.9 A written job description for planners is in place.
2.10 All IWP planners have experience as described in the job
description.
2.11 All planners are on the distribution list for all project
documentation or have access to the latest information required
for the preparation of IWPs.
2.12 Responsibility for material coordination of IWPs has been
assigned to dedicated coordinator(s).
2.13 The tracking levels and coordination procedures are established
for the planners, general foremen, construction superintendent,
and resource coordinators to drive the performance during the
construction phase.
2.14 Frequency of audits adequate for AWP implementation.
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Agree
1 2 3 4 5
3.0 Stage III – Construction
3.1 A detailed construction execution plan that incorporates AWP is
developed at the earliest stages of planning and includes basic
3.2 Specific, detailed divisions of responsibility to support AWP
content and to support contracting plan and procurement.
contractor/sub-contractor/planner and owner roles and
responsibilities, is written into all contracts and/or sub-contracts.
3.4 All dedicated planners have experience as described in the job
description
3.5 All planners are on the distribution list for all project
documentation, or have access to the latest information required
for preparation of IWPs.
3.6 Construction readiness meetings are being held regularly and
are being attended by all stakeholders.
3.7 Constraint identification and resolution process is in place.

3.8 Work is always packaged in Installation Work Packages (IWP).
3.9 IWPs always identify the work to be completed by the team (as
indicated by technical data, drawings, and specifications).
3.10 All IWPs identify the general sequence of the work and the labor
necessary to complete the work.
Clarification: The planned job task steps and the actual crew
allocation for planned activities is a foreman’s responsibility.
89
90
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Agree
3.11 All IWPs identify all required material necessary to complete the
work.
Clarification: The Bill of Materials is segregated by IWP.

3.12 Materials are bagged and tagged by IWP.
3.13 Workface planners start creating electronic IWPs once the Level
3 schedule has been issued.
3.14 All electronically created IWPs are backed up in a safe location.
3.15 IWPs are retained in electronic format and are not issued in
hard-copy format until one to two weeks prior to execution, or
until all known constraints have been met.
3.16 The IWP process is well documented in a written procedure,
with input from the planning and document control teams.
3.17 IWP issuance and status is recorded and controlled.
3.18 All IWPs identify all required specialty tools, scaffolding, and
construction equipment necessary to complete the work.
3.19 All IWPs identify all relevant special conditions.
Clarification: Examples of special conditions include elevated

and confined spaces.
3.20 All IWPs include or reference all quality control and
nondestructive examination requirements.
3.21 Appropriate stakeholders have signed off on issued IWPs to
indicate that constraints have been met.
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Agree
3.22 IWPs include or reference all major execution risk response

plans.
Clarification: The foreman is responsible at the beginning of each

shift for preparing a detailed field-level risk or safety task
analysis, specific to the site conditions
3.23 All IWPs identify their interdependencies.
Clarification: Interdependencies refer to other IWPs that could

affect the completion of this IWP; these could be from any
discipline.
3.24 Issued IWP progress in the field is monitored on a regular basis
by the planner.
3.25 Specific responsibilities are assigned to key individuals for the
correct close out of an issued IWP.
3.26 Requirements for verification of as-built quantities, work hours,
and redlines are communicated effectively for proper IWP close
out.
3.27 Periodic audits are conducted to ensure that the IWP close out
process is working and is accurately collecting and validating

planned versus actual data.
3.28 Lessons learned are being captured in the IWP close out
process.
3.29 There are adequate controls to ensure that all resources required
to complete the IWP are identified prior to IWP release.
Clarification: Release refers to issuance by parties completing

the IWP. Parties could include engineering, procurement,
construction, or commissioning teams.
91
92
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Agree
3.30 Workface planner completes IWP and signs off as ready before
IWP is released to crew.
Clarification: An IWP checklist is discipline-specific (e.g., civil,

structural, piping, or electrical) and itemizes all the information
and documentation that should be part of the completed IWP.
3.31 A sufficient backlog of IWPs have been created that can be
issued to replace a scheduled IWP that has been delayed due to
unforeseen circumstances.
3.32 A schedule and release plan is developed for all IWPs based on
the CWP.
3.33 General foremen, planners, and construction superintendents
review and agree to the schedule, scope, sequence, and timing
of the IWP.
3.34 Hydro-testing IWPs are adhering to the framework of AWP.
3.35 Turnover IWPs are adhering to the framework of AWP.
3.36 The tracking levels and coordination procedures are established
for the planners, general foremen, construction superintendent,
and resource coordinators to drive the performance during the
construction phase.
3.37 IWP Status (progress and cost) is tracked in a visible way,
including completion of IWP against targets.
Clarification: The project control tools are capable of providing

the information on cost and schedule for the agreed upon IWP
status tracking level.
3.38 Frequency of audits adequate for AWP implementation
Appendix E: AWP Project Integration Flowcharts
93
94
Advanced Work Packaging - Project Integration

Stage I – Preliminary Planning / Design
O1, O2 O1, O2 O1, O2 O5 O4 O4 O4

Owner
Assign sponsors Review and integrate Develop Advanced Define AWP as Ensure AWP Establish internal System high level
Develop Project Approve level
and champions processes and Work Packaging required for all requirements are AWP audit definition and
Level 1 Schedule 2 schedule
Including Data support functions (AWP ) strategy participants in contracts protocols tagging
Management
PM1-PM7 PM1-PM7 PM7,PM8 PM1,2,4,5,7 PM6

Project
Write the Setup server to Develop

Demonstrate
requirement for Assign AWP Develop WBS host the databases Project Project
Capacity to
AWP into Auditors Structure used by all Database Level 2
support AWP
Contracts participants Schedule
Level 2 Schedule Review with construction input

PM5
Management
Construction
ALL CM1-CM3 CM1 CM1-CM3

Turnover Plan
Demonstrate Construction input CWAs Defined
AWP execution
Capacity to into layout and and early CWP
plan
Integrated planning sessions

support AWP project sequence definition**
Construction Execution plan
Supply Chain
Management
S1-S4 S4 S1 S4 Early Path of S1,S4

Construction
development Align procurement
Contract Management of Management of
Request for process with
Formation for Procurement Contracting
proposal Advanced Work
engineering Strategy Strategy
Packaging
Engineering
E1-E4 E1-E4
Contractor
E1 E1,2,4
Demonstrate
Assign AWP Develop primary Design Area
Capacity to
champion plot plan Definition
Support AWP
Note: For a contractor to be

Construction
Contractor
considered, Advanced Work

Packaging Champions and
procedures need to be in place ** Include considerations for modularization and off-site fabrication
prior to project
commencement.
Application of Advanced Work

Standard Project Procedure Integration of AWP and Standard Procedure
Packaging
Advanced Work Packaging – Integration
Stage I – Preliminary Planning / Design Con’t
O1,O2 O1-O3 O3 O5 O5
Owner
Ensure AWP Appoint Control Owner/ Initiate and coordinate Owner review and
Initiate lessons
requirements are Construction data project data management audit of Engage auditor approval of
learned meeting
in contracts Coordinator requirements AWP program
Management
PM1,PM7 PM1 PM7 PM5 PM3-PM6 PM6,PM7

Project
Write the Ensure AWP Implement processes to

Implement AWP
requirements for Appoint AWP systems and Project Level 3 ensure that WorkFace Document lessons Project
automation / input
AWP into Manager support functions Schedule planners have access to Learned database
systems
contracts are aligned the latest project data
Integrated Planning sessions / Level 3 schedule review

Management
Construction
CM1 CM1-CM4 CM1,3,4,5 CM1,CM3 CM1,4,7

Review and revise
Develop Staffing Path of Construction Appoint Const.
Appoint AWP Issue CWP
Plan for AWP and development of Model Admin.
Manager (CM) release plan
(CM) CWPs from CWAs
Supply Chain
Management
S4 S4 S1 S4
Contract Procurement and Verify procurement
Request For development for Management of Management of Materials strategy supports level
Proposal const. contractor, Procurement plan Contracting Plan Management logistics 3 schedule for long
Fabricator plan lead items

Engineering
E1,E2 E1,E2
Contractor
Define and issue

Define major Design Areas
Develop EWP Issue EWP
equipment process based on
release plan release plan
layout construction work
areas
Construction
CC1,CC2 CC2 CC2 CC2 CC2-CC4

Contractor
Appoint support
Demonstrate Develop Staffing administrator for Construction Input
capacity to support Appoint AWP Lead to plan
Plan for AWP AWP information
AWP management

Packaging
95
96

StageStage
II – Detailed
II – Detailed
Engineering
Engineering
O5 O5
Owner
Ongoing
Initiate and coordinate
operations and Engage AWP Approve detailed
management audit of
maintenance auditor design
AWP
review
Management
PM3,6 PM7
Project
Align Document
See IWP Life Cycle Review alignment
control process to
Diagrams for detail of work processes
support WFP
Management
Construction
CM1,3,4 CM2,4 CM2

Assign dedicated
Develop regular
Add definition and coordinators for
report intervals for
IFC to planned scaffold, and equipment
AWP integrated
CWPs and other support
Detailed Constructability
systems
trades
Reviews
Supply Chain
Management
S1,S2 S1-S3
Appoint dedicated
Purchase
material
equipment and
coordinator for
materials
WFP
Engineering
E1 E4 E4 E1,E3,E4
Establish regular
Track Engineering Complete detailed Engineering
delivery for 3D
progress by EWP design release EWPs
model
Construction
Contractor
CC2 CC1,2 CC1,2 CC2,CC3 CC1,2 CC1,2

WFP lead; Appoint WFP
Report regularly to Appoint WorkFace Develop IWP Develop level 4 Issue IWP release equipment &
CMT on integrated Planners (Phased) release plan schedule plan scaffold
systems coordinators

Packaging
StageStage
III – Construction
Execution
Execution
O5 O5 O4
Owner

Engage WFP Finalize start up
management audit of
auditor sequence
WFP
Management
PM8 PM1 PM1 PM1-PM3

Project
Coordinate And Coordinate overall Review report on

Close out and
address findings from project needs and constraint
Handover
the audits reporting satisfaction
Management
Construction
CM3,4 CM3 CM4 CM3,CM4 CM1-CM4 CM3

Initiate and Constraints analyzed,
Track progress of coordinate regular Maintain Report Progress
Release CWP logged and managed
IWP creation management audit Constraint matrix from field at CWP
Construction readiness meetings
on CWPs and resolve
of WFP in Data Base level
any required RFIs
Supply Chain
Management
S2,S3 S3
Procure Field Assign IWP limits Bag and Tag

equipment into MMS Materials by IWP

Engineering
Update
Engineering See IWP Life Cycle Diagrams for Resolve RFIs engineering
release EWPs detail deliverables
Construction
CC2,3 C2,3C CC1 CC1-CC4 CC2 CM4 CC2 CC2,3 CC2,3

WorkFace
Initiate and Constraints analyzed Prepare System
Planners break WorkFace Issue IWPs Report IWP WorkFace Planners
coordinate regular and removed prior to Field Executes the Completion
down CWPs into Planners develop Mobilize to site sequentially to the progress to project facilitate Hydro testing
management audit issue of IWPs and file IWP Packages From
500 – 1000hr IWP backlog field controls and turnover packages
of WFP any required RFIs IWPs
IWPs

Packaging
97
98
Advanced Work Package - Project Integration

StageStage
Con’t Con’t
O3,4 O4 O5 O5
Owner

Complete pre start Owner completes Conduct final client Engage 3rd party
management audit of
up safety review start up process survey WFP auditor
WorkFace Planning
Management
PM1 PM7
Project
Coordinate overall Collect and

project needs and Document
reporting Lessons Learned
Management
Construction
CM6 CM5 CM4
Facilitate Punch Collect and

Complete QC
lists and start up Document
Documentation
process Lessons Learned
Supply Chain
Management
S1
Collect and
Document
Lessons Learned
Engineering
E1 E2
Collect and
Finalize As-Builts Document
Lessons Learned
Construction
Contractor
CC2,3 CC1
WorkFace
Collect and
Planners Build
Document
system packages
Lessons Learned
for commissioning

Packaging
Appendix F: AWP Functional Role Descriptions
GROUP – OWNER
O-1 OWNER PROJECT MANAGER
Suggested changes/additions to typical job description to support AWP:
Job Title: Project Manager
Reports to: Project Director
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This is the senior position in the owner’s project organization, with overall control of and
responsibility for the project. The person in this position is responsible for stewarding the
development and execution of AWP for the owner’s project director.
This is not a new position on the organizational chart, however this individual will need additional
training to understand all aspects and his or her role within AWP for the project life cycle.
Essential duties (roles and responsibilities) include the following:
• Ensure that AWP is the process used by all stakeholders, from initial development
through to the commissioning and start-up of the project.
• Actively support the AWP strategy and understand the responsibilities matrix for AWP,
since AWP is a top-down driven process.
• Clearly communicate the expectations that all stakeholders utilize AWP, including
willingness to remove non-supporters of the process from the project.
• Enure that resources assigned to the project are knowledgeable with regard to AWP
and their associated responsibilities.
• Ensure that the start-up and commissioning requirements are developed early in
the project and that adequate resources are assigned to do this. Ensure that these
resources are actively participating in the integrated planning sessions throughout the
project life cycle.
99
GROUP – OWNER
O-2 AWP CHAMPION
Suggested changes/additions to typical job description to support AWP:
Job Title: AWP CHAMPION
Reports to: Owner’s Project Manager
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This is the individual within the owner’s organization that has the ultimate responsibility for
ensuring that all stakeholders (and all employees of each stakeholder) are following the owner’s
detailed AWP processes and procedures. This individual will also be required to ensure the
owner’s AWP processes and procedures are complete and that all stakeholders have completed
mandatory training to be able to execute their responsibilities within the AWP implementation.
This individual should be empowered to make recommendations in the project structure to
ensure the success of the AWP project strategy.
This may be a new position on the organizational chart. Alternatively, a key senior member of the
owner’s organization may take on the additional scope required. However, it is recommended
that this position be considered important enough to warrant that a key individual be assigned
specifically to this role, especially if this is one of the first times the owner has tried to implement
AWP throughout the project life cycle.
• Ensure that the project’s AWP processes and procedures are complete and up to date.
• Ensure that the audit protocols are established and followed.
• Be actively involved in the interactive planning sessions through all phases of the project,
and be ready to intervene in any problems related to any unsupportive stakeholders or
any in need of clarification of the WFP processes and procedures.
• Ensure that all mandatory training courses for all stakeholders meet the intent of the
Project’s AWP strategy, and follow up to ensure that the stakeholders are following the
processes through audit protocols.
• Actively support all stakeholders and work to align the stakeholders, with the goal of
successfully implementing the AWP strategy throughout the project.
100
GROUP – OWNER
O-3 TURNOVER MANAGER
Sample Job Description:
Job Title: TURNOVER MANAGER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This individual is responsible for ensuring that all of the documentation required during the
planning and execution of the project is received in the correct format and in a timely manner.
Further, this position is responsible for coordinating the turnover of completed portions of the
project to the owner’s operational team.
This may not be a new position on the organizational chart; however, utilizing an AWP strategy
will perhaps require that it be activated much earlier in the front end phase than it would be
on more traditional projects.
• Ensure that the inputs/outputs that may change due to the AWP strategy for the project
database are established very early in the front end planning phase of the project
to enable the project team to effectively and efficiently steward the progress of the
project and be able to turn over the project to operations as required.
• Establish the requirements of all stakeholders (e.g., delivery schedule for inputs into
the database) for reports and/or information required by the project.
• Actively participate in the integrated planning sessions to ensure these requirements
are understood and agreed upon by all stakeholders.
101
GROUP – OWNER
O-4 COMMISSIONING AND START-UP LEAD
Job Title: COMMISSIONING AND START-UP LEAD
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This individual will be responsible to ensure that resources (with associated knowledge and
accountability) are assigned and actively participate to ensure that project can effectively
transition from a bulk-based construction activity and into a systems-based completion to
support the commissioning and start-up of the project.
This should not be a new position on the owner’s organizational chart, but it will be necessary
to assign this person to the project much earlier than is traditionally seen on projects.
• Ensure appropriate resources are assigned to develop the commissioning and start-up
strategy and processes and provide the active participation in the integrated planning
sessions required to ensure that this part of the project is fully developed and part of
the overall project plan.
• Ensure early development of the systems for commissioning and start-up to enable
these to be integrated into the overall project planning and execution.
• Lead the process to ensure that when the project switches from area construction
to completion by system, that the IWPs developed meet the requirements of the
commissioning and start-up strategy. (Define the sequence and makeup of the IWPs).
102
GROUP – OWNER
O-5 AUDIT MANAGER
Job Title: AUDIT MANAGER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
In addition to all other project audit requirements, this individual is responsible for developing
the AWP audit protocols and the follow-up audits required to ensure that ALL stakeholders
are following the project AWP strategies.
This should not be a new position on the owner’s organizational chart, and the additional audit
protocols and checklists associated with the implementation of the AWP strategy should be
added to the existing audit requirements of their position.
• Establish the audit protocols associated with the AWP strategy for the project that will
cover all stakeholders.
• Ensure these audit protocols are included in all contracts.
103
GROUP – CONSTRUCTION CONTRACTOR
CC-1 WFP CHAMPION
Job Title: WFP CHAMPION
Reports to: Contractor’s Construction Manager
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This is a senior position within the construction contractor’s organization. This position must
have the authority to ensure that all of the contractor’s employees and subcontractors meet
the expectations for successful AWP implementation. The WFP Champion will also ensure
that these individuals are adequately trained and experienced to understand and implement
the AWP responsibilities for their position.
This could be a new position within the construction contractor’s organizational chart, particularly
if this is their first implementation of AWP. Alternately, a senior position of the construction
contractor’s organization may take on the additional scope required.
• Be an active participant in all the planning and execution of the project that is associated
with AWP.
• Ensure that key contractor employees as well as sub-contractors have taken mandatory
training to understand their roles with implementation of AWP.
• Provide supportive guidance to employees as their roles in the WFP Strategy may be
new and uncomfortable to them.
104
CC-2 WORKFACE PLANNING LEAD
Job Title: WORKFACE PLANNING LEAD
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This position will take the lead in the planning, development, tracking and reporting the IWPs
required to execute the scope of work. This position will also be required to coordinate the
efforts of the discipline workface planners and key construction staff in developing the IWPs.
This will probably be a new position in a construction contractor’s organization if this is their
initial implementation of AWP as the amount of structure in the formation of IWPs is over and
above what may have been the contractor’s traditional execution.
• Responsible for planning, developing, issuing, and progress tracking of all IWPs for the
awarded scope of work.
• Participate in all integrated planning sessions associated with IWPs.
• Be prepared to work in the engineer’s office if the strategy calls for early engagement
of the construction contractor during the front end of the project.
• Review and endorse the IWP templates developed by the discipline workface planners.
• Ensure that the data required to build the IWP packages is available and accurate.
• Ensure that each IWP is completely reviewed and signed off before it is issued to the
field for execution.
105
CC-3 WORKFACE PLANNERS
Job Title: WORKFACE PLANNERS
Reports to: Workface Planning Lead
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
These positions are expected to produce discipline specific IWPs utilizing the templates that
have been developed by the construction contractor for each discipline of work. These planners
are expected to coordinate and collaborate with the respective discipline superintendents
and/or general foremen to ensure that the IWPs when released to the field already have the
“buy-in” of these key individuals.
This is a new position in the construction contractor’s organization compared to traditional
projects.
• Ensure that each IWP is fully completed using the construction contractor’s templates.
• Collaboratively work with the respective discipline superintendents and/or general
foremen to get their input and “buy-in” of the final product before it is issued to the
field.
• Complete mandatory training to ensure that they completely understand their key role
in the implementation of AWP.
106
CC-4 SUPERINTENDENTS/GENERAL FOREMEN
Job Title: SUPERINTENDENTS/GENERAL FOREMEN
Reports to: Contractors Construction Manager
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
These positions will have scope added to their traditional job descriptions including collaborative
planning and input in development of the IWPs.
These are not new positions within the construction contractor’s organization; however, these
individuals will be expected to have additional training and be prepared to collaboratively
work with the workface planners in providing their input to each IWP as part of the “buy-in”
to the process.
• Provide their expertise and knowledge to ensure that the construction aspects and
detailed execution plan within each IWP are complete, and that all aspects of safety,
quality, and good work practices are incorporated.
• Collaboratively work with the workface planners in the development of the IWPs.
107
CC-5 DATABASE ADMINISTRATOR
Job Title: DATABASE ADMINISTRATOR
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
All inputs into this AWP database are reviewed by this individual to ensure they comply with
the protocols established for the project.
This normally is not an additional organizational position, but the contractor’s database
administrator position may require some additional responsibilities to ensure that the database
information complies with the AWP protocols established.
• Ensure that proper data governance procedures are followed.
• Ensure that all inputs to the database comply with the AWP strategy and protocols.
• Ensure that distributions comply with the distribution lists that are originally established
and periodically updated throughout the project life cycle.
• Ensure that sub-contracts include the necessary information required in the
performance of their scopes to meet the project requirements.
108
GROUP – CONSTRUCTION MANAGEMENT
CM-1 CONSTRUCTION MANAGER
Job Title: CONSTRUCTION MANAGER
Reports to: Project Manager
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This position will be responsible to ensure the commitment and alignment of all construction
stakeholders to implement AWP. This includes ensuring that appropriate resources are made
available for the integrative planning sessions to have adequate input into the development
of the path of construction.
This should not be a new project position on the organizational chart. The additional requirements
of supporting and implementing AWP would be added to the scope of this position.
• Ensure that personnel in the CM organization are committed to and aligned with the
implementation of AWP on the project.
• Ensure that the project’s contracting strategy and the construction execution strategy
reflect the implementation of AWP.
• Ensure that qualified construction resources are appropriately engaged during the front
end planning phase to establish the CWP boundaries and the path of construction.
• Develop the AWP execution plan, including the staffing plan and training plan for both
CM and contractor personnel.
• Ensure that the requirements for AWP are clearly defined in all RFPs as well as final
contractual agreements with contractors.
• Ensure that the adequacy of contractor’s AWP execution and staffing plans.
• Ensure that resources are assigned to cover the interface planning during the front end
planning phase and to provide coverage during the construction phase.
• Ensure that construction input is provided for successful transition from the bulk
construction phase into the systems based commissioning and start-up of the project.
109
CM-2 RESOURCE/INTERFACE COORDINATOR
Job Title: RESOURCE/INTERFACE COORDINATOR
Reports to: Construction Manager
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This position will ensure that input is provided during the front end integrated planning sessions
as part of the development of the path of construction and ensure resources are provided to
manage the interfaces during construction.
This should not be a new position within the project organizational chart. The construction
management organization should have a position covering the management of the interfaces.
• Provide input during the development of the path of construction to ensure that the
interface management will support the contracting strategy, the construction execution
strategy and the transition into commissioning and start-up.
• Ensure that appropriate resources are assigned on a timely basis to support the
interface management requirements of AWP.
• Establish draft resource plan in the integrated planning sessions during the front end
planning phase.
• Track needed resource changes during design phases and develop final resource plan
for workface execution.
110
GROUP –CONSTRUCTION MANAGEMENT
CM-3 OVERALL PLANNER
Job Title: OVERALL PLANNER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This position will manage and coordinate the planning activities required to support the AWP.
They will incorporate input from the various stakeholders into the overall project execution
strategy (including cost and schedule).
This will not be a new position within the organizational chart. This individual will have additional
scope of responsibility to ensure that any additional planning/scheduling for construction
activities associated with AWP are incorporated into all planning activities.
• Ensure that additional inputs associated with AWP are incorporated into the path of
construction.
• Ensure that AWP planning deliverables and input required of stakeholders (i.e., the
engineering, supply chain, and construction contractors, as well as the vendors) are
either included in the project’s AWP procedure (for internal stakeholders) or included in
their contractual terms and conditions (for contractors).
• Ensure that the WBS reflects the implementation of AWP.
111
CM-4 WORKFACE PLANNING MANAGER/CHAMPION
Job Title: WORKFACE PLANNING MANAGER/CHAMPION
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This position is responsible for ensuring that the project AWP is implemented by all members
of the construction management organization and the construction contractor organization.
this position also ensures that all mandatory training for construction management organization
and construction contractor personnel is completed.
This may be a new position within the project organizational chart, however the additional
responsibilities of the position could be added to an existing senior member of the construction
management organization staff.
• Actively participate in integrated planning sessions to ensure professional construction
input is incorporated into the path of construction.
• Ensure that construction resources are invited and actively participate in the integrated
planning sessions.
• Ensure that the aspects of the AWP are followed and notify the construction manager
when non-conformance issues are identified. ensure that all construction contracts
