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Benchmarking & Metrics

Project Level Survey

Version 11

(Large Project Questionnaire)

(For comments)

September 2012

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Table of Contents

I. Project Selection Criteria......................................................................................................3

II. Logging into the CII Website.................................................................................................3

III. Performance Assessment System (PAS) Access....................................................................3

IV. Instructions...........................................................................................................................3

1. General Project Description..................................................................................................4

2. Engineering Deliverables.......................................................................................................7

3. Contract Type........................................................................................................................8

4. Project Cost...........................................................................................................................9

5. Project Schedule.................................................................................................................13

6. Achieving Facility Capacity..................................................................................................16

7. Project Outcomes...............................................................................................................18

8. Workhours and Accident Data............................................................................................19

9. Project Impact Factors........................................................................................................20

10. PDRI (Project Definition Rating Index).................................................................................21

11. Practices..............................................................................................................................21

12. Engineering Productivity Metrics........................................................................................28

13. Construction Productivity Metrics......................................................................................44

14. Pipeline Specific Questions.................................................................................................62

15. Building Project Specific .....................................................................................................67

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I. Project Selection CriteriaApplicable for both Owners and Contractors

TIC > $5MM 14 months or longer in duration Managed by a dedicated project team Any industry group: buildings, heavy industrial, light industrial, infrastructure Completed within the past 2 years (with access to project team members)

II. Logging into the CII WebsiteLog in to the CII website at http://construction-institute.org/Source/Security/Member-Logon.cfm

If you do not know your login and/or password, you may change it by going to the log on page and click “Reset My Password”. If you have any questions about your access to the CII website, contact Hong Zhao at [email protected] or (512) 232-0864.

III. Performance Assessment System (PAS) Access

Performance Assessment System (https://www.construction-institute.org/nextgen/ ) Training: submit projects through PAS is limited to trained Benchmarking Associates

Includes questions to evaluate the value of CII Practices Project-level, confidential Key Report with scores and benchmark comparisons

will be provided Includes measures for industry-specific and productivity metrics

IV. InstructionsGeneral project information and performance information are required. The remaining sections are recommended.

If a question does not apply, indicate as much and follow the directions to skip to the next section. The online questionnaire has skip patterns programmed into the interface, thereby reducing the burden to the respondent and enhancing the validity of the responses. Text appearing in bold and red in the paper version prompts the respondent to skip sections that don’t apply.

Once finished with the questionnaire and the internal validation, submit it to CII. After submittal, CII will review the project data and validate it to ensure that the information is complete and correct. Thank you for benchmarking with CII.

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http://construction-institute.org/Source/Security/Member-Logon.cfm

http://construction-institute.org/Source/Security/Member-Logon.cfm

1. General Project Description

1.1 General Information

1.1.1 Your Company Name:

1.1.2 Your Name:

1.1.3 Project Name:

1.1.4 Project Owner:

1.1.5 Primary Designer:

1.1.6 Primary Constructor:

1.1.7 Project Construction Location: City: , (State or Province): , Country:

1.1.8 Lead design office locationCity: , (State or Province): , Country:

1.1.9 Cost Index City (International Construction Intelligence (previously known as Hanscomb Cost Index) for international projects, and R.S. Means for U.S. and Canada projects)

1.1.10 Midpoint of construction (mm/dd/yyyy)

1.1.11 Unit Type Metric (e.g., meter, kilogram, kilometer)

Imperial (e.g., foot, pound, mile)

1.1.12 Primary Currency Used on the Project (e.g., American Dollar, and Euro)

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1.2 Project Description Which of the following best describes industry group for this project?

Heavy Industrial Light Industrial

Chemical Manufacturing

Electrical (Generating)

Environmental

Metals Refining/Processing

Mining

Tailing

Natural Gas Processing

Oil/Gas Exploration/Production (well-site)

Oil Refining

Oil Sands Mining/Extraction

Oil Sands SAGD

Oil Sands Upgrading

Cogeneration

Pulp and Paper

Other Heavy Industrial

Automotive Manufacturing

Consumer Products Manufacturing

Foods

Microelectronics Manufacturing

Office Products Manufacturing

Pharmaceutical Manufacturing

Pharmaceutical Labs

Pharmaceutical Warehouse Clean

Room (Hi-Tech)

Other Light Industrial

Buildings Infrastructure

Communications Center

Courthouse

Dormitory/Hotel/Housing/Residential

Embassy

Low rise Office (≤3 floors)

High rise Office (>3 floors)

Hospital

Laboratory

Maintenance Facilities

Movie Theatre

Parking Garage

Physical Fitness Center

Prison

Restaurant/Nightclub

Retail Building

School

Airport

Central Utility Plant

Electrical Distribution

Flood Control

Highway (including heavy haul road)

Marine Facilities

Navigation

Process Control

Rail

Tunneling

Water/Wastewater

Telecom, Wide Area Network

Pipeline

Tank farms

Gas Distribution

Other Infrastructure

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jd27445, 10/03/12,

Administration office

Warehouse

Other Buildings

1.3 Project Nature From the list below, please select the category that best describes the primary nature of this project. Please see the glossary for definitions.

Grass Roots, Greenfield

Brownfield (co-locate)

Modernization, Renovation, Upgrade (changes to existing capacity)

Addition, Expansion

Other Project Nature

1.4 Project PriorityPlease select the primary factor influencing the execution of this project. Assume safety is a given for all projects.

Cost

Schedule

Balanced

1.5 Business DriverPlease check all that applied.

Quality

Capacity

Risk

Operability

Environmental

Social

Others

1.5.1 Actual Total Cost of Major Equipment

The purpose of this question is to determine the extent to which the overall project cost and cost performance are driven by the purchase of major equipment. Please see the Equipment Reference Table provided below. Record the total purchase cost of major equipment for this project. Exclude costs for field services, bulk construction equipment (such as valves, bus ducts etc.) and off-the-shelf equipment. Project team costs and transportation costs are included.

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$

Not Applicable (no major equipment)

Don’t Know

Equipment Reference Table

Examples of Major Equipment

Kinds of Equipment Covered

HVAC Systems Prefabricated air supply houses

Columns and Pressure Vessels Towers, columns, reactors, unfired pressure vessels, bulk storage spheres, and unfired kilns; includes internals such as trays and packing.

Tanks Atmospheric storage tanks, bins, hoppers, and silos.

Exchangers Heat transfer equipment: tubular exchangers, condensers, evaporators, reboilers, coolers (including fin-fan coolers and cooling towers).

Direct-fired Equipment Fired heaters, furnaces, boilers, kilns, and dryers, including associated equipment such as super-heaters, air preheaters, burners, stacks, flues, draft fans and drivers, etc.

Pumps All types of liquid pumps and drivers.

Vacuum Equipment Mechanical vacuum pumps, ejectors, and other vacuum producing apparatus and integral auxiliary equipment.

Motors 600V and above

Electricity Generation and Transmission

Major electrical items (e.g., unit substations, transformers, switch gear, motor-control centers, batteries, battery chargers, turbines, diesel generators).

Materials-Handling Equipment Conveyers, cranes, hoists, chutes, feeders, scales and other weighing devices, packaging machines, and lift trucks.

Package Units Integrated systems bought as a package (e.g., air dryers, air compressors, refrigeration systems, ion exchange systems, etc.).

Special Processing Equipment Agitators, crushers, pulverizers, blenders, separators, cyclones, filters, centrifuges, mixers, dryers, extruders, fermenters, reactors, pulp and paper, and other such machinery with their drivers.

1.6 Turnarounds / Shutdowns / Outages[Heavy/Light Industrial project only]

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Construction performance (cost, schedule, quality) during project turnarounds, shutdowns, and outages may be impacted by schedule demands of the turnaround, shutdown or outage. These turnarounds may be scheduled or unscheduled. Please complete the blocks below to indicate the percentage of total construction work-hours completed during turnaround.

1) Percent construction during scheduled turnaround: %

2) Percent construction during unscheduled turnaround: %

3) Percent construction during non-turnaround: %

Note: the percentages should add up to 100 %

Don’t Know

1.7 Project Delivery MethodPlease choose the project delivery method from those listed below that most closely characterizes the delivery method used for this project. If more than one delivery method was used, select the primary method.

Delivery Method DescriptionDesign-Bid-Build Serial sequence of design and construction

phases; Owner contracts separately with designer and constructor.

Design-Build (EPC) Owner contracts with Design-Build (EPC) contractor.

CM at Risk Owner contracts with designers and construction manager (CM). CM holds the contracts.

Parallel PrimesOwner contracts separately with designer and multiple prime constructors.

[If not CM at Risk] Did you use a Construction Manager not at Risk in conjunction with the selected delivery system?

Yes No

1.8 Work Scope[Contractor Only] What was your company responsible on this project? (please check all that applied)

FEP Detail Design/Engineering

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Procurement Construction Commissioning and Startup

1.9 Project Complexity Please choose a rating below that best describes the level of complexity for this project, compared to other projects within the same industry sector as this project (e.g., heavy industrial, light industrial, building, infrastructure). Use the definitions below as general guidelines.

Low - Characterized by the use of well established, proven technology, a relatively small number of process steps, a relatively small facility size or process capacity, a facility configuration or geometry that your company has used before, well established, proven construction methods.

