Saep 12

Engineering Procedure
SAEP-12 21 April 2020

Project Execution Plan
Document Responsibility: Project Management Office Standards Committee
Note: This version of SAEP-12 is applicable only to projects using the new Capital Management
System. All other projects will use the previous version of the procedure dated 19 June 2011.
Contents
1 Scope ..................................................................................... 2
2 References ............................................................................. 5
3 Instructions ............................................................................. 6
4 Responsibilities .................................................................... 21
5 Conflicts and Deviations ....................................................... 23
E x h i b i t s ................................................................................... 24
Exhibit A - Table of Contents ...................................................... 24
Exhibit B.1 - Approval Sheet for Initial and Abbreviated PEPs .... 25
Exhibit B.2 - Approval Sheet for Full PEP ................................... 26
Exhibit C - Revision Control ........................................................ 29
Exhibit D - Contracting Plan Matrix ............................................. 30
Exhibit E - Comparison of Various Contracting Alternatives ....... 31
Exhibit F - Project Milestone Schedule ........................................ 32
Exhibit G.1 - Integrated Project Team “IPT”
(Typical - Business Case “FEL 1” Phase) ............... 33
(Typical - Study and DBSP “FEL 2” Phases) .......... 33
(Typical - Project Proposal Phase “FEL 3”) ............. 34
Exhibit G.4 - Integrated Project Team “IPT” (Typical -
Detailed Design and Procurement Phases) ............ 34
(Typical - Construction Phase) ................................ 35
Exhibit H - Project Responsibility Matrix ...................................... 36
Exhibit I - Front End Loading (FEL) & Project Characterization .. 37
Exhibit J - FEL Deliverables (for Projects Value < $20MM)......... 38
Document History........................................................................ 41
Previous Issue: 8 September 2015 Next Revision: 15 September 2019

Contact: PMOD/Project Optimization Division - General Supervisor @ phone +966-13-8809177
©Saudi Aramco 2020. All rights reserved.
Saudi Aramco: Company General Use

Document Responsibility: Project Management Office Standards Committee SAEP-12
Publish Date: 21 April 2020
Next Revision: 15 September 2019 Project Execution Plan
1 Scope
1.1 Definition
The Project Execution Plan (PEP) is a strategic planning document that defines
objectives, plans, requirements, and related information necessary for optimum project
execution. It is a master reference guide that promotes common understanding and
alignment of all project participants. The PEP is prepared by the Project Leader (FPD)
during the Business Case (FEL 1) and is updated by future Project Manager/Sr. Project
Engineer during DBSP phase (FEL 2) and by the Project Manager during Project
Proposal phase (FEL 3) and onward with input from the Proponent and other Saudi
Aramco organizations that have key roles in the project's planning and execution.
For all versions of the PEP, the Project Sponsor concurs with the recommendations
while approval rests with the Construction Agency.
1.2 Purpose
The PEP serves as a communication and coordination tool that formally establishes the
Project Leader’s/Manager's front-end project planning, with emphasis on identifying
issues critical to project success and defining strategies to address these issues. It is an
agreement endorsed by the Facilities Planning Department (FPD), Saudi Aramco
Project Management Team (SAPMT), Proponent, and Management defining the
execution strategy of the project. The PEP provides strategic guidance in developing
more detailed tactical planning and execution tools as the project progresses. In one
comprehensive document, the PEP relates the approved project scope with contracting
and materials plans, cost information, summary schedules, value improving practices
implementation (including Project Risk Management), departmental responsibilities,
and project staffing requirements.
1.3 Application and Timing
The Project Execution Plan is completed in three phases: the Initial PEP, the
Abbreviated (Updated) PEP, and the Full (Final) PEP.
 Initial PEP is mandatory for Types A and B projects
 Abbreviated PEP is mandatory for Types A, B, and C projects
 Full PEP is mandatory for:
o Types A, B, and C projects
- over $50MM
- for ≤ $50MM, as recommended by the responsible Construction Agency’s
Department Manager
o Type C1 projects
©Saudi Aramco 2020. All rights reserved. Page 2 of 41

Exception:
PEPs are waived for Master Appropriation projects.
For a program that consists of several BIs, a single combined PEP may be prepared
provided it addresses matters related to all BIs included in the program.
The PEP shall be issued in accordance with the timing outlined below, which is
designed to support the PEP's purpose of serving as a strategic planning tool:
1.3.1 Initial PEP
To be developed and issued for approval by the Project Leader during the
Business Case phase. The Initial PEP is intended to provide a framework for
subsequent planning and shall address the following items using the best
information currently available:
 Project Summary (that covers aspects of the Project Charter)
 Contracting Strategy
 Master Schedule
 Project Organization and Interfaces
 Value Improving Practices (VIP) Plan (including Project Risk Management)
As the project progresses through follow-on phases, the Initial PEP is updated to
become the Abbreviated PEP.
1.3.2 Abbreviated PEP
To be developed by the Construction Agency during the Study phase

and updated in the DBSP phase. This is issued for approval by the Project
Leader prior to the release of Preliminary Engineering funds. When requested,
Project Management Office Department (PMOD)/ Project Execution Metrics
Division (PEMD) shall participate and assist in the preparation of the PEP Level
I (update from Business Case) and Level II schedules. The Abbreviated PEP is
intended to provide an updated and enhanced framework for subsequent
planning. As a minimum, the Abbreviated PEP shall address the following
items using the best information currently available. It is understood that all
sections are subject to further development and change:
 Project Summary (reflecting the update of the Project Charter)
 Contracting Strategy
 Materials Procurement Strategy
 Project Organization and Interfaces
 Project Cost
 Project Schedule (Level I in Study phase and Level II in DBSP)

 Value Improving Practices (VIPs) (including Project Risk Management)

 Project Safety
 Environmental Assessment
 Project Closeout Reports
 Contractor Saudization Plan
 Maximizing in-Kingdom Engineering, Procurement, and Construction Work
 Pre-Commissioning and Mechanical Completion Plan
 Projects within Existing Facilities (non-Grass Roots)
 Areas of concern
The Abbreviated PEP will be the basis for development of the Full PEP if one is
to be prepared. The Abbreviated PEP shall be updated or revised as required to
reflect major changes in plans if a full PEP is not applicable.
1.3.3 Full (Final) PEP
To be developed and issued for approval by the Project Manager by 30%

preliminary engineering completion or within 90 days of Project Proposal start
date. The Full PEP shall address all items listed in this procedure using the
latest information available. SAPMT will report the status of PEP submittals in
the PPU or MPU Comments section, as applicable.
The PEP shall be updated as the need arises prior to implementing major scope
changes, significant changes in the Contracting Plan, and at other times as deemed
necessary by the PEP approval authority. SAPMT may issue a completely revised
document or an addendum covering the changed section(s) only.
1.4 Important Terms

Front End Loading (FEL): A process that organizes the project life cycle into phases
(see Exhibit I), each with defined activities, deliverables and specific objectives.
The FEL process is applicable to all projects that apply the Capital Management System
(CMS). For more details, refer to Front End Loading Manual.
Project Types A, B, C, & C1: Are categories assigned to projects based on criteria
evaluating cost and technical, commercial, and stakeholder complexity. Project categories
are determined by FPD (see Exhibit I).
Construction Agency: The organization assigned to execute the project.
Project Management: The Saudi Aramco Project Management administrative area
that is the default Construction Agency for Types A, B, and C projects.
Proponent: The Saudi Aramco organization that owns, operates, and maintains the
completed facility. The Proponent is responsible for signing the Mechanical

Completion Certificate as owner of the facility.

