Engineering Procedure

SAEP-74 30 January 2017

Engineering Services Technology Deployment
Document Responsibility: Technology Management Standards Committee

Contents
1 Scope ................................................................ 2
2 Applicable Documents ....................................... 2
3 Terminology ....................................................... 3
3.1 DEFINITIONS .................................................. 3
3.2 ACRONYMS .................................................... 7
4 Technology Initiation .......................................... 7
4.1 TMD TECHNOLOGY SELECTION ....................... 8
4.2 TECHNOLOGY STEERING COMMITTEE ............... 9
4.3 TECHNOLOGY BI APPROPRIATION REQUEST ... 10
5 Technology Deployment Planning ................... 10
5.1 INTEGRATED TECHNOLOGY TEAM ................... 11
5.2 FEL 1&2 STAGE (BUSINESS CASE, STUDY,
AND DBSP PHASE) ...................................... 12
5.3 FEL 3 STAGE (PROJECT PROPOSAL PHASE) ... 15
6 Technology Project Execution ......................... 17
6.1 EXPENDITURE RELEASE ................................ 18
6.2 PROJECT EXECUTION ................................... 18
6.3 MANAGEMENT OF CHANGE ............................ 19
6.4 PROJECT CONTROLS .................................... 19
6.5 MECHANICAL COMPLETION ............................ 19
7 Technology Operations ................................... 19
7.1 PERFORMANCE ACCEPTANCE CERTIFICATE..... 20
7.2 PROJECT CLOSE-OUT REPORT ...................... 20
7.3 FINANCIAL CLOSE-OUT .................................. 20
7.4 POST PROJECT APPRAISAL REPORT .............. 20
Revision Summary................................................. 20
Attachment A - Technology Justification
Categories................................................... 21
Attachment B - Rapid Matrix (Recommend,
Agree, Perform, Input, Decide) ................... 26

Previous Issue: New Next Planned Update: 30 January 2020

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Contact: Naeem, Walid A (noaimwa) on phone +966-13-8801901

©Saudi Aramco 2017. All rights reserved.

Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

1 Scope

This SAEP defines the procedures and responsibilities for Technology Deployment
Master Appropriation projects by Engineering Services.

The objective is to deliver deployment of high impact innovative and commercially

proven technologies, company-wide to resolve corporate technical challenges and
improve the efficiency of field operations.

This procedure defines the process to be followed during the Initiation, Front End
Loading, Execution, and Operations Phases of a Technology Deployment Master
Appropriation BI project.

The Technology Initiation Phase, led by Engineering Services, is used to select the
technologies and corresponding deployment locations to be included in a Technology
Deployment project.

The Technology Front End Loading Phase, led by Engineering Services, is used to
produce the necessary deliverables such as Business Case and DBSP required to ensure
the success of the project prior to obtaining project funding for Master Appropriation BI.
The Front End Loading (FEL) process is customized to suit the deployment of new
technologies in a Master Appropriation BI.

The Execution Phase, led by the Field Proponent with Engineering Services, is in an
advisory role; it is used to execute the technology project, including detailed design,
procurement, and construction, in accordance with the project requirements developed
during Front End Loading Phase and with project funding provided by Engineering
Services.

The Operations Phase, led by the Field Proponent with Engineering Services, is in an
advisory role; it is used to carry out the commissioning and start-up, performance
acceptance criteria, and post-project completion evaluation.

2 Applicable Documents

The requirements contained in the following documents apply to the extent specified in
this procedure.

 Saudi Aramco References

Saudi Aramco Engineering Procedures

SAEP-12 Project Execution Plan
SAEP-13 Project Environmental Impact Assessments

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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

SAEP-14 Project Proposals

SAEP-25 Estimate Preparation Guidelines
SAEP-201 Saudi Aramco Engineering Reports
SAEP-303 Engineering Reviews of Project Proposal and
Detailed Design Documentation
SAEP-329 Project Closeout Reports
SAEP-360 Project Planning Guidelines
SAEP-367 Value Improving Practices Requirements
SAEP-1020 Capital Program Planning
SAEP-1350 Design Basis Scoping Paper (DBSP) Preparation
and Revision Procedure

Saudi Aramco Best Practice

SABP-A-042 Business Case Development Guidelines

Saudi Aramco General Instructions

GI-0002.710 Mechanical Completion and Performance
Acceptance of Plant/Unit
GI-0020.500 Expenditure Control
GI-0202.451 Engineering Work Order Authorization for
Preliminary Engineering Preparation
GI-0431.001 Protection of Intellectual Property

Saudi Aramco Form and Datasheet

SA-7214 Performance Acceptance Certificate

Saudi Aramco Manual

Saudi Aramco Procurement Manual

3 Terminology

3.1 Definitions

9COM: Non-cataloged materials which are not stocked in Materials Supply but
may be stocked by suppliers. Potential manufacturer sources are maintained at
the generic material description level.

Approved Vendor List: List of suppliers approved for doing business.

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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

The Approved Vendor List is usually created by procurement or sourcing and

engineering personnel using a variety of criteria such as technology, functional
fit of the product, financial stability, and past performance of suppliers.

Bid Package: The package of documentation supplied to a bidder to quote the

job. A Bid Package includes Instructions to Bidders, Pro-Forma Contract, Job
Specifications, Functional Specifications Document, relevant Saudi Aramco
standards and specifications, and other documents as applicable.

Bid Evaluation Team: A team that reviews the contractor's or vendor's bids and
prepares technical and commercial recommendations. Refer to the Contracting
Manual for additional information.

Bid Slate: A list of qualified contractors or vendors eligible to bid on the project.

Budget Item: A discrete project that has been defined and evaluated to the
extent required for management to include it in the Business Plan and commit
additional resources to further develop the information required by management,
and if deemed appropriate, the Board of Directors, to make reasonable business
decisions regarding the continued development of the project.

Construction Agency: The organization assigned to execute the project.

Design Basis Scoping Paper (DBSP): A document prepared that details the
complete scope of a given capital project in order to economically achieve the
stated business objective(s) in an anticipated operating environment. Refer to
CMS Book of Deliverables for details of the DBSP guidelines.

Expenditure Request Approval (ERA): The date the expenditure request is

approved to allow the project to proceed to the execution phase. The ERA is the
date project funding becomes available upon approval by the Executive
Committee or the Board.

Expenditure Request Completion (ERC): The date the expenditure request is

closed and project is handed over to the operating organization (proponent).
The ERC is the date on which the Performance Acceptance Certificate
(SA-7214) is signed off, for the project. It is close to, but need not match, the
“beneficial use” or “on-stream” dates for the facilities, which are the dates on
which the proponent begins to use the facilities.

Field Proponent: The Saudi Aramco organization that owns, operates, and
maintains the completed facility. The Proponent is responsible for signing the
Mechanical Completion Certificate as owner of the facility.

Front End Loading (FEL): A process that organizes the project life cycle
into phases, each with defined activities, deliverables, and specific objectives.
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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

Integrated Technology Team (ITT): A team composed of appointed members

from different organizations who work in an integrated manner and have clear
roles and accountabilities toward project planning and execution of technology
projects.

Job Specification: The scope of the work to be performed pursuant to a contract.

It describes or refers to the applicable drawings, standards, specifications as well
as the administrative, procedural, and technical requirements that the contractor
shall satisfy or adhere to in accomplishing the work.

Mechanical Completion: Achieved when the facility defined in the approved

scope, construction documentation, drawings, specifications and material
requisitions has been installed and tested (Pre-commissioned) and is available
for commissioning and start-up.

Non-Material Requirements (NMR): The complete set of documentation

required from the vendor and/or the contractor during the design and
development phase of the project. There are three categories of NMRs:
 601 NMRs Preliminary drawings for review and approval
 602 NMRs Certified drawings, literature, photographs, and spare parts
data/requirements
 603 NMRs Operations, maintenance manuals, installation instructions, test
certificates.

Operating Organization: The organization responsible for operating the facility.

Performance Acceptance: The process of demonstrating via performance tests

that the facility can operate successfully at the design conditions established by
the approved Project Scope.

Project Execution Plan: A document prepared by the Technology Project

Manager during FEL and developed further by the Technology Execution
Leader during Execution Phase to define the objectives, plans, requirements, and
related information necessary for optimum project execution.

RAPID (Recommend, Agree, Perform, Input, Decide): A methodology that

clarifies roles and responsibilities in the work process related to the development
of a deliverable.

Restricted Vendor List (RVL): Subset of approved suppliers considered for

bid slate development when material requirements are specific (applicable for all
types of material procurement: 9CAT, 9COM, inspectable, non-inspectable).

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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

Senior Operations Representative: The Proponent Business Line

representative involved in all phases of the project, to ensure the short- and
long-term objectives of the Operations Business Line(s) are incorporated during
the project development process.

Technology Execution Leader: A representative from Field Proponent, who

leads the Integrated Technology Team (ITT) during Execution and Operations
phases after ERA project funding and prior to ERC.

Technology Project Manager: A representative from Engineering Services,

who leads the Integrated Technology Team (ITT) during Front End Loading
phases prior to ERA project funding.

Technology Readiness Level (TRL): Method of estimating technology

maturity. The use of TRLs enables consistent, uniform, discussions of technical
maturity across different types of technology. The TRL scale used in
Engineering Services is aligned with Saudi Aramco R&D Center and US DoD
Technology Readiness Assessment (TRA) Deskbook (July 2009).
o TRL 1: Basic technology principles observed and reported.
o TRL 2: Technology concept and/or application formulated.
o TRL 3: Analytical and experimental critical function and/or conceptual
concept proof.
o TRL 4: Component and/or breadboard validation in laboratory environment.
o TRL 5: Validation in relevant environment.
o TRL 6: System/subsystem model or prototype demonstration in a relevant
environment.
o TRL 7: System prototype demonstration in an operational environment.
o TRL 8: Actual system completed and operated through test and demonstration.
o TRL 9: Actual system proven through successful operations.

Technology Sponsor (TS): An Executive from Engineering Services who is

accountable for meeting project objectives and steering the Integrated
Technology Team (ITT) towards maximizing investment value.

Technology Steering Committee (TSC): This committee is chaired by

Engineering Services Vice President/Executive Director. The vice chair
is the Chief Engineer and all the Engineering Services Managers are members.
The function of the TSC is to provide strategic direction and key decisions on
the evaluation and deployment of technologies. The TSC is responsible for
approving the selection of the technologies to be included in the ES Technology
Deployment Master Appropriation BI’s.
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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

Value Improving Practices (VIPs): Are out-of-the-ordinary practices used to

improve project performance, and they are primarily used during the FEL of a
project. Within Saudi Aramco, the term VIP encompasses Value Engineering, a
group of other value management techniques called Best Practices, Project Risk
Management, and Interface Management.

Waiver: The formal approval to waive one or more specified Mandatory Saudi
Aramco Engineering Requirements (MSAERs) on a project basis.

3.2 Acronyms
BI Budget Item
BISI Budget Item Supporting Information
DBSP Design Basis Scoping Paper
ERA Expenditure Request Approval
ERC Expenditure Request Completion
ER Expenditure Request
ES Engineering Services
CSD Consulting Services Department
CMS Capital Management System
EPD Environmental Protection Department
FEL Front End Loading
FPD Facilities Planning Department
ITT Integrated Technology Team
MA Master Appropriation
OPPM Oracle Primavera Portfolio Management
NPV Net Present Value
PMOD Project Management Office Department
RAPID Recommend, Agree, Perform, Input, Decide
SAEP Saudi Aramco Engineering Procedure
TMD Technology Management Division
TS Technology Sponsor
TSC Technology Steering Committee
VIP Value Improving Practices

4 Technology Initiation

The Technology Initiation Phase led by Engineering Services is the process used to
incorporate a Technology Deployment project into the Capital Program Business Plan.

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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

The process starts with the selection of technologies and corresponding deployment
locations to be included in a Technology Deployment project. This is followed by
initiating a request to FPD via OPPM for inclusion of the Technology Deployment
project into the 3-year Capital Program Business Plan. The Initiation Phase is
completed upon Board approval of Technology Deployment BI inclusion in the 3-year
Capital Program Business Plan.

Figure 1 shows the Technology Initiation Phase with respect to the overall initiation,
planning, execution and operations process.

FEL 0 FEL 1 & 2 FEL 3

Figure 1 - Technology Initiation

4.1 TMD Technology Selection

In preparation to the monthly Technology Steering Committee meeting

(see Section 4.2), TMD selects the technologies and its corresponding
deployment locations that have potential to be included as part of a future
Technology Deployment Master Appropriation BI.

The technologies are selected from list of successfully evaluated deployable

technologies submitted by ES and Field Proponent departments contained in the
TMD Technology Database.

Technologies selected for deployment shall have the following deliverables

provided:

4.1.1 Published Saudi Aramco Engineering Report (SAER) to include the

following at a minimum:
 Description of the technology described, through text, calculation
data, drawings and other relevant documents
 Evidence to support the Technology Readiness Level
 If previously piloted, actual return on investment based on installed
equipment performance and Lessons Learned during the Piloting
Execution Phase
 Recommendations for future deployment
 List of applicable SAES/SAMSS and approved 9COM commodity
number

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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

4.1.2 Technologies selected for deployment are screened according to the

following criteria:
 Experience: Check in Technology Database if similar technologies
are already being piloted or deployed in Saudi Aramco facilities.
 Justification: Classify justification according to criteria in
Attachment A - Technology Justification Categoriesspecifying
corporate technical challenge being addressed.
 Cost: Provide ±50% cost estimate. The total cost for the deployment
of one technology deployment shall be less than $30MM.
The aggregate value of a single technology with multiple deployment
locations shall not exceed this limit.
 Risks: Identify initial risks associated with technology including cost,
schedule, quality, and technology maturity.

The Technology Readiness Level (TRL) for a technology shall be

nine (9); or eight (8) in exceptional circumstances when the other risks
are very low (low cost and schedule impact).

The TRL of a technology is based on input from the technology SME,

recommended by TMD and approved by the TSC.

Deliverables: Technology Management Division issues a “Technology

Deployment Report” to be presented to the Technology Steering Committee
(TSC) identifying technologies that have potential to be included in a Master
Appropriation BI.

4.2 Technology Steering Committee

TMD present the latest “Technology Deployment Report” to the Technology

Steering Committee with TMD recommendations for technology deployment.

The Technology Steering Committee consist of the following members:

Chair: Vice President/Executive Director Engineering Services
Vice Chair: Chief Engineer
Secretary: TMD Coordinator
Manager, Consulting Services
Manager, Environmental Protection
Manager, Facilities Planning
Manager, Inspection

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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

Manager, Process & Control Systems

Proponent Representative(s)

The Vice President/Executive Director decides on continuing the deployment

process of the technologies endorsed by the Technology Steering Committee.

If following the TSC meeting, insufficient technology deployment opportunities

have been identified to support initiating a Technology Deployment Master
Appropriation BI in the Capital Program, further technology selection
(see Section 4.1) iterations will be done by TMD until a Technology
Deployment BI is initiated.

4.3 Technology BI Appropriation Request

TMD initiates a Technology Deployment BI “Appropriation Request” to

include the Technology Deployment Master Appropriation BI in the Capital
Program Business Plan following the process in SAEP-1020.

TMD initiates the Appropriation Request for Technology Deployment Master

Appropriation project to FPD via OPPM.

The Appropriation Request submittal shall be submitted in line with the

Facilities Planning Department (FPD) Capital Program Processing Schedule
(Planning Calendar) which includes deadlines for submission into e-CAP.
Late Appropriation Request submittals will require a waiver from FPD.

Following “Appropriation Request” submittal, TMD is responsible to initiate a

±50% estimate request to PMOD. Refer to SAEP-25 for required SAP transaction
roles.

TMD is responsible to coordinate with FPD to ensure the Business Case

including estimated Net Present Value is of sufficient accuracy and will support
the Capital Program Business Plan.

The Board Review and approval of the 3-year Capital Program Business Plan
occurring in December according to Capital Program Planning Calendar will
determine whether the Technology Deployment Master Appropriation BI is
included in the Business Plan.

5 Technology Deployment Planning

Technology Planning is the Phase following approval of the Technology Deployment

BI inclusion in the Capital Program Business Plan and prior to obtaining Expenditure
Request Approval (ERA) required for project funding.

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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

The Technology Front End Loading (FEL) Phase led by Engineering Services is used to
produce the necessary deliverables such as Business Case, and DBSP required to ensure
the success of the project prior to obtaining project funding for Master Appropriation BI.
The FEL process is based on SAEP-360, customized to suit the deployment of
technologies in a Master Appropriation BI.

5.1 Integrated Technology Team

The Integrated Technology Team (ITT) is a temporary project team, formed

from needed functional departments under a unified leadership (Technology
Project Manager) and sharing the same objectives and steered by the
Technology Sponsor (TS). The ITT members represent the various Functions of
the Company and work within the team coherently and responsively. The ITT
leadership will transition from Engineering Services to Field Proponent upon
Expenditure Request Approval (ERA).

The ITT is formed at the start of the FEL process by the assigned Technology
Project Manager from Engineering Services. The ITT will vary in size
according to the technology and project requirements. The ITT shall be formed
to suit the deployment of technologies considering complexity, value, facility
location, and technical expertise of the team.

The Technology Sponsor drives trade-offs between cost, schedule, and

operability. The TS is the Chief Engineer of Engineering Services.

The Technology Project Manager is a member from Engineering Services

with project management expertise primarily responsible for developing the
Front End Loading (FEL) deliverables necessary prior to ERA funding.
Following ERA, the Technology Execution Leader role is transitioned to the
Field Proponent for execution (detailed design, procurement, and construction).

The functions of the ITT members and Support Functions is given in the RAPID
matrix in Attachment B - RAPID Matrix (Recommend, Agree, Perform, Input,
Decide). The RAPID matrix is customized for each technology deployment.
The Technology Project Manager determines the specific list of deliverables for
each individual technology project deployed and list these in the Project
Execution Plan.

The ITT members and support functions during FEL are summarized below:

5.1.1 Technology Sponsor

Approves key project deliverables and decisions.

 Technology Project Manager: Responsible for developing the project
deliverables prior to ERA funding.
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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

 Technology Representative: provides input to the Technology Project

Manager necessary for the technology including:
o Identify applicable 9COM(s) for procurement of technology.
If none exists, development of 9COM with approved vendors and
manufacturing facilities
o Prepare single source procurement justification if necessary
o Identify applicable Saudi Aramco Engineering and Materials
System Specification standards. Process waiver as required.
 Sr. Operations Rep: provides input to the Technology Project
Manager regarding the Field Proponent operations facilities
including ‘as-built’ drawings and process operating conditions.
 FPD: Agrees on Business Case Assessment and DBSP FEL
Deliverables developed by Technology Project Manager
 PMOD: Agrees on Cost Estimates and FEL Deliverables developed
by Technology Project Manager

5.2 FEL 1&2 Stage (Business Case, Study, and DBSP Phase)

Prior to the start of the development of the DBSP, the ITT will make a decision,
on whether to undertake the development of the FEL 2 DBSP phase in-house or
externally through the use of an engineering contractor.

Figure 2 shows the Business Case, Study, and DBSP Phase (FEL 1&2) with
respect to the overall initiation, planning, execution and operations process.

FEL 1 & 2

Figure 2 - Business Case, Study and DBSP Phase

5.2.1 Purpose

The purpose of the FEL 1&2 Business Case, Study, and DBSP phase is
to continue to verify and develop the business case (including technical,
commercial, and economic evaluations and identification of a complete
set of alternatives (refer to SABP-A-042, Business Case Development
Guidelines, for further details), complete the analysis required to identify
viable alternatives for achieving the stated business objective, determine
which of the viable alternatives should be further developed, to freeze
the project scope and generate a Master Appropriation ER cost estimate
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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

(±10%). This estimate will be used for submission of Budget Item to

FPD for the quarterly ER approval process.

The DBSP shall clearly and definitively describe “what” facility

capabilities are required to most economically achieve the proposed
project’s stated business objective. The DBSP requires that the ITT
continue active participation in the development of key studies to refine
the engineering level of the project and allow the scope to be “frozen.”
The DBSP shall be written in accordance with SAEP-1350, DBSP
Preparation and Review Procedure.

5.2.2 Responsibilities

At the beginning of this phase, the ITT is fully assembled and is led by
the ITT leader from Engineering Services. The ITT leader determines
the required resources to undertake all the required deliverables,
integrates project components, maintains control over the project and
engages the stakeholders to enable the development of the project, fully
utilizing the RAPID matrix for all activities, and is working under the
direction of the TS.

The Technology Sponsor will decide whether to submit ER package for

Executive Committee ER approval.

5.2.3 Deliverable(s)

The core deliverable for this phase are the Business Case, DBSP, and
Project Execution Plan. This includes:
 Prepare/update the Project Execution Plan as per SAEP-12 including
technology project schedule and customized RAPID Matrix
deliverables required for the Execution Phase of the project.
 Review and validation of the business objectives that the
technology project supports the resolution of the corporate
technical challenge
 Confirmation of potential synergies with other technology
projects that can be implemented
 Description of the project in terms of scope, expected net benefits
and lifecycle costs
 Economic evaluation for each of the viable alternatives
 Overview of the physical location of the proposed facilities and
the related interfaces

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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

 Preliminary assessment of the constructability and logistical

issues specific to the proposed project
 Preliminary assessment of the extent to which existing drawings
must be updated to reflect as-built facilities, the extent to which
existing drawings are available in an appropriate format and the
time required to modify existing drawings (as necessary)
 The ITT undertakes the following activities to achieve the gate
deliverables:
 Reconfirms all viable alternatives for achieving the stated
Business Objective
 Develops a project scope for each viable alternative to develop a
FEL 2 Study Cost Estimate
 Visits the site of the proposed facilities (i.e., the physical location
of the proposed facilities) to definitively describe the proposed
facilities
 Develops a preliminary plot plan to show the location of the
proposed facilities relative to each other and to existing facilities
 Determines the location and characterizes the conditions of each
physical interface between the existing and proposed facilities
 Develops the drawings/documents and prepares a detailed list of
equipment required (as per SAEP-25) to generate the Master
Appropriation ER estimate.
 Completes an economic evaluation for each of the viable
alternatives; describes the main assumptions for the economic
evaluation used to derive the economic benefits for each viable
alternative
 Completes a preliminary assessment of the operational
requirements, restrictions and constraints, as well as related
safety requirements, which may impact the engineering design,
construction and/or start-up of the proposed facilities
 Prepares the necessary documents (ER Brief and BISI) for
presentation to Management Committee

The DBSP review is performed in order to steer the engineering activity,

incorporate design development, and identify errors and non-compliance
with standards and specifications. These reviews involve several project
stakeholders including proponent (Operations & Maintenance),
Construction Agency and Engineering Services.
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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

Deliverables that are critical to enable assessment of the project at the

Gate for this phase are presented to the TS.

The Master Appropriation BI FEL 2 Business Case, Study and DBSP

cost estimate shall have an overall accuracy for Master Appropriation as
defined in SAEP-25 of ±10%. This estimate is to be used in the Saudi
Aramco Cost Estimate Form 56D for approval by PMOD, and
submission to FPD.

When the Project Proposal FEL 3 is waived and as stated in Project

Execution Plan, Master Appropriation individual releases shall have an
accuracy as defined in SAEP-25 of ±10%.

5.2.4 Outcome

The Project Execution Plan is completed with responsibilities as

designated in the RAPID Matrix.

Deliverables that are critical to enable assessment of the project at the

Gate for this phase are presented to the TS.

The Executive Committee will decide whether funding is provided for

the Master Appropriation in the quarterly ER approval cycles.
Following approval of Master Appropriation BI, Expenditure Releases
may be initiated.

Gate 2 provides approval of Master Appropriation BI. After which,

individual expenditure releases may be initiated and approved by
management.

At the end of this phase the project then enters the Project Execution,
Detailed Design, Procurement, Construction, Operations, Commissioning,
Startup and Close-Out for the technologies where the Project Proposal
Phase has been waived as stated in the Project Execution Plan.

5.3 FEL 3 Stage (Project Proposal Phase)

Figure 3 shows the Business Case, Study, and DBSP Phase (FEL 1&2) with
respect to the overall initiation, planning, execution, and operations process.

FEL 3

Figure 3 - Project Proposal Phase

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Document Responsibility: Technology Management Standards Commitee SAEP-74
Issue Date: 30 January 2017
Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

Project Proposal is not required for technologies where the design scope is of
small value and complexity.

5.3.1 Purpose

The purpose of the FEL 3 Project Proposal phase is to complete the

development of the preliminary engineering and execution strategy for
the project, finalize the front-end project planning, evaluation of the
contractor bids and project’s economic evaluation.

5.3.2 Responsibilities

This phase starts with the TS and the ITT leader meeting with all the ITT
members to review the management direction for the project and the key
Project Proposal phase objectives. The ITT leader continues to guide the
team to complete all the required deliverables to enable assessment of
the project at the Gate, fully utilizing the RAPID matrix for all activities,
and continues working under the direction of the TS.

5.3.3 Deliverable(s)

The focus of this phase is to define the preliminary engineering scope

and design to be used for the contract bidding process for execution,
including:
 Scope and design information that define the performance specifications
of the technologies.
 Updated drawings that define the scope of the project (e.g., Piping
and Instrumentation Diagrams, plant and equipment layouts,
electrical one-line diagrams, etc.)
 Studies and calculations necessary to be developed based on project
needs (e.g., ETAP study, HAZOP study, etc.)
 Implementation of applicable Value Improving Practices requirements
as per SAEP-367

The ITT undertakes the following activities to achieve the gate

deliverables:
 Manages the engineering contractor charged with preparing the
Project Proposal phase in accordance with SAEP-14
 Defines the proposed project’s scope in sufficient detail to obtain an
ER cost estimate
 Details the project scope in the Project Proposal deliverables
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Document Responsibility: Technology Management Standards Commitee SAEP-74
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Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

 Documents a complete description for each proposed scope

modification, if any, together with the underlying rationale and
comprehensive cost estimate
 Development and maintenance of the project execution plan and
schedule as per SAEP-12
 Completes the applicable VIPs (Value Engineering, Constructability,
etc.) per SAEP-367
 Details the project scope in the Project Proposal deliverables
 Develops and formally documents the Master Appropriation
individual release ER cost estimate (±10%)
 Completes a comprehensive economic evaluation, with an
explanation of the basis of the cost estimate
 Business Case Assessment (final) that includes a detailed ER cost
estimate (±10%)

The Master Appropriation ER release shall have an accuracy as defined

in SAEP-25 of ±10%. This estimate is to be used in the 56D for
approval by PMOD and to be included when initiating Master
Appropriation release.

Deliverables that are critical to enable assessment of the project at the

Gate for this phase are presented to the TS.

5.3.4 Outcome

At the end of this phase, the technology project then enters the Project
Execution, Detailed Design, Procurement, Construction, Operations,
Commissioning, Startup, and Close-Out.

6 Technology Project Execution

The Execution Phase led by the “Technology Execution Leader” from the Field
Proponent department responsible to execute the technology project including detailed
design, procurement and construction in accordance with the project requirements
developed during Front End Loading Phase and with project funding provided by
Technology Management Division, Engineering Services.

The role of the “Technology Project Manager” shifts to advisory and supervisory role,
as the proponent of the Master Appropriation BI.

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Document Responsibility: Technology Management Standards Commitee SAEP-74
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6.1 Expenditure Release

The Execution phase starts upon release of funds by TMD to the Field
Proponent. The ER funds are initiated via the Expenditure Request Fund
Releases System, SAP Transaction ZP0400.

The release of funds in the Master Appropriation is governed by GI-0020.500

Expenditure Requests.

All expenditure releases shall be initiated with preparation requirements detailed

in GI-0020.500. Additionally, a technology deployment letter initiated by TMD
for concurrence to the Field Proponent and Engineering Services Department
attaching the technology Project Execution Plan is required prior to initiating the
Master Appropriation Expenditure Release (ER).

6.2 Project Execution

At the start of the Execution Phase, the Integrated Technology Team (ITT) is
formed based on the Integrated Staffing Assignment for Execution Phase
developed during the FEL process. As per the RAPID Matrix, the Technology
Execution Leader is responsible for the formation of the team.

The Execution Phase is carried out in accordance with the Project Execution
Plan developed for the deployment of technology in the Field Proponent facility.

Figure 4 shows the Execution Phase with respect to the overall initiation,
planning, execution and operations process.

Figure 4 - Execution Phase

The “Technology Execution Leader” is responsible for developing the

Execution phase deliverables as per RAPID matrix in Attachment “B”.

The “Technology Project Manager” role shifts to advisory and supervisory role,
as the proponent of the BI. The Technology Project Manager is the single point
of contact with the Technology Execution Leader to provide technical support
pertaining to Saudi Aramco standards and specifications and ensure compliance
with the Saudi Aramco Procurement Manual during the detailed design,
procurement, construction, and pre-commissioning stages.

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Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

6.3 Management of Change

The Field Proponent is responsible to ensure that all the changes associated with
the technology project are carried out in accordance to the Field Proponent
facility Management of Change processes in accordance with Element 5 of the
Saudi Aramco Safety Management System (SMS) ensuring that all changes to
existing assets have been properly evaluated, authorized, implemented, and
documented.

6.4 Project Controls

As the BI Proponent, TMD will monitor the individual ER project activities with
input from the Technology Execution Leaders on the cost, scheduling, and
QA/QC functions throughout the Execution Phase.

TMD will prepare reports at BI level on monthly basis, addressing planned

versus actual and forecasted progress, in addition to highlighting achievements,
objectives, and areas of concern covering the project for management reviews.
The monthly reports are to be distributed to the Field Proponents and
Engineering Services management.

6.5 Mechanical Completion

The execution phase is complete upon achieving Mechanical Completion as

defined in GI-0002.710. The Construction Agency is responsible for delivering
a completed facility as defined in the project scope of work.

In addition to the requirements in GI-0002.710, the Mechanical Completion

Certificate shall be routed to Technology Deployment BI Proponent (TMD) in
addition to the facility Field Proponent.

7 Technology Operations

Figure 5 shows the Operations Phase with respect to the overall initiation, planning,
execution and operations process. The ERC shall be completed for all expenditures.

Figure 5 - Operations Phase

The RAPID matrix shows deliverables to be developed during this Phase

(see Attachment B - RAPID Matrix (Recommend, Agree, Perform, Input, Decide)).

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Document Responsibility: Technology Management Standards Commitee SAEP-74
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7.1 Performance Acceptance Certificate

The Performance Acceptance Certificate (PAC) ensures that the equipment

installed has been demonstrated to perform within Saudi Aramco standards,
project drawings, and specifications. It includes the signatures of the relevant
stakeholders including TMD.

The Technology Execution Leader is responsible for initiating the PAC to the
requirements in GI-0002.710 and shall be routed to Technology Deployment BI
Proponent (TMD) in addition to the facility Field Proponent.

Signing of the PAC marks the completion of the technology project.

All technology projects shall be completed to achieve the Technology
Deployment Master Appropriation BI Expenditure Request Completion.

7.2 Project Close-Out Report

The Project Close-Out Report will be completed by the Technology Project

Manager and will provide information to support the planning, appraisal and
execution of future technology projects as well as serving as a key document for
benchmarking, post-appraisal and value assurance purposes. This document
will be archived in the TMD Technology Database for evaluating and promoting
future technology projects.

7.3 Financial Close-Out

The Financial Close-Out Report evaluates the elements of the project’s work
breakdown structure, determines if there are any additional commitments and
their corresponding costs, as well as provides key data regarding the project
(including staffing, lessons learned, etc.) and any information from project
execution that could have impacted the project’s finances.

7.4 Post Project Appraisal Report

The Post Project Appraisal Report is a conclusive report that provides a high-level
evaluation of the project.

The Report identifies any lessons that could improve subsequent projects
(regarding their planning, decision-making, or execution), determines the extent
to which the original project expectations were realized, and reasons for any
changes in these expectations. This includes project actual economic
performance against predicted economic performance.

Revision Summary
30 January 2017 New document that defines the procedures and responsibilities for Technology Deployment
Master Appropriation projects by Engineering Services.

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Document Responsibility: Technology Management Standards Commitee SAEP-74
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Attachment A - Technology Justification Categories

Summary
The project justification categories are intended to clearly and succinctly explain why proposed
projects are reasonable and consistent with Saudi Aramco’s Business Plan objectives.
Presently, there are four primary justification categories:
 Compliance
 Economics
 Loss Control, consisting of three (3) subcategories
o Loss Control – Safety
o Loss Control – Security
o Loss Control – Environment and Health
 Maintain Business, consisting of three (3) subcategories
o Maintain Business – Reliability
o Maintain Business – Performance
o Maintain Business – Demand Growth
The criteria for deciding which of these justification categories most effectively explains the
business rationale for the proposed project are presented in the next section.
Additional information on the selection criteria and the required supporting information are
presented in the following section.

Selection Criteria and Required Supporting Information

General
 The justification category should be consistent with the proposed project’s stated
Business Objective and the operating environment in which this Business Objective
has to be achieved.
 All reasonable efforts should be made to justify project economically, consistent with
Saudi Aramco’s mission “to engage in all activities related to the hydrocarbon industry,
on a commercial basis and for the purpose of profit.”

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Compliance

Selection Criteria
The Compliance justification category should only be used to justify projects that are primarily
attributable to a specific government directive or government regulation (e.g., security
directives, environmental regulations) that is expected to be in effect at the time the project is
approved. Otherwise, one of the other justification categories should be used.