Average – Characterized by the use of established technology, a moderate number of process steps, a moderate facility size or process capacity, facility configuration or geometry that your company has used before, established, proven construction methods.

High- Characterized by the use of new, “unproven” technology, an unusually large number of process steps, large facility size or process capacity, new facility configuration or geometry, new construction methods.

Low Average High

1 2 3 4 5 6 7

1.10 Percent Modularization Choose a percentage value that best describes the level of modularization (offsite construction) used. This value should be determined as a ratio of the cost of all modules divided by total installed cost. Include all costs for transportation, setting and hooking up field connections.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

1.11 Project ClassificationProjects submitted for benchmarking should be representative of the typical project that you execute, i.e., not impacted by extraordinary factors that might influence performance or practice use metrics. If the project is not representative, it can still be submitted to be scored, however, please let us know by checking the appropriate box below. Was this project typical or representative of most of the projects that your company performs?

Typical Not Typical of 73

If project is not typical, please provide a reason:

1.12 Project Scope

Please provide a brief description of the project scope (what is actually being designed / constructed), limit your response to 200 words.

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1.13 Project Management Team

Project Management Team (PMT) Size and Participation

Please indicate the peak and average number of participants on the Project Management Team (PMT) during the Front End Planning (FEP) and execution phase of the project. The execution phase of the project is defined to include detail engineering through mechanical completion. To account for individuals responsible for multiple projects, your response should reflect Full Time Equivalents (FTE’s). FTE’s represent the number of participants and the percent of time each is allocated to the project. For example, if one team member responsible for procurement works ½ time on the project, then the procurement contribution to the FTE measure is 0.5. Likewise, if two project controls specialists work on the team full time, they contribute 2.0 to the FTE. For owners, the participant count should include owner or owner representative members of the PMT, but only those participants whose labor is accounted by the Owner as part of the cost of the project. For contractor, participants don’t include craft labors. Typical PMT participants are listed in the table below.

Typical PMT ParticipantsProject Manager ContractingEngineering Manager / Project Eng. Project Controls (Cost and Schedule)Business Manager QA / QCConstruction Manager SafetyOperations Manager OperationsDiscipline Engineering Leads MaintenanceProcurement Consultants

Project PhasePMT Size (FTE’s)

Peak Average

Front End Planning

Design

Construction

1.14 Union Site Construction Workforce

Union Non-union jobsite mixed jobsite

If mixed, % Union work force (by work hours)

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2. Engineering Deliverables

Please provide information about this project's use of engineering standards and specifications. Process Industry Practices (PIP) is a consortium of process industry owners and engineering/ construction contractors who serve the industry. PIP publishes “Practices" that reflect standards in many engineering disciplines.

2.1. Source of Standards and SpecificationsStronglyDisagree Disagree Neutral Agree Strongly

Agree NA / UNK

0 1 2 3 4

AThe project was executed with internal owner engineering standards and specifications.

B The project was executed with contractor engineering standards and specifications.

CThe project was executed using industry consortia engineering practices for standards and specifications.

DThe project was executed using Process Industry Practices (PIP) standards and specifications.

2.2. Were engineering deliverables released in a timely manner? Seldom Sometimes Always

1 2 3 4 5 6 7

Don’t Know

2.3. To what extent were the engineering deliverables complete and accurate (with minimal errors and omissions)?

Seldom Complete

and Accurate

Sometimes Complete

and Accurate

Always Complete

and Accurate

1 2 3 4 5 6 7

Don’t Know

2.4. Please provide the number of RFIs issued on this project? Don’t Know

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3. Contract Type[Owner required section; Contractor please check the contract type for your work scope] Please indicate below the contract types that were used on this project. If you had multiple contractors for a particular function, please answer the questions below in terms of what was most common.

3.1. What was the principal contract type for:

Lump Sum

Cost Reimbursable(including unit price,

Guaranteed Maximum Price)

FEP (or FEED)

Engineering or design

Procurement

Construction

Startup / Commissioning

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4. Project Cost

4.1. Budgeted and Actual Project Costs by FunctionPlease indicate the Budgeted (Baseline) Cost, Contingency, and Actual Project Costs in the table below.

1) If this project did not include a particular function, please select N/A for Not Applicable.

2) If you know total project costs but have incomplete function information, you may enter as much function information as you know and override the automatic totaling by manually filling in the total project cost. As long as you don't click back into a function field, your total will be accepted and recorded.

Owner Instructions

1. Budget amounts include contingency and correspond to funding approved at time of authorization. This is the original baseline budget, and should not be updated to include any changes since change data are collected in a later section.

2. The total project budget amount should include all planned expenses (excluding the cost of land) from Front-end Planning through startup, including amounts estimated for in-house salaries, overhead, travel, etc.

3. The total actual project cost should include all actual project costs (excluding the cost of land) from Front-end Planning through startup, including amounts expended for in-house salaries, overhead, travel, etc.

Contractor Instructions: Only enter data for your scope of work

1. Only enter cost data for your scope of work. Budget amounts should include contingency and correspond to the estimate at time of contract award. This is the original baseline budget, and should not be updated to include any changes since change data are collected in a later section.

2. The total project budget amount should be the planned expenses of all functions performed by your company, including amounts for in-house salaries, overhead, travel, etc., but excluding the cost of land.

3. The total actual project cost should be the actual project costs for functions performed by your company including amounts expended for in-house salaries, overhead, travel, etc., but excluding the cost of land.

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4.1.1. Project Cost

Baseline Budget (Including Contingency)

Amount of Contingency in Budget Actual Cost

$___________ $___________ $___________

4.1.2. Phase Cost

Project Function

Baseline Budget (Including Contingency)

Amount of Contingency in Budget

Actual Cost

Front-end Planning (or FEED)

$ $ $

NA Don’t Know

NA Don’t Know

NA Don’t Know

Detail Engineering

$ $ $

NA Don’t Know

NA Don’t Know

NA Don’t Know

Procurement$ $ $

NA Don’t Know

NA Don’t Know

NA Don’t Know

Construction$ $ $

NA Don’t Know

NA Don’t Know

NA Don’t Know

Startup / commissioning

$ $ $

NA Don’t Know

NA Don’t Know

NA Don’t Know

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4.2. Cost of Project Development and Scope ChangesPlease record the approved changes to your project by phase in the table provided below. For each phase indicate the net cost impact resulting from approved project development changes and scope changes. Either the owner or contractor may initiate changes.

Project Development Changes include those changes required to execute the original scope of work or obtain original process basis. Scope Changes include changes in the base scope of work or process basis.

1) For contractors, please only enter data for your scope of work.2) Changes should be reported for the time period in which they were initiated. If

you can only provide total amounts, please indicate Don’t Know in the pre-construction and construction through startup rows and indicate the total amounts in the totals row. As long as you don’t click back into a detail information row, your total will be accepted and recorded.

3) Indicate whether the net impact was a (-) decrease or an (+) increase by indicating a negative number for a decrease and a positive number for an increase. If no change orders were granted during a phase, please enter zero.

4.2.1. Total project change cost: $

4.2.2. Change cost by Time period

Time period

Cost Increase (+) / Decrease (-) of

Project Development

Changes

Cost Increase (+) / Decrease (-) of

Scope Changes

Change Cost

Pre-Construction

$ NA Don’t Know

$ NA Don’t Know

$ NA Don’t Know

Construction thru Startup

$ NA Don’t Know

$ NA Don’t Know

$ NA Don’t Know

4.3. Direct Cost of Field Rework

4.3.1. If you tracked field rework, indicate the Direct Cost of field rework. The direct cost of field rework relates to all costs needed to perform the rework itself. If there was no direct cost or schedule impact of field rework, please enter “0”.

Direct Cost of Field Rework: $

4.3.2. Total field rework hours:

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4.3.3. What was the primary source of rework on this project?

Design

Construction

Suppliers

Owner

Don’t Know

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5. Project SchedulePlease indicate your project's Planned Baseline and Actual Project Schedule by function:

1) If this project did not include a particular function please select N/A.2) If you have incomplete function information, you must enter project execution

start and stop dates. Please enter as much function information as possible.

Contractor Instruction: please only enter schedule information for your scope of work, excluding FEP from execution schedule.Owner instruction: execution schedule start from the beginning of Detail Engineering and the end of Start-Up.

5.1. Execution ScheduleBaseline Schedule Actual Schedule

Startmm/dd/yyyy

Stopmm/dd/yyyy

Startmm/dd/yyyy

Stopmm/dd/yyyy

Execution Schedule NA

Don’t Know NA Don’t Know

NA Don’t Know

NA Don’t Know

5.2. Schedule by Phase

Project FunctionBaseline Schedule Actual Schedule

Startmm/dd/yyyy

Stopmm/dd/yyyy

Startmm/dd/yyyy

Stopmm/dd/yyyy

Front-end Planning (or FED)

NA Don’t Know

NA Don’t Know

NA Don’t Know

NA Don’t Know

Detail Engineering NA


NA Don’t Know

NA Don’t Know

Procurement NA Don’t Know

NA Don’t Know

NA Don’t Know

NA Don’t Know

Construction NA Don’t Know

NA Don’t Know

NA Don’t Know

NA Don’t Know

Startup / Commissioning NA


NA Don’t Know

NA Don’t Know

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5.3. Percent Design Complete

5.3.1. What percentage of the total work hours for detail design was completed prior to total project budget authorization?