clearly specify that the contractor is required to implement AWP. The contracts
should reference procedures the contractor is expected to follow and listing all inputs/
deliverables the contractor is required to provide.
112
CM-5 TURNOVER MANAGER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
The turnover manager ensures that the path of construction is consistent with and incorporates
the owner’s commissioning and start-up plan. This position will also ensure that the project-
specific AWP plan and procedures adequately address how the project will transition from
area-based IWPs to systems completion packages, and further into actual commissioning
and start-up activities.
This is not a new position in the construction management organization, AWP requires that
the turnover manger be engaged in the front end integrated planning session.
• Actively participate in integrated planning sessions to ensure that both the path of
construction and AWP plan support the transition from bulk construction to systems
completion.
• Ensure that the owner’s commissioning and start-up plan is used as the basis for
planning this AWP transition.
• Ensure that the project-specific AWP procedures clearly define how the project will
transition from area-based IWPs to systems completion packages, and further into
actual commissioning and start-up activities.
• Identify resource needs to support AWP leading into this transition and throughout
commissioning and start-up.
• Ensure that all construction contracts clearly specify that the contractor is required
to implement AWP for systems completion, commissioning, and start-up activities.
Contracts should also clearly define all inputs/deliverables the contractor is required
to provide.
113
CM-6 QUALITY MANAGER
Job Title: QUALITY MANAGER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This position will ensure any quality issues associated with the project AWP strategy are
incorporated into the project quality execution plan.
This should not be an additional position. Any additional scope required to implement AWP
strategy for quality issues can be added to the quality manager role.
• Ensure the project quality program includes processes and procedures that support
the AWP strategy.
• Ensure that the necessary inputs, processes and procedures required to support the
AWP strategy are incorporated into the terms and conditions of each construction
contract.
• Ensure that resources are available to provide any additional field and shop inspections
that may be required to support the project AWP implementation.
114
GROUP – ENGINEERING
E-1 ENGINEERING MANAGER
Job Title: ENGINEERING MANAGER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
Implementation of AWP will require that the engineering team make several work process
changes from traditional project implementation. This will include packaging and sequencing
the engineering deliverables to support the path of construction.
The engineering manager must understand the AWP process and the key role that engineering
plays in this process. Additional training will be needed to gain the in depth knowledge of the
AWP process.
This is not a new position and any new AWP responsibilities would be added to the duties
of this position.
• Collaborate with the construction team to establish the EWP boundaries with respect
to the CWP boundaries.
• Actively participate in integrated planning meetings to ensure the engineering deliverable
schedule to meet the path of construction is realistic and can be accomplished.
Develop an EWP release plan consistent with the path of construction.
• Monitor and assess the discipline team’s compliance with the AWP process.
• Ensure that reporting of engineering progress at the EWP status level is at a sufficient
level of detail to support forecasting against those dates established in the EWP
release plan.
• Ensure that the engineering team has included all the information in the EWPs required
by the construction management team to develop complete CWPs.
• Provide AWP implementation guidance and support to all engineering personnel.
115
E-2 ENGINEERING WORKFACE PLANNING CHAMPION
Job Title: ENGINEERING WORKFACE PLANNING CHAMPION
Reports to: Engineering Manager
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This position will work closely with the engineering manager to provide AWP implementation
guidance and support to all engineering personnel as required, ensuring they understand
their roles and responsibilities.
This person must be trained to understand the roles and responsibilities of the engineering
discipline in implementing AWP.
This could be a new position within the engineering organizational chart. The person taking
this role needs to have the leadership and management skills necessary to remove barriers
to change.
• Understand how the engineering firm (and its associated discipline teams) fit into AWP,
and be able to lead the organization through this implementation.
• Ensure that all individuals within the organization comply with the AWP, and notify the
engineering manager if issues cannot be resolved.
• Work with the engineering manager to ensure the correct level of discipline resources
are present in the integrated planning sessions.
116
E-3 DOCUMENT CONTROL
Job Title: DOCUMENT CONTROL
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This position ensures that all documents are reviewed and that they comply with AWP
requirements prior to transmittal.
This is not an additional position within the engineering organizational chart, since a document
control manager would be normally assigned to the project. Any aspects of document control
relating to AWP would be added to the scope of this position.
• Ensure that resources are provided to have transmittals that comply with the
requirements of AWP.
• Review of all documents and transmittals for AWP compliance.
• Ensure that the information within the transmittals meets the requirements for the
construction contractor to break down the CWPs into their component IWPs, for
both the bulk construction phase and the transition into the completion of systems to
support commissioning and start-up.
117
E-4 DISCIPLINE LEADS
Job Title: DISCIPLINE LEADS
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
These positions will ensure that their teams comply with the requirements of AWP. They will
provide guidance to their teams to ensure their deliverables are released according to the
EWP release plan as agreed to support the path of construction
These are not additional positions within the engineering organizational chart, since discipline
leads are required to guide and support their teams as they complete their EWPs. The discipline
leads will require additional training to understand their responsibilities in implementing AWP.
• Actively participate in the integrative planning sessions to provide input and come to
agreement on the scheduled EWP release plan.
• Ensure that their teams meet the release dates of their associated EWPs to meet the
path of construction.
• Train and provide guidance to their teams so that team members also understand their
roles and how their performance affects the project outcome.
118
GROUP – PROJECT MANAGEMENT
PM-1 PROJECT MANAGER
Job Title: PROJECT MANAGER (Managing E, P, C)
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This individual has the overall responsibility to manage the project management team from
the commencement of the planning in the front end through to the commissioning and start-
up of the project.
This would not be a new position on the PMT organizational chart; however, this individual
would require additional training so that he or she completely understands the role with respect
to the AWP implementation, and how he or she would help (guide) all stakeholders through
the necessary changes in the execution of their jobs.
• Steward all AWP activities, and progress to the owner.
• Actively participate in and promote the AWP process.
• Support and enforce the process with all the PMT, CMT, engineering, supply chain,
and construction contractors.
• Ensure that all stakeholders are invited to and participate in all integrated planning
meetings.
• Fully support the PMT WFP champion/manager.
119
PM-2 TURNOVER MANAGER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
Within the PMT, the turnover manager ensures that all processes and procedures related to
set-up and administration of the project database.
This should not be a new position on the PMT organizational chart; however, this individual
would need additional training so that he or she understands how the role best supports AWP
and which additional scope changes would be required within their position.
• Ensure that the project database is set up and administered to meet the requirements
of the project.
• Set the reporting schedule and data governance requirements for all database inputs,
and ensure that all stakeholders meet these requirements.
120
PM-3 DOCUMENT CONTROL MANAGER
Job Title: DOCUMENT CONTROL MANAGER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This individual ensures that adequate and appropriate resources are assigned to handle all
of the receiving, recording, and transmittal of project documents throughout the duration of
the project.
This would not be a new position within the PMT organization; however, the individual would
require additional training so that he or she understands the expanded role within the AWP
implementation.
• Ensure that all project documents meet the requirements of the AWP project document
matrix.
• Ensure that an updated distribution matrix is developed and maintained so that all
AWP documents and procedures are properly handled in a timely manner and support
the path of construction.
121
PM-4 COST CONTROL
Job Title: COST CONTROL
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This individual has the overall responsibility for managing the project cost, from the
commencement of planning in the front end stage through to the commissioning and start-
up of the project.
would require additional training so that he or she completely understands the role with the
AWP implementation.
122
PM-5 SCHEDULER
Job Title: SCHEDULER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This individual has the overall responsibility for managing the project schedule, from the
commencement of planning in the front end stage through to the commissioning and start-
up of the project.
would require additional training so that he or she completely understands the role within the
AWP implementation.
123
PM-6 DATABASE ADMINISTRATOR
Job Title: DATABASE ADMINISTRATOR
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
The project database may need to be modified to include the provisions required for AWP.
All inputs into this database are reviewed by this individual to ensure that they comply with
the protocols established for the project.
This normally is not an additional organizational position, but the project database administrator
position may require some additional responsibilities to ensure that the database information
complies with the AWP protocols established.
• Establish proper data governance procedures to enable inputs from the multiple
sources/systems that are to be integrated for AWP implementation.
• Ensure that all inputs to the database comply with the AWP strategy and protocols.
• Ensure that distributions comply with the distribution lists that are originally established
and periodically updated throughout the project life cycle.
• Ensure that contracts include the necessary information so that stakeholders
understand the formats and schedules of inputs required of them in the performance
of their scopes to meet the project goals.
124
PM-7 AWP CHAMPION/MANAGER
Job Title: AWP CHAMPION/MANAGER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This position must be a senior member of the project organization who has the mandate and
authority to ensure that all stakeholders reporting to the PMT comply with the project’s AWP
strategy.
This organizational role may be a new position or, alternatively, it may be covered by ensuring
that an existing senior member of the organization takes on the associated roles and
responsibilities required.
• Ensure that all contracts include terms and conditions that will ensure compliance with
the project’s AWP strategy.
• Lead the change management effort involved with implementing the AWP strategy.
• Report to the project manager on the status of stakeholder alignment and any
necessary actions needed for improvement.
• Be an active participant in and supporter of the AWP strategy, and fully understand the
responsibilities matrix to successfully implement this strategy.
• Be responsible for the development and implementation of the AWP communication
and training plan.
125
PM-8 AWP AUDIT MANAGER
Job Title: AWP AUDIT MANAGER
Reports to: Project Manager/Functional Manager
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This position ensures that the AWP audit protocol is followed by all stakeholders reporting to
the project management team.
This may be a new position within the project organization, but, it can also be accomplished
by adding the responsibilities to an existing member of the organization responsible for other
audits (e.g., safety or quality audits). This individual MUST understand the AWP strategy and
may require additional training.
• Ensure that resources are available for conducting audits and reporting the results of
the audit to the project manager.
• Ensure that the scopes and checklists for the AWP audits are complete and up to date.
• Maintain a record of all AWP audits conducted.
• Maintain a record of all AWP audit findings and the finding resolution close out details.
126
GROUP – SUPPLY CHAIN
S-1 PROCUREMENT MANAGER
Job Title: PROCUREMENT MANAGER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
The procurement manager will ensure that all of the procurement deliverables are provided
to meet the path of construction, and that materials/permanent equipment can be sorted and
allotted to each CWP, EWP, and IWP.
This should not be a new position on the organizational chart. However, this person will likely
require additional training to understand the additional scope of responsibilities required to
implement AWP.
• Ensure that the terms and conditions (especially payment terms) encourage the
suppliers/vendors to provide vendor data to the engineering team by specific dates, to
enable engineering personnel to meet their EWP release plan.
• Ensure that all materials and permanent equipment deliverables meet the path of
construction.
• Ensure that the terms and conditions in all procurement “contracts” will encourage the
suppliers/vendors to meet the schedule set by the path of construction.
• Ensure that the material management system is capable of both “soft” and “hard”
allocation of material to each individual CWP, EWP, and IWP.
127
S-2 MATERIAL MANAGER
Job Title: MATERIAL MANAGER
Reports to: Procurement Manager
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
The materials manager provides the strategy and execution for ordering, delivery, receiving,
and transmitting material/permanent equipment to meet the path of construction.
This should not be a new position on the organizational chart, but is especially important to
ensuring that materials are provided to support the AWP materials that are expected to be
released by individual EWPs in accordance with the WBS and the path of construction.
• Ensure that the planning and execution of logistics and warehousing is developed early
in the front end phase of the project.
• Ensure that the material/equipment deliverables support the path of construction.
• Ensure that the materials are properly distributed, complete with associated
transmittals (BOMs) to the construction contractors (to enable them to meet their
required schedules).
• Collaborate with the project team in the development of the path of construction to
ensure that material and equipment issues are discussed and mitigated.
128
S-3 WAREHOUSE MANAGER
Job Title: WAREHOUSE MANAGER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This position is expected to ensure that all material release dates are met according to the
schedule laid out in the path of construction.
This should not be a new position on the organizational chart, but, this individual will need
additional training to understand how implementing AWP may affect changes to traditional
warehouse management work processes. This will include planning and delivering materials
from the warehouse(s) to the construction contractors at an IWP level, with strong emphasis
on meeting planned release.
• Ensure that the material is bagged and tagged by IWP and then released according to
the path of construction schedule and the IWP multi-week look-ahead plan.
129
S-4 CONTRACT MANAGER
Job Title: CONTRACT MANAGER
Prepared by:
Prepared Date:
Approved by:
Approved by Date:
Summary
This position will ensure that all contracts and purchase orders (including subcontracts) include
terms and conditions that hold the vendor/contractor responsible for implementing AWP.
This should not be a new position on the organizational chart.
• Develop a clear understanding of the AWP strategy through active participation in
the development of the path of construction during the integrated planning sessions.
Ensure that all contracts meet the intent and requirements of the strategy.
• Ensure that each contract contains binding terms and conditions to hold the supplier
responsible for implementing AWP, including remedies for non-compliance.
• Ensure that each contract clearly defines the supplier’s specific AWP-related
responsibilities.
130
Appendix G: CWP Template
131
CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.
C W P - - - -
Description:
Rev. Rev Description Date Author Checked By: Approved by:

No Contracts Project WFP
Contractor
Construction/
Admin. Controls Manager Planning Manager
Issued for Review MM/DD/YYYY
Issued for MM/DD/YYYY

Construction
Contractor Finalization MM/DD/YYYY
132

Project Name:
C W P - - - -
Description:
Drawing
133

Project Name:
C W P - - - -
Description:
TABLE OF CONTENTS
Section
Section Description # of Sheets
No.
1.0 Scope of Work
2.0 CWP Reference List
3.0 Engineering Information
4.0 Craft/Workforce
5.0 Direct Field Equipment and Materials
6.0 Safety
7.0 Quality
8.0 Regulatory Approvals and Permits
9.0 Sub-contracts (Construction Contractor)
10.0 Vendor Support
11.0 Rigging Studies
12.0 Scaffolding
13.0 Special Equipment, Tools, and Consumables
14.0 Waste Management
15.0 Risk Register
16.0 Workface Planning
17.0 Project Controls
18.0 Turnover Documents
19.0 3D Model Shots of CWP
20.0 Submittals
21.0 Contact List
134

Project Name:
C W P - - - -
Description:
1.0 SCOPE OF WORK

1.1 Summary Description of the Scope of Work
A summary description of the scope of this CWP is to be provided here. Reference additional
CWPs, fabrication work plans, and/or modularization work plans that will be combined to form
a construction or fabrication contract.
1.2 Execution Strategy

Provide the strategic intent or path of construction for scopes to be executed in this CWP.
Reference integration and interface requirements and project schedule.
1.3 Execution Milestones

Identify key milestone dates for scopes of work referenced based on the Level III project
schedule.
1.4 Work Included

Include any scope items that are not contained in the defined EWPs, or where the referenced
documents do not adequately convey the scope.
1.5 Work Excluded

Identify work that is specifically not identified in the defined EWPs, or where the referenced
documents do not adequately convey the limits of scope.
135

Project Name:
C W P - - - -
Description:
2.0 CWP REFERENCE LIST

2.1 CWP Reference List and Interface lists
Identify additional CWPs that must be referenced to understand scope and execution
strategy.
Identify tie-in requirements document.
2.2 Owner Supplied Sub-contractors

Provide specific list of CWPs executed by owner supplied sub-contractors associated with
this CWP.
3.0 ENGINEERING INFORMATION

3.1 Engineering Work Package List
A listing of all EWPs associated with this CWP, including EWP number, description, and
revision.
3.2 Holds List

Identify hold and forecast release for documents listed but not released.
3.3 Additional Technical Information

Identify any technical information that is not included in other documentation.
3.4 Technical Document Lists

Identify and include the lists of technical documents included in this CWP.
136

Project Name:
C W P - - - -
Description:
4.0 WORKFORCE
4.1 Workforce Requirement
Provide an estimate of workforce requirements.
4.2 Density Calculations

Complete workplace density calculations.
4.3 Special Skills

Identify all specialty skill requirements to complete tasks and determine their impact on
schedule (if any).
137

Project Name:
C W P - - - -
Description:
5.0 MATERIALS
5.1 Bill of Materials Matrix (owner, engineer, vendor, contractor, and fabricator
supplied)
List responsibilities for materials not identified in EWPs. Ensure that cross-referenced lists
between tag numbers include requisition numbers, PO numbers, and IFC drawing numbers in
EWPs.
5.2 Owner-supplied equipment and materials

Must include all owner-supplied or free-issued materials and tagged items that are provided
to the contractor.
5.3 Required-at-Site Dates (change to key and long-lead)

Confirmation that material deliveries conform to Require-at-Site dates (RAS). Include RAS
versus ETA.
5.4 Total Quantities

Provide total material quantities, as applicable (e.g., ea, tonne, Y cu, ft, or dia-inch).
138

Project Name:
C W P - - - -
Description:
6.0 SAFETY
6.1 Safety
Provide high-level job hazard analysis for the identified work scopes; and rank and set
priorities for hazardous jobs present within the scope of execution of the CWP. These jobs
should be the first priority for analysis and identification of items such as the following:
• safe work plans
• special training requirements
• special PPE requirements
• special permits (e.g., for confined spaces, road closures, lift baskets, and lock-outs)
• Workplace Hazardous Materials Information System/Material Safety Data Sheet
requirements.
Note: Detailed JHAs or FLHAs will take place at the IWP level. (These are to be provided by
the contractor.)
139

Project Name:
C W P - - - -
Description:
7.0 QUALITY
7.1 Inspection and Test Plans
All work defined in this CWP will be executed to the requirements of owner-approved
inspection and test plans (ITP). ITPs will be developed in compliance with owner document
XXX-XXX-000 Contractor Quality Requirements Specification Standard.
7.2 Weld Procedures

No welding process will be applied to the execution of scopes defined in this CWP without an
approved welding procedure. Welding procedures will satisfy welding requirements identified
in EWPs listed in Section 2.0 EWP List.
7.3 Survey Requirements

This section should state the strategic intent for survey requirements and the survey control
plan for the scopes defined.
140

Project Name:
C W P - - - -
Description:
8.0 REGULATORY APPROVAL AND PERMITS

8.1 Regulatory Approval Requirements
Regulatory approval requirements and compliance status must be communicated to
contractors. Review compliance requirements and include applicable special permits
required for CWP execution (e.g., building permits, potable water, and disposal).
8.2 Permit Schedule

A list of permit requirements for the defined scopes is to be provided.
141

Project Name:
C W P - - - -
Description:
9.0 SUB-CONTRACTS (Construction Contractor)

9.1 Contractor Activities
Provide an explanation of the services to be sub-contracted, as well as the target start and
completion dates for said services and the contract formation process.
9.2 Services Provided

List the services that will be provided to the contractor by a sub-contractor and by the owner,
if they are to be different than the services contracted.
142

Project Name:
C W P - - - -
Description:
10.0 VENDOR SUPPORT

10.1 Equipment List Vendor Requiring Support
Provide a list of applicable equipment that will require vendor assistance.
10.2 Purchase Order Schedule

Provide confirmation that a contract or purchase order is in place.
10.3 Vendor Contact Information

Prepare a list of vendor contact information, notification requirements, and anticipated
required-at-site dates.
143

Project Name:
C W P - - - -
Description:
11.0 CRITICAL LIFTS/CRANE SCHEDULE

11.1 Lift Studies
Include applicable anticipated critical lifts for the work scope in this CWP. (These lifts should
be incorporated into the detailed FIWPs.)
11.2 Lift Schedule

Provide a lift schedule that links requirements to the Level 3 project schedule for this CWP.
12.0 SCAFFOLDING
12.1 Scaffolding Plan
Provide the estimated scaffolding types, location, duration, and quantity requirements
(including materials and labor) for the scope of work associated with the CWP.
144

Project Name:
C W P - - - -
Description:
13.0 SPECIAL EQUIPMENT, TOOLS, AND CONSUMABLES

13.1 Special Construction Equipment
Provide a listing of special construction equipment needed, and the availability of timelines (if
it is owner-supplied).
13.2 Special Tools and Consumables

Identify all special tools and consumable requirements necessary to perform the work (e.g.,
refractory dry-out and laser alignment).
14.0 WASTE MANAGEMENT

14.1 Waste Management Plan
Typically the waste management strategy/plan is defined in general terms in the construction
execution plan with respect to responsibilities.
The contractor is to provide a listing here as to the types and estimated quantities of waste
associated with the CWP, along with the discarding plan. (This should be in alignment with the
overall site waste management plan.)
145

Project Name:
C W P - - - -
Description:
15.0 RISK REGISTER

15.1 Risk and Mitigation
Provide a listing of items from the risk register that apply to the CWP, complete with mitigation
measures and an associated status report.
146

Project Name:
C W P - - - -
Description:
16.0 WORKFACE PLANNING

16.1 Installation Work Package List and Schedule
A detailed breakdown of the planned number of IWPs associated with the CWP is to be
provided by the contractor, along with the release plan.
The contractor should follow the implementation practices as described by CII and COAA.
147

Project Name:
C W P - - - -
Description:
17.0 PROJECT CONTROLS

17.1 Integrated Schedule
A detailed Level 3 construction schedule showing integration with other construction
disciplines and contractors is to be provided by owner’s project controls group, along with an
overall narrative of the proposed execution strategy.
17.2 Progress and Performance Measurement

Provide a confirmation and listing of the following:
• progress measurement and performance requirements
• support mechanisms
• roll-up of material quantities and labour to the required WBS level.
Add WBS chart to outline WBS numbers within this CWP.
148

Project Name:
C W P - - - -
Description:
18.0 TURNOVER DOCUMENTS

18.1 Turnover Document Matrix
Provide a list or matrix of the required documents for turnover that pertains to this CWP.
18.2 Turn Over Responsibility

Reference the project turnover responsibility matrix.
18.3 Templates for Turnover Binders

Reference the location of the templates required to develop the turnover binders.
19.0 MODEL SHOTS OF CWP

19.1 Model Shots
Include here several 3D model shots of the CWP.
149

Project Name:
C W P - - - -
Description:
20.0 SUBMITTALS
20.1 Submittals
• Contractor to submit to the owner an approved methodology statement (or equivalent)
for this CWP, two weeks prior to commencing work.
• Contractor to submit to the owner a schedule for this CWP based on IWPs, two weeks
prior to commencing work.
• Contractor to submit to the owner a resource staffing plan for this CWP, two weeks
prior to commencing work.
• Contractor to submit to the owner a detailed equipment plan (complete with pricing) for
this CWP, two weeks prior to commencing work.
• Contractor to submit to the owner an estimate of work hours (complete with pricing) for
this CWP, two weeks prior to commencing work.
• Contractor to submit to the owner a status listing of all CONTRACTOR supplied items
(complete with pricing) required for this CWP, two weeks prior to commencing work.
• Contractor to submit to the owner for approval the proposed ITP for this CWP, two
weeks prior to commencing work.
• Contractor to submit to the owner for approval a job hazard analysis for this CWP, two
• Contractor to submit to the owner for approval a rigging/lifting study for this CWP, two
• Contractor to submit to the owner the work permit(s) for this CWP, two weeks prior to
commencing work.
150

Project Name:
C W P - - - -
Description:
21.0 CONTACT LIST

21.1 Contact List
Provide a comprehensive list of contact information for the following:
• construction management personnel
• project personnel
• engineering personnel
• materials management
• vendors
• document owners
• area hospitals and doctors
• emergency response teams.
151
Appendix H: EWP Template
153
ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID
E W P - 0 0 0 - 0 0 0 - - 0 0 0
Title:
Rev. Rev Description Date Author Checked By: Approved by:

No Contracts Project WFP
Contractor
Construction/
Admin. Controls Manager Planning Manager
A Issued for Review MM/DD/YYYY
B Issued for Design MM/DD/YYYY
0 Issued for Construction MM/DD/YYYY
TABLE OF CONTENTS
Section
Section Description # of Sheets
No.
1.0 Scope of Design Work
2.0 CWP Dependencies
3.0 EWP Dependencies
4.0 Procurement Dependencies
5.0 Interface Points
6.0 Construction Requirements
7.0 Turnover and Start-up Requirements
8.0 Related Procurement and Sub-contracts
9.0 Design Criteria
10.0 Engineering Deliverables
11.0 Contractor Deliverables
12.0 Submittals
13.0 Contact List
154

Project Name:
E W P - 0 0 0 - 0 0 0 - - 0 0 0
Title:
1.0 SCOPE OF WORK

Provide a summary description of the design scope of this EWP.
1.1 Summary Description of the Scope of Work

A summary description of the scope of this EWP is to be provided here. Reference additional
EWPs, fabrication, and modularization strategy as related to scope.
1.2 Execution Strategy

Reference integration and interface requirements and project schedule. Ensure consistency
with CWP, fabrication/modularization execution strategy, and the overall path of construction.
1.3 Execution Milestones

Identify critical milestone dates for scopes of work referenced. Relate to available schedule
and procurement lead time data.
1.4 Work Included

Include any scope items that are not contained in the EWP, or note where the referenced
documents do not adequately convey the scope.
1.5 Work Excluded

Identify work that is specifically not included that is not identified in the EWP, or note where
the referenced documents do not adequately convey the limits of scope.
155

Project Name:
E W P - 0 0 0 - 0 0 0 - - 0 0 0
Title:
2.0 CWP RELATIONSHIPS/RELATED DEPENDENCIES

Identify CWPs that relate to this EWP. Identify related dependencies that affect design work.
List dependencies that affect design work. These packages should be consulted to
understand constraints.
• Include CWP predecessor/successor relationships apart from the CWP to which this
EWP belongs.
• Identify contracting strategy.
156

Project Name:
E W P - 0 0 0 - 0 0 0 - - 0 0 0
Title:
3.0 EWP DEPENDENCIES

Identify EWPs that are dependent on completion of this EWP.
Identify EWPs that this EWP is dependent on.
(Include concurrent design completion. Identify system design breakdown, as appropriate.)
157

Project Name:
E W P - 0 0 0 - 0 0 0 - - 0 0 0
Title:
4.0 PROCUREMENT DEPENDENCIES

Identify procurement activities that are dependent on completion of this EWP.
Identify procurement activities that are required to provide engineering data for completion of
this EWP.
158

Project Name:
E W P - 0 0 0 - 0 0 0 - - 0 0 0
Title:
5.0 INTERFACE POINTS

Provide a listing and description of all interface points associated with this EWP.
(Explicitly list the physical interfaces to other design packages.)
159

Project Name:
E W P - 0 0 0 - 0 0 0 - - 0 0 0
Title:
6.0 CONSTRUCTION REQUIREMENTS

Provide a summary description of all construction requirements for this EWP.
(Provide design information necessary for construction/constructability/transport planning

and operations.)
7.0 TURNOVER AND STARTUP REQUIREMENTS

Provide a summary description of all turnover and start-up requirements for this EWP.
160

Project Name:
E W P - 0 0 0 - 0 0 0 - - 0 0 0
Title:
8.0 RELATED PROCUREMENTS AND SUB-CONTRACTS

Identify procurements not included in procurement dependencies or required in engineering
sub-contracts, to provide complete design that is ready for installation.
161

Project Name:
E W P - 0 0 0 - 0 0 0 - - 0 0 0
Title:
9.0 DESIGN CRITERIA

Make references to design codes and project requirements. Include deviations from project
standards.
10.0 ENGINEERING DELIVERABLES

Provide a list of design deliverables, including any documents to be provided by others.
(Include design documents provided by vendors and others.)
11.0 CONTRACTOR DELIVERABLES

Provide a list of design deliverables that are the responsibility of the installation contractor.
162

Project Name:
E W P - 0 0 0 - 0 0 0 - - 0 0 0
Title:
12.0 SUBMITTALS
Provide a list of required submittals for this EWP for work deliverables, including those
required in pre-work and post-work periods.
13.0 CONTACT LIST

Provide a comprehensive list of contact information for the following:
• project personnel
• engineering personnel
• document owners.
163
Appendix I: IWP Checklists by Discipline
Installation Work Package Checklists
List of discipline-specific IWP checklists:
1. Cable tray installation

2. Civil foundations and pile caps
3. Civil piling
4. Electrical/instrument cable installation
5. Electrical junction box installation
6. Equipment setting
7. Hydrotesting
8. Instrument installation
9. Instrument raceway installation
10. Insulation installation
11. Piping
12. Structural steel
13. Tracing installation
14. Underground piping
165
166
MAJOR PROJECTS
Department CONSTRUCTION
Subject IWP CABLE TRAY INSTALLATION CHECKLIST
IWP ID Number: Date Prepared:

IWP Description:
ITEM DESCRIPTION YES | NO | N/A COMMENTS

Cable Tray for Work Package on Site and Available for Installation ▢▢▢
Cable Supports and Material for Support Fabrication on Site and Available for
Installation
▢▢▢
Crane(s) to Support Work Package Activities:
a) Available ▢▢▢
b) Scheduled ▢▢▢
Required Rigging and Accessories on Site and Available to Support Work
Package Activities
▢▢▢
Transportation Requirements for Materials, Tools, and Other
Consumables:
a) Available ▢ ▢ ▢
b) Scheduled ▢ ▢ ▢
Material Requisitions Complete Ready to Be Submitted for Work Package ▢ ▢ ▢
Materials in Warehouse Bagged and Tagged ▢ ▢ ▢
Special Training/Qualification Requirements:
a) Safety; SCABA, High-level Rescue, and Other Training as Required ▢ ▢ ▢
b) Equipment Operation; Manlift and Other Equipment as Required ▢ ▢ ▢
c) Other ▢ ▢ ▢
d) Training Complete ▢ ▢ ▢
Permit Requests Complete Ready to Be Submitted for Work Package ▢▢▢
Safety Items and Concerns Clearly Identified, Listed, and Addressed ▢▢▢
Hazard Assessments/Requirements:
a) Hazard Identified ▢▢▢
b) Assessment Performed ▢▢▢
c) Mitigated ▢▢▢
Additional Personnel Protection Equipment Requirements Clearly Identified,
Listed, on Site, and Available for Use
▢▢▢
Inspection and Testing Requirements Clearly Identified and Listed, Including
Hold and Witness Points
▢▢▢
QC Forms Inserted into Package for Required Inspection and Sign-off ▢▢▢
Third-party Inspection and Testing:
Scaffolding/Manlift Requirements:
a) Identified ▢ ▢ ▢
b) Available ▢ ▢ ▢
c) Scheduled ▢ ▢ ▢
d) Built (Scaffold Only) ▢ ▢ ▢
All Required Drawings, Details and Specifications Included in Work
Package:
a) Electrical General Arrangements ▢ ▢ ▢

b) Tray Installation Details ▢ ▢ ▢
c) Tray Grounding Details ▢ ▢ ▢
d) Electrical Specification ▢ ▢ ▢
e) Special Requirements ▢ ▢ ▢
f) Design Change Notices ▢ ▢ ▢
g) Request for Information ▢ ▢ ▢
h) Inspection and Test Plan ▢ ▢ ▢
i) Lessons Learned Suggestion Form ▢ ▢ ▢
167
168
Subject IWP CABLE TRAY INSTALLATION CHECKLIST

Tray Installation Inspected and Signed off As Complete and Ready for Use ▢▢▢
▢▢▢
▢▢▢
Planner Name (print): Planner Signature: Issue Date:
Superintendent Name (print): Superintendent Signature: Issue Date:
HSE Professional Name: HSE Professional Signature: Issue Date:
Quality Representative Name: Quality Representative Signature: Issue Date:
Work Foreman Name: Work Foreman Signature: Work Start Date:
Work Foreman Name: Work Foreman Signature: Work Completion Date:

MAJOR PROJECTS
Subject IWP CIVIL FOUNDATIONS AND PILE CAPS CHECKLIST

IWP Description:

Required Rebar on Site and Available for Use:
a) Type ▢▢▢
b) Sizes ▢▢▢
c) Quantity ▢▢▢
Prefabricated (on Site or off Site) Rebar Cages Made and Available for
Installation
▢▢▢
Form Materials on Site and Available for Use ▢▢▢
Pre-Built (on Site or off Site) Forms on Site and Available for Use ▢▢▢
Embed Requirements on Site and Available for Installation ▢▢▢

Anchor Bolt Requirements:
a) Type Verified ▢ ▢ ▢
b) Material Verified ▢ ▢ ▢
c) Length Verified ▢ ▢ ▢
d) On Site and Available for Installation ▢ ▢ ▢
Anchor Bolt Templates Clearly Identified, Tagged, on Site, and Available for Use ▢ ▢ ▢
Slide Plate Requirements on Site and Available for Installation ▢ ▢ ▢
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a) On Site ▢▢▢
b) Available ▢▢▢
c) Scheduled ▢▢▢
Package Activities
▢▢▢
Transportation Requirements for Equipment, Material, Forms, and
Tools.:
Special Tool Requirements Clearly Identified, Listed, on Site, and Available for
Use
▢▢▢
Concrete Requirements Type and Quantity:
Excavation Shoring Requirements:
a) Shoring Required ▢▢▢
b) Shoring Installed ▢▢▢
c) Signed off and Safe to Use ▢▢▢
Safety Items and Concerns Identified, Listed, and Addressed ▢▢▢
Additional Personnel Protective Equipment Requirements Clearly Identified,
▢▢▢
▢▢▢
Vendor Requirements:
a) Required ▢▢▢

