Communications Plans are important for projects with many stakeholders. The Communication Plan is especially important if your project has an element of organizational change management. Think about the following eight steps as you create the plan.

Step 1: Communications Objectives.

Step 2: Communications Guidelines.

Step 3: Target Audience.

Step 4: Stakeholder Needs. 

Step 5: Key Messages.

Step 6: Delivery Channels.

Step 7: Communications Schedule.

Step 8: Assessment. 
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The purpose of this procedure is to define structured methods of identifying hazards and to develop safe work procedures to enable the work to be done safely during the Pre-commissioning and Commissioning phases of the project.

This procedure defines requirements for pre-commissioning and commissioning including proper tagging, permitting, special procedures and identification of live services.

This procedure will apply to all work places for all personnel during the Pre-commissioning and commissioning stages

An action item is work that requires follow-up execution. By their nature, action items normally cannot be planned for in advance. They arise on an ad-hoc basis during meetings or as a by-product of working on something else. An action item is assigned because there is not enough knowledge, expertise or time to resolve the item at the time it originally surfaced. Here is some information regarding the nature of action items.

Requirements are usually gathered in two places during a traditional project. High-level requirements help you complete a Project Charter. Detailed requirements are gathered during an Analysis Phase. The detailed requirements help you understand how to design and build the solution. 

The TenStep requirements gathering model has four steps - elicitation, validation, specification and verification. There are a number of techniques for eliciting requirements, and your project may need to use multiple techniques depending on the circumstances

There's still time to get a seat in this very popular course.  This course is taught by PHA leaders who, collectively, have been and are currently involved and managed 12,000+ hazard evaluations (using all qualitative methods: HAZOP, What-if, FMEA, and Checklist) of entire units.  Some are also contributing authors of the 2nd and 3rd editions of the Guidelines for Hazard Evaluation Procedures, CCPS/AIChE.

This is the best course to learn how to address hazards during ALL modes of operation by the folks who developed and published these approaches (these are described in chapter 9 of the 3rd edition of the Guidelines book).  This course also explains the best way to implement hazard evaluations during all phases of major capital projects.  More than 5000 PHA/HAZOP leaders and scribes worldwide have been trained by PII in these methods.  Note that the course includes a comprehensive and Recently Updated course notebook, with procedures for doing PHAs and many worked examples/solutions.  But the course does not include a copy of the CCPS textbook shown here

The Process Improvement Institute (PII) instructors have trained more than 7000 technical and management staff in how to effectively implement PSM, safety management systems, and reliability programs.

If you do not already know us, come to one of our many courses offered publicly to check us out first-hand. All are expert at doing what they will teach you to do.  Each has more than 20 years experience in the chemical and related industries, with at least 10 years hands-in in operations. All are expert instructors

Human error is widely acknowledged as the major cause of quality, production, and safety risks in many industries.  This course explains the underlying reasons why humans make mistakes and how you can prevent these mistakes.  It also explains the lower limits of human error that are achievable, explains coupled or common cause human error (which depends heavily of task design), and reviews various ways to error proof tasks.  The course provides an overview of Habits and how to lower the rate of this class of errors.  And finally, the course covers how to predict human error and how to find the root causes of human errors. 

Although it is unlikely that human error will ever be completely prevented, there is growing recognition that many human performance problems stem from a failure within organizations to develop an effective policy for managing human reliability.

В данном разделе рассматривается часть технических приготовлений к пусконаладке и
вводу в эксплуатацию, входящая в сферу ответственности ПОДРЯДЧИКА по
проектированию. Подготовительные работы включают в себя, в основном, следующее:
• составление списка систем и подсистем согласно методике системного подхода
• определение последовательности действий при вводе установки в эксплуатацию,
• выпуск схем трубопроводов и КИП и однолинейных схем с отметками
об изменениях и с указанием границ подсистем,
• составление перечней оборудования по подсистемам,
• определение всех задач, относящихся к разделению установки на системы и
подсистемы.
Описание отчетной документации приведено в приложении .

1)      В настоящих «Технических условиях» содержатся указания, определяющие минимальные требования к проектированию электрооборудования береговых сооружений добычи и подготовки, которым должны удовлетворять следующие электрические системы и входящее в них оборудование:

a)         Система снабжения электроэнергией.

c)Электрическая система освещения.

c)         Система заземления.

d)        Система электропитания контрольно-измерительных приборов.

e)         Система электроподогрева труб, для которой понадобится субподрядный договор на проектирование и поставку оборудования.

f)         Система катодной защиты, для которой понадобится субподрядный договор на проектирование и поставку оборудования.

g)         Система пожарной сигнализации, для которой понадобится субподрядный договор на проектирование и поставку оборудования (главный подрядчик по КИП и СУ).

h)         Система связи, для которой понадобится субподрядный договор на проектирование и поставку оборудования (главный подрядчик по КИП и СУ).

When a project begins, you must gain agreement with your sponsor on project scope. The scope is defined at a high-level in the Project Charter or Project Scope Statement. At a low-level, the scope is detailed through the approval of the business requirements. Once these two documents are approved, you have enough information to understand scope through the remainder of the project.

However, like death and taxes, change is inevitable

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