% Don’t Know

5.3.2. What percentage of the total work hours for detail design was completed prior to start of the construction phase?

% Don’t Know

5.4. Schedule Disruption

5.4.1. Were there any uncontrollable or unanticipated schedule disruption on this project (this does not include project changes)?

Yes No Don’t’ Know

5.4.2. If yes, what was the total duration in weeks of any uncontrollable or unanticipated schedule disruption?

weeks Don’t Know

5.4.3. Please explain the reason(s) for the schedule disruption(s)

5.5. Schedule Impact of Project Development and Scope ChangesPlease record the approved changes to your project by phase in the table provided below. For each phase indicate the net schedule impact resulting from approved project development changes and scope changes. Either the owner or contractor may initiate changes.

Project Development Changes include those changes required to execute the original scope of work or obtain original process basis. Scope Changes include changes in the base scope of work or process basis.

1) For contractors, please only enter data for your scope of work.2) Changes should be reported for the time period in which they were initiated. If you can only provide total amounts, please indicate Don’t Know in the pre-

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construction and construction through startup rows and indicate the total amounts in the totals row. As long as you don’t click back into a detail information row, your total will be accepted and recorded.3) Indicate whether the net impact was a (-) decrease or an (+) increase by indicating a negative number for a decrease and a positive number for an increase. If no change orders were granted during a phase, please enter zero.

5.5.1. Total schedule impact of change: (weeks)

5.5.2. Schedule impact of change by time period

5.5.3.

Time period

Schedule Increase (+) / Decrease (-) of

Project Development

Changes (weeks)

Schedule Increase (+) / Decrease (-)

of Scope Changes (weeks)

Schedule Change (weeks)

Pre-ConstructionConstruction thru Startup

Sub-total

5.6. Schedule Impact of Field Rework

5.6.1. If you tracked field rework, indicate the schedule impact in weeks. If there was no schedule impact from field rework, please enter “0”.

Schedule impact of Field Rework: (weeks)

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6. Achieving Facility Capacity

[Industrial projects only; not applicable to Pharma] Indicate the primary product or function of the completed facility and the unit of measure which best relates the product or function capacity of the completed facility.

Product or Function Design Capacity Unit of Measure Examples: Product or Function Unit of MeasureChemical Products Tons/HourConsumer Products Cases/Day

[Building projects only; not applicable to Pharma] Please indicate the size and the unit of measure of the completed building facility

Size Unit of Measure

Square Feet / Square Meters

6.1. [Contractor only] Were you involved in startup activities? No Yes Don’t Know

[If contractor did not perform start up activities, skip the rest of this section.]

6.2. [Heavy/Light Industrial project only] What percent of initial planned capacities were achieved during Startup?

______% Don’t Know

6.3. [Heavy/Light Industrial project only] To what extent were product quality specifications achieved?

Not at All Moderately Fully

Achieved Don’t Know NA

1 2 3 4 5 6 7

6.4. [Building project only] To what extent was the planned functionality of the building achieved?

Not at All Moderately Fully

Achieved Don’t Know NA

1 2 3 4 5 6 7

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jd27445, 10/03/12,

We actually don’t need to ask this question since we knew whether a contractor participate in the start up from the work scope question.

jd27445, 10/03/12,

Please make sure that we use the same variable as the total facility square footage as the pharma admin projects do..

6.5. To what extent were planned project quality specifications achieved?Not at

All Moderately Fully Achieved Don’t

Know NA1 2 3 4 5 6 7

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7. Project Outcomes

Using a scale from 1 to 7, where 1 means “not at all successful” and 7 means “extremely successful” please indicate the overall success of this project in the following aspects:

Not at All Successful

Moderately Successful

Extremely Successful

1 2 3 4 5 6 7Meeting cost expectations

Meeting schedule expectations

Meeting safety expectations

Meeting business objectives

Meeting quality goals

Using a 1 to 7 scale where 1 means “not at all effective” and 7 means “extremely effective”, please indicate how effective the following were on this project:

Not at All effective

Moderately effective

Extremely effective

1 2 3 4 5 6 7Project teamwork

Project team communications

Your working relationship with the owner / primary contractor

The key project team members understood the owner’s goals and objectives of this project

Projects invariably differ in a variety of ways. Please indicate in the space below what you found to be particular challenges or difficulties on this project, compared to other comparable projects on which you have worked.

What do you think could have improved this project?

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8. Workhours and Accident Data

In the spaces below, please record the safety statistics for this project.

1) Use the U.S. Department of Labor's OSHA definitions for recordable injuries among this project's workers. If you do not track in accordance with these definitions, click Don’t Know in the boxes below.

2) A consolidated project OSHA 300 log is the best source for the data.

Note: for the CM tracking the safety data for the project, please report the safety statistics of the whole project, or skip this section.

8.1. Total site work hours Don’t Know

8.2. Total Number of first aids Cases Don’t Know

8.3. Total OSHA Number of Recordable Incident Cases (Injuries, Illnesses, Fatalities, Transfers and Restrictions) Cases Don’t Know

8.4. Total Number of OSHA DART Cases (Days Away, Restricted or Transferred) Cases Don’t Know

8.5. Total Number of Fatality Cases Cases Don’t Know

8.6. Please indicate the number of Workman Compensation Claims on this project. Cases Don’t Know

8.7. Please indicate the total dollar value of Workman Compensation Claims on this project. Cases Don’t Know

8.8. Percentage of Overtime Hours % Don’t Know

“Overtime” - above 40 work hours a week. For example, if working 55 hours a work, so the overtime is 15 hours and the percentage of overtime hours is calculated as 15 hours overtime / 55 hours worked = 27.3% overtime. If the actual percentage cannot be

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jd27445, 10/03/12,

Revised on 10/7/2011 by JD

calculated, please provide your best assessment. Answer Don’t Know only if you cannot make a reasonable assessment.

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9. Project Impact Factors

Using a scale from -5 to +5, where -5 means “an extremely negative impact” compared to what was expected or planned and +5 means an “extremely positive impact” compared to what was expected or planned, please indicate the extent to which each of the following factors had a net positive impact, a net negative impact, or was essentially as planned?

ExtremelyNegative As Planned Extremely

Positive Don’t Know-5 -4 -3 -2 -1 0 +1 +2 +3 +4 +5

Labor Disruption

Engineering work sequence

Owner site requirement

Engineering Deliverables

Weather / Climate

Availability of Skilled Labor

Materials Availability/Cost

Site Conditions

Project complexity

Regulatory requirements

Project team expertise

Project team communication

Core project team turnover

Use of offshore (remote) engineering

Use of multiple design offices

Material or labor cost escalation

Construction productivity

Availability of construction equipment on the job

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10. PDRI (Project Definition Rating Index)Please refer to CII website about PDRI.

Please uses the MS excel tool or the link to calculate the PDRI score, the system needs to capture the score by section.

Industrial Building InfrastructureSection I - Basis Of Project Decision % % %

Section II - Basis Of Design % % %Section III - Execution Approach

% % %

Overall Score % % %

11. PracticesThe following Practices sections include questions about practices implemented on this project. Please respond to every Practice. If a project did not implement a certain practice, indicate as such and skip to the next section.

11.1. Front-End Planning Front-End Planning involves the process of developing sufficient strategic information such that owners can address risk and decide to commit resources to maximize the chance for a successful project. Front-End Planning includes putting together the project team, selecting technology, selecting the project site, developing project scope, and developing project alternatives. Front-End Planning is often perceived as synonymous with front-end loading, pre-project planning, feasibility analysis, and conceptual planning.

11.1.1. [Contractor only] Did your company participate in the Front-End Planning effort?

Yes, as a front-end planner for the owner No, my company did not participate in the front-end planning effort

11.2. Alignment During Front-End Planning

Alignment is the condition where appropriate project participants are working within acceptable tolerances to develop and meet a uniformly defined and understood set of project objectives.

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https://www.construction-institute.org/source/Orders/index.cfm?section=orders&task=1&continue=1&SEARCH_TYPE=find&FindIn=4&FindSpec=1.01

11.2.1. Did the project implement Alignment during FEP? No Yes Don’t Know

11.2.2. How clearly was the project operations and maintenance philosophy communicated?

Not at All, Poorly

Fair Very Well Don’t

Know1 2 3 4 5 6 7

11.3. Partnering

Partnering is a commitment between two or more organizations for the purpose of achieving specific business objectives by maximizing the effectiveness of each participant’s resources. This requires changing traditional relationships to a shared culture without regard to organizational boundaries. The relationship is based on trust, dedication to common goals and an understanding of each other’s individual expectations and goals.

11.3.1. Did you have a partnering agreement on this project with the owner/contractor?

No Yes Don’t Know

11.4. Team Building Team Building is a formal project-focused process that builds and develops shared goals, interdependence, trust and commitment, and accountability among team members and that seeks to improve team members’ problem-solving skills.

11.4.1. Was a team building used on this project? No Yes Don’t Know

11.5. Project Delivery and Contract Strategy[Owner only; contractors automatically skip this entire section]

Project Delivery and Contract Strategy involves a structured process of evaluating and prioritizing owner’s objectives, reviewing and evaluating delivery methods and contract types, and then determining what is the appropriate delivery method and contract type for this project.

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11.5.1. Did you consider alternative project delivery methods for this project? No Yes Don’t Know

11.5.2. Did you consider alternative contract types for this project? No Yes Don’t Know

11.6. ConstructabilityConstructability is the effective and timely integration of construction knowledge into the conceptual planning, design, construction and field operations of a project to achieve the overall project objectives in the best possible time and accuracy, at the most cost-effective levels.

11.6.1. Was there a documented constructability plan for this project? No Yes Don’t Know

[Answer the next question, if yes to above.]

11.6.2. Was the constructability plan integrated into the project execution plan?

Not at AllVariable, Partial

Fully Don’t Know

1 2 3 4 5 6 7

11.6.3. How successful was constructability?

Not at All NeutralVery

Successful Don’t Know

1 2 3 4 5 6 7

11.7. Project Risk AssessmentProject Risk Assessment is the process to identify, assess and manage risk. The project team evaluates risk exposure for potential project impact to provide focus for mitigation strategies.

11.7.1. How would you describe the risk assessment(s) conducted on this project? Please select the statement that best fits.

No risk assessment was conducted

Informal risk assessment

Formal structured risk assessment

Don’t Know

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[Skip the rest of this section if no risk assessment was conducted or don’t know to above.]

11.7.2. Was the risk mitigation plan developed and implemented? Not at All Partially Fully Don’t

Know1 2 3 4 5 6 7

Not at allClear

Moderate Clear

Very Clear Don’t

Know1 2 3 4 5 6 7

Not at allClear

Moderately Well Very Well Don’t Know

1 2 3 4 5 6 7

11.9. Zero Accident Techniques

Zero Accident Techniques include site specific safety programs and implementation, and auditing and incentive efforts to create a project environment and a level of training that embraces the mind set that all accidents are preventable, and that zero accidents are an obtainable goal.

11.9.1. Was there a written site specific safety plan for this project? No Yes Don’t Know

11.9.2. Overall how many workers per full time safety professionals were typically (i.e., in terms of the average workforce) on site?

Over 201 151 to 200 71 to 150 21 to 70 1 to 20Don’t Know

11.10. BenchmarkingBenchmarking is a powerful technique that provides practical learning through comparing measurements or outcomes across industries, sectors, products or services.

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The essence of benchmarking is the process of identifying the highest standards of excellence for products, services or processes and then making the improvements necessary to reach those standards.

11.10.1. Was benchmarking results from past projects used to plan or execute this project?

No Yes Don’t Know

11.10.2. Is benchmarking a close-out activity in your company? No Yes Don’t Know

11.10.3. What’s driving benchmarking in your company? (please check all apply)

Providing data for continuous improvement Establish a performance baseline Determine performance relative to peers Establish basis for continued project funding

11.10.4. How long did it take to organize and input the data? Work Hours

11.11. Planning for Startup[For Heavy and Light Industrial Projects Only]

Startup is the transitional phase between plant construction completion and commercial operations, including all of the activities that bridge these two phases. Planning for Startup consists of a sequence of activities that begins during requirements definition and extends through initial operations. This section assesses the level of Startup Planning by evaluating the degree of implementation of specific activities throughout the various phases of a project.

[Contractor only question]

11.11.1. Was your company responsible for startup?Yes, full responsibility Yes, partial responsibility No, not responsible at all

[If no, contractors should skip the rest of this section; the following questions automatically apply to owners]

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11.11.2. To what extent was a formal startup execution plan developed?

Not at All Developed Partially DevelopedVery Extensively

DevelopedDon’t Know

1 2 3 4 5 6 7

11.11.3. To what extent was a formal startup execution plan implemented? Not at All Implemented

Partially ImplementedVery Extensively

Implemented Don’t Know

1 2 3 4 5 6 7

11.12. Technology Use and IntegrationThis section investigates the degree of technology use and integration for specific work functions on your project. For each work function, please use the first column to assess the level of automation. Using the second and third columns, please assess the level of internal company-level integration such as integration with other functions, project management systems and/or company systems and external company-level integration such as integration with other project stakeholders, respectively.

Use Levels

Automation

■ None (1): No electronic tools or commonly used electronic tools, all processes completed manually

■ Minimal (2): Checklists or simple tools are available to help complete the process

■ Moderate (3): Electronic tools are available to help complete part of the work

■ Extensive (4): Electronic tools complete most of the work after entering input data, with minimal amount of manual work after data are entered

■ Complete (5): Entire process automatically completed after input data are entered.

Integration

■ None (1): No data communication or sharing with other electronic tools

■ Minimal (2): Data (or information) produced from the work function are transferred manually because the data are rarely interoperable.

■ Moderate (3): Data (or information) produced from the work function are still manually transferred but some data are somewhat interoperable with other functions/stakeholders.

■ Extensive (4): Data (or information) produced from the work function are mostly interoperable with other functions/stakeholders and do not require manual transfer.

■ Complete (5): Data (or information) produced from the work function are seamlessly interoperable with other functions/stakeholders and no manual data transfer is required.

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Level of Work Task Automation

Level of Internal Integration

Level of External Integration

N/Aor

UNK1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Project Management

Front End Planning

Detail Design

Procurement

Construction

Startup/Commissioning

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12. Engineering Productivity Metrics

General Instructions

Please enter data at the most detailed level possible to produce the most meaningful metrics. If you cannot input data for the breakouts, please enter totals where possible.

Instructions for Computation of Work-Hours and Rework-Hours

Work-hours are computed by the summation of all the account hours that are listed as Direct in the table below. All account hours listed as Indirect are to be excluded from the work-hours that are submitted in the productivity data. Within a category, direct work-hours that cannot be specifically assigned into the provided classifications, and have not been excluded, should be prorated based on known work-hours or quantities as appropriate. Please review the table completely before providing data in the following sections.

Direct work-hours should include all detail engineering hours used to produce deliverables including site investigations, meetings, planning, constructability, RFIs, etc., and rework. Specifically exclude work-hours for operating manuals and demolition drawings.

Direct Indirect

Acc

ount

Discipline Engineer Document Control

Designer Reproduction Graphics

Technician Project Management

Project Controls (cost/schedule/estimating)

Project Engineer

Secretary/clerk

Procurement (supply management)

Construction Support

(test package support, commissioning, etc.)

Quality Assurance

Accounting

Legal

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12.1. Engineering Team and Workhours

12.1.1. Please provide the total detailed engineering work hours for this project. This total should include work performed by all disciplines including process engineering:

Direct Work Hours

Indirect Work Hours

12.1.2. Please provide information regarding process design listed as follows:

Total P&ID Work-Hours for This Project _________

Total Deliverables for P&ID _________

12.1.3. Please indicate the contractor engineering project manager’s level of experience with similar projects / process.

No Experience

2 or 3 projects

> 5 projects NA/ UNK

0 1 2 3 4

12.1.4. What is the size of the engineering team in this project on the basis of 40 wk-hr /week?

Maximum _________ FTE;

Average _________ FTE;

12.1.5. What is the percentage turnover of engineering discipline / project leads assigned to the team in this project? __________ %

12.1.6. Please indicate the owner engineering project manager’s level of experience with similar projects / process.

LowNo

Experience

Medium2 or 3

projects

High> 5 projects NA/

UNK0 1 2 3 4

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12.1.7. Please indicate owner engineering team’s level of experience with similar projects / process.

No Experience

2 or 3 projects

> 5 projects NA/ UNK

0 1 2 3 4

<10% 10%~20% 20%~30% 30%~40% >40% NA/ UNK

[If yes, the FEP Design team was the same as the detailed engineering team, please skip next question.]

12.1.11. On average, the interfaces between prime design contractors were well managed and fully completed.

StronglyDisagree

NeutralStronglyAgree NA/ UNK

0 1 2 3 4

12.1.12. The schedule of detail engineering phase in this project is aggressive considering team size and project complexity.

StronglyDisagree

NeutralStronglyAgree NA/ UNK

0 1 2 3 4

12.1.13. Which type of organization is the most similar to the engineering team for this project? (Please see the definition below)

Functional Organization

Project Organization

Matrix Organization

Task Organization

NA/ UNK

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Task Organization (for every specialized skills)

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Functional Organization

Staffs are recruited, trained, and assigned to support projects, but are permanently assigned to a functional manager.

Project Organization

Staff working on a project report to the project manager regardless of function.

Matrix Organization

Project managers draw support from each function as required. Functional managers are responsible for recruitment, training and technical support.

12.2. Concrete [Upstream Oil and Gas will not include this section)]

InstructionsPlease complete the following tables indicating quantity and engineering work-hours for the categories appropriate to your project. If you cannot enter all data then enter totals only. Include rework in the work-hours only. If the project had no work hours or quantities for a category, check none.

The quantity of concrete is that concrete that is required for the specified slab, foundation, or structure provided in the final Issued for Construction (IFC) drawings.

Refer to the section “Instructions for Computation of Work-Hours and Rework-Hours” for a detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the work-hours.

