AWP COMMUNITY FOR BUSINESS ADVANCEMENT

AWP EDUCATION
FRAMEWORK
Version 1.0 | Published August 2020
C re a t ed b y t h e A W P E d u ca tion & O u t re ach S u b co m m ittee
 Construction Industry Institute (CII)

What is it?
Construction Industry Institute (CII) defines AWP as “the overall process flow of all the
detailed work packages (construction, engineering, and installation work packages). AWP
is a planned, executable process that encompasses the work on an EPC project, beginning
with the initial planning and continuing through detailed design and construction
execution. AWP provides the framework for productive and progressive construction and
presumes the existence of a construction execution plan.”
 ADVANCED WORK PACKAGING (AWP)

What is it?
Advanced Work Packaging (AWP) is a construction-driven project delivery process that adopts the
fundamental philosophy of “beginning with the end in mind.” A key requirement of this process is the
collaboration between construction and engineering during the engineering planning phase to create a
constraint-free work environment in the field. This collaboration ensures that the project is designed with
a sequence that supports construction, and that the supply chain is sequenced accordingly by breaking
down the project scope into Construction Work Packages that are fed with Engineering Work Packages.
ADVANCED WORK
PACKAGING (AWP)

AWP is a project delivery method which flows from

Front End Planning through Commissioning and
aligns Engineering and Procurement deliverables with
the Construction Sequence

It’s a disciplined approach to improving project

delivery which provides a structure for focused
execution planning and production control that is
directed at the construction work front
ADVANCED WORK PACKAGING (AWP)
63% 54%
6. 3 Hou rs 5 . 4 Hou rs

Traditional AWP
Projects Projects
37% 46%
3 . 7 Hou rs 4. 6 Hou rs

Non -Tool Ti me Ti me on Tool s

25% increase in productivity 10% reduction in TIC

ADVANCED WORK PACKAGING

WORKFACE PLANNING

Project Interactive CWPs ITPs MWOs

TestPackages
Setup Planning EWPs IWPs
System Packages Turn Around Packages

COMPLETIONS

Turnover Operations & Maintenance

Front End Planning Construction Commissioning
Facility Management
Detailed Engineering Start Up

ASSET LIFE-CYCLE INFORMATION MANAGEMENT

 ADVANCED WORK PACKAGING (AWP)

Integrated Enhanced Work Packaging Flowchart

STAGE I STAGE II STAGE III
Preliminary Planning/Design Detailed Engineering Construction

Construction Refine CWP and

Detailed IWP System Turn-
Project and Schedule & EWP Schedule
Engineering Construction Development overs / Start-up &
Definition Engineering WBS Boundary Development
Schedule & Ececution Commissioning
Planning Development Development
Benefits & Value of AWP
 Benefits & Value of AWP
Engages
Improved safety Reduced cost Improves Improved overall Improved Better alignment
construction
awareness and through improved constructability project up-front among
during early
performance labor productivity input predictability planning stakeholder
stages

Enhanced
Improve craft More time for Improve Improved systems
supervision to Improved installation
retention due to progress turnover
supervise housekeeping quality
improved morale tracking sequence
 Benefits & Value of AWP

The benefits listed above vary in degree, depending on the

existing procedures and starting point. One project reported
improvement in schedule performance (SPI) by 25 percent and
cost performance (CPI) by 33 percent, compared to a project
with similar scope and location; the key difference was work
packaging. Multiple case studies now show a reduction of 10
percent of total installed cost (TIC). Reference: RS272-1 - Advanced
Work Packaging: Design through Workface Execution, Version 2.1
Without AWP, out-of-
sequence construction
wastes time and money
(typically 25% cost overruns
and 33% schedule overruns).

To maximize savings,
industrial leaders in the oil &
gas and chemical sectors
are now requiring AWP to
be implemented for their
Origin & History of AWP
Myth Busted:
AWP is just a buzzword.

It’s been around for

decades!
 Early AWP Projects

▪ Advantage discovered in projects that planned further in advance.

▪ Benefits recognized to package work into more manageable sizes: include materials, major equipment,
tools, etc.

▪ 1990s - Project in Canadian Oil Sands leverages last planner. This was considered the beginning of
Workface Planning.

▪ Engineering & Procurement components not in place yet.

 Origin & History of AWP

1990s 2006 2009 2013 2017

3D/4D concepts • COAA formed • 1St Annual COAA & CII jointly AWP enters the 1st
introduced on WorkFace Planning AWP/WFP announce AWP stages of
Conference
construction Committee Model globalization
• CII launches
projects • 1st WFP Model
research on AWP
published RT-272a

2000 2008 2 0 11 2015 2020

First AWP/WFP Commercial market COAA & CII join to • CII recognizes AWP CII Report Outs:
Software created for WFP form as a Best Practice EWP, PWP, AWP
automation RT- 272b • CII publishes early Data Standards
software begins to AWP definition &
mature requirements in RT-
319
AWP by Project Phase
 FEP 2 FEP 3
Detailed Engineering
Concept Detailed Scope

CWAs CWPs EWPs

Procurement

PWPs

Construction

IWPs
TWPs

Commissioning &
Startup

TOPs
 FEP 2 - Concept
Example
Value of AWP Major Activities
Deliverables

• Increase ENG Productivity by • Alignment across stakeholders for AWP scope / WBS • AWP organization chart
establishing an early Path of
Construction (PoC) • Define AWP data responsibility matrix & data mgmt. plan • AWP project plan, goals &
objectives
• Increase Construction • Develop preliminary AWP plan (key activities, milestones, etc.)
• Initial plot plan by CWA
Productivity by establishing
• Constraints definition & process for long lead items
well-defined Construction • AWP RASCI Chart
Work Areas (CWAs)
• AWP Champion onboarded for EPC + Owner organizations
• PoC meeting Terms of
• Ensure alignment on plan & • Secure Construction representative to be involved in decisions Reference
methodology for using AWP
& how it will impact the • Prep for Path of Construction meetings? • CWA Index
project
• Begin incorporating AWP activities in Level 2 schedule • CWP Index
 FEP 3 – Detailed Scope
Example
Value of AWP Major Activities
Deliverables

• Set up project for effective • Complete delineation of CWAs • Project estimation by CWP
EWP program
• Identify long lead Procurement items by CWA • Vendor data review
• Align stakeholders with PoC prioritization by CWP
development • Align Engineering Work Packages (EWPs) directly with CWPs
• CWP release plan (fully
• Hold Constructability reviews developed with “clashes”
• Optimize ENG hours by identified)
establishing a framework that
• Hold Interactive Planning session for PoC development
can reduce "wait" times • Asset lists encoded by CWP
• Structure the project into an optimal sequence of CWPs
• Increase field Time-On-Tools • Initial EWPs release plan
by aligning project schedule • Build short list of contractors & subcontractors with knowledge of the
with CWAs & Construction Owner or EPC’s AWP procedures • Constrained PoC
Work Packages (CWPS)
• Define PoC with Level 3 Schedule • Level 3 loaded schedule
 Procurement in the Early Stages
Major Activities Major Activities Example
Value of AWP
FEP 2 - Concept FEP 3 – Detailed Scope Deliverables

• Optimize Procurement • Identify items best to • Organize purchase orders by • Vendor data requirements to
planning to align with the PoC, purchase in FEP CWP support AWP (including
ensuring early alignment of update frequency standards)
critical equipment and • Sequence Procurement by • Complete Procurement Work
material delivery for EWPs & ROS dates Packages (PWPs) prior to the • Defined PoC with Level 3
Construction planned start date schedule & ROS dates for
• Build out procurement major equipment
tracking & reporting system to • Develop a procurement
measure EP 30/60/90 & Execution Plan that support
incorporate into weekly the PoC
meetings
• Begin weekly procurement
coordination with ENG &
Construction
 Detailed Engineering
Example
Value of AWP Major Activities
Deliverables

• Optimize ENG hours through • EWPs have complete associations with CWPs, drawings, mechanical • EWP release plan & EWPs
identifying & removing EWP equipment, specifications, etc. delivered in accordance with
constraints that plan (in-sequence and
• Construction reviews CWPs & EWPs and how they support the project on-time)
• Increase field Time-On-Tools schedule
by organizing, tracking & • Sequence Procurement by
expediting the hand-off of • Connect non-BIC engagements to Calendar in Q2 EWPs
ENG deliverables to
Construction by CWPs • Continue Constructability reviews • CWP Readiness Review
Meeting Terms of Reference
• Assign WP owners early to allow enough time for reviews & changes
• Complete list of EWP
• Begin regular CWP readiness review meetings & hold well in advance constraints
of CWP planned start date

• Conduct AWP maturity assessments: Early Works, civil, etc.

 Procurement in Detailed Engineering
Example
Value of AWP Major Activities
Deliverables

• Optimize ENG hours through • Purchase of all Engineered Equipment • Purchase of all Engineered
digital upload of vendor data Equipment
& associated ETA dates into • Expedite Vendor Data by Engineering Need Date
EPC procurement systems • Expedite Vendor Data by
• Expedite Deliveries by Field Need Dates Engineering Need Date

• Purchase all Fabrication in accordance with the Procurement • Expedite Deliveries by Field
Strategy – if any prior to Construction Need Dates

• Purchase and Manage Long Lead Valves • Purchase all Fabrication in

accordance with the
Procurement Strategy – if
any prior to Construction

• Purchase and Manage Long

Lead Valves
 Construction
Example
Value of AWP Major Activities
Deliverables

• Improve field safety & quality • Finalize IWPs release plan & schedule • Constraint review meeting
through enhanced planning Terms of Reference
and clear scopes • Determine how to manage & measure exceptions to releasing only
IWPs to the filed that are 100% constraint free • Owner & EPC IWP completion
• Increase Time-On-Tools by and status report (by week)
improving the coordination of • Conduct final Constructability reviews
field constraints management • Materials list by IWP
& shared services across • Begin weekly constraint review meetings
multiple Contractors • Mechanical equipment
• Conduct AWP maturity assessments: electrical, mechanical, pipe, associations list by CWP &
• Increase Time-On-Tools by steel, contractors, subcontractors, suppliers, etc. IWP
debottlenecking constraints
on Installation Work Packages • Bag and Tag by IWP
(IWPs)
• Initiate Test Work Packages (TWPs)

• Complete TWPs, Punchout & Complete by System

 Procurement in Construction
Example
Value of AWP Major Activities
Deliverables

• Increase field Time-On-Tools • Establish Field Procurement at Site: site support, tools, equipment, • Subcontractor Packages
by ensuring all materials to consumables, shorts, etc.
support a CWP are delivered
to construction before ROS • Initiate materials management, warehouse & preventative
date maintenance efforts

• Purchase of all materials & fabrication in accordance with the

Materials Responsibility Matrix

• Purchase fabrication in accordance with the Procurement strategy

• Expedite equipment, materials, & fabrication to support field need

dates
 Commissioning & Startup (CSU)
Example
Value of AWP Major Activities
Deliverables

• Increase field work efficiency • Right-size the workhours required to execute each TOP (mechanical, • TWP release plan by IWP
by improving the transition instrument engineers, etc.)
from construction to CSU • TOP release plan by TWP
through clearer line of sight • Associate Test Work Packages (TWPs) and TOPs to applicable CWAs,
on sequencing of construction CWPs, EWPs, & IWPs • Final, consolidated AWP
completion to support the Master Index
CSU schedule • Conduct regular turnover execution readiness reviews
• Increase field Time-On-Tools • Assign the TOP Owner at least 12 weeks prior to the planned start
through early, iterative input date
of Operations and
Commissioning into the PoC &
linkage of an optimal CSU
sequencing of Turnover
Packages (TOPs) to the IWP
sequencing
Roles & Expectations
 The Role of the The Role of the
Owner EPC or Contractor

• Determines Scope of AWP • Developing internal and

project programs
• Contract language
• Understanding the needs of
• Vetting contractors the Owner and the project
• Managing expectations • Setting up a team
• Managing performance • Delivering on expectations
• Ensuring compliance • Continuous Improvement
 Stakeholder Roles

Construction Construction
Engineering & Project Supply Chain Operations
Owner Contractor Management Project Controls
Procurement Management Management Manager
(CMT pre-bid Team
selection)

▪ Support Overall AWP ▪ Develop CEP and ▪ Attend Interactive ▪ Attend IPP Sessions ▪ Lead IPP Sessions – ▪ Attend IPP Sessions ▪ Attend IPP Sessions ▪ Track AWP Metrics
Project Execution Turnover Strategy Project Planning ▪ Incorporate AWP into Constructability ▪ Ensure Procurement ▪ Ensure IWPs, TWPs, and by Project Phase
▪ Develop AWP ▪ Develop Path Sessions Project Execution Plan Reviews, Path of Strategy is Aligned with TOPs support the most ▪ Monitor the Health
Strategy of Construction ▪ Draft definition of the ▪ Identify AWP Qualified Construction, Contracts effective turnover and of AWP Adoption
▪ Allocate Budget ▪ Defines CWP Construction Work Contractors Preliminary CWPs ▪ Supports AWP startup sequence Metrics
Resources Boundaries Areas ▪ Define AWP Metrics ▪ Ensure EWP Requirements for ▪ Track High Level
▪ Develop Level 2 ▪ Set Construction Completions Contracts Project Metrics that
schedule & estimate Execution Plan Support the Path of are
▪ Draft Required At Site Parameters Construction supported /
dates for major ▪ Maintain Policies & ▪ Report Progress at improved by AWP
equipment Procedures EWP Level (Cost, Schedule,
▪