Integrated Project Team (IPT): A team composed of appointed members from
different organizations who work in an integrated manner and have clear roles and
accountabilities toward project planning and execution.
Saudi Aramco Project Management Team (SAPMT): The Construction Agency team
assigned to the project during project planning and execution.
Project Sponsor (PS): An executive or a member of Management, appointed by the
Proponent organization, who is accountable for meeting project objectives and steering
the IPT towards maximizing investment value.
Project Leader: A representative from the Facilities Planning Department (FPD), who
leads the IPT during FEL 1 and FEL 2 phases.
Project Manager: A division head-level representative from the Construction Agency,
who provides inputs to the Project Leader during FEL 2 and leads the IPT during FEL 3
and the project’s execution phases.
Senior Operations Representative: The Proponent Business Line representative
involved in all phases of the project, to ensure the short- and long-term objectives of the
Business Line are incorporated during the project development process.
2 References
The latest edition of the applicable reference documents shall be applied:

 Saudi Aramco Documents
Saudi Aramco Engineering Procedures
SAEP-13 Project Environmental Impact Assessments
SAEP-14 Project Proposal
SAEP-16 Project Execution Guide for Process Automation Systems
SAEP-21 Project Execution Requirements for Saudi Aramco Royalty /
Custody Metering Systems
SAEP-25 Estimate Preparation Guidelines
SAEP-26 Capital Projects Benchmarking Guidelines
SAEP-31 Corporate Equipment and Spare Parts Data Requirements
SAEP-40 Value Assurance Process
SAEP-50 Project Execution Requirements for Third Party Royalty/Custody
Metering Systems

SAEP-329 Project Closeout Reports

SAEP-334 Saudi Aramco Engineering Drawings
SAEP-360 Project Planning Guidelines
SAEP-367 Value Improving Practices Requirements
Saudi Aramco General Instructions
GI-0002.710 Mechanical Completion and Performance Acceptance of Facilities
GI-0020.500 Expenditure Requests
GI-0202.451 Engineering Work Order Authorization for Preliminary Engineering
Preparation
GI-0400.001 Quality Management Roles and Responsibilities
GI-0710.002 Classification of Sensitive Documents
Saudi Aramco Engineering Report
SAER-5437 Guidelines for Conducting HAZOP Studies
Saudi Aramco Cost and Scheduling Manual
Supply Chain Management Manual
Saudi Aramco Construction Safety Manual
Saudi Aramco Safety Management System
Capital Management System Efficiency Enablers (CMSEEs) Documentation
(for the latest versions of below Manuals, contact Capital Program Efficiency
Department)
Front End Loading (FEL) Manual
Integrated Project Team (IPT) Manual
Project Sponsor Manual
Target Setting (TS) Manual
3 Instructions
The PEP shall include the following sections:
3.1 Table of Contents, Approval Sheet, and Revision Control
For format, see Exhibits A, B, and C.

3.2 Project Summary
Provide a brief synopsis of the objectives, scope, and current progress status of the
project. Incorporate into the Project Summary:
3.2.1 Project Purpose
Summarize the purpose of the project explaining why it is being done

(e.g., to increase production capacity of a plant by 100,000 barrels/day).
3.2.2 Design Basis
Provide a synopsis of how the project is to be accomplished (e.g., to increase

production by expanding existing facilities or by constructing a new plant) by
summarizing the project's basis of design as described in the current scoping paper.
3.2.3 Project Scope
Briefly describe what is to be accomplished by the project, such as project

activities to be achieved, physical facilities to be built, demolished, or revamped,
etc. This information will be a summary of the work described in the current
Design Basis Scoping Paper and/or Project Proposal scope of work.
3.2.4 Project Progress Status
Define where the project currently stands in the project life cycle, in order to
establish the information basis on which the PEP is being prepared.
Briefly identify the major ongoing activities and provide current percentage of
completion of the Business Case, Design Basis Scoping Paper, Project Proposal,
detailed engineering, procurement, and construction, as applicable.
3.2.5 Project Location
PEP should state location of project and indicate whether offshore or onshore and
reference any issues regarding site selection (Land Use Permit or other issues).
3.2.6 Project hot tap/stopple operations, tie-ins, and shutdown requirements
In addition to hot tap/stopple operations and tie-ins, the PEP should also identify
shutdown requirements and if it is planned during Plant T&I.
3.2.7 Related Projects
PEP should identify other related projects that may impact the project positively
or negatively.

3.2.8 Deliverables Waiver Request
Summarize the plan to prepare the Deliverable Waiver Request (DWR) and
obtain its approval. The DWR is concluded at completion of Business Case,
Study, DBSP and Finalize FEL phases.
The Front End Loading Manual provides recommended deliverables for Types A,
B, C, and C1 projects over $ 20MM. For Projects less than or equal to $20MM,
the recommended deliverables list is provided as Exhibit-J. However, for each
individual project, the Project Leader/Manager and the IPT will determine the
specific list of deliverables for their project.
The DWR is required for projects Types A, B, C, and C1 except for the DWR in
the Study Phase, which is not applicable to Types C or C1 projects.
Note: The DWR is a list of deliverables proposed by the integrated project team (IPT)
in order to waive those deliverables in the next FEL Phase that they deem
unnecessary or inapplicable to the proposed project or the information that is
generally found in these deliverables can be located/obtained from other
sources without additional work. It also, provides the rationale for each
deliverable included in the deliverable waiver request. For more details on the
DWR process, refer to Value Assurance Manual.
3.3 Contracting
The contract development process is often intricate and interrelated and once actions
based on a particular strategy are initiated, it may not be practical or possible to modify
the strategy. An overall contracting strategy, which addresses all aspects of the work,
must be developed and presented by the contract proponent (Construction Agency) to
management at an early stage of every project.
3.3.1 Contracting Strategy
An initial Contracting Strategy document reflecting the IPT's initial view on

what type(s) of contracts to be used shall be prepared as part of each Initial PEP
during the Business Case and then updated in following phases with incremental
information. The final version is developed in the Project Proposal phase.
The Senior Planning Engineer, Contracting Coordinator, and the SAPMT

representative provide input for the development of the initial Contracting
Strategy. The Project Leader recommends an appropriate Contracting Strategy
while the Construction Agency makes the final determination.
For the updated and final versions of the Contracting Strategy, input comes from
the Senior Project Engineer, Contracting Coordinator, and the FPD representative.
This Contracting Strategy shall be updated by the contract proponent
(Construction Agency) to reflect any major changes (particularly related to OOK
contracts, non-lump sum contracts, and non-competitive awards). For other

organizations, the Contracting Strategy is included for information purpose only.