Surveyor for Foundation Layout:
Surveying and Layout Complete for Initial Foundation Work ▢ ▢ ▢
Release and Ready to Pour Concrete Signed off ▢ ▢ ▢
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All Required Drawings, Details, and Specification Included in Work

Package:
a) Foundation Location Plan General Arrangement ▢ ▢ ▢
b) Foundation Details ▢ ▢ ▢
c) Rebar Cage Details ▢ ▢ ▢
d) Design Change Notices ▢ ▢ ▢
e) Request for Information ▢ ▢ ▢
f) Inspection and Test Plan ▢ ▢ ▢
g) Lessons Learned Suggestion Form ▢ ▢ ▢
Foundation/Pile Caps Installed, Inspected, and Signed off As Complete ▢ ▢ ▢
As-builts:
a) Foundations Installed As Per Drawings and Specifications ▢▢▢
b) Changes or Modifications Made ▢▢▢
c) Changes or Modifications Recorded and Included on Master As-builts ▢▢▢
Drawing Set
▢▢▢
▢▢▢

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174
MAJOR PROJECTS
Subject IWP CIVIL PILING CHECKLIST

IWP Description:

Piling Rig and Crew Onsite:
Piling Rig Attachments Required and Available to Support Work Package ▢▢▢
Pile Available for Installation:
a) Type ▢ ▢ ▢
b) Sizes ▢ ▢ ▢
c) Quantity ▢ ▢ ▢
Rebar Cages Made (on Site or off Site) on Site and Available for Installation ▢ ▢ ▢
Package Activities
▢▢▢
Transportation Requirements for Equipment, Piles, Cages, and Tools:
Special Tool Requirements Clearly Identified, Listed, on Site, and Available for
Use
▢▢▢
Concrete Requirements Type and Quantity:
a) Scheduled ▢ ▢ ▢
b) Ordered ▢ ▢ ▢
Permit Requests Complete Ready to Be Submitted for Work Package ▢ ▢ ▢
Safety Items and Concerns Identified, Listed, and Addressed ▢ ▢ ▢
Additional Personnel Protective Equipment Requirements Clearly Identified,
▢▢▢
▢▢▢

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Subject IWP CIVIL PILING CHECKLIST
Surveyor for Piling Layout:

Surveying and Layout Complete for Initial Piling Work ▢▢▢
All Required Drawings, Details, and Specification Included in Work Package:
a) Piling Schedule ▢ ▢ ▢
b) Piling Layout Drawing ▢ ▢ ▢
c) Rebar Cage Details ▢ ▢ ▢
Piles Installed, Inspected, and Signed off As Complete and Ready for Use ▢ ▢ ▢
As-builts:
Drawing Set
▢▢▢
▢▢▢

177
178
MAJOR PROJECTS
Subject IWP ELECTRICAL/INSTRUMENT CABLE INSTALLATION CHECKLIST

IWP Description:

Cable Tray Installed and Sign-off Ready for Use ▢▢▢
Cable Size, Quantity, and Installation Materials on Site and Available for
Installation
▢▢▢
Cable Puller on Site and Available for Use ▢▢▢
Package Activities
▢▢▢
Consumables:
Safety Items and Concerns Clearly Identified, Listed, and Addressed ▢ ▢ ▢
▢▢▢
▢▢▢
Code Requirements Clearly Identified and Listed ▢▢▢
▢▢▢

a) Required
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180
Subject IWP ELECTRICAL/INSTRUMENT CABLE INSTALLATION CHECKLIST
All Required Drawings, Details, and Specifications Included in Work

Package:
a) Electrical/Instrumentation General Arrangements ▢ ▢ ▢
b) Single Line Drawings ▢ ▢ ▢
c) Cable Installation Details ▢ ▢ ▢
d) Cable Termination Schedule ▢ ▢ ▢
e) Specifications:
– Electrical ▢ ▢ ▢
– Instrumentation ▢ ▢ ▢
f) Special Requirements ▢ ▢ ▢
g) Design Change Notices ▢ ▢ ▢
h) Request for Information ▢ ▢ ▢
i) Inspection and Test Plan ▢ ▢ ▢
j) Lessons Learned Suggestion Form ▢ ▢ ▢
Cable Installed, Inspected, and Signed off As Complete ▢ ▢ ▢
▢ ▢ ▢
▢ ▢ ▢

181
182
MAJOR PROJECTS
Subject IWP ELECTRICAL JUNCTION BOX INSTALLATION CHECKLIST

IWP Description:

Junction Boxes for Work Package on Site and Available for Installation ▢▢▢
Is CSA Approval/Inspection:
Junction Box Supports and Material for Support Fabrication on Site and
Available for Installation
▢▢▢
Package Activities
▢▢▢
Consumables:
▢▢▢
▢▢▢
Code Requirements Clearly Identified and Listed ▢▢▢

183
184
Subject IWP ELECTRICAL JUNCTION BOX INSTALLATION CHECKLIST

Package:
a) Electrical General Arrangements ▢ ▢ ▢
b) Junction Box Installation Details ▢ ▢ ▢
c) Junction Box Grounding Details ▢ ▢ ▢
d) Electrical Specification ▢ ▢ ▢
Junction Box Installed, Inspected, and Signed off As Complete and Ready for
Termination
▢▢▢
As-builts:
a) Installed As Per Drawings and Specifications ▢▢▢
Drawing Set
Junction Box Installed, Inspected, and Signed off As Complete ▢▢▢
▢▢▢
▢▢▢

185
186
MAJOR PROJECTS
Subject IWP EQUIPMENT SETTING CHECKLIST

IWP Description:

Foundation Complete, Ready for Equipment:
a) Anchor Bolts Checked and Correctly Located ▢ ▢ ▢
b) Threads Not Damaged and Lubrication Applied ▢ ▢ ▢
c) Latents Removed ▢ ▢ ▢
d) Shim Blocks Set to Height and Grouted ▢ ▢ ▢
e) Base Top Prepped Ready for Grout ▢ ▢ ▢
Equipment Location:
b) Laydown Area ▢▢▢
c) In Transit ▢▢▢
Equipment Type:
a) Static ▢▢▢
b) Rotating ▢▢▢
Lift Plan in Place and Ready for Use ▢▢▢
Engineered Rigging Study Required:
a) Complete ▢▢▢
b) Reviewed ▢▢▢
c) Authorized for Use ▢▢▢
Required Rigging and Accessories on Site and Available to Support Work ▢▢▢
Packager Activities
Area Where Crane to Be Set up:
a) Soils Report Available ▢ ▢ ▢
b) Area Reviewed for Access and Obstructions ▢ ▢ ▢
c) Matting Required ▢ ▢ ▢
d) Matting in Place ▢ ▢ ▢
Transportation Requirements for Equipment, Rigging, and Tools:

187
188
Subject IWP EQUIPMENT SETTING CHECKLIST
Additional Personnel Protective Equipment Requirements Clearly Identified, ▢▢▢
Inspection and Testing Requirements Clearly Identified and Listed, Including ▢▢▢
Surveyor for Tower/Vessel Alignment:
Package:
a) Foundation Details ▢ ▢ ▢
b) Grout Details and Specifications ▢ ▢ ▢
c) Special Requirements ▢ ▢ ▢
Tower/Vessel Aligned, Inspected, and Signed off As Complete ▢ ▢ ▢
Rotating Equipment Preliminary Aligned, Inspected, and Signed off As ▢▢▢
Complete
▢▢▢
▢▢▢

189
190

MAJOR PROJECTS
Subject IWP HYDROTESTING CHECKLIST

IWP Description:

Hydrotest Package Shall:
a) Be Assigned A Unique Identification Number ▢▢▢
b) Be Listed in Hydrotest Log ▢▢▢
c) Have Clearly Identified Limits Indicated on Master Hydrotest P&IDs ▢▢▢
System, Spool, and Tubing to Be Tested Shall Have ID Number and Limits
Clearly Indicated and Marked on Package Drawings and Documents
▢▢▢
Blinds, Paddles, Gaskets, and Bolts Required for Hydrotest Clearly Identified,
Listed, on Site, and Ready for Use
▢▢▢
Inline Instruments to Be Removed and Blinds or Temporary Spools Installed
▢▢▢

Clearly Identified and Listed
All Valve Handwheel/Actuator Positions (Open/Closed) Clearly Indicated and
Marked on Drawings
▢▢▢
All Check Valve Flappers to Be Removed for Test Clearly Indicated and Marked
on Drawings
▢▢▢
All Welded Attachment Welded Prior to Filling with Water ▢▢▢
Release for Hydrotesting Signed off by QC ▢▢▢
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192
Crane(s) to Support Work Package:

Package Activities
▢▢▢
Transportation Requirements for Testing Equipment, Temporary Spools,
Materials, and Tools:
▢▢▢
▢▢▢
Hydrotesting Equipment on Site, Calibrated (Up to Date) and Available for Use ▢▢▢
Subject IWP HYDROTESTING CHECKLIST
Hydrotest Water:
a) Is There a Requirement for Desalinated Water for Stainless Steel? ▢ ▢ ▢
b) Water Available ▢ ▢ ▢
c) Scheduled for Delivery ▢ ▢ ▢
Hydrotest Water Disposal Requirements Clearly Identified ▢ ▢ ▢
Third-party Inspection Required:
All Required Drawings, Details, and Specifications Included in Hydrotest
Work Package:

a) Hydrotest Sign-off Sheet ▢ ▢ ▢
b) P&ID’s Clearly Marked with Hydrotest Limits (As-built) ▢ ▢ ▢
c) Isometrics Clearly Marked with Hydrotest Limits (As-built) ▢ ▢ ▢
d) General Arrangements Clearly Marked with Hydrotest Limits (As-built) ▢ ▢ ▢
e) Line Designation Table (Line List) Indicating Lines to Be Tested ▢ ▢ ▢
f) Pipe Support Details ▢ ▢ ▢
g) Special Requirements ▢ ▢ ▢
h) Design Change Notices (If Applicable) ▢ ▢ ▢
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194
i) Request for Information (If Applicable) ▢ ▢ ▢

j) QC Release for Testing (Signed off) ▢ ▢ ▢
k) Hydrotest Checklist ▢ ▢ ▢
l) Lessons Learned Suggestion Form ▢ ▢ ▢
NOTE:
All Documents Included in Hydrotest Package Should Be Clearly Marked with
Hydrotest Package Identification Number.
Hydrotest System/Package Status:
a) Hydrotest Package Prepared Ready for Use ▢ ▢ ▢
b) Hydrotest System Ready for Testing ▢ ▢ ▢
c) Hydrotest Complete ▢ ▢ ▢
d) Sign-off Sheet Signed by All Parties ▢ ▢ ▢
e) System Ready for Reinstatement ▢ ▢ ▢
▢ ▢ ▢
▢ ▢ ▢

195
196
MAJOR PROJECTS
Subject IWP INSTRUMENT INSTALLATION CHECKLIST

IWP Description:

Instrument Tray/Raceway Installed ▢▢▢
Instruments and Installation Materials on Site and Available for Use ▢▢▢
Package Activities
Transportation Requirements for Instruments, Materials, and Tools:
Additional Personnel Protection Equipment Requirements Clearly Identified, ▢▢▢