12.2.1. Which design platform was used for this category in this project? Check all that apply.

2D 3D

Slabs NoneIFC Quantity(cubic yards)

Engineering Work-Hours(including rework)

(hours)

Ground & Supported Slabs

Area Paving

Total Slabs

Foundations NoneIFC Quantity(cubic yards)


(hours)

Foundations (< 5CY)

Foundations (>= 5CY)

Total Foundations (CY)(Excluding piling)

NoneIFC Quantity(cubic yards)


(hours)

Concrete Structures

This includes concrete structures, columns, beams, cooling tower basins, trenches, formed elevated slabs/structures, retaining walls, and drainage structures.

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NoneIFC Quantity(cubic yards)


(hours)

Total Concrete

The total concrete quantity and work hours may be greater than the sum of totals for slabs, foundations and concrete structures if the project included concrete not in these categories.

NoneIFC Quantity

(each)


(hours)

Piling

12.2.2. Concrete Design Reuse

If the project design includes multiple similar components that allow reuse of design effort, estimate the percentage of the total quantity for concrete that did not require unique design.

Example: The total concrete quantity for a project is 5,000 CY. The design includes three identical foundations of 1,000 CY each. There are no other identical components. The estimated design reuse for concrete is:

2000 CY

5000 CY

= 40%

< 10%

>= 10%

> 20%

> 30%

> 40%

> 50%

> 60%

> 70%

> 80%

> 90%

12.3. Structural SteelInstructions

Please complete the following tables indicating quantity and engineering work-hours for the categories appropriate to your project. If possible, separate data for structural steel, pipe racks & utility bridges and miscellaneous steel. If you can not separate structural steel from pipe racks & utility bridges, combine these data in the space provided below. If you cannot enter all data then enter totals only. Include rework in the work-hours only. If the project had no workhours or quantities for a category, check none.

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The quantity of steel is that quantity of steel provided in the final Issued for Construction (IFC) drawings.

Refer to the section “Instructions for Computation of Work-Hours and Rework-Hours” for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the work-hours.


2D 3D

Structural Steel NoneIFC Quantity

(tons)Engineering Work-Hours

(including rework) (hours)

Structural Steel

This includes trusses, columns, girders, beams, struts, girts, purlins, vertical and horizontal bracing, bolts, and nuts.

Pipe Racks & UtilityBridges

This includes steel structures outside the physical boundaries of a major structure, which are used to support pipe, conduit, and/or cable tray.

Combined Structural Steel and Pipe Racks &

Utility Bridges*

* Enter combined structural steel and pipe racks & utility bridges if you cannot separate the quantities above.

Miscellaneous Steel

This includes handrails, toeplate, grating, checker plate, stairs, ladders, cages, miscellaneous platforms, pre-mounted ladders and platforms, miscellaneous support steel including scab on supports, “T” and “H” type supports, trench covers, and Q decking.

Total Steel

This is the total of structural steel, pipe racks & utility bridges, and miscellaneous steel from above or the total of combined structural steel, pipe racks & utility bridges (if not separated) and miscellaneous steel. If you have quantities for steel not included in the breakouts above, include them in the totals here.

12.3.2. Structural Steel Design Reuse

If the project design includes multiple similar components that allow reuse of design effort, estimate the percentage of the total quantity for structural steel that did not require unique design.

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Example: The total steel quantity for a project is 5,000 tons. The design includes three identical structural steel frames of 1,000 tons each. There are no other identical components. The estimated repeated quantity for steel is:

2000 Tons 5000 Tons

= 40%

< 10% >= 10% > 20% > 30% > 40% > 50% > 60% > 70% > 80% > 90%

12.4. ElectricalInstructions

Please complete the following tables indicating quantity and engineering work-hours for the categories appropriate to your project. If you cannot enter all data then enter totals only. Include rework in the work-hours only. If the project had no work hours or quantities for a category, check none.

12.4.1. Total Direct Engineering Electrical Work-Hours for This Project _________

12.4.2. Total Connected Horsepower of Motors _________

12.4.3. Number of Motors _________

12.4.4. Total KVA Load of Project _________

The quantity of electrical equipment, conduit, cable trays, wire, termination, and lighting fixtures are the quantity of each provided in the final Issued for Construction (IFC) drawings. Refer to the section “Instructions for Computation of Work-Hours and Rework-Hours” for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the work-hours.


2D 3D

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Electrical Equipment NoneIFC

Quantity(each)


(hours)Electrical Equipment 600V & Below

Electrical Equipment Over 600V

Electrical equipment includes transformers, switchgear, UPS systems, MCCs, rectifiers, motors, etc. This also includes work-hours for single line, elementary diagrams and studies. (Generator data is collected in the power generation equipment section)

Total Electrical Equipment

None IFC Quantity


(hours)

ConduitLinear Feet

Number of Runs

This includes power plan, cable and conduit schedule and interconnects. Exposed / aboveground and underground

None IFC Quantity(linear feet)


(hours)Cable Tray

This includes electrical and instrument cable trays, channels, supports, covers, etc.

None IFC QuantityEngineering Work-Hours

(including rework)(hours)

Wire & Cable(w/o conduit or

tray)

Linear Feet

Number of Terminations

This includes power, control and grounding cables.

None IFC Quantity(each-Fixtures)


(hours)Lighting

This includes fixtures, conduit, wiring, panels, and control devices. Quantity to be number of fixtures.

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12.5. PipingInstructions

Please complete the following tables indicating quantity, percent hot and cold, and engineering work-hours for the categories appropriate to your project. Piping includes under ground pressure pipe. Exclude tubing. If you cannot enter all data then enter totals only. Include rework in the work-hours only. If the project had no workhours or quantities for a category, enter none.

The quantity of piping is that piping specified in the final Issued for Construction (IFC) drawings. This quantity should not be “cut lengths” but should be measured “center-to-center” through valves and fittings as with the quantity for the construction metric. Most “CADD dumps” are cut lengths. The quantity should be adjusted to be the length measured as noted above.


Hot piping is that piping which has a design temperature greater than 250 degrees Fahrenheit. Cold piping is that piping which has a design temperature less than minus 20 degrees Fahrenheit.


2D 3D

Piping None IFC Quantity

Percent Hot and Cold (%)


(hours)Small Bore

(2-1/2” and Smaller)(linear feet)Large Bore

(3” and Larger)(linear feet)

Engineered Hangers and Supports (each)

(Includes stress analysis)

Number of pipe fittings*

Total Piping(linear feet only)**

* Elbows, flanges, reducers, branch connection fittings e.g. o-lets, saddles etc., Y’s, T’s, caps, unions, couplings, etc.

** Total piping quantity is linear feet only. The total piping work-hours include those hours for small & large bore piping, engineered hangers and supports and fittings.

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12.6. InstrumentationInstructions

Please complete the following tables indicating quantity and engineering work-hours for the categories appropriate to your project. If you cannot enter all data then enter totals only. Include rework in the work-hours only. If the project had no workhours or quantities for a category, enter none. The quantity of instrumentation is that quantity provided in the final Issued for Construction (IFC) drawings.



2D 3D

Instrumentation None IFC QuantityEngineering Work-Hours


Loops (count)

Tagged Devices (count)

I/O (count)

This includes all instrument and control design work-hours except DCS/PLC Configuration and Programming. I/O (count) includes the I/O that comes over digital communication interfaces from outside of the control system. For such interfaces, count the addressable points. For fieldbus interfaces, count only the devices.

DCS/PLC Design included

DCS/PLC Configuration and Programming

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12.7. EquipmentInstructions

Please complete the following tables indicating quantity and engineering work-hours for the categories appropriate to your project. If you cannot enter all data then enter totals only. Include rework in the work-hours only. If the project had no workhours or quantities for a category, enter none.

The Total Quantity of equipment is the quantity of tagged items provided in the final Issued for Construction (IFC) drawings with vendor designed skids being counted as a single item. The Individually Designed quantity is the quantity defined by unique data sheets. For example, pump P201a/b is one unique data sheet, but is a total of two items.

These hours include only mechanical discipline hours.



2D 3D

Pressure VesselsNone

Individually Designed

(each)Total Quantity

(each)Engineering Work-Hours


This includes tray/packed towers, columns, reactors/regenerators, and miscellaneous other pressure vessels. Field fabricated towers, columns, reactors and regenerators should also be included.

Atmospheric TanksNone

Individually Designed

(each)

Total Quantity(each)


(hours)

This includes storage tanks, floating roof tanks, bins/hoppers/silos/cyclones, cryogenic & low temperature tanks and miscellaneous other atmospheric tanks.

Heat Transfer Equipment

NoneIndividually Designed

(each)



(hours)

This includes heat exchangers, fin fan coolers, evaporators, cooling towers and miscellaneous other heat transfer equipment.

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Boiler & Fired Heaters


(each)


EngineeringWork-Hours


Total(BTU/Hr)

This includes packaged boilers, field erected boilers, fired heaters, waste heat boilers, stand-alone stacks, and miscellaneous other boilers and fired heaters.

Rotating Equipment (w/drivers)


(each)




Total(horsepower

)

This includes compressors (centrifugal/reciprocating), blowers, screw rotary compressors, metering/in-line pumps, pumps (centrifugal/reciprocating), positive displacement pumps, agitators, mixers, blenders and other miscellaneous compressors, fans and pumps.

Material Handling Equipment (w/drivers)


(each)



(hours)

This includes conveyors (belt, chain, screen, rotor, etc.), cranes & hoists, scales, lifts, stackers, reclaimers, ship loaders, compactors, feeders and baggers, and miscellaneous other material handling equipment.