If a Full PEP is not prepared, the Contracting Strategy (as applicable) shall be
updated even if other parts of the Abbreviated PEP are not.
The Contracting Strategy shall summarize the plans for developing and procuring
the necessary contracts for the project's major contracting phases (i.e., Project
Proposal, Detailed Design, Procurement and Construction). Information shall be
categorized by the major contracting phases mentioned and include the following:
a) Type of Contract (Lump Sum Turnkey, Lump Sum, Lump Sum Procure/Build,
Reimbursable Cost, Unit Rate, etc.) and the reasons for selection.
b) Procurement Method (Competitive Bid, Sole Source, etc.) and reasons for
selection and whether an existing General Bid Slate/Screening List will be
used.
c) Appropriate Project and Contracting Milestones, for example:
- Prepare and Issue Bid Packages
- Expenditure Request Approval (ERA)
- Contract Award
- Mechanical Completion
- On Stream
The Contacting Strategy shall include an exhibit illustrating the contracting plan
in matrix form (See Exhibit D).
3.3.2 Contracting Plans
A Contracting Plan is required for each contract action (or related contract
actions) unless the requirement has been waived in writing by the Contracting
Representative. The Contracting Plan is the joint responsibility of the Contracting
Department and the contract proponent (Construction Agency). After approval by
the Contract Signatory, the Contracting Plan shall be incorporated into the Project
Execution Plan. For more detailed instructions, refer to the Saudi Aramco Supply
Chain Management Manuals, Volume-I, Section 7.3.
Prior to carrying out a detailed analysis as part of the Contract Plan, potential
contracting alternatives in the form of a summary level schedule comparison
shall be prepared (See Exhibit E).
3.4 Materials Procurement
The Materials Procurement Strategy describes the potential strategies for the different
procurement options available. The Materials Procurement Plan addresses project
material requirements, their procurement and movement and it should define the proposed
procurement and traffic responsibilities of Saudi Aramco and the Contractor(s).

3.4.1 Materials Procurement Strategy
The procurement strategy is to be developed near the end of the DBSP (after all
major equipment is identified) and feeds the Materials Procurement Plan during
Project Proposal and is done with input from the SAPMT representative, Materials
Procurement Coordinator, Contracting Coordinator, and Inspection Coordinator.
The recommendations are agreed upon by the relevant departments of the Materials
Supply organization (thru Materials Procurement Coordinator) and decisions are
made by the Construction Agency. The Materials Procurement Strategy:
 Provides important project background information that highlights the main
procurement requirements for the project.
 Highlights those items (i.e., long lead and novated items) that require special
early attention from a procurement perspective in order to avoid delays in
project execution.
 Details the various strategies that could be used to source equipment and
materials, including internal sourcing (using existing inventory), external
sourcing by Saudi Aramco, and external sourcing via a contractor.
 Provides a recommended strategy to utilize for procurement of materials (to
be used and detailed further in the Materials Procurement Plan in the Project
Proposal phase).
3.4.1.1 Critical and Long Lead-time Material and Equipment
Prepare an itemized listing of material and equipment considered

critical and/or long lead items. Specific actions should be identified to
ensure that such items will arrive at the designated job site on or
before the required dates irrespective if handled by Saudi Aramco or
by a Contractor. Examples of such actions include use of air freight,
dedicated trucks, premiums, penalty and incentives, identification,
prioritization, and close monitoring of critical material and its proper
ties to the construction schedule, SAPMT representative at vendor's
shop, expediting custom clearance, unloading and placing large
material on foundations rather than storing, etc.
If procurement of major equipment and materials is on the critical path

of the project schedule, SAPMT shall consider various strategies to
reduce its impact to the project schedule. Such strategies may include
early Company procurement, early Company procurement and
assignment (“novation”), Company or Project Proposal Contractor
procurement of early vendor engineering (“beneficial engineering”),
and early engineering by vendors using time unit rates under the
Project Proposal Contractor's contract.

3.4.1.2 Surplus 9COM Material and Equipment
Review Surplus 9COM (previously known as Direct Charge – DC)

material and equipment list that could be incorporated in the project's
design. Surplus 9COM material and equipment should be looked at in
the earliest stages of design so that it can be incorporated into the design.
3.4.1.3 Excess 9CAT Materials
Review Excess 9CAT (previously known as Saudi Aramco Materials

System – SAMS) materials list of high-dollar-value items ($10,000
and above) that could be incorporated in the project's design.
3.4.2 Materials Procurement Plan
The Material Procurement Plan is to be completed by the Project Manager

nearing completion of the Project Proposal package with input from the
Inspection Coordinator and Materials Procurement Coordinator. It also relies
upon information from the Procurement Strategy developed in the DBSP phase.
The Materials Procurement Coordinator will ensure that recommendations are
agreed upon by the relevant departments of the Materials Supply organization
before decisions are made by the Construction Agency.
This plan designates responsibilities between Saudi Aramco and Contractors for
cost effective supply of materials and equipment to meet project schedules.
The Materials Procurement Plan requires addressing maximum cost-effective

usage of locally manufactured materials, use of on-hand and surplus materials,
materials quantity concerns, standardization and total cost of ownership, and
takes into consideration the guidelines of SAEP-334, Saudi Aramco Engineering
Standards, and the Supply Chain Management Manual. Furthermore, the plan
should address the use of existing corporate agreements; vendor selection
criteria; material quality concerns; documentation; expediting; inspection;
packing and marking; shipping, clearance and receiving; storing, issuing,
staging, and the return and disposal of excess project material and equipment.
The following should also be considered:
3.4.2.1 Heavy/Oversize Material or Equipment
Prepare a list of heavy/oversize material or equipment.

Establish responsibilities for heavy lift requirements. Heavy lift
planning for materials and equipment, and related requirements, will
be coordinated with the Saudi Aramco Heavy Lift Group.
Consult with the Materials Logistics Department regarding proposed
international shipping arrangements and with the Transportation and
Equipment Services Department for in-Kingdom movements of

heavy/oversize material or equipment.
3.4.2.2 Start-up, Operating, and Capital Spares
Establish responsibilities and requirements for start-up, operating, and

capital spares procurement. Ensure compliance to requirements for
operating spare parts in accordance with SAEP-31. Address the
disposition of contractor procured spares, if applicable.
3.4.2.3 Customs Duties
Address responsibility for payment of customs duties, based on the

most recent Government regulations including compliance with proper
customs exemption requirements if any.
3.4.2.4 Quality Assurance/Quality Control
Identify materials quality assurance and quality control planning

requirements. Address vendor inspection requirements and plans,
including identification of materials to be factory tested and coordination
with Saudi Aramco Vendor Inspection. For details, refer to GI-0400.001.
3.5 Pre-commissioning and Mechanical Completion Plan
The Pre-commissioning and Mechanical Completion Plan includes all pre-commissioning

activities, a listing of all systems/subsystems, a detailed schedule, procedures required
to support each system, and the activities that need to be performed prior to handover
and the commencement of commissioning, start-up, and operations.
The development of the Pre-commissioning and Mechanical Completion Plan is

initiated during DBSP phase and is progressively elaborated during Project Proposal
phase and throughout the subsequent project phases.
The development and execution of the Pre-commissioning and Mechanical Completion