Supporting Information
 A description of the government directive or government regulation, including all of its
pertinent provisions
 A written government directive or regulation, preferably (or evidence of a written
government directive or regulation, as a minimum)
 An explanation of the extent to which the proposed project would comply with the
applicable directive or regulation, complete with an incremental economic evaluation
which demonstrates the reasonableness of the proposed project scope.

Economics

Selection Criteria
The Economics justification category should generally be used, unless the proposed project is
required to comply with a specific Government directive or regulation.

Supporting Information
 An economic analysis of the proposed project, as described in Section 4.2.2.5,
including the economic evaluation model
 A complete explanation of all of the assumptions and the bases for these assumptions,
as a means of demonstrating the reasonableness of the economic analysis

Loss Control

Selection Criteria
The Loss Control justification category should only be used for projects which primarily
address Safety, Security, and Environmental and Health risks to Saudi Aramco assets,
employees and/or the public:
 Which are not specifically addressed by a government directive or regulation
 For which the net benefits cannot be reasonably quantified

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Supporting Information
Examples of the types of supporting information that should be provided if the Loss Control
justification category is used are presented below:

Loss Control – Safety

 Historical record of safety-related incidents (e.g., accidents)
 Risk assessment reports from the Consulting Services Department (CSD),
the Inspection Department, and/or the Loss Prevention Department
 A complete description of the net benefits, which would likely be realized from the
proposed safety project

Loss Control – Security

 Historical record of security-related incidents
 Risk assessment reports from Industrial Security and/or the Loss Prevention Department
 A complete description of the net benefits, which would likely be realized from the
proposed security project

Loss Control – Environmental and Health

 Historical records which document environmental and health related concerns
 An environment assessment report from the Environmental Protection Department (EPD)
 A complete description of the net benefits, which would likely be realized from the
proposed environmental and health project

Maintain Business

Selection Criteria
The Maintain Business justification category should only be used for discretionary projects:
 With net benefits that clearly and overwhelmingly exceed the anticipated costs
(i.e., the net benefits are so great compared to the anticipated costs that additional
more detail analysis is not warranted)
 For which the net benefits cannot be reasonably quantified
The Economics justification is preferable, as it is consistent with Saudi Aramco’s mission to
engage in all activities related to the hydrocarbon industry, on a commercial basis and for the
purpose of profit.

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Document Responsibility: Technology Management Standards Commitee SAEP-74
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Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

Supporting Information
Examples of the types of supporting information that should be provided if the net benefits
cannot be reasonably quantified are presented below:

Maintain Business - Reliability

 Historical records, which conclusively demonstrate a significant number of unplanned
equipment/facility shutdowns (i.e., failures) and a significant amount of downtime
 An assessment of the cause of the shutdowns
 Forecasts of the number of shutdowns and the amount of downtime
 A complete description of the impact of the demonstrated failures and downtime on:
o The Operating Plant, itself
 Saudi Aramco’s ability to achieve one or more of its Business Plan
objectives, taking into account other actions that could be taken to
mitigate (i.e., reduce) the direct impact of the failure and downtime, such
as increasing production from other facilities and/or by drawing down
storage (i.e., the quantifiable and qualitative net benefits attributable to
the proposed project) net impacts.
 A complete description of the quantifiable and qualitative net benefits,
which would likely be realized from the proposed increase in performance
 The applicable operating organization(s)
 The net impact on Saudi Aramco’s ability to achieve one or more of its
Business Plan objectives
 A targeted level of reliability, consistent with comparable industry
o The Operating Plant, itself
 Saudi Aramco’s ability to achieve one or more of its Business Plan
objectives
 The targeted reliabilities should be compared to typical “industry”
reliability levels, to provide additional perspective.

Maintain Business - Performance

 A performance level assessment
 The current level of performance (i.e., service)
 The targeted performance level
 A complete description of the quantifiable and qualitative net benefits, which would
likely be realized from the proposed increase in performance

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Document Responsibility: Technology Management Standards Commitee SAEP-74
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Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

 The applicable operating organization(s)

 The net impact on Saudi Aramco’s ability to achieve one or more of its Business Plan
objectives
 An assessment of the level of performance typically provided elsewhere
(i.e., other comparable companies, other organizations within Saudi Aramco)
 An estimate of the quantifiable net benefits attributable to the proposed increase in
performance

Maintain Business – Demand Growth

Historical records which document an increase in demand for a product or service
(e.g., infrastructure, IT services, other support services)
A demand forecast, consistent with the historical record, together with an explanation of the
underlying assumptions (preferably a range of forecasts)
An assessment of existing capacity at:
 At the Operating Plant, itself
o Within the corresponding Operating System
o Within other operating systems that could contribute to achieving the applicable
Business Plan objectives
Preferably, this capacity assessment should be based on capacity tests performed specifically
to determine the maximum sustainable capacity.
A complete description of the quantifiable and qualitative net benefits, which would likely be
realized from the proposed increase in capacity
The applicable operating organization(s)
The net impact on Saudi Aramco’s ability to achieve one or more of its Business Plan
objectives
An estimate of the quantifiable net benefits attributable to the proposed increase in capacity

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Document Responsibility: Technology Management Standards Commitee SAEP-74
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Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

Attachment B - RAPID Matrix (Recommend, Agree, Perform, Input, Decide)

ITT member function of origin legend Notes

Technology Project Manager (Engineering Services) 1. RAPID Matrix to be customized according to technology deployment requirements.
Technology Execution Leader (Field Proponent Dept.) 2. Technology Representative from Engineering Services Dept (CSD, P&CSD, ID or Env.)
Engineering Services
Others INTEGRATED TECHNOLOGY TEAM (ITT) MEMBERS ITT SUPPORT FUNCTIONS

Sr. Operations
Leader(Field)

Procurement

Procurement
CPED Value

Admin Area
Technology

Technology

Technology

Contracting

Contracting
Deliverable

Inspection
Assurance

Prevention

Prevention
Execution

Specialist
Materials
Sponsor

Finance
PM (ES)

Material
Coord.

