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Roles and Responsibilities

The commissioning and startup coordinator will be the single point contact representing the overall project team.  The coordinator will provide the overall leadership to take all the facilities from mechanical completion to being fully integrated and operational.  The coordinator will provide the leadership to the commissioning and startup teams.  The leadership will based on knowledge, skills, experience and understanding of the upstream and downstream facilities and how to integrate team.

The area managers will maintain their responsibilities to execute their commissioning and startup activities but respond to the overall leadership of the commissioning and startup coordinator.

     PURPOSE

The purpose of the  Project Commissioning Manual (PCM) is to provide an overview of the commissioning program for the Project Name. The information contained in this manual is intended to comply with the System Requirements and the Operating System Implementation Plan  and is not intended to supersede the project Engineering, Procurement, Construction and Commissioning (EPCC) Agreement.

2.0            SCOPE

This manual specifically outlines the administrative procedures and guidelines used in implementing the commissioning program. It describes commissioning philosophy including the scope, strategy and objectives of the commissioning program. Commissioning project team members assigned to the Project Name are responsible for implementing the commissioning program outlined in this manual. 

The purpose of this practice is to provide the framework and necessary tools for employees and their managers to partner on employee development within the Commissioning job family. Early in a career, the focus is usually on attaining the required experience, training, skills, behaviors, and competencies to achieve promotion to the next level of responsibility. Later in a career, the focus often shifts to attaining and honing skills, competencies, behaviors, and work experience to improve opportunities for a variety of interesting and challenging assignments. Ultimately, this practice will provide each employee with a clear understanding of his/her potential career path within the organization, as well as the growth and development necessary to be eligible for progressing to other positions.

PURPOSE

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.

SCOPE

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

APPLICATION

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

This guide describes standard Commissioning Plans and Procedures for projects in the Manufacturing and Life Sciences Business Unit and is specifically applic able to pharmaceutical or biotech construction projects required to be constructed to meet  regulation compliance. The Guidelines apply to both GMP and Non-GMP systems, under both self perform and construction management project execution strategies. These Baseline Commissioning Guidelines are applicable whether or not EPC is executing Validation activities associated with Regulatory Compliance. 

Baseline Commissioning Guide (compiles 45 files)

The full library of pre-commissioning and commissioning discipline (like the part of EPCCM  PM) is about 100 files.

A project by definition will always have a limited timeframe and a budget. The project cost estimate is the amount of money you expect to spend on the project. The "budget" is how you track the money in your company financials. For instance, your total estimated cost may be $100,000 USD. However, the budget may have $70,000 in capital funding and $30,000 in expense funding. The money may be further divided into labor and non-labor categories and it may also be tracked by major work packages in your work breakdown structure (WBS).

Here are some tips and techniques to set your budget and measuring progress against it.

1. Include an estimating contingency

2. Plan ahead

3. Track expenses

4. Keep on track

Данный План контроля качества разработан для использования при выполнении
работ по контролю качества, относящихся к Проекту Первой стадии производства
на месторождении, В настоящий план входят Проектные работы
головного офиса по проектированию и МТО, а также по управлению
строительными работами. Специальные работы по данному плану включают:
• Проектирование и МТО головного офиса
• Строительство объектов Первой стадии производства на месторождении.
• Внеплощадочные производственные сооружения – за пределами и на
территории Российской Федерации
• Монтаж оборудования и вспомогательных сооружений на площадке

The traditional code review is in a meeting with one or more peer programmers. But it does not have to be this way. A couple alternatives are:

• Grab someone. In this approach when you finish a module you grab a peer and ask them to review the code with you. Yes, the second person is already busy, but they understand that in the future you will reciprocate the favor.
• Email. It is possible that peers can review your code on their own and send you feedback by email.
• Collaborative tools. You don't need to sit in a physical meeting but perhaps you can meet virtually by Skype or another collaborative tool.

The process for code reviews is as follows:

• The intent is to provide anddeliver specified Control Systems commodity equipment as defined in the project scope of work. Responsibilities will include the Control Systems equipment engineering support, Control systemscommissioning as well as supporting “Plant Startup and Commissioning” .
Why use a MIV?
• The MIV scope of work and responsibilities are to:

• The main objectives of the MIV concept are to: