managing human factor engineering in projects user guide

Shell Global Solutions Confidential

OGP Project ServicesUser GuideProject Value Process No.13: Managing Human Factor Engineering in Projects

OG.03.30714

Confidential This document is made available subject to the condition that the recipient will neither use nor disclose the contents except as agreed in writing with the copyright owner. Copyright is vested in Shell Global Solutions International B.V., The Hague. © Shell Global Solutions International B.V., 2003. All rights reserved. Neither the whole nor any part of this document may be reproduced or distributed in any form or by any means (electronic, mechanical, reprographic, recording or otherwise) without the prior written consent of the copyright owner.

Shell Global Solutions Shell Global Solutions is a trading style used by a network of technology companies of the Royal Dutch/Shell Group.

User Guide

Project Value Process No. 13 Managing Human Factor Engineering in Projects

Custodian: R. Huisman Shell Global Solutions, OGNL-OGP/1 Owner: H. Goudsmit Shell Global Solutions, OGNL-OGP Keywords: Project Management, Value Process, HFE

OG.03.30714 1 Confidential

Document History:

Date Issue Reason for change Author Name / Ref.Ind. Approved Name / Ref.Ind. Signature

May 2003

A Approved for Implementation

H. Clarijs, OGNL-OGP/8

H. Goudsmit, OGNL-OGP

The controlled copy of this document is held by Shell Global Solutions, OGP Project Support Group. All paper copies are uncontrolled.


Table of Contents

1. INTRODUCTION 3

2. OVERVIEW 4 2.1 OBJECTIVES 4 2.2 SYSTEMATIC APPROACH 4 2.3 BENEFITS AND COST OF APPLYING EMIS® 8

3. WHEN 10

4. HOW / WHY 11 4.1 HFE AWARENESS (FED-1) 11 4.2 HFE DESIGN ANALYSIS (FED-2) 11 4.3 HFE IMPLEMENTATION (FED-3) 12 4.4 HFE SUPPORT (IMPLEMENTATION) 12

5. WHAT 13 5.1 ACTIONS AND DELIVERABLES 13 5.2 CONSIDERATIONS IN APPLICATION OF THE PROCESS 13

6. WHO 14 6.1 PROJECT MANAGER 14 6.2 HFE COORDINATOR 14 6.3 HFE ENGINEER 14

7. APPLICABLE KPI’S 15 7.1 PROCESS RELATED KPIS: 15 7.2 END RESULT RELATED KPIS 15

8. TOOLS 16

9. DEFINITIONS / REFERENCES 17

APPENDIX A: OVERVIEW OF EMIS® 18

APPENDIX B: HFE - OVERVIEW OF ACTIVITIES FOR EACH PROJECT PHASE 19

APPENDIX C-1: HFE – ACTIVITY MATRIX DURING FED-1 20




1. INTRODUCTION

Project Value Processes (PVPs) are a series of facilitated work processes to assist Shell Global Solutions staff in developing and implementing capital projects. The use of PVPs is a requirement for all projects executed under the responsibility of the Shell Global Solutions OGP business group as defined in ‘OGP Governance: Project Development and Implementation’ (Ref 0). These PVPs assist project managers, project engineers and others involved in the development and implementation of capital projects to create maximum ‘value’ for the project through fit-for-purpose designs, strategies and plans.

The purpose of this User Guide is to provide the Project Team with guidelines and relevant information for the correct execution of this Project Value Process. In addition, it will assists in creating an awareness of relevant aspects of the value process and transferring knowledge on the subject to other parties, such as project sponsors, stakeholders, contractors, etc.

The ‘product’ resulting from the application of PVPs should be viewed as an ‘agreement’ between those parties that were actively engaged in executing these value processes. This agreement complements or refines the already agreed scope, objectives and plans for the project into more detailed and precise description or definition.

As PVPs are an integral element of OGP’s business process for projects, maximum benefits are derived from using them with relevant facilitation and in combination with the Project Development and Implementation Process and Project Guides.


2. Overview

2.1 Objectives

Human Factors Engineering (HFE) or ergonomics engineering (which can be considered synonyms), is the process of integrating human capabilities in the design of products, work places or work systems (plant/facility). HFE focuses on the interaction between people and their working environment. The objective is safe, healthy and effective people in combination with efficient work systems, which translates into strong operational performance.

People are a major factor in determining the success of a business, especially where this involves complex manufacturing or processing activities. This is in spite of advances over the last few years in key areas of technology, such as computing, process instrumentation and control, automation and even robotics. Successful companies are aware that operators and other such personnel are large determinants of the efficiency of work systems. The effective adaptation of the technical systems to human capacities, e.g. in operating and maintenance tasks, is a precondition to a strong operational performance. When designing systems it is important to consider HFE aspects at an appropriate stage of design, along with all economic and technical requirements. This approach in the energy and process industry is to institutionalise HFE so that it becomes integrated in all business processes and projects.

2.2 Systematic Approach

In order to get HFE demands systematically translated into all design specifications, Shell has developed an Ergonomics Management and Information System (EMIS®). This system is based on best practice and learning from past projects. EMIS® is a Quality Assurance system, that uses a hierarchy of procedures and tools to:

o Develop an HFE scope for the project

o Carry out analysis based on this scope

o Ensure that design requirements are implemented into the design of the project, through an HFEIP and agreed KPI’s

o Ensure that design requirements are assured during FED-3

o Evaluate HFE in the project during the Post Implementation Review

It ensures that the end user’s demand are systematically identified and included in all design and engineering requirements for the new facility.


EMIS® has been developed using two approaches:

1. By project function, i.e.:

o Information and Training tools (IT)

o Project Management and Quality Assurance tools (PMQ)

o Engineering tools (ET)

o Procurement Management tools (VM)

o Construction Management tools (CM)

2. Into four quality management levels based on the requirements of the project:

Level 1: Policy

Level 1 documents provide an overview of the EMIS® system and explain purpose and objectives of HFE. It facilitates creating an awareness of the various HFE aspects and how these influence the operations and maintenance of a plant. Target audience are the end-users of the new facility, business representatives, and project team members.

Level 2: Procedure

The level 2 documents describe the HFE activities of the various project development phases, including the roles and responsibilities of the persons involved. It specifies which HFE activities should be carried out in each project phase, and who is involved in executing them. This level is important for the project team and the design and engineering individuals involved.

Three main procedures are distinguished: (a) plant and equipment design, (b) building and workplace development, and (c) information design. Furthermore, specific tools have been developed to support projects in the area of: (a) human performance improvement, i.e. human behaviour and error reduction, (b) operational excellence, i.e. investment justification analysis for upgrading existing operations, and (c) health ergonomics, i.e. physical and mental stress reduction.

Level 3: Tools and Methods

The level 3 documents include specifications and design guidelines. This level also deals with topics that are relevant for various projects, e.g. control room design, computer interface design, office building design, plant lay-out, VDU screen design, development of lighting plans, general HFE training, process equipment specifications, vendor specification, and construction specifications. These documents are important for the project team, process design and discipline engineers, and operations and maintenance personnel.

Level 4: Standards

Level 4 documents are HFE standards such as ISO standards relating to topics such as noise, lighting and temperatures, safety and clearances of machinery, controls and display design, and usability specifications. These documents are to be used by project team, discipline engineers, HFE focal point, during the development of the BOD, BDP and project specification documents.

An important principle of the application of EMIS® is the process of identifying, understanding and specifying the detailed HFE design requirements at an appropriately early stage in the design process, such that these ‘requirements’ are incorporated within the design as reflected in the BOD, BDP and PS.


While further refinement activities may be required at a later phase during detailed design, this front-end development principle avoids the need to change the design at a late stage to include HFE requirements retroactively. This process includes the following steps:

Identification of Design Hotspots and Performance Issues

This is achieved using the HFE Focusing Tool and the Work Systems Analysis Tool.

The HFE Focusing Tool includes an assessment of the 10 Performance Factors for the project:

1. Efficiency in design Is there an opportunity to achieve higher levels of operational efficiency on specified end user tasks through improvements in design. Examples: a more logical and shorter operator’s round; easier and fewer manual valve operations; easier and more efficient pigging operations; easier change-out of removable items such as filters & consumables; pump start-up by one instead of two operators, etc.

2. Maintainability Is there a need to ensure a high level of maintainability for critical items through more focused attention to operator task demands. Examples: to assure achievement of availability targets; in exploiting shorter shutdown or change-out periods; to reduce the likelihood of maintenance errors on safety critical equipment; to reduce waiting time; to reduce adverse working postures; to provide hoisting equipment which is easier to use; saving on scaffolding cost, etc.

3. Safety & Reliability Is there an opportunity to improve safety & reliability through specific attention to human operations. Examples: reducing the likelihood & impact of identified critical human errors (e.g. reduced switching errors through a well designed overview; quicker and more effective urgent/emergency intervention; preventing unintended control actions, etc.).

4. Health Would the application of targeted design features assist in achieving worker health standards? Examples: reduced exposure to hazardous materials; less force required in manual handling; better working/living environment; fewer adverse working positions such as working when bending, crouching, on one leg, with the body twisted, less pulling, pushing, lifting, reduced bolting effort, etc.

5. Usability & IT Do specific usability issues need to be addressed to assure IT product effectiveness? For example, software usability, decision support tools for trip management, etc.

6. End users needs Does the success of this project depend on systematically assessing end users’ needs in relation to specific task demands? Examples: through timely and systematic capture & incorporation of end users’ knowledge of work systems in early design (for example by scheduling a front-end ergonomics evaluation session).

7. 3rd party customers Will external (3rd party) customers interface with the designed Shell facility/product? I.e. requiring a broader range of end users’ needs to be accommodated in the design - e.g. design of office building entrances, the design of a motor oil bottle; design of filling stations for 3rd party or external use etc).

8. Unfamiliar project or technology Is this the first project of its kind or the first use of a new design/technology? If so, this may require


e.g. trial use by end users of new work systems (hardware/software) to improve usability; task analysis of new tasks in order to understand hazards and opportunities & assist design.

9. HFE competency of design contractors competent Would the project benefit if design contractors to be used had HFE competence to deal with/identify HFE needs and opportunities? i.e. without that competence and an agreed approach HFE opportunities/resulting operational improvements may not be exploited.

10. HFE audit trail Is an audit trail required to demonstrate that HFE has been incorporated into the design of the project? Examples: as required by regulations (e.g. for a safety case where authorities require an explicit treatment of Human factors in design); or for insurance purposes (e.g. reduced premiums for reduced risks).

The project specific actions derived at with the HFE Focusing Tool are recorded in the Work Systems Analysis Tool. This indicates whether requirements are included in the design through the application of standards, or whether an additional assessment and analysis is required.

Identify HFE Scope of Work

Based on the outcome of the previous process step, a detailed scope of work is developed that indicates which actions need to be executed by whom and when.

Develop HFE Plan and include in BOD

This includes documenting HFE requirements and work plan for the project, also indicating the interaction with future end-users, and what steps must be taken to ensure that these requirements will be fully supported by design features.

Conduct HFE Analysis and include in BDP

When specified in the HFE Scope of Work further analysis and definition of HFE requirements is carried out. A design report is produced indicating the additional needs.

Develop HFE Implementation Plan and include in PS

A project specific HFE implementation plan is produced, specifying all activities required by drawing on the results from the Work Systems Analysis Tool and any subsequent analyses. The plan should also indicate what additional activities are required in the subsequent project phase to confirm/further specify requirements, as a result of any additional information.

Execute HFE Activities

All HFE activities that were identified during the previous steps are executed snd results fed back into design and engineering specifications. Reviews are carried out to ensure proper co-ordination and communication.

Develop Construction Plan

A project specific construction plan for use during the implementation phase is developed including all identified HFE requirements. The purpose of the HFE construction plan is to guide the construction contractor with respect to the typical HFE requirements. This includes a methodology to deal with ‘field run’ installed equipment (e.g. small bore piping, lighting fixtures, secondary cable trays etc.). This will ensure that the HFE specifications are properly implemented during the construction phase.

Implement Construction Plan

It may be necessary to insert relevant requirements into the installation contractors’ work scope, as well as monitoring and verifying that these needs are met. This process can be met through:


Awareness sessions with on-site contractors.

Execution of HFE verification rounds.

A procedure, which advises the contractor how to deal with a situation, diagnosed as ergonomically undesirable.

Post Implementation Review

Evaluate the success and the learning points of application of the HFE process in the project. This evaluation should include:

Ergonomics evaluations during operations to verify that ergonomics hazards have been properly identified and secured in the design and to identify other possible issues that were not adequately dealt with.

Organisational design issues to verify that organisational demands were adequately identified and dealt with during the design phase.

Identify the costs and benefits of HFE involvement in the project.

2.3 Benefits and Cost of Applying EMIS®

There is significant evidence that ‘human-centred’ systems result in increased productivity, enhanced quality of work, reduction in support and training costs, and improved user satisfaction. Although the human-machine interface in process industry projects has always been considered to be an integral part of a sound engineering design, many misfits in operability, maintainability, system reliability and product design have been experienced after implementation. HFE is an approach to system design focused on usability to enhance user effectiveness, efficiency and working conditions. Achieving a human centred design ‘right first time’ requires integration in the technical design process in the early development phases, and structured consultation to define end user requirements to support business needs.

Benefits of correctly applying HFE aspects in the development and implementation of projects are:

• Balanced input of operational, process and health and safety criteria into the facilities design

• Increased awareness of the “people issues” among key project team members and contractors

• Greater emphasis on the needs of operators and maintenance staff during the early stages of design

• Reduction in the number of approval cycles during the design phase

• Reduction in the level of rework during engineering and construction

• Enhanced layout, operability, reliability and maintainability of plant and equipment

• Raised productivity and quality

• Reduced project life-cycle cost

• Improved health, safety and well- being of workers plus greater job satisfaction

Based on the results of cost/benefit evaluations and user feedback the cost benefits are:

• Capex reductions of up to 5%

• Cuts in engineering hours of up to 10%


• Reductions in life-cycle operational and maintenance costs of 3–6%

The cost of correctly executed HFE activities during the front-end development and implementation phases are in the order of 0.4 – 1.0 % of total engineering costs, or 0.06 – 0.2 of TIC. The cost and benefits of applying HFE elements for a particular project can be assessed and justified by using the Investment Justification Model (Ref. 4).


3. When The application of HFE is an integral part of the FED process. HFE activities are executed during each of the FED-1, FED-2, and FED-3 phases, as illustrated in the table in Appendix B.


4. HOW / WHY An important principle in the approach to meeting the HFE requirements is that the process of identifying, understanding and specifying the HFE strategies and detailed design requirements should be started at an early stage in the design process, such that these ‘requirements’ are incorporated in the project deliverables. While further refinement activities may be required at later stages (e.g., in detailed design), this avoids the need to change design at a late stage.

4.1 HFE Awareness (FED-1)

During FED-1 a general awareness of HFE involvement is developed, and the HFE input to the project identified.

Using the HFE Focussing Tool and Work Systems Analysis Tool (Ref. 3) the HFE process and activities for all project phases are identified, and the involvement of the HFE-engineer agreed.

Effective linking of the results of the Project Value Processes – Design Class (Ref. 5) and Value Engineering (Ref. 6) will offer an efficient way to improve the HFE scope definition and tailor the subsequent HFE analysis to the need of the business client. The purpose is to develop an awareness of the value of using HFE, to identify value adding HFE scope and to agree how HFE activities are included in the project development and implementation. The cost and benefits of applying HFE elements for a particular project can be assessed and justified by using the Investment Justification Model (Ref. 4).

4.2 HFE Design Analysis (FED-2)

During this phase an analysis is carried out of operational, maintenance and other critical tasks, leading to the identification of HFE design requirements for the project by using the Front End Ergonomics Evaluation Matrix (FEEEM®).