Coord.

Coord.

PMOD
Phase

Safety
Loss

Loss
Rep.

CPM

FPD
Rep
No.

Deliverables

2,1,b Proposed Integrated Staffing Assignment for Business Case D R I I I I I

FEL 1& 2 (Business Case,

2.4 FEL and Execution Deliverable List - included in PEP D R I I I A A I

Study, DBSP)

2.12 Contracting Strategy (Initial) D R I I I

2.13 Project Execution Plan (Initial) D R I I I A A I

2.21 Preliminary Engineering Funding Request D R I A

4.4 Basic Data Requirements (Final) D R I I

4.5 Design Basis Scoping Paper (DBSP) D R I A I I I I A I A I

4.20 VIP - Project Risk Management (PRM) (Updated) D I I A

4.21 Preliminary Process Hazard Analysis (Workshop) D I I I I A

4.26 Business Case Assessment (Final) D R I I A I A

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Document Responsibility: Technology Management Standards Commitee SAEP-74
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Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

Sr. Operations
Leader(Field)

Procurement

Procurement
CPED Value

Admin Area
Technology

Technology

Technology

Contracting

Contracting
Deliverable

Inspection
Assurance

Prevention

Prevention
Execution

Specialist
Materials
Sponsor

Finance
PM (ES)

Material
Coord.

Coord.

Coord.

PMOD
Phase

Safety
Loss

Loss
Rep.

CPM

FPD
Rep
No.

Deliverables

4.27 Procurement Strategy D R I I I A I

4.28 Contracting Strategy (Updated) A I R I D I

FEL 1& 2 (Business Case, Study, DBSP)

4.29 Project Interface Plan (Initial) R D I A I

4.30 Project Execution Plan (Updated) D R I I I A I I

4.31 Operational Readiness Plan (ORP) (Updated) D R I I A I

4.33 Schedule Level II D R I A I

4.34 DBSP Cost Estimate (±25%) R D I

4.36 DBSP Brief and Presentation D R I I

4.37 Proposed Integrated Staffing Assignment for Project Proposal D I R A I I I I I

4.38 Pre-Commissioning & Mechanical Completion Plan (Initial) I D I I I A I

4.41 Assurance Review Report D

4.42 Gatekeeper Submittal D R I

4.43 Gate Outcome Report R D

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Document Responsibility: Technology Management Standards Commitee SAEP-74
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Next Planned Update: 30 January 2020 Engineering Services Technology Deployment

Sr. Operations
Leader(Field)

Procurement

Procurement
CPED Value

Admin Area
Technology

Technology

Technology

Contracting

Contracting
Deliverable

Inspection
Assurance

Prevention

Prevention
Execution

Specialist
Materials
Sponsor

Finance
PM (ES)

Material
Coord.

Coord.

Coord.

PMOD
Phase

Safety
Loss

Loss
Rep.

CPM

FPD
Rep
No.

Deliverables

7.2 Schedule Level III (Updated) D A A

7.3 Project Completion Schedule D A A

Execution (Detailed Design)

7.6 VIP - Design for Maintainability Report (Updated) R D I A

7.7 VIP - Constructability Review Report (Updated) R D I A

7.9 VIP - Planning for Startup Report (Updated) R D I A

7.10 VIP - Project Risk Management (PRM) (Updated) R D I A A

7.11 eReview by Detailed Design Stakeholders D I I I I I A

7.12 Detailed Design D I I I I I A

7.12a Construction Package D I I I I I A

7.13 IFP (LSPB Contract) R I I I I A

7.14 Schedule Level IV and V D A A

8.1 Purchase Requisition D R I I

Execution (Procurement)

8.2 Technical Submittal Reviews D R I I I

8.3 Inspection Assignment Packages D I R I I

8.4 Spare Parts Data Packages D R I I

8.5 Materials Final Disposition Report D I R I I

8.6 Materials Reports D R I I

8.7 Asset Record (Fixed Assets Work In Progress) D R I I

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Document Responsibility: Technology Management Standards Commitee SAEP-74
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Sr. Operations
Leader(Field)

Procurement

Procurement
CPED Value

Admin Area
Technology

Technology

Technology

Contracting

Contracting
Deliverable

Inspection
Assurance

Prevention

Prevention
Execution

Specialist
Materials
Sponsor

Finance
PM (ES)

Material
Coord.

Coord.

Coord.

PMOD
Phase

Safety
Loss

Loss
Rep.

CPM

FPD
Rep
No.

Deliverables

Operational Readiness Plan (ORP) (including Final Startup

9.2 D R A
Plan)
9.3 EPC/LSPB Construction Kick-Off Meeting D I I I I I I

9.4 EPC/LSPB Construction Notice to Proceed D I

9.5 Capital Assets List D I I I I A I

9.6 Construction Progress Reports D

9.7 Request for Inspections (RFIs) D

Execution (Construction)

9.9 Safety Management System (SMS) - Final D R

9.11 Inspection Record Books D R I

9.12 Proposed Integrated Staffing Assignment for Commissioning I R

9.13 VIP - Design for Maintainability Report (Updated) R D I A

9.14 VIP - Planning for Startup Report (Updated) R D I A

9.15 VIP - Project Risk Management (PRM) (Final) I D I A A

9.16 Mechanical Completion Certificate D A R I A I

9.18 Project Records Book Submittals D R I

9.19 As-Built Schedule D

9.22 Exception Items Completed D A R I A

9.23 Contract Close-Out D A R I A

11.1 Performance Acceptance Criteria D A R I I A

Operations

12.2 Project Close-Out Report D A R I A

12.3 Financial Close-Out Report D A R I A

12.4 Post Project Appraisal Report D A R I I A

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