Plan is the responsibility of the Project Manager with inputs from Safety and Industrial
Security (S&IS), Inspection, Proponent, etc. The Project Leader/Manager is to provide
oversight to ensure that planning is performed as an activity that is planned and tracked.
The main components of the Pre-commissioning and Mechanical Completion Plan

include the following:
 Detailed Pre-commissioning Schedule illustrating all major pre-commissioning
activities and their timing and duration (to be aligned with the tail-end construction
schedule.)
 Pre-commissioning procedures for all testing and inspection required under
the mechanical completion checklist for each system, including the applicable

pre-commissioning forms. The procedures should cover all disciplines (for example
buildings, electrical systems, instrumentation, non-hydrocarbon mechanical systems, etc.)
 Identification of the Mechanical Completion Packages, which describe the limit and
scope of the system. This is to include drawings that indicate the system boundaries
and isolation locations.
 Vendor Representative Requirements
 Master of the Punch List/ Exception Item List Database
 Pre-commissioning Status Tracking System
 Systems Turnover Sequence - Provides a conceptual plan of the breakdown of the
facility into systems and the sequence in which these systems will be checked out
and turned over to the Proponent. Also, address specific plans to implement Partial
Mechanical Completion, if applicable.
For reference and details, please refer to GI-0002.710 and SAEP-367.
3.6 Commissioning and Start-up Plan
The Commissioning and Start-up Plan is a planning document that defines the
objectives, plans, requirements, and related activities and information necessary for a
successful start-up. It is a master reference guide that promotes common understanding
and alignment of all project participants.
Saudi Aramco GI-0002.710, provides the framework for start-up planning. The Planning
for Start-up Best Practice is a useful reference and provides tools designed to assist in
developing and implementing an early start-up plan (see SAEP-367).
The Commissioning and Start-up Plan describes the roles and responsibilities of key
persons and organizations, as well as the timing of commissioning and start-up planning
and execution activities. The start-up plan shall address the following issues:
3.6.1 Responsibilities and Timing
The development of the Commissioning and Start-up Plan (as an integral part of
the Operational Readiness Plan “ORP”) is the responsibility of the Senior
Operations Representative with input from the Project Manager, Safety and
Industrial Security (S&IS), Inspection, etc. It also relies upon information from
the Pre-commissioning and Mechanical Completion plan, developed in the DBSP
phase. The Project Manager is to provide oversight to ensure that commissioning
and start-up planning is performed as an activity that is planned and tracked.
Note: The Operational Readiness Plan (ORP) is a document that highlights and
describes activities and resources aiming to ensure the optimization of
Operations and Maintenance activities over the facility lifetime (starting after
Handover). The ORP also defines how the project will transition into an
operating facility and will describe what “operational-type” steps must be taken

along the project planning and execution path to have a flawless start-up and
initial operations.
The Sr. Operations Representative (with input from the Project Manager) shall be
assigned responsibility for managing the planning of commissioning and start-up,
specifying when these assignments will be made and what their start-up planning
responsibilities will entail. He shall identify other key contributors to start-up
planning and execution, including Inspection, Loss Prevention, contractors,
vendors, and others as required, and define their roles and responsibilities.
He shall also provide estimated timing and duration of start-up planning,
pre-commissioning, mechanical completion, and commissioning activities,
including operations and maintenance training required prior to start-up.
3.6.2 Systems Turnover Sequence
Provide a conceptual plan of the breakdown of the facility into systems and the
sequence in which these systems will be completed and taken over from the
SAPMT.
3.7 Project Cost
3.7.1 Project Funding
Describe Preliminary Engineering Funds requirements (see GI-0202.451), Prior

Approval Expenditure Request (PAER) Funds requirements (see GI-0020.500)
if applicable, and plans for ER Estimate preparation (see SAEP-25).
Also, describe the project budget amount and provide a summary of its major
elements of engineering, material, and construction if available. Describe the
basis of the current estimate. Identify any critical cost items that will require
special attention to avoid cost overruns.
3.7.2 Cost Control
Describe the strategies to be utilized to ensure effective cost control and accurate
cost reporting throughout the project life from Preliminary Engineering Funds
approval through project closeout. Address the subjects of work breakdown
structure, cost contingency management, cost status reporting systems, and
expenditure forecast preparation. Identify any unique project characteristics that
may require deviations from standard Saudi Aramco cost control procedures,
and provide plans for handling such cases.
The project's work breakdown structure should be developed as a unified system

that supports integrated cost and schedule control.

3.8 Project Scheduling
3.8.1 Project Schedule
Describe the summary logic, interdependencies and contracting strategy used to

develop the Project Milestone Schedule. Identify critical risk items, long lead
equipment delivery durations and any other factors that could result in potential
schedule delays.
Provide Project Milestone Schedule (See Exhibit F) in bar chart format

summarizing major project activities, milestones, plant outages and interfaces
with other projects as applicable. The Project Milestone Schedule shall include
but not be limited to identify the following:
 Contract development and award milestone dates by packages.
 Value Engineering studies dates
 Project Proposal review and approval
 ER Estimate preparation, review, and approval dates
 Mobilization for engineering, procurement, and construction dates as applicable
 Detail Engineering control points
 Long lead materials procurement activities and durations including; purchase
requisitions, purchase orders, fabrication, ex-works, and site delivery dates.
 Interim construction milestones such as but not limited to; discipline
completion dates, building completion dates, shutdowns, pre-commissioning
completions by area for Partial MCC’s, pre-commissioning duration,
commissioning and start-up durations, Beneficial-on-Stream (BOS) date
where applicable, final mechanical completion (MC) date, and on stream
(OS) or beneficial occupancy date.
For details, refer to the Cost and Scheduling Manual available on the PMOD/PEMD
website.
3.8.2 Progress Measurement and Schedule Control
Describe the methodology to be utilized to ensure accurate progress measurement

and effective schedule control throughout the project life. Address the subjects of
work breakdown structure, progress reporting systems, responsibilities of
contractors with respect to progress measurement and schedule control, and
Critical Path Method (CPM) scheduling software requirements. The Saudi
Aramco Cost and Scheduling Manual provides a definition of scheduling levels of
detail to be used on Saudi Aramco projects.