FEEEM® was originally developed for Plant and Equipment design only. Based on its success similar tools has been developed in other design areas where the human machine interface can be critical in terms of system performance:

• Human Link – and Relationship (HLR®) analysis for building development; e.g. control room, workshop, laboratory and office buildings.

• Workplace design; e.g. innovative office configurations, DCS console design, entrance desk design, etc.

• Attention Hierarchy (AH®) coding for information presentation design; e.g. graphical display and pictorial information design.

• Human Performance Improvement tools; i.e. Human Error Quantification & Reduction tools (HEQIT®).

• Physical and mental stress reduction; i.e. Stress Thermometer (ST®) monitoring & analysis for stress monitoring and responding to stress during organisational changes.

A standard part of applying the FEEEM® during plant lay out development is an analysis of critical valves (IVA®), identifying input to the development of the Operational Implementation Plan (OIP) and


the development of a strategy with respect to implementing HFE in long-delivery items and package units. The purpose of this work is to identify the scope of applying HFE in the design and engineering of the project, and to capture the design requirements in the FEEEM® report that is subsequently integrated in the Project Specification document.

4.3 HFE Implementation (FED-3)

On basis of the FEEEM®, the HFE requirements for the project are communicated with basic engineering or project definition contractors.

The deliverables from the FED-3 phase are verified against the actions identified in the FEEEM®. An HFE Implementation Plan (HFEIP) and an HFE Construction Plan (HFECP) is prepared to secure HFE requirements for the Implementation phase. The purpose of sharing the FEEEM® report with contractors is to ensure a proper understanding of the HFE requirements for the project, and to jointly identify opportunities for improvements.

4.4 HFE Support (Implementation)

The HFEIP and HFECP form the basis of the HFE work executed by the detail engineering, procurement and construction contractor(s).

During detailed engineering critical design details as per FEEEM® report specifications are checked against the actual development status e.g. through (3D CAD) model reviews to assure that intentions and selected solutions are implemented. Furthermore a strong focus will be on the management of vendors. In particular a more up-front ‘change management’ approach to skid-mounted or packaged unit suppliers has proven beneficial in terms of operational and maintenance quality improvement against (extra) cost.

The objective of the HFE plan for construction is to ensure that the operational and maintenance HFE requirements criteria stipulated during the engineering phases are satisfied. The above-mentioned objective is achieved by:

• Including requirements in construction contracts; • Briefing (CD-ROM/training) construction contractor staff; • Addressing responsibilities; • Conducting weekly/fortnightly HFE verification rounds; • Giving awareness training to construction personnel involved; • Conducting audits.

The benefits identified are:

• Better plant lay out, • Reduction of re-work, • Schedule advantage, • Reduction of operations and maintenance life-cycle costs, • Improvement of ‘client commitment level’.

The purpose during this phase is a proper implementation of the HFE aspects identified for the project.


5. WHAT

5.1 Actions and Deliverables

Main actions and deliverables related to this PVP are summarised in the overview in Appendix B. Detailed processes, actions and deliverables are included in EMIS®. A fit-for-purpose project specific plan should be developed that aligns and integrates HFE activities with the other project work.

5.2 Considerations in Application of the Process

The process of integration of HFE within a project will ensure that the facility design supports the effective and efficient functioning of human beings, thereby improving usability in operational and maintenance tasks. Early integration of HFE in a ‘right first time’ manner can deliver cost and time savings in both the definition and implementation phases of the project, and over the life of the new facilities. A reduction in design phase approval cycles and re-work is possible through the front-end capture and specification of stakeholders’ needs and expectations.

Effective use of the output of other Project Value Processes, e.g. Design Class and Value Engineering offers an efficient way to improve HFE scope definition tailored to the business needs.

A key risk is a failure to execute the front end HFE evaluation / stakeholder requirements review at an early phase and in an efficient manner. Ideally this should be undertaken just after the Design Class Selection workshop in FED 1.

Other risks include:

• Not correctly understanding critical tasks and subsequent design criteria leads to reduced performance and increased human error likelihood.

• Incorrectly application of HFE development process may lead to human - and system inefficiency.