197
198
Subject IWP INSTRUMENT INSTALLATION CHECKLIST

Package:
a) Instrument General Arrangements ▢ ▢ ▢
b) Single Line Diagrams ▢ ▢ ▢
c) Cable Installation Details ▢ ▢ ▢
d) Cable Termination Schedule ▢ ▢ ▢
e) Tubing Installation Details ▢ ▢ ▢
f) Instrumentation Specification ▢ ▢ ▢
g) Special Requirements ▢ ▢ ▢
h) Design Change Notices ▢ ▢ ▢
i) Request for Information ▢ ▢ ▢
j) Inspection and Test Plan ▢ ▢ ▢
k) Lessons Learned Suggestion Form ▢ ▢ ▢
▢ ▢ ▢
▢ ▢ ▢

199
200
MAJOR PROJECTS
Subject IWP INSTRUMENT RACEWAY INSTALLATION CHECKLIST

IWP Description:

Raceway for Work Package on Site and Available for Installation ▢▢▢
Raceway Supports and Material for Support Fabrication on Site and Available ▢▢▢
for Installation
Package Activities
Consumables:
Hold Points
Package:
a) Instrumentation General Arrangements ▢ ▢ ▢
b) Raceway Installation Details ▢ ▢ ▢
c) Raceway Grounding Details ▢ ▢ ▢
d) Instrumentation Specification ▢ ▢ ▢

Raceway Installed, Inspected and Signed off As Complete ▢ ▢ ▢
▢ ▢ ▢
▢ ▢ ▢
201
202
Subject IWP INSTRUMENT RACEWAY INSTALLATION CHECKLIST

MAJOR PROJECTS
Subject IWP INSULATION CHECKLIST

IWP Description:

Piping/Equipment Ready for Insulation Installation:
a) Fabrication Complete ▢ ▢ ▢
b) Hydrotesting Complete ▢ ▢ ▢
c) Tracing Installed and Verified ▢ ▢ ▢
d) Release for Insulation Signed off ▢ ▢ ▢
Type and Thickness of Insulation Clearly Identified and Listed ▢ ▢ ▢
Type of Cladding and Thickness Clearly Identified and Listed ▢ ▢ ▢

Package Activities
Consumables:
203
Material Requisitions Complete Ready to Be Submitted for Work Package ▢▢▢

204
Materials in Warehouse Bagged and Tagged ▢▢▢

Third Part Inspection and Testing:
Lift Basket Requirements:
a) Identified ▢▢▢
Package:
a) Piping/Equipment; Drawings to Be Insulated ▢ ▢ ▢
b) Signed Copy of Release for Insulation ▢ ▢ ▢
c) Insulation Details ▢ ▢ ▢
d) Insulation Specification ▢ ▢ ▢

Insulation and Cladding Installed, Inspected, and Signed off As Complete ▢ ▢ ▢
▢ ▢ ▢
▢ ▢ ▢
205
206

MAJOR PROJECTS
Subject IWP PIPING CHECKLIST

IWP Description:

Bulk Piping and Fittings Clearly Identified, Listed, on Site, and Available for ▢▢▢
Fabrication (Size, Type, Quantity)
Fabrication Area Designated and Available for Use, Including Power, Welder ▢▢▢
Packs, and Other Requirements
All Tools, Tents, and Stands on Site and Available for Use in Fabrication Area ▢▢▢
All Pre-Fabricated (on Site or off Site) Spools on Site and Available for ▢▢▢
Installation
All Pipe Supports, Guides, and Anchors on Site and Available for Installation ▢▢▢
Required Valves Clearly Identified, Listed, on Site, and Ready for Installation ▢▢▢

Valve Handwheel/Actuator Orientation Clearly Identified and Marked on ▢▢▢
Drawings
All Inline Instruments Clearly Identified, Listed, on Site, and Available for ▢▢▢
Installation
Inline Instrument Orientation Clearly Identified and Marked on Drawings ▢▢▢
Temporary Spools Built, Tagged, on Site, and Ready for Installation ▢▢▢
Isolation Kit:
207
b) On Site and Ready for Installation ▢▢▢

208
Specialty Piping Items Clearly Identified, Listed, on Site, and Ready for ▢▢▢
Installation
Crane(s) to Support Work Package:
Package Activities
Transportation Requirements for Equipment, Piping Components, Pipe
Spools, and Tools:
Special Tool Requirements Clearly Identified, Listed, on Site, and Available for ▢▢▢
Use
Field Supplied Material on Site and Available for Use ▢▢▢
Special Training/Qualification Requirement
Safety Items and Concerns Clearly Identified, Listed, and Addressed ▢▢▢

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210
All Required Drawings, Details and Specification Included in Work

Package:
a) Pipe Specifications ▢ ▢ ▢
b) General Arrangements ▢ ▢ ▢
c) Sections and Details ▢ ▢ ▢
d) Isometrics ▢ ▢ ▢
e) As-built Spool Drawings ▢ ▢ ▢
f) Weld Maps ▢ ▢ ▢
g) Support Details ▢ ▢ ▢
h) Special Requirements ▢ ▢ ▢
i) Approved Welding Procedures ▢ ▢ ▢
j) Design Change Notices ▢ ▢ ▢
k) Request for Information ▢ ▢ ▢
l) Inspection and Test Plan ▢ ▢ ▢
m) Lessons Learned Suggestion Form ▢ ▢ ▢
As-builts:
Drawing Set
▢▢▢
▢▢▢

211
212
MAJOR PROJECTS
Subject IWP STRUCTURAL STEEL ERECTION CHECKLIST

IWP Description:

Foundation Complete Ready for Structural Steel:
a) Anchor Bolts Checked and Correctly Located ▢ ▢ ▢
b) Threads Not Damaged and Lubrication Applied ▢ ▢ ▢
c) Latents Removed ▢ ▢ ▢
d) Shim Blocks Set to Height and Grouted ▢ ▢ ▢
e) Base Top Prepped Ready for Grout ▢ ▢ ▢
Items/Parts/Frames to Be Pre-assembled/Erected (on Site or Offsite) Clearly ▢▢▢
Identified with Marked-up Drawings
Structural Members Required for Pre-assembly/Erection on Site and Available ▢▢▢
Field Supply Material on Site and Available ▢▢▢
Area to Perform Pre-assembly Identified (on Site or Offsite) and Available ▢▢▢
Package Activities
Lift Plan in Place and Ready for Use ▢▢▢
Engineered Rigging Study Required:
a) Complete ▢▢▢
b) Reviewed ▢▢▢
c) Authorized for Use ▢▢▢
Transportation Requirements for Equipment, Structural Members, and
Tools:
Use

Inspection and Testing Requirements Clearly Identified and Listed ▢▢▢
213
214
Subject IWP STRUCTURAL STEEL ERECTION CHECKLIST
Third Part Inspection and Testing:

Surveyor for Steel Alignment:
Package:
a) General Arrangement ▢ ▢ ▢
b) Sections and Details ▢ ▢ ▢
c) Erection Drawings ▢ ▢ ▢
d) Piece Mark Detail Drawings ▢ ▢ ▢
e) Release for Grouting Form ▢ ▢ ▢
Structural Steel Erected, Inspected, and Signed off As Complete ▢▢▢
As-builts:
a) Structural Steel Installed As Per Drawings and Specifications ▢▢▢
Drawing Set
▢▢▢
▢▢▢

215
216

MAJOR PROJECTS
Subject IWP TRACING INSTALLATION CHECKLIST (STEAM/GLYCOL)

IWP Description:

Piping, Equipment, and Manifolds Clearly Identified, Listed, and Ready for ▢▢▢
Tracing Installation
Transportation Requirements for Tracing Materials and Tools:

217
218

Scaffold/Manlift Requirements:
Package:
a) Tracing Isometrics ▢ ▢ ▢
b) Manifold Schedule ▢ ▢ ▢
c) Tracing Details ▢ ▢ ▢
d) Tracing Specification ▢ ▢ ▢
Subject IWP TRACING INSTALLATION CHECKLIST (STEAM/GLYCOL)
Tracing (to/from) Verified and Signed off; Manifold Schedule Updated ▢▢▢
▢▢▢
▢▢▢

219
220
MAJOR PROJECTS
Subject IWP UNDERGROUND PIPING CHECKLIST

IWP Description:

Excavation Complete and Bedding Installed; Ready for Piping Installation ▢▢▢
Bulk Piping and Fittings Clearly Identified, Listed, on Site, and Available for ▢▢▢
Installation (Size, Type, and Quantity)
Hydrants, Isolation Kits, Pressure Indicator Valves, and Other Necessities on ▢▢▢
Site and Available for Installation
Prefabricated (on Site or off Site) Spools on Site and Available for Installation ▢▢▢
All Pipe Supports, Guides, and Anchors on Site and Available for Installation ▢▢▢
Manholes on Site and Available for Installation ▢▢▢
All Other Installation Consumables on Site and Available for Use (e.g., Jointing ▢▢▢
Compound)
Coating and Wrap Material (Including Touch-up) on Site and Available ▢▢▢
Package Activities
Transportation Requirements for Equipment, Piping Material, Spools,

and Tools:
Use.
Backfill Material on Site, Stockpiled, and Available for Installation ▢ ▢ ▢
Required Earthwork Equipment on Site, Available Ready to Use ▢ ▢ ▢
Excavation Shoring Requirements:
a) Shoring Required ▢ ▢ ▢
b) Shoring Installed ▢ ▢ ▢

c) Signed off and Safe to Use ▢ ▢ ▢
221
222

Surveyor for Piping Layout and As-builts:
Surveying and Layout Complete for Initial Piping Installation Work ▢▢▢

Package:
a) Pipe Specifications ▢ ▢ ▢
b) General Arrangements ▢ ▢ ▢
c) Sections and Details ▢ ▢ ▢
d) Isometrics ▢ ▢ ▢
e) As-built Spool Drawings ▢ ▢ ▢
f) Weld Maps ▢ ▢ ▢
g) Support Details ▢ ▢ ▢
h) Special Requirements ▢ ▢ ▢
i) Approved Welding Procedures ▢ ▢ ▢
j) Design Change Notices ▢ ▢ ▢
k) Request for Information ▢ ▢ ▢
l) Inspection and Test Plan ▢ ▢ ▢
m) Lessons Learned Suggestion Form ▢ ▢ ▢
As-builts:
a) Structural Steel Installed As Per Drawings and Specifications ▢▢▢

Drawing Set
▢▢▢
▢▢▢
223
224

Glossary
A budgetary document for estimating expenses that is provided

to management for approval prior to commencement of
Authorization for
AFE construction or design. AFE approval generally equates with a
Expenditure project receiving sufficient funding to progress through the next
stage of development.
The process of organizing and delivering all the elements
necessary, before work is started, to enable craft persons to
Advanced Work perform high-quality work in a safe, effective, and efficient
AWP
Packaging manner. AWP spans the entire life cycle of the project, from
early planning and design through to commissioning, turnover,
and start-up.
The senior member of each stakeholder organization, who has
the mandate to ensure the successful implementation of the
AWP Champion AWP strategy within his or her organization and any contracted
parties. Five key attributes of this position are understanding,
competence, credibility, commitment, and engagement.
For the basis of RT 272, the life cycle of the project is broken
down into three main stages as follows:
Stage 1 – Preliminary Design/Planning
Stage 2 – Detailed Design
AWP Stages Stage 3 – Construction Execution (including Commissioning
1,2, and 3 and Start-up)
Each project organization may have different “names” or
“acronyms” for their project stages, so the RT 272 Team chose
a generic breakdown that could be used in various industries
and/or sizes of projects.
A guidance document that outlines how the project will be
constructed. The CEP typically includes strategies and plans
Construction for contract strategy, project controls, project-wide integration,
CEP
Execution Plan change management, risk management, reporting, human
resources, communications, environmental, health and safety,
QA/QC, onsite and offsite items, equipment, and materials.
The project entity (team) that is given the mandate to ensure
adequate construction planning and inputs to other
Construction stakeholders’ plans and deliverables during Stages 1 and 2,
CMT Management and execution of plans during Stage 3. This includes providing
Team construction expertise to support the development of the path
of construction during front end planning if the construction
contractors have not been chosen.
The effective and timely integration of construction knowledge
into the conceptual planning, design, construction, and field
Constructability operations of a project to achieve the overall project objectives
in the best possible time and at the most cost-effective levels.
The longest sequence of activities in a project plan (schedule)