3.9 Project Organization and Interfaces
3.9.1 Establishing the Integrated Project Team (IPT)
Describe the process of establishing the IPT, including the following:

 Thorough review process that will be conducted to determine the type of
disciplines needed to be covered by the IPT.
 Objectives and responsibilities for the Project Sponsor, Senior Operations
Representative, Project Leader, Senior Planning Engineers, Project Manager,
Senior Project Engineers, Business Administrator, Safety Specialist, and
other SAPMT members. This shall also include organizations such as Safety
& Industrial Security, Finance, Materials Supply, Engineering Services, and
others, as appropriate.
In the Initial PEP, include the IPT organization chart for the Business Case and
proposed Integrated Staffing Assignment for Study & DBSP phases.
In the Abbreviated PEP, include the IPT organization chart for the Study and
DBSP phases and proposed Integrated Staffing Assignment for the Project
Proposal phase.
In an updated Abbreviated PEP or Full PEP (if applicable), include the IPT
organization chart for the Project Proposal and proposed Integrated Staffing
Assignment for the execution phases.
Note: Integrated Staffing Assignment is a document that defines the necessary
staffing to perform the activities in the following phase.
This ensures that there is no lack of resources to prepare the deliverables for
the next gate, and ensures continuity.
For typical organization charts for each major phase of the project, see Exhibit G1
to G5. For more details, refer to Integrated Project Team Manual.
3.9.2 SAPMT Interfaces
Describe roles, responsibilities, and reporting relationships between the

SAPMT, Proponent, and other parties involved in the project, including Saudi
Aramco departments and contractors. Include a typical project responsibility
matrix (See Exhibit H).
Note: Roles and responsibilities of various organizations for execution of projects
related to Saudi Aramco and Third Party Royalty/Custody Metering Systems
and Process Automation Systems (PAS) are specified in SAEP-21, SAEP-50,
and SAEP-16, respectively.
Describe how the SAPMT will provide effective and efficient communications
among the SAPMT, proponent, support groups, and contractors during all
phases of the project.

Describe how the SAPMT will provide close coordination and effective
interface with other BIs, SAPMTs, or Proponents, whose work will have direct
impact on the Project's activities.
3.9.3 Project Interface Management Plan
This plan identifies and details the interfaces among existing and new facilities
and among contractors. It provides oversight of the interactions and information
flow between the major contractors. The main components of the document
include the following:
1) Project information - Provides a summary of important project background
information including actions that will be taken about upgrade, renovation
or addition to existing facilities, interfaces between new and existing
facilities, etc.
2) Contractor Scopes of Work and Interfaces - Defines the division of work
between the different contracts associated with the project.
3) Interface Roles and Responsibilities - States the roles and responsibilities
between contractors for interface systems. Also, identifies other
government/public and private organizations (such as SEC, SSSP, airport
authorities, etc.) and their roles and responsibilities.
4) Master Interface Register - Lists the interface points (IPs) and is the
primary system used to control engineering, and data associated with
physical interfaces. Additionally, it identifies the deliverables associated
with construction that depend on others (internal/external).
5) Interface Management Process - Details the Interdependency Schedule (given
to contractors to be aware of future requirements of other contractors), and the
Interface Execution Plan (describes how contractor will implement the
interface scope of work). This section also includes details on the
Interface Query Process, Interface Meetings, and Interface Agreements.
6) Tools to be used for interface management, SAPMT and Contractor
training in the use of such tools, number of licenses, etc.
The Project Manager will initially develop the Interface Management Plan upon
completion of DBSP and will issue its final version upon completion of Project
Proposal package.
PMOD/PEOD’s Project Technology Integration Unit (PTIU) maintains and supports

software tools for interface management. Contact PTIU for assistance, if required.
3.10 Value Improving Practices
Summarize the plan for implementing Value Improving Practices (including Project
Risk Management) and Benchmarking as required per SAEP-367 and SAEP-26,

respectively. Provide implementation schedule identifying when and by whom following

will be conducted:
Contact PMOD/PEOD’s Value Practices Unit (VPU) for assistance with this section, if
required.
1) Value Engineering
2) Project Risk Management
3) Best Practices Implementation (include Project Management's currently-identified
or other industry best practices)
4) Benchmarking
3.11 Project Safety
Summarize the plan for implementing project safety studies. The objective in
performing these studies is to identify, assess and evaluate (analyze and rank) major
hazards and risks to personnel, and other assets. Additional goals are to develop
measures to reduce and control risks, improve process safety, protect personnel, the
Company’s reputation, assets, and business, and to minimize operability problems.
For reference, see SAER-5437 Guidelines for Conducting HAZOP Studies.
3.11.1 Project Safety Studies
3.11.1.1 Preliminary Hazard Analysis
All facilities shall perform a Preliminary Hazard Analysis (PreHA)

regardless of the type of facilities (includes permanent and project
support facilities).
3.11.1.2 Hazard and Operability (HAZOP) Studies
The SAPMT and Proponent, in conjunction with the Loss Prevention

Department (LPD), Environmental Protection Department (EPD),
and Process & Control Systems Department (P&CSD) shall decide
which projects and specific facilities require HAZOP studies, how
many and how detailed each should be. Duplicate facilities shall not
require new HAZOP studies. Only new or upgraded facilities that
use, produce, process, transport, or store flammable, explosive, toxic
(including sewer gases, e.g., H2S), biological or reactive substances
in large quantities should have HAZOP studies.
The first of the HAZOP studies shall be conducted during the Project
Proposal stage (see SAEP-14) and the report shall be incorporated
into the Project Proposal. During the detailed design, HAZOP
studies shall be performed, when the facility design is firm and no

major design changes are forecasted. The study recommendations

shall be incorporated into the final design of the facility.
The final HAZOP study shall be performed as soon as the

operating procedures are developed in sufficient detail to allow
analysis of start-up, shutdown, and emergency shutdown modes of
operation. The study recommendations shall be incorporated
before start-up of the facility.
3.11.1.3 Safety Studies Execution
The PreHA shall be conducted during the DBSP. HAZOP studies

should be part of the Project Proposal and Detailed Design
contract, if Saudi Aramco decides the contractor is qualified to
support conducting the studies. If the contractor is not qualified to
support conducting the study, a subcontractor can be used.
The Project Leader/Manager shall notify LPD, EPD, P&CSD, and all
other concerned parties at least six weeks in advance of any PreHA
and HAZOP study so that qualified personnel can be assigned
participate in the studies. Supporting documentation (PFDs, P&IDs,
operating procedures, etc.) can be arranged at this time.
A copy of each report shall be provided to LPD for review prior to

release. The Project Leader/Manager shall distribute copies of the
PreHA and HAZOP study reports (as applicable) to all participants
within four weeks after the study.
3.11.2 Project Safety Program
Describe the safety program for the project. The program should describe the
safety objectives for the project and how the program will be managed to ensure
these objectives are met. Address the issues of accident prevention and contractor
safety that shall also include job site safety. For details, please refer to both Saudi
Aramco- Safety Management System and Construction Safety Manual.
3.12 Environmental Assessment
Describe the plan for performing the Environmental Assessment and mitigation of
environmental impacts as required by SAEP-13.
3.13 Project Closeout Reports
Summarize the plan for preparing and submitting the Project Closeout Reports in accordance
with SAEP-329. The Project Leader/Manager is to ensure that preparation and submission
of the Project Closeout Reports is included as an activity that is planned and tracked.