6. WHO

6.1 Project Manager

The Project Manager has the overall responsibility of:

• Nominating a HFE Coordinator for the project

• Ensuring that HFE is executed as per PVP

• Approving the scope of HFE input for the project

6.2 HFE Coordinator

The HFE Coordinator has the responsibility of:

• Engage with the HFE Engineer

• Ensuring that the scope of HFE input for the project is identified and approved

• Ensuring that the agreed HFE elements are executed according to the agreed plan

• Ensuring that relevant solutions are selected and agreed with the stakeholders

• Ensuring that HFE requirements are included in the project’s deliverables

6.3 HFE Engineer

• Provides for awareness training and facilitation of workshops and meetings

• Advises on the necessary HFE input for the project

• Assists with implementing selected HFE solutions

• Provides the FEEEM® report

• Assists in preparing the HFEIP and the HFECP

• Participates in HFE reviews and audits during detailed design, procurement and construction


7. APPLICABLE KPI’s

7.1 Process related KPIs:

• Key mile stones of specified deliverables achieved; i.e. correctly executed front-end HFE scoping study (e.g. FEEEM®) with clear HFE action plan signed off by customer and project manager (correct execution includes study being executed to coincide with Design Class Selection in FED-1 and updated in FED-2; all key stakeholders attended FEEEM® session)

• Audit trail of deliverables from FED-3 against FEEEM® action plan items and % FEEEM® items closed out (FEEEM® index).

• 0 measurement and target; e.g. re. HFE competence of project team

• 0 measurement and target; re. understanding of added value HFE by project team

7.2 End result related KPIs

Full client satisfaction with consultation on expectations re HFE and operational facility performance.


8. TOOLS

Ergonomics Management and Information System (EMIS®) custodian is Shell International Health Services B.V.

Front End Ergonomics Engineering Matrix (FEEEM®). custodian is Shell International Health Services B.V.


9. DEFINITIONS / REFERENCES

Ref. 0 - OGP Governance – Project Development and Implementation, OG.03.30540. Ref. 1 - Minimum Health Management Standard Human Factor Engineering, Shell HSE Panel, 2001 Ref. 2 - Project Guide 1A 'HSE & SD in Projects', OG.03.30302 Ref. 3 - HFE in projects engineering, DEP 30.00.60.10 Ref. 4 - HFE Investment justification, DEP 30.00.60.12 Ref. 5 - PVP 6 'Design Class', OG.03.30185 Ref. 6 - PVP 8 'Value Engineering'


Appendix A: Overview of EMIS®

Management information on the implementation of ergonomics in engineering and projects (MG1) EMIS Summary (MG1A) Information and training tools (IT)

Project Mgt. & Quality Assurance tools (PMQ)

Engineering tools (ET) Procurement management tools

(VM)

Construction management tools

(CM)

01 Economical and non-economical benefits of human centred design

02 Video The human dimension

03 Workshop “Ergonomic design in petrochemical industry”

03A Ergonomic misfits in staircase design

03B Case study Cost/benefit analysis 03C Case study Vertical pump design 03D Case study skid Packaged Unit 03E Case study Control

room 03F Case study Graphical

display lay-out 04 Project Ergonomic

Team training 05 Training oper./-maint.

Personnel 06 Focal Point Ergonomic

Design course 07 Workshop “Ergo-

nomic design in projects”

01 Managing Human Factors engineering in projects procedure

01A Control room design procedure

01B Plot plan development procedure

02 FEEEM design analysis

02A Operator/emergency route development procedure

03 Identification of valves analysis (IVA) 04

04A Procedure HFE PIR 05 Construction

Ergonomics Procedure06 Human reliability and

error analysis HEQIT

07 Benefits of ergonomic design, part 1 Quantification model, part 2 Case studies

07A Quick reference guide benefits ergonomic design

08 Checklist Model review

09 Quality audit Engineering contractor

10 International Standards/ guidelines

01 Best practice human computer interface and control room design

01A Checklist control room ergonomics

02 Questionnaire control room design

03 Information transfer procedure

03A Hierarchy Attention coding for graphical display design

04 Checklist Human Computer Interface

05 Best practice office buildings

06 Best practice ergonomic office lay-out

07 Best practice vertical pump lay-out (3 D CAD)

07A Best practice horizontal pump lay-out (3 D CAD)