Critical Path that have a one-to-one effect on a project’s completion date.
A geographical area of the plot plan that has been defined by

Construction
CWA(s) construction as being a logical area of work. The CWA includes
Work Area(s) all of the disciplines with work in that geographical area.
225
Glossary
A construction deliverable that defines in detail a specific scope

of work and should include a budget and schedule that can be
Construction
CWP compared with actual performance. CWP scopes of work do
Work Package not overlap with one another. The CWP can be used as a
scoping document for RFPs and contracts.
A “controlled document” produced during the front-end
engineering study phase that defines the basic design
Design Basis parameters for the intended project. Generation, review, and
DBM
Memorandum approval of the DBM are prerequisites to AFE approval and
release for development of the engineering design specification
(EDS).
The phase of engineering following EDS, after approval has
Detailed
been given for the project. The DEP provides the specifications
DEP Engineering and construction drawings that detail all engineering aspects
Phase for the construction of a project.
The project phase initiated with a contract with the firm
providing detailed engineering for the project. The typical
activities included in this phase are preparation of drawings,
Detailed specifications, Bill of Materials, development of a definitive cost
Engineering estimate, technical reviews, and procurement of equipment and
certain materials. The detailed engineering phase terminates
with release of all approved drawings and specifications for
construction.
Direct costs are those that are readily or directly attributable to,
Direct Costs or that become an identifiable part of, the final facility (e.g., craft
labor through foreman level, equipment, and materials).
Typically includes all of the preliminary planning and design, as
(Project) Front
Front End well as the detailed engineering (Stages 1 and 2 of AWP project
End implementation).
Typically includes all of the preliminary planning and design, as
well as the detailed engineering that is required to provide
Front End complete and timely EWPs (as defined in the path of
Planning construction) to the construction contractor to support the
successful implementation of workface planning during
construction execution.
The product of front end engineering development (basic
engineering) that defines all elements of project scope and is
Engineering
the control document for commencement of detailed
EDS Design engineering and procurement activities on the project. A
Specification companion document to the EDS is the project execution plan
that sets forth the program for project implementation.
Engineering An acronym for engineering, procurement, and construction.
EPC Procurement EPC describes an organization that manages the engineering,
Construction procurement, and construction aspects of a project.
An engineering deliverable that is used to develop CWPs and
that defines a scope of work to support construction in the form
Engineering Work of drawings, procurement deliverables, specifications, and
EWP
Package vendor support. The EWP is released in an approved sequence
that is consistent with the CWP schedule. An EWP scope of
work is typically defined by discipline and area.
226
Glossary
A detailed execution plan that describes all elements necessary

to complete a scope of work. This detailed planning document
enables craft persons to perform high-quality work in a safe,
Installation Work
IWP effective, and efficient manner. Generally, the scope of work
Package associated with the IWP is small enough that it could be
completed by a single-foreman team, typically in a one- or
two-week time frame.
Issued for The status given to drawings that have been approved for
IFC
Construction construction.
The status given to drawings that have been provided for

Issued for
IFI information purposes only and that cannot be used for
Information construction.
Labor that supervises or supports direct field labour. Examples
Indirect Field include supervision above the foreman level, equipment
IFL
Labor operators, laborers, scaffold builders, and project management
personnel.
The status given to drawings that have been issued for review
IFR Issued for Review and that have not been approved to be used for construction.
All costs that cannot be attributed to a part of the final physical

Indirect Costs facility. Indirect costs are the costs to manage the project.
In relation to an AWP strategy, the process of ensuring that

all required stakeholders are invited, are prepared for, and do
Interactive actively participate in the integrated planning sessions; these
Planning sessions provide iterative improvements and definition,
primarily of the path of construction and project schedules
(e.g., Levels 2 and 3).
Module For the basis of AWP, the defined execution work package for a
MIWP Installation Work module assembly. As opposed to IWPs that normally comprise
Package a single discipline, an MIWP may be multi-disciplinary.
Material
A system that has the ability to sort and distribute equipment
MMS Management and material by individual IWP.
System
Typically, any project cost that is budgeted only to the owner
and is not part of the engineering, procurement, or construction
contractors’ costs. These could consist of items such as, but
Owners Cost not limited to, owner’s management team, permitting, camp
costs (including construction, maintenance, catering, and other
costs), start-up costs, among others.
Path of The articulation of the optimal building sequence of the physical

Construction components of a facility.
The effective facilitation of the activities that occur between

Planning for
mechanical completion (i.e., physical plant construction
Start-up completion) and the commencement of commercial operation.
Project
The electronic “storehouse” for all project information and data.
Database
227
Glossary
Project The major requirements of the project, including design output,

Definition scheduled start, and completion.
Flow charts that show the integrated activities and

requirements of all the major stakeholders (i.e., owner, project
management team, construction management team,
Project engineering team, supply chain management, and construction
PIFs Integration Flow contractors) throughout the three major phases of the project
Charts life cycle: 1) preliminary planning and design, 2) detailed
engineering, and 3) construction execution. Depending on the
owner’s “gate” decision process, this could be different for
each project.
For the basis of AWP, the planned release dates for EWPs and
Release Plan CWPs that support the path of construction.
A standard business process the purpose of which is to collect

Request for
RFI written clarification that will enable the initiator to determine
Information how to proceed.
The status given to an IWP that is complete and constraint-free.
Ready for
RFR All required materials, equipment, tools, labor, and predecessor
Release work must be confirmed prior to release of the package.
Virtual Plant A three-dimensional virtual environment that replicates the

VPM
Model design and layout of the actual facility.
A project management tool used for defining and organizing the

Work Breakdown
WBS total scope of a project. The WBS is used to develop a
Structure hierarchical tree structure.
The process of organizing and delivering all the elements
necessary, before work is started, to enable craft persons to
Workface perform high-quality work in a safe, effective, and efficient
WFP
Planning manner. In relation to AWP, WFP is the construction execution
phase; it can begin during the engineering phase and continue
through to commission, turnover, and start-up of the project).
A major milestone-type schedule that highlights major project
Level 1 Project Master
activities and milestones, with reference to key deliverables
Schedule Schedule (PMS). throughout the project.
Generated as a summary of the Level 3 project coordination
Level 2 Summary Master
schedule(s). Depicts the overall schedule, broken down into
Schedule Schedule (SMS). EPC components by area.
Consists of a set of EPC integrated schedules based on Critical
Project
Level 3 Path Methodology (CPM) and developed by the Engineering
Coordination
Schedule team with input from the construction team regarding key
Schedule (PCS). milestones and applicable deliverables across the design areas.
228
Notes
229
Notes
231
Research Team 272, Advanced Work Packaging: Design through
Workface Execution
Phase I Phase II
Steve Autry, ConocoPhillips Steve Autry, ConocoPhillips
Richard Buxo, SNC-Lavalin Michael Bankes, Fluor
Doug House, Zachry Industrial Inc. Jim Blevins, Pathfinder
Mark Hunter, Bechtel Roy Burnette, CH2M-HILL
John Hyland, Lauren Engineers & Keith Critzer, ExxonMobil
Constructors Joel Gray, Coreworx
Jose LaRota, Southern Company Olfa Hamdi, The University of Texas at
Fernanda Leite, The University of Texas at Austin
Austin Ken Kohl, GE Power & Water
Brendan Lynam, Kvaerner Jose LaRota, Southern Company
Sarah Meeks, The University of Texas at Fernanda Leite, The University of Texas at
Austin Austin
Robin Mikaelsson, Bentley Systems, Inc. Robin Mikaelsson, Bentley Systems, Inc.
William J. O’Brien, The University of Texas at William J. O’Brien, The University of Texas at
Austin Austin
Mark Parsons, KBR Bryan Parsons, KBR
Randy Paulson, Progress Energy Sean Pellegrino, Chevron
Sean Pellegrino, Chevron, Co-Chair Jim Rammell, Wood Group Mustang,
Jim Rammell, Wood Group Mustang, Co-Chair
Co-Chair Lloyd Rankin, Ascension Systems
Jim Vicknair, WorleyParsons Yogesh Srivastava, North West Redwater
Partnership
Stan Stasek, DTE Energy
Jim Vicknair, WorleyParsons
Glen Warren, Construction Owners
Association of Alberta, Co-Chair
Editor: Jacqueline Thomas

Construction Industry Institute
The University of Texas at Austin
3925 W. Braker Lane (R4500)
Austin, Texas 78759-5316
IR 272-2, Version 3.1
Volume II
The Knowledge Leader for Project Success
Owners • Contractors • Academics

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Advanced Work Packaging:

Implementation Resource 272-2, Version 3.1

Research Team 272, Advanced Work Packaging:

Construction Industry Institute

Implementation Resource 272-2, Version 3.1

Prepared as a joint research project of the Construction Industry Institute

The University of Texas at Austin.

Printed in the United States of America.

Version 1.0 (July 2011)

2. Contractual Guidance and Strategies 13

4. Templates and Checklists 57

Appendix A: AWP Maturity Model 77

1.1 Getting Started – A Reader’s Guide to this Volume

ADVANCED WORK PACKAGING

Interactive CWPs IWPs

Figure 1. Advanced Work Packaging in the Project Lifecycle

1.2 AWP Benefits and Implementation Hindrances

Data Collection during Phase I

Data Collection during Phase II

Figure 4. Response to the question: What is your knowledge of Workface Planning?

Benefits of Advanced Work Packaging

• improved project party alignment and collaboration

• site paperwork reduced

• increased quality and reduced rework

• improved project predictability – cost and schedule

• improved safety awareness and performance

• improved planning and accountability

• more supervisor time spent supervising

• improved labor productivity

• increased reporting accuracy

• enhanced operational turnover.

Figure 5. Survey Cumulative Response to Question Q12:

–– Cultural differences in work methods between Engineering and Construction—As

Q16 Q18 Culture related barriers

Too diﬃcult to understand Too big a culture shift

Figure 6. Survey Results of the Cultural Set of Barriers

1.3 Advanced Work Packaging Maturity Assessment Model

Industry Need and Context

AWP Maturity Model

Level 1: AWP Early Stages

• The organization is focused on functional efficiency (silos).

Level 2: AWP Effectiveness

• Training and communication is starting to make some headway.

Level 3: AWP Business Transformation

• Successful AWP is seen as a differentiator from the competition.

Using the Maturity Model

Improvement Project Portfolio Identification

• a good safety record

2.2 Compensation Selection

• lack of well defined scope at time of bid

• prioritization of schedule as a key project objective, or schedule compression; also,

• unwillingness of owner to expose proprietary technology to the contracting market by

2.3 Contract Structure and Compensation Basis Selection: Advanced Work

Figure 7. Interface for EPC Contract

Figure 8. Interfaces for EP-C Contracts

Figure 9. Interfaces for E-PC Contracts

Interface Interface Interface

Figure 10. Interfaces for E-P-C Contracts