3.14 Contractor Saudization Plan
Address what actions will be taken to promote and support the hiring and training of
Saudi Arab personnel by contractors working on the project.
3.15 Maximizing in-Kingdom Engineering, Procurement, and Construction Work
Address what actions will be taken to promote maximizing the IK engineering,

procurement, and construction work. Also, address the feasibility of performing
portions of any planned LSTK OOK design work IK.
3.16 Projects within Existing Facilities (non-Grass Roots)
Address what actions will be taken with regards to upgrade renovation or addition to
existing facilities in the following areas:
 Design and site investigation work required during the project proposal development
and detail design phases to determine as-built condition of existing facilities.
 Risk assessment for items that may impact the project cost estimate.
3.17 Areas of Concern
Address project concerns where corresponding plans of action or solutions have not
been completely defined. Concerns for project delivery should be addressed by Project
Risk Management, including any unusual efforts or procedures required for successful
project completion. Areas of Concern related to external interfaces and engineering or
operational issues that may affect the resulting capability provided by the project should
also be highlighted here.
3.17.1 Engineering Design
Highlight factors that may influence the project design (e.g., operations
manning philosophy, operating reliability, capital versus operating costs,
material sourcing premiums, labor premiums and location constraints, etc.).
Provide action plans to address any concerns.
3.17.2 Construction
Highlight factors that can influence the project construction (e.g., site location,
security, other projects, etc.). Provide action plans to address any concerns.
3.17.3 Company Interface
Summarize other Saudi Aramco activities that will be affected by the project
(e.g., maintaining minimum production rates at existing facilities).

3.17.4 Government Interface
Identify anticipated interfaces with Saudi Arabian Government authorities

including Land Permits and other required approvals. Address the timing and
duration of all such activities.
3.17.5 Other Concerns
Identify other known factors that may impact efficient execution of the project
and provide plans that address the concerns (e.g., SAPMT and others staffing
restraints).
4 Responsibilities
4.1 Preparation
Preparation of the Initial and Abbreviated PEP are the responsibility of the Project
Leader and future Project Manager/Sr. Project Engineer, respectively; coordination of
reviews, and obtaining approval signatures are the responsibility of the Project Leader.
For the Full PEP, preparation, coordination of reviews, and obtaining approval
signatures are the responsibility of the Project Manager.
Project Management Office Department (PMOD)/Project Execution Optimization

Division (PEOD) is available to explain this procedure.
4.2 Approvals
4.2.1 Initial and Abbreviated PEPs
The Initial PEP (for Types A & B projects) and the Abbreviated PEP (for Types A,
B, & C projects) that are prepared prior to release of Preliminary Engineering
funds (and all subsequent revisions) require concurrence of the Project Sponsor
and approval of the Construction Agency Department Manager (see approval
sheet, Exhibit B.1).
The Project Manager shall submit a copy of the Abbreviated PEP to Project
Management Office Department (PMOD)/Project Execution Metrics Division
(PEMD) to verify the milestones.
Copies of the latest version of the Initial and Abbreviated PEPs shall also be
included in the Project Closeout Report to be submitted at DBSP phase
completion (see SAEP-329).

4.2.2 Full PEP
4.2.2.1 For Types A, B, and C projects with a value over $100MM the original
Full PEP requires approval by the Executive Director/Vice President of
the Construction Agency after concurrence by the Project Sponsor and
Proponent Admin Area Head (see approval sheet, Exhibit B.2).
4.2.2.2 For Types B and C projects with a value:

 over $50MM and up to $100MM, the original Full PEP requires
approval by the Construction Agency’s Area General Manager
after concurrence by the Project Sponsor and Proponent Admin
Area Head (see approval sheet, Exhibit B.3).
 of $50MM or below and where the Construction Agency Department
Manager has elected to prepare Full PEP, the initial issues only
require approval by the Construction Agency Department Manager.
4.2.2.3 For Type C1 projects, Full PEP requires approval by the Executive
Director/Vice President of the Proponent Organization after
concurrence by the Proponent Department Manager and Project
Sponsor (see approval sheet, Exhibit B.4).
A revised Full PEP only requires approval by the Construction Agency Department
Manager after concurrence by the Proponent Department Manager. A copy of the
revised Full PEP shall be forwarded to the signatories of the original Full PEP.
PMOD shall review PPU/MPU comments on the status of Full PEP submittals at
30% preliminary engineering as an integral part of BISR reviews. Copies of the
latest version of the Full PEP shall be included in the progressive Project
Closeout Report (see SAEP-329).
4.3 Distribution
The Project Leader is responsible for distributing the signed-off Initial and Abbreviated
PEPs. For Full PEPs, the Project Manager is responsible. Original and updated
electronic or hard copies of the Initial, Abbreviated, and Full PEPs will be distributed.
Distribution includes the PEP signatories and Materials Supply's Projects Procurement
Department. In addition, copies of revised PEPs shall be distributed to signatories of
Rev. 0 PEPs.
4.4 Confidentiality
In accordance with GI-0710.002, Classification of Sensitive Documents, PEPs are to be

classified as either “Restricted” or “Confidential” (for “major” expansions or developments)
and marked and handled accordingly.

5 Conflicts and Deviations
Any conflicts between this document and other applicable Mandatory Saudi Aramco
Engineering Requirements (MSAERs) shall be addressed in writing to the EK&RD
Coordinator.
Any deviation from the requirements herein shall follow internal company procedure
SAEP-302, Waiver of a Mandatory Saudi Aramco Engineering Requirement.

Exhibits
Exhibit A – Table of Contents
SECTION TITLE
- APPROVAL SHEET
- REVISION CONTROL
1 PROJECT SUMMARY
2 CONTRACTING
3 MATERIAL PROCUREMENT
4 PRE-COMMISSIONING AND MECHANICAL COMPLETION PLAN
5 COMMISSIONING AND START-UP PLAN
6 PROJECT COST
7 PROJECT SCHEDULE
8 PROJECT ORGANIZATION AND INTERFACES
9 VALUE IMPROVING PRACTICES
(including PROJECT RISK MANAGEMENT)
10 PROJECT SAFETY
11 ENVIRONMENTAL CONSIDERATIONS
12 PROJECT CLOSEOUT REPORTS
13 CONTRACTOR SAUDIZATION PLAN
14 MAXIMIZING IN-KINGDOM ENGINEERING,
PROCUREMENT AND CONSTRUCTION WORK
15 PROJECTS WITHIN EXISTING FACILITIES
(NON-GRASS ROOTS)
16 AREAS OF CONCERN
17 EXHIBITS

Exhibit B.1 – Approval Sheet for Initial and Abbreviated PEPs

(Refer to Section 4.2.1 for approval levels)
PROJECT EXECUTION PLAN
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
PROJECT LEADER DATE
FACILITIES PLANNING DEPARTMENT
CONCUR:
_____________________________________ ______________
DEPARTMENT MANAGER DATE
PROPONENT ORGANIZATION
CONCUR:
_____________________________________ ______________
PROJECT SPONSOR DATE
OPERATIONS ORGANIZATION
APPROVE:
_____________________________________ ______________
DEPARTMENT MANAGER or Higher DATE
CONSTRUCTION AGENCY

Exhibit B.2 – Approval Sheet for Full PEP

(Types - A, B, & C Projects with value > $100MM)
(Refer to Section 4.2.2.1 for approval levels)
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
PROJECT MANAGER DATE
PROJECT MANAGEMENT DEPARTMENT
_____________________________________ ______________
PROJECT MANAGEMENT DEPARTMENT
_____________________________________ ______________
GENERAL MANAGER DATE
AREA PROJECT MANAGEMENT
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
VICE PRESIDENT/EXECUTIVE DIRECTOR DATE
APPROVE:
____________________________________ ________________
PROJECT MANAGEMENT


(Types - B & C Projects with value > $50MM < $100MM)
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
CONSTRUCTION AGENCY
_____________________________________ ______________
CONSTRUCTION AGENCY DEPARTMENT
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
APPROVE:
_____________________________________ ______________
GENERAL MANAGER DATE
AREA CONSTRUCTION AGENCY


(Type - C1 Projects)
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
CONSTRUCTION AGENCY
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
APPROVE:
_____________________________________ ______________

Exhibit C – Revision Control
Date Rev Description

Exhibit D – Contracting Plan Matrix
WORK PROJECT DETAILED MATERIAL

CONSTRUCTION
SCOPE PROPOSAL ENGINEERING PROCUREMENT
LSTK CONTRACT
Selective Bid Screened from SRC Master Bidders List

PACKAGE NO. 1
IFP: mm/yy
Award: mm/yy
Mechanical Completion (MC): mm/yy
GES Service
Order
IFP: mm/yy
Award: mm/yy
Compl: mm/yy LSPB CONTRACT
GES Service
Order Open Solicitation with Selective
PACKAGE Bidding
NO.2 IFP: mm/yy
Award: mm/yy IFP: mm/yy
Compl: mm/yy Award: mm/yy
MC: mm/yy

Exhibit E – Comparison of Various Contracting Alternatives
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5

J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D
OPTION I - Normal LSTK

PPS ERA OS
14 Months 29 Months
DBSP Appr'd. 56D

Proj Proposal
Detailed Design
Budget Est ER Est Procurement

Prepare Bld Package M
Bid / Award Constructio
OPTION II - LSTK w/ Pre Bid - Material NOVATION

PPS ERA OS
14 Months 26 Months
DBSP Appr'd. 56D

Proj Proposal
Detailed Design
Budget Est ER Est Procurement w/ Novation
Prepare Bld Package M

Bid / Award Constructio
OPTION III - Normal LSPB

PPS ERA OS
14 Months 36 Months
DBSP Appr'd. 56D

Proj Proposal Detailed Design Procurement
Budget Est ER Est

M
Bld Package & Bid / Award - Det. Design Bld Package & Bid / Award - LSPB Construction
OPTION IV - LSPB w/ Continuous Engineering

PPS ERA OS
14 Months 30 Months
Procurement
DBSP Appr'd. 56D
Proj Proposal Detailed Design
Budget Est ER Est M

Bld Package & Bid / Award - LSPB Constructio

BI-XX-XXXXX
BI TITLE
PROJECT MILESTONE SCHEDULE
ACTUAL Status Date
PLAN Month / Day / Year
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5

ACTIVITY DESCRIPTION

J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D
Major Milestones PPS ERA ERC

DBSP
(ERA - ERC) 30 Montshs
10 Months
Preliminary Engineering Funds PE Funds

Next Revision: 15 September 2019
DBSP- Compl.
DBSP
©Saudi Aramco 2020. All rights reserved.

Place PO for NOVATED Materials PO - NOVATED Materials
Project Proposal Development
Project Proposal PPA

(Review & Approval)
ERA
Prepare ER, Review & Approve
AWRD LSTK Contract

Procure LSTK Contract
AWARD Site Prep

Secure Site Preparation Contract
2nd Design Review

Document Responsibility: Project Management Office Standards Committee
1st Design Review

Detailed Design
Exhibit F – Project Milestone Schedule
Procurement
Site Preparation Works
MC
CS
Construction
O.S
Commissioning Startup
ERC
ER Completion
Project Execution Plan
SAEP-12
Page 32 of 41
* Additional Milestone dates should be shown for required Government approval, as applicable
Exhibit G.1 – Integrated Project Team “IPT”

(Typical - Business Case “FEL 1” Phase)

(Typical - Study and DBSP “FEL 2” Phases)
LEGEND: Operations FPD Construction Agency Engineering Services Others


(Typical - Project Proposal Phase “FEL 3”)

(Typical - Detailed Design and Procurement Phases)


(Typical - Construction Phase)

Exhibit H – Project Responsibility Matrix
Activity Prepare/Execute Manage Consult Approve
Budget Brief FPD/P FPD FPD P

Design Basis Scoping FPD FPD FPD/ES/S&IS FPD/P/CA/ES
Paper
Initial FPD FPD CA/P/PMOD/ES P/CA
Project
Execution Abbreviated SAPMT FPD CA/P/PMOD/ES P/CA
Plan Full SAPMT SAPMT FPD/P/PMOD/ES P/CA
Project Proposal C SAPMT FPD/P/ES/S&IS P/ES/CA-EM
Expenditure Request FPD/CA/ PMOD SAPMT FPD/PMOD EXCOM
Engineering/Design C SAPMT P/ES/S&IS CA
Contracting CD/SAPMT SAPMT CD CA-EM/SRC
Material Procurement:
9COM C/MS/SAPMT SAPMT MS CA
9CAT C/MS/SAPMT SAPMT MS CA
Inspection C/PMC SAPMT ID CA
Expediting C/PMC SAPMT MS CA
Spare Parts C SAPMT MS CA
Quality Control C/PMC SAPMT MS/ID CA
Construction C SAPMT ID SAPMT
Turnover C SAPMT P SAPMT/P
Symbols Description Symbols Description

C Contractor ID Inspection Department
CA Construction Agency MS Materials Supply (SAO/ASC/AOC)
CD Contracting Department P Proponent
EM Executive Management (SAO) PMC Program Management Contractor
EPD Environmental Protection Department PMOD Project Management Office Department
ES Engineering Services Organizations SAPMT Saudi Aramco Project Management Team
EXCOM Executive Committee S&IS Safety and Industrial Security
FPD Facilities Planning Department SRC Services Review Committee

Exhibit I – Front End Loading (FEL) & Project Characterization

Front End Loading (FEL) Phases
Project Characterization

Exhibit J – FEL Deliverables (for Projects Value < $20MM)

(√ symbol shows recommended deliverables)
FEL 0 FEL 1 FEL 2 FEL 3 EXECUTION OPERATIONS