07B Best practice heat exchanger lay-out

08 Best practice hoisting equipment

09 Best practice mobile elevating platforms

10 Best practice for application of mobile actuators for valve operations

11 Shell Ergonomic Checkcard System (SECS)

12 Best practice (hand- held) tools evaluation

13 Best practice checklist ergonomic considerations

14 Best practice development design indoor lighting-systems

01 Best practice Vendor information for application of ergonomics in packaged units

02 Best practice checklist basis requirements for ergonomic design of packaged unit

03 Packaged unit procurement ergonomics procedure

01 Best practice specification for application of ergonomics within construction engineering, fabrication & installation work

02 Construction contractor training

02A CD ROM ‘Management of ‘Field run equipment’

03 Best practice construction contractors checklist

04 Ergonomic Verification Report

Use of an EMIS document in isolation may lead to unsuccessful implementation of Human Factors Engineering in Projects.


Appendix B: HFE - Overview of Activities for Each Project Phase

FED-1 FED-2 FED-3 Implementation

What HFE Awareness

Develop an awareness of the value of using HFE and to agree how the HFE process is included in the project development and execution by:

• Executing awareness presentation and training.

• Use of the HFE Focussing and Work Analysis Protocol.

• Agree on HFE process and activities for following project phases and the involvement of the HFE-engineer.

HFE Design Analysis

Develop and specify HFE design and engineering requirements by:

• Carry out FEEEM® analysis and use IVA® for plant layout and equipment design.

• Develop specific design requirements using EMIS®.

HFE Implementation

Transfer of HFE requirements to basic engineering and project definition contractors, and prepare for implementation by:

• Sharing of the FEEEM® results.

• Reviewing, challenging and confirming the selected design and engineering solutions.

• Preparation of EIP and ECP to secure HFE requirements for the Implementation phase

HFE Support

Verification of HFE aspects in constructed plant by:

• Review of detail engineering, procurement and construction work.

• Provision of expert support.

How Workshop. Developing the FEEEM® specifications.

Focussed discipline meetings. Focussed reviews and audits.

When When Draft BOD available. When draft PFSs are available.. Throughout Phase. Throughout Phase.

Deliverable HFE Plan. Completed FEEEM®. Confirmed FEEEM®, and completed HFEIP and HFECP.

Accepted plant.


Appendix C-1: HFE – Activity Matrix during FED-1

This activity matrix is meant as a guideline for executing the work related to ‘Human Factor Engineering’ during FED-1. The actual sequence and content of each step can be customised to tailor the requirements for an individual project.

Activity Ref.

Activity Responsibility Procedure or User Guide

Standard Tools

1 Assign HFE Coordinator for the project. Project Manager User guide

2 Review project objectives and targets for HFE. HFE Coordinator User guide

3 Contact SI-HE/2 and arrange content and planning of HFE activities.

HFE Coordinator User guide SI-HE/2 HFE toolbox

4 Execute agreed HFE activities. HFE Engineer DEP 30.00.60.10

SI-HE/2 HFE toolbox

5 Deliver HFE Plan HFE Engineer DEP 30.00.60.10

SI-HE/2 HFE toolbox

6 Manage incorporation of workshop results in project scope.

HFE Coordinator User guide

7 Validate project deliverables are in line with HFE Plan





Activity Ref.


Standard Tools






SI-HE/2 HFE toolbox

5 Deliver FEEEM®. HFE Engineer DEP 30.00.60.10

SI-HE/2 HFE toolbox



7 Validate project deliverables are in line with FEEEM®.





Activity Ref.


Standard Tools






SI-HE/2 HFE toolbox

5 Confirm FEEEM®, and deliver HFEIP and HFECP.

HFE Engineer DEP 30.00.60.10

SI-HE/2 HFE toolbox



7 Validate project deliverables are in line with FEEEM®, HFEIP and HFECP.


managing human factor engineering in projects user guide

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