Closeout Report

Closeout Report

1. 3.2.1 Project Summary

   • 3.2.1.1 Name/Login ID
     • Project leader , Dept. Manger and BIs
   • 3.2.1.2 Project Execution Plan
   • 3.2.1.3 ATP capital efficiency ( implemented deliverables)
   • 3.2.1.4 Approved scope change
   • 3.2.1.5 Design Deficiencies (IK/OOK)
   • 3.2.1.6 Approved Project Change Requests (PCR)
   • 3.2.1.8 Achievements and successes experienced
   • 3.2.1.9 Major issues
   • 3.2.1.10 Recommended/required Value Improvement Practices (VIPs)
   • 3.2.1.11 End-of-phase Performance Evaluation Report
   • 3.2.1.12 Average Project Quality Index
   • 3.2.1.13 Average Project Safety Index
   • 3.2.1.14 Reports and certificates
     • At Mechanical Completion
       • Monthly Project Update Report (MPU), Budget Item Summary Report (BISR), Project Completion Schedule (PCS) and Mechanical Completion Certificate (MCC)
   • 3.2.1.7 Approved Change Orders for each contract
   • 3.2.1.15 Confirmation
     • All unused drawing numbers, revision numbers and tag numbers have been returned in iPlant.
     • Issue for Construction (IFC) and As-built drawings have been submitted in iplant

2. 3.2.2 Cost and Man-hours

   • 3.2.2.1 For the Construction Agency
     • Total planned and actual costs and man-hours Information
   • 3.2.2.2 For each Contractor
     • Total planned and actual costs and man-hours Information
   • 3.2.2.3 Other miscellaneous costs
     • Saudi Aramco construction equipment such as rented, leased and chartered vehicles
     • Miscellaneous direct costs such as living and transportation expenses IK and OOK
     • Prorates, miscellaneous reallocated costs and other indirect costs such as engineering and construction overhead.

3. 3.2.3 Schedule and Staffing Profile

   • 3.2.3.1 Planned and actual key milestone dates
     • FEL 1 (Business Case) and FEL 2 (Study and Design Basis Scoping Paper) milestones
     • Project Proposal (FEL3) milestones
     • Detailed Design milestones
     • Procurement milestones
     • Construction milestones
   • 3.2.3.2 Critical Path Method (CPM) work schedules
     • Project Proposal, Detailed Design Procurement , Construction and Pre-commissioning , Commissioning and Start-up
     • Construction Agency (including SMP, PMC etc.) and contractor’s monthly planned and actual man-hours and histogram/staffing profile with table indicating discipline and the consolidated total man-hours

4. 3.2.4 Materials

   • 3.2.4.1 Total material costs
   • 3.2.4.2 List of the purchase orders (PO)
   • 3.2.4.3 Provide actual data related to the quantities of the main equipment and bulk materials acquired, finally installed, and used within the project.

5. 3.2.5 General

   • 3.2.5.1 Waivers log if applicable
   • 3.2.5.1 Waivers log if applicable
   • 3.2.5.2 List of Permits and Licensor agreement
   • 3.2.5.3 Project Records archiving and disposal
   • 3.2.5.4 Twenty (maximum) photos of the project for critical construction milestones

6. 3.2.6 After Action Review Meetings

   • 3.2.6.2 Meeting at Final Mechanical Completion
     • Meeting participant:s
       • Construction Agency Department Manager
       • Construction Agency Department Manager
       • Proponent Operations Manager
       • Maintenance Superintendent
       • Commissioning Team Leader
       • Post Project Appraisal Team representative (Finance)
       • CPED representative, as applicable
     • Meeting will address:
       • If applicable, elements of Capital Efficiency, e.g., Operational Readiness Plan, Target Setting (final results), Final Execution KPIs (outcome), etc
       • Contracting strategy
       • Execution of contracting plan
       • Selection of construction contractors
       • Contractor performance
       • Material procurement strategy
       • Manning of the project
       • Interface with the Proponent
       • Planning for Commissioning and Start-up
       • QA/QC compliance
       • Use of Value Improving Practices
       • Other items deemed useful for improving planning and execution of future projects