Sr. # Description Business Project Finalize Detailed Procure- Cons- Commis- Start- Close-
Initiation Study DBSP
Case Proposal FEL Design ment truction sioning up out
1 Opportunity Statement √
Proposed Integrated Staffing
2
Assignment
VIP - Project Lessons Learned √ √
3
Report ($10MM - $20MM) LLI LLC
4 Deliverable Waiver Request
5 Project Charter √
6 Basic Data Requirements √ √
7 Site Selection Assessment √
8 Target Setting
9 Environmental Assessment √
10 Business Case Assessment √ √
11 Contracting Strategy √
12 Project Execution Plan √
Operational Readiness Plan (ORP)
13 √* √* √*
including Item-48
14 VIP - Applicable VIPs Report
VIP - Project Risk Management
“PRM” ($10MM - $20MM).
15 √
May be conducted per response
of questionnaire.
16 Schedule √ √ √ √
17 Cost Estimate √ √
18 Brief and Presentation √ √
19 Project Assurance Reviews Plan
20 Assurance Review Report
21 Gatekeeper Submittal
22 Gate Outcome Report
23 Facilities Security Assessment for IT √
Land Use Permit - Saudi Aramco
24 √
and Government
25 VIP - Technology Selection Report
26 Design Basis Scoping Paper (DBSP) √
Procurement Strategy and Material
27 √
Procurement Plan
28 Plot Plans √ √
29 Preliminary Funding Request √
VIP - Classes of Facility Quality
30
Report


31 VIP - Constructability Review Report
32 VIP - Waste Minimization Report
33 VIP - Process Simplification Report
34 VIP - Energy Optimization Report
VIP - Customizing Standards and
35
Specs Report
VIP - Reliability Simulation
36
Modelling Report
37 VIP - Design to Capacity Report
38 VIP - Value Engineering Study
VIP - Design for Maintainability
39
Report
40 VIP - 3D CAD
41 VIP - Planning for Start-up Report
42 Preliminary Process Hazard Analysis √
43 Building Risk Assessment √
44 Fire Risk Assessment √
45 Facilities Security Assessment Report √
46 Project Interface Plan
47 Stakeholder Management Plan
Pre-commissioning and
48 Mechanical Completion Plan * * *
(to be covered in Item-13)
49 VIP - Predictive Maintenance Report
Project Proposal Reviews
50 √
(30-60-90%)
51 Project Proposal Package √
52 Project Quality Plan √
53 Safety Management System (SMS) √
54 Project Records Book √ √
Contracts Procurement and
55 √
Bid Evaluation
56 Contractor Quality Prequalification
Review by Detailed Design
57 √
Stakeholders
58 Detailed Design √
59 Construction Package √
60 IFP (LSPB Contract) √
61 Construction Readiness Review
62 Purchase Requisition √
63 Technical Submittal Reviews √
64 Inspection Assignment Packages √
65 Spare Parts Data Packages √


66 Materials Final Disposition Report √
67 Materials Reports √
Asset Record
68 √
(Fixed Assets Work-in-Progress)
Manufacturer’s Drawings,
69 √
O&M Manuals
70 Purchase Orders √
EPC/LSPB Construction
71 √
Kick-off Meeting
EPC/LSPB Construction
72 √
Notice to Proceed
73 Capital Assets List √
74 Construction Progress Reports √
75 Request for Inspections (RFIs) √
76 Project Quality Index (PQI)
77 Project Safety Index
78 Inspection Record Books √
79 Mechanical Completion Certificate √
80 KPI Sign-off
81 Actual Manpower Histogram
82 Actual Manpower Curve
83 Exception Items Completed √
84 Contract Close-out √
85 Commissioning Status Report
86 Performance Acceptance Certificate √
87 Ramp-up Report
Commence Production
88
on Specs Notice
Production and Specs Monitoring
89
Control Plan
90 Test Under Load Report
91 Project Close-out Report √ √
92 Financial Close-out Report
93 Post Project Appraisal Report

Document History
21 April 2020 Editorial revision to change contact person.
8 September 2015 Editorial revision to reflect the final two paragraphs are applicable to the entire
Section 4.2.2 and not just with Section 4.2.2.3.
11 January 2015 Editorial revision to clarify definitions and update references and links.
15 September 2014 Revised the Next Planned Update, reaffirmed the content of the document, and reissued
as major revision to incorporate ATP-Capital Efficiency’s CMS requirements.

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Engineering Procedure

SAEP-12 21 April 2020

Previous Issue: 8 September 2015 Next Revision: 15 September 2019

Saudi Aramco: Company General Use

1.3 Application and Timing

©Saudi Aramco 2020. All rights reserved. Page 2 of 41

Saudi Aramco: Company General Use

1.3.1 Initial PEP

1.3.2 Abbreviated PEP

To be developed by the Construction Agency during the Study phase

©Saudi Aramco 2020. All rights reserved. Page 3 of 41

Saudi Aramco: Company General Use

 Value Improving Practices (VIPs) (including Project Risk Management)

1.3.3 Full (Final) PEP

To be developed and issued for approval by the Project Manager by 30%

1.4 Important Terms

©Saudi Aramco 2020. All rights reserved. Page 4 of 41

Saudi Aramco: Company General Use

Completion Certificate as owner of the facility.

The latest edition of the applicable reference documents shall be applied:

©Saudi Aramco 2020. All rights reserved. Page 5 of 41

Saudi Aramco: Company General Use

SAEP-329 Project Closeout Reports

The PEP shall include the following sections:

3.1 Table of Contents, Approval Sheet, and Revision Control

For format, see Exhibits A, B, and C.

©Saudi Aramco 2020. All rights reserved. Page 6 of 41

Saudi Aramco: Company General Use

3.2 Project Summary

3.2.1 Project Purpose

Summarize the purpose of the project explaining why it is being done

3.2.2 Design Basis

Provide a synopsis of how the project is to be accomplished (e.g., to increase

3.2.3 Project Scope

Briefly describe what is to be accomplished by the project, such as project

3.2.4 Project Progress Status

3.2.5 Project Location

3.2.6 Project hot tap/stopple operations, tie-ins, and shutdown requirements

3.2.7 Related Projects

©Saudi Aramco 2020. All rights reserved. Page 7 of 41

Saudi Aramco: Company General Use

3.2.8 Deliverables Waiver Request

3.3.1 Contracting Strategy

An initial Contracting Strategy document reflecting the IPT's initial view on

The Senior Planning Engineer, Contracting Coordinator, and the SAPMT

©Saudi Aramco 2020. All rights reserved. Page 8 of 41

Saudi Aramco: Company General Use

organizations, the Contracting Strategy is included for information purpose only.

3.3.2 Contracting Plans

3.4 Materials Procurement

©Saudi Aramco 2020. All rights reserved. Page 9 of 41

Saudi Aramco: Company General Use

3.4.1 Materials Procurement Strategy

Prepare an itemized listing of material and equipment considered

If procurement of major equipment and materials is on the critical path

©Saudi Aramco 2020. All rights reserved. Page 10 of 41

Saudi Aramco: Company General Use

3.4.1.2 Surplus 9COM Material and Equipment

Review Surplus 9COM (previously known as Direct Charge – DC)

3.4.1.3 Excess 9CAT Materials

Review Excess 9CAT (previously known as Saudi Aramco Materials

3.4.2 Materials Procurement Plan

The Material Procurement Plan is to be completed by the Project Manager