Power Generation Equipment


(each)


Engineering Work-Hours

(including rework)(hours))

Total(kilo-watts)

This includes gas turbines, steam turbines, generators, and other miscellaneous power generation equipment.

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Pulp & Paper Equipment NoneIndividually Designed

(each)




Woodyard Equipment

Pulp Mill Equipment

Bleach Plant Equipment

Stock Preparation Equipment

Wet End Equipment (through the Presses)

Dryer Sections

Dry End Equipment including Roll Wrap/Converter Equipment

Total Pulp & PaperEquipment

This includes all paper machines and miscellaneous other pulp & paper equipment.

Other Process Equipment


(each)



(hours)

This includes specialty gas equipment, bulk chemical equipment, process equipment, particle extraction (bag houses, scrubbers, etc.), treatment systems (water treatment, etc.), incinerators, and flares/flare systems.

Vendor-DesignedModules & Pre-

Assembled Skids


(each)



(hours)

This includes modules (partial units) and complete skids units.

Total Equipment Count*


(each)



(hours)**

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Skids & modules with multiple equipments are counted still as a single entry.

* Total equipment count may include items not identified above.

** This is total mechanical discipline direct work-hours.

12.8. Direct Hire / Contract / Off-Shore Instructions

Please complete the following tables indicating engineering direct work-hours for the categories appropriate to your project and specify the country where off-shore engineering is performed. If you cannot enter detailed data then enter totals only. If the project had no work hours for a category, enter none.

Refer to the section “Instructions for Computation of Work-Hours” for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the work-hours.

Definitions

A direct-hired employee differs from a contracted one in that the employer has the following responsibilities to the employee:

Withholding Federal income tax, Withholding and paying the employer social security and Medicare tax, Paying Federal unemployment tax (FUTA) Issuing Form W-2, Wage and Tax Statement, annually, Reporting wages on Form 941, Employer’s Quarterly Federal Tax Return

The term “Off-Shore” refers to the use of low-cost engineering centers throughout the world.

(Source: International Revenue Service, IRS and “Decline of the Engineering Class: Effects of Global Outsourcing of Engineering Services”, Paul T. Bryant, P.E, Leadership and Management in Engineering, April 2006, pp.59-71)

Disciplines NoneDirect-Hire Contract

Contract Off-Shore Total Contract Off-Shore Total

Concrete Hrs Hrs Hrs Hrs Hrs Hrs

Steel Hrs Hrs Hrs Hrs Hrs Hrs

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Piping Hrs Hrs Hrs Hrs Hrs Hrs

Electrical Hrs Hrs Hrs Hrs Hrs Hrs

Instr. Hrs Hrs Hrs Hrs Hrs Hrs

Equipment Hrs Hrs Hrs Hrs Hrs Hrs

Total Hrs Hrs Hrs Hrs Hrs Hrs

If engineering is off-shore, please specify the countries:

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13. Construction Productivity MetricsInstructions for Computation of Actual Work-Hours and Rework-HoursActual work-hours are computed by the summation of all the account hours that are listed as Direct in the following table. All the account hours listed as Indirect are to be excluded from the actual work-hours that are submitted in the productivity data for the following sections. Actual work-hours should include hours for rework. If you track actual rework-hours, please record this information at the end of each section where requested. Please review this table completely before providing data in the following sections.

Direct Indirect

Acc

ount

Direct Craft Labour Accounting Procurement

Foreman Area Superintendent Process Equipment Maintenance

General Foreman Assistant Project Manager Project Controls

Load and Haul Bus Drivers Project Manager

Oilers Clerical QA/QC

Operating Engineer Craft Planners Quantity Surveyors

Safety Meetings Craft Superintendent Receive and Offload

Scaffolding Craft Training Recruiting

Truck Drivers Direct Crane Setup/take down Safety

Document Control Safety Barricades

Drug Testing Security

Equipment Coordinator Show-up/Travel Time

Evacuation Time Site Construction Manager

Field Administration Staff Site Maintenance

Field Engineer-Project Subcontract Administrator

Field Staff (Hourly) Supervision (Hourly)

Field Staff (Salary) Surveying Crews

Fire Watch Temporary Facilities

Flag Person Temporary Utilities

General Superintendent Test Welders

Hole Watch Tool Room

Janitorial Truck Drivers Indirect

Job Clean-Up Warehouse

Master Mechanic Warehousing

Material Control Water Hauling

Mobilization Payroll Clerks/ Timekeepers

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Nomex Distribution Orientation Time

13.1. Concrete[Upstream Oil and Gas will not include this section]

Instructions

Please complete the following tables indicating installed neat quantity and work-hours (including rework) for the categories appropriate to your project and indicate if the work performed for each category was subcontracted or not. If work performed for a category was both subcontracted and in-house, indicate the type that was more predominate. Also, please record the total rework-hours with source information if available where requested at the end of the section.

Include work-hours for the following selected activities:

Loading material at the jobsite yard, hauling to, and unloading at the job work site; local layout, excavation and backfill, fabrication, installation, stripping and cleaning forms; field installation of reinforcing material; field installation of all embeds; all concrete placement, curing, finishing, rubbing, mud mats; and anchor bolt installation.

Do not include work hours for:

Piling, drilled piers, wellpoints and major de-watering, concrete fireproofing, batch plants, non-permanent roads and facilities, third party testing, mass excavations, rock excavations, site survey, q-deck, sheet piles, earthwork shoring, cold pour preparation, grouting, precast tees, panels, decks, vaults, manholes, etc.

Definitions

The Installed Neat Quantity of concrete is that concrete that is required for the specified slab, foundation, or structure provided in the project’s plans and specifications and does not include any quantity of concrete that is used due to rework.

Refer to the section “Instructions for Computation of Actual Work-Hours and Rework-Hours” for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the actual work-hours.

Slabs NoneSubcontracted

(Yes or No)Installed Quantity

(cubic yards)

Actual Work-Hours(including rework)

(hours)

On-Grade

Elevated Slabs/On Deck

Area Paving

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Total Slabs

Foundations NoneSubcontracted


(cubic yards)


(hours)

< 5 cubic yards

5 – 20 cubic yards

21– 50 cubic yards

> 50 cubic yards

Total Foundations

NoneSubcontracted


(cubic yards)


(hours)

Concrete Structures

This includes concrete structures, columns, beams, cooling tower basins, trenches, formed elevated slabs/structures, retaining walls, and drainage structures.

NoneSubcontracted


(cubic yards)


(hours)

Total Concrete

The total concrete quantity and work hours may be greater than the sum of totals for slabs, foundations and concrete structures if the project included concrete not in these categories.

13.1.1. Rework-HoursSource of Rework-Hours for

ConcreteRework-Hours

(hours)

Design

Vendor

Owner

Contractor

Other:

Total

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13.1.2. Concrete Repetitive Construction If the project includes multiple similar components that allow construction efficiencies (i.e. based on learning curve, formwork reuse, etc.), estimate the percentage of the total quantity for concrete that was repeated.

Example: The total concrete quantity for a project is 5,000 CY. There are three identical foundations of 1,000 CY each installed on-site. There are no other identical components. The estimated repeated quantity for concrete is:

2,000 CY 5,000 CY

= 40%

< 10% >= 10% > 20% > 30% > 40% > 50% > 60% > 70% > 80% > 90%

13.2. Structural SteelInstructions

Please complete the following tables indicating installed quantity and work-hours (including rework) for the categories appropriate to your project and indicate if the work performed for each category was subcontracted or not. If work performed for a category was both subcontracted and in-house, indicate the type that was more predominate. Also, please record the total rework-hours with source information if available where requested at the end of the section.

This includes work-hours for the following selected activities:

Shake-out, transporting, erection, plumbing, leveling, bolting, and welding.

Do not include work-hours for:

Fabrication, demolition, and architectural work, such as roofing, siding and vents.

Definitions

The Installed Quantity of steel is that quantity of steel provided in the project’s plans and specifications and does not include any quantity of steel that is used due to rework.


Structural Steel None Subcontracted(Yes or No)

Installed Quantity(tons)


(hours)

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Structural Steel

This includes trusses, columns, girders, beams, struts, girts, purlins, vertical and horizontal bracing, bolts, and nuts.

Pipe Racks & Utility Bridges

This includes steel structures outside the physical boundaries of a major structure, which is used to support pipe, conduit, and/or cable tray.

Miscellaneous Steel

This includes handrails, toeplate, grating, checker plate, stairs, ladders, cages, miscellaneous platforms, pre-mounted ladders and platforms, miscellaneous support steel including scab on supports, “T” and “H” type supports, trench covers, and Q decking.

Total Structural Steel



(hours)

Design

Vendor

Owner

Contractor

Other:

Total

13.2.2. Structural Steel Repetitive Construction

If the project includes multiple similar components that allow construction efficiencies (i.e. based on learning curve, formwork reuse, etc.), estimate the percentage of the total quantity for structural steel that was repeated.

Example: The total steel quantity for a project is 5,000 tons. There are three identical structural steel frames of 1,000 tons each installed on-site. There are no other identical components. The estimated repeated quantity for steel is:

2,000 Tons 5,000 Tons

= 40%

< 10% >= 10% > 20% > 30% > 40% > 50% > 60% > 70% > 80% > 90%

13.3. Electrical of 73

Instructions



Installation, testing, labeling, etc.

Definitions

The Installed Quantity of electrical equipment, devices, conduit and cable trays are the quantity of each provided in the project’s plans and specifications and does not include any quantity that is used due to rework.


13.3.1. Total Direct Electrical Work-Hours for This Project _____________

13.3.2. Total Connected Horsepower of Motors _____________

13.3.3. Number of Motors _____________

13.3.4. Total KVA Load of Project _____________

Electrical Equipment and Devices None

Subcontracted(Yes or No)

Installed Quantity(each)


(hours)

Panels and Small Devices

This includes all labor for the installation of lighting and power panels, dry type transformers, control stations (pushbuttons, small local panels, etc.), welding receptacles and their supports. Count includes only actual electrical devices - not supports.

Electrical Equipment 600V & Below

Electrical EquipmentOver 600V

Total Electrical Equipment

This includes all labor for the installation of transformers, switchgear, UPS systems, MCCs, DCS/PLC racks and panels, etc.

Instructions for calculation of Weighted-Average Diameter of Conduit

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Conduit NoneSubcontracted

(Yes or No)

WeightedAverageDiameter(inches)

Installed Quantity

(lineal feet)

Actual Work-Hours


Exposed or Aboveground Conduit

This includes all labor for installation of conduit, hangers, supports, fittings, flexible connections, marking, grounding jumpers, seals, boxes, etc.

This excludes lighting conduit.

Underground, Duct Bank or Embedded Conduit

This includes all labor for installation of conduit, supports, grounding jumpers, etc. Does not include excavation, backfill, concrete, manholes, etc.

Total Conduit

Instructions for calculation of Weighted-Average Size of Cable Tray

NoneSubcontracted

(Yes or No)

WeightedAverage Size

(width in inches)

Installed Quantity

(lineal feet)

Actual Work Hours(including rework)

(hours)

Cable Tray

This includes all labor for the installation of tray, channel, supports, covers, grounding jumpers, marking, etc. It does not include fire stop or cable tray for instrument wire and cable.

Wire and Cable NoneSubcontracted


(lineal feet)


(hours)

Power and Control Cable - 600V & below

This includes all labor for the installation, termination, labeling, and testing of 600V and below power and control cable. It does not include heat-tracing cable.

Power Cable – 5 & 15KV

This includes all labor for the installation, termination, labeling, and testing of medium voltage power cables.

Total Wire and Cable

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Other Electrical NoneSubcontracted



(hours)

Lighting (each-Fixtures)

This includes all labor for the installation of fixtures (including lamps and supports) and for the installation of conduit and wiring from the lighting panel to the fixtures. Includes any control equipment, switches, conduit, wiring and accessories installed on the load side of the lighting panel. Installation of lighting panels is included in Panels and Small Devices and power feeder wiring for the panel is included in Power and Control Cable - 600V.

Grounding (lineal feet)

This includes all the labor for the installation of cable, ground rods, connectors and all accessories for the installation of conduit and wiring from the lighting panel to the fixtures. Includes work hours for the installation of ground cables pulled into cable trays, duct banks, and installed exposed in electric or other rooms. The footage is based on the total footage of ground cable installed.

Electrical Heat Tracing (lineal feet)

This includes the labor for the installation of electric heat trace cable, power feeds to the cable, control accessories, end of line devices, connectors, tape or other strapping/support materials, and any other items needed to complete the heat trace system. Footage is based on the lineal footage of process and utility piping heat traced.



(hours)

Design

Vendor

Owner

Contractor

Other:

Total

13.4. PipingInstructions

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Please complete the following tables indicating the weighted-average diameter in inches, the installed quantity, percent shop fabricated, percent hot and cold, and work-hours (including rework) for the categories appropriate to your project and indicate if the work performed for each category was subcontracted or not. If work performed for a category was both subcontracted and in-house, indicate the type that was more predominate. Also, please record the total rework-hours with source information if available where requested at the end of the section.

Include work-hours for the following selected activities:

Erecting and installing piping, including welding, valves, in-line specials, flushing/hydro testing, tie-ins (excluding hot taps), material handling (from the laydown yard to the field), in-line devices, specialties, equipment operators, and hangers & supports.


Non-destructive evaluation (NDE), steam tracing, stress relieving, underground piping, offloading pipe as it is received, commissioning, scaffolding and field fabrication of large bore.

Definitions

The Installed Quantity of piping is that piping specified in the project’s plans and specifications and does not include any quantity of piping that is used due to rework.


Instructions for calculation of Small Bore Weighted-Average Diameter

Small Bore (2-1/2” and Smaller)

- Field and Shop Fabricated and Field Run (Excludes Tubing)

Small Bore None Subcontracted(Yes or No)

Weighted- Average Diameter(inches)

Installed Quantity

(lineal feet)

ActualWork-Hours


Percent Shop Fabricated

(%)

Carbon Steel

Stainless Steel

Chrome

Other Alloys

Total Small Bore

In the following sections for large bore piping the following definitions apply for hot and cold piping. Hot piping is that piping which has a design temperature greater than 250

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degrees Fahrenheit. Cold piping is that piping which has a design temperature less than minus 20 degrees Fahrenheit.

Instructions for calculation of ISBL and OSBL Large Bore Weighted-Average Diameter

Inside Battery Limits (ISBL) Large Bore (3” and Larger) (Excludes Tubing)

Large Bore(ISBL) None Subcontracted

(Yes or No)

Weighted-Average Diameter (inches)

AverageWall

Thickness(schedule)

Installed Quantity

(lineal feet)

Actual Work-Hours


% Shop Fabricated

(%)

% Hotand Cold

(%)

Carbon Steel

Stainless Steel

Chrome

Other Alloys

Total Large Bore (ISBL)

Outside Battery Limits (OSBL) Large Bore (3” and Larger) (Excludes Tubing)

Large Bore(OSBL) None Subcontracted

(Yes or No)

Weighted-AverageDiameter (inches)

AverageWall

Thickness(schedule)

Installed Quantity

(lineal feet)

Actual Work-Hours


% Shop Fabricated

(%)

% HotandCold(%)

Carbon Steel

Stainless Steel

Chrome

Other Alloys

Total Large Bore (OSBL)

13.4.1. Rework-Hours

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Source of Rework-Hours for Piping

Rework-Hours(hours)

Design

Vendor

Owner

Contractor

Other:

Total

13.5. InstrumentationInstructions



Installation, calibration, testing, check out, and otherwise field certify the devices. A device is a physical device that has a tag number. This category includes process tubing, instrument air tubing, cable trays, conduits, instrument wire and cable, junction boxes, etc.


DCS, software, installation of in-line devices, programming and configuration.

Definitions

The Installed Quantity of instrumentation is that quantity provided in the project’s plans and specifications and does not include any quantity of instrumentation that is used due to rework.


Instrumentation None Subcontracted(Yes or No) Installed Quantity


(hours)

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Loops (count)

Devices(Instruments, count)

Unit of measure: Dual – Each based on loop check quantity.

Each based on field-installed devices.

Instrumentation wire and cable (lineal feet)



(hours)Design

Vendor

Owner

Contractor

Other:

Total

13.6. EquipmentInstructions

Please complete the following tables indicating installed quantity and work-hours (including rework) for the categories appropriate to your project and indicate if the work performed for each category was subcontracted or not. If work performed for a category was both subcontracted and in-house, indicate the type that was more predominate. If equipment is preassembled on-skids – Do not include in the equipment count. Also, please record the total rework-hours with source information if available where requested at the end of the section.

Definitions

The Installed Quantity of equipment is that quantity provided in the project’s plans and specifications and does not include any quantity of equipment that is used due to rework.


None Subcontracted(Yes or No)



(hours)

Total Weight(tons)

Total Equipment

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Include all major equipment list below

Pressure Vessels None Subcontracted(Yes or No)



(hours)

Total Weight(tons)

Pressure Vessels

This includes tray/packed towers, columns, reactors/regenerators, and miscellaneous other pressure vessels. Work-hours should include installation of trays and packing if installed in the field.

Field fabricated towers, columns, reactors and regenerators are not to be included.

Atmospheric Tanks – Shop Fabricated None Subcontracted

(Yes or No)Installed

Quantity (each)


(hours)

Total Capacity

(tons)Atmospheric Tanks – Shop Fabricated

This includes storage tanks, floating roof tanks, bins/hoppers/silos/cyclones, cryogenic & low temperature tanks and miscellaneous other atmospheric tanks. Include all shop built-up and field-erected tanks. Excluded are field fabricated and assembled tanks.

Atmospheric Tanks – Field Fabricated None Subcontracted


Quantity (each)


(hours)

Total Capacity

(tons)Atmospheric Tanks –

Field Fabricated

This includes storage tanks, floating roof tanks, bins/hoppers/silos/cyclones, cryogenic and low temperature tanks, and other miscellaneous atmospheric tanks.

Heat Transfer Equipment None Subcontracted


Quantity (each)


(hours)

Total Weight (tons)

Heat Transfer Equipment

This includes heat exchangers, fin fan coolers, evaporators, package cooling towers and miscellaneous other heat transfer equipment.

Boiler & Fired Heaters None Subcontracted(Yes or No)



(hours)

Total(MBTU)

Boiler & Fired Heaters

This includes packaged boilers, field erected boilers, fired heaters, waste heat boilers, stand-alone stacks, and miscellaneous other boilers and fired heaters.

Rotating Equipment None Subcontracted Installed Actual Work-Hours Total

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(w/drivers) (Yes or No) Quantity(each)


(horsepower)

Rotating Equipment (w/drivers)

This includes compressors (centrifugal/reciprocating), blowers, screw rotary compressors, metering/in-line pumps, pumps (centrifugal/reciprocating), positive displacement pumps, agitators, mixers, blenders and other miscellaneous compressors, fans and pumps.

Material Handling Equipment (w/drivers) None


Installed Quantity

(each)


(hours)

Total Weight (tons)

Material Handling Equipment (w/drivers)

This includes conveyors (belt, chain, screen, rotor, etc.), cranes & hoists, scales, lifts, stackers, reclaimers, ship loaders, compactors, feeders and baggers, and miscellaneous other material handling equipment.

Power Generation Equipment None


Installed Quantity

(each)


(hours)

Total(kilo-watts)

Power Generation Equipment

This includes gas turbines, steam turbines, generators, and other miscellaneous power generation equipment.

Pulp & Paper Equipment None


Installed Quantity

(each)


(hours)

Total Weight (tons)

Woodyard Equipment

Pulp Mill Equipment

Bleach Plant Equipment

Stock Preparation Equipment

Wet End Equipment (through the Presses)

Dryer Sections

Dry End Equipment including Roll Wrap/Converter Equipment

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Total Pulp & Paper Equipment

This includes all paper machines and miscellaneous other pulp & paper equipment.

Other Process Equipment None



Actual Work-Hours


Total Weight (tons)

Other Process Equipment

This includes specialty gas equipment, bulk chemical equipment, process equipment, particle extraction (bag houses, scrubbers, etc.), treatment systems (water treatment, etc.), incinerators, and flares/flare systems.

Modules &Pre-Assembled Skids

NoneSubcontracted


(each)

Actual Work-Hours


Total Weight (tons)

Modules &

Pre-Assembled Skids

This includes on-site work hours for installation of modules (partial units) and complete skids units.



(hours)

Design

Vendor

Owner

Contractor

Other:

Total

13.7. InsulationInstructions

Please complete the following tables indicating average thickness or diameter, installed quantity, and work-hours (including rework) for the categories appropriate to your project and indicate if the work performed for each category was subcontracted or not. If

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work performed for a category was both subcontracted and in-house, indicate the type that was more predominate. Also, please record the total rework-hours with source information if available where requested at the end of the section.

Definitions

The Installed Quantity of insulation is that quantity of insulation that is required for the equipment and piping provided in the project’s plans and specifications and does not include any quantity of insulation that is used due to rework.


13.7.1. EquipmentThis includes work-hours for the following selected activities:

Installation of insulation, jacketing overall vessels, tanks, exchangers, etc.; installation of equipment blankets for pumps, exchangers, etc.; material handling.

Insulation NoneSubcontracted

(Yes or No)

AverageThickness(inches)

Installed Quantity(square feet ofinsulated area)


(hours)

Equipment

13.7.2. Piping


Installation of insulation and jacketing over pipe, valves and fittings; installation of valve insulation blankets and flange insulation.

Instructions for calculation of Weighted-Average Diameter of Piping with Insulation

Insulation NoneSubcontracted

(Yes or No)

Weighted-Average Diameter(inches)

Average Thickness (inches)

Installed Quantity

(equivalent linear feet)

Actual Work-Hours


Piping

ELF – Equivalent Linear Feet of insulation applied to piping. Multiple layers count only one time in linear footage.

13.7.3. Rework-HoursSource of Rework-Hours for Rework-Hours

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Concrete (hours)

Design

Vendor

Owner

Contractor

Other:

Total

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13.8. ScaffoldingInstructionsPlease complete the following table indicating work-hours for the scaffolding appropriate to your project and indicate if the work performed for the item was subcontracted or not. If work performed for the item was both subcontracted and in-house, indicate the type that was more predominant.

Definitions

Total scaffolding work-hours refers to the required work hours for scaffolding, collected to calculate the ratio in terms of scaffolding work-hours divided by total direct hours. Refer to the section “Instructions for Computation of Actual Work-Hours and Rework-Hours” for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the actual work-hours.


On-site transportation, installation and disassembly.


Pre-fabrication of scaffold.



(hours)

Scaffolding WH/ Total direct hours

(Ratio)

Scaffolding

Source of Scaffold Materials? Free Issue to Contractor

Rented

Purchased & Included as part of Scaffold Cost

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14. Pipeline Specific Questions [only apply to pipeline projects]

Project typeGreenfield/No Existing ROW Expansion/Looping utilizing existing ROWParallel Foreign Pipeline ROW

What was the most predominant diameter of pipe used on this project? Under 16” Diameter 16” to Under 24” Diameter 24” to Under 36” Diameter 36” and Larger Diameter

What type of pipeline is it? above ground buried mixed

Numbers of crossings for all spreads in the project

How many of these achieved by Horizontal Directional Drilling (HDD)?

Major Roads

Minor Roads*

Railway

Major River

Minor River*

Sensitive environment zone

Other pipelines or communication lines

Note: a minor crossing is less than 50 meters (equivalent to about 164 feet).

How many spreads did this project have?

Please identify the percentage of each labour type [COAA ONLY]

Alternate Unions (Merit, CLAC) %Building Trades / PLCC %

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jd27445, 10/03/12,

can we hide this question?

hz2293, 10/03/12,

(Shared questions with COAA Program)

Non-Union %Other Unions %

Pipe cost: $ (excluding transportation and installation cost)Pipe coating cost: $ Pipe freight cost (coated pipe landed at stockpile at ROW): $ Pipe freight cost (bare pipe to coater): $ Mainline construction cost: $ Crossing construction cost:$ Surveying Cost: $_____________________NDT Cost: $_____________________Right of Way (ROW) Initial Restoration (@ completion): $_____________________ Pipe size (weighted average diameter) (meters / inches)

Estimated length of Pipe: (km / mile)Actual length of Pipe: (km / mile)Total weight of pipe: (metric ton / short ton)Length of pipe with concrete coating ( km / mile)Length of pipe with pipe weights or anchors ( km / mile)Length of pipe with road ditch ( km / mile)

Pipe Joint Length

Single-Jointed Pipe (km / miles)

Double-Jointed Pipe (km / miles)

Pipe wall thickness (weighted average) (cm / inches)

Type of coating (please select main coating)EpoxyRock Jacket3 layerOther

Pipe grade (project average grade – most prevalent)

Primary source of pipe (list countries)_____________________________________________________________

Product Type

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Oil Gas

Sweet Sour

Other

Terrain Type %

Farmland/Agricultural

Grassland/Prairie

Forest

Note: percentages must add up to 100%.

Terrain Grade %

Hilly

Flat

Mountainous


Type of Soil %

Saturated Soils (wet/boreal forest)

Muskeg

Rocky

Sandy


Land Use %

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Crown

Rural Freehold

Semi-Rural

Populated


Design capacity (m3/day or cubic foot /day)

Actual capacity (m3/day or cubic foot/day)

Average Crew Size (number of people)

Cost ($) Total Work Hours

Clearing

Ditching

Grading

Bending

Welding

Tie-in

Clean-up

Hydro Testing

Other

Total number of welds Welding phase duration: (in work days, excludes tie-ins)

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15. Building Project Specific [only applicable to high rise and low rise office building]

15.1. Project Dimensions

Administration Facility Dimensions Tables a) Office Space Area (Working areas for

individuals) NA Unknownb) Circulation Space Area (Major hallways

and staircases) NA Unknownd) Mechanical Space Area (Mechanical

space and electrical / telecom / IT closets) NA Unknown

f) Shell Space Area NA Unknownh) Meeting Room Area (Working areas for

groups) NA Unknownj) Virtual Meeting Room Area

(Telepresence rooms) NA Unknown

l) Auditorium Area NA Unknownn) Support Space Area (toilets / nursing /

storage / break room / print room / janitor closet / library / loading dock / sundries shop / etc)

NA Unknown

p) Training Room Area (training for sales reps and doctors, etc.) NA Unknown

r) Fitness Center Area NA Unknownt) Cafeteria (including food preparation

and service) Area NA Unknownv) Reception Area (Total of all reception

areas on all floors (dedicated, upgraded space)) NA Unknown

x) Healthcare Facility (Day-care center, etc) Area NA Unknown

y) Gross Area of Facility NA Unknown

5/22/2023 72

hz2293, 10/03/12,

(Shared questions with Pharma Program)

15.2. Project Characteristic Data

Administration Buildings

CapacityDesign capacity (how many people was the building designed for)

(# of People)

NA Unknown

Assigned capacity (how many people are assigned to the building)

(# of People) NA Unknown

Cafeteria Seating (excluding outside patios) (# of Seats)

NA Unknown

Auditorium Seating (# of Seats) NA Unknown

Cost

Furniture cost (including modular partitions) NA Unknown

LEED certification cost NA Unknown

if certified, specify level achieved

A/V equipment cost NA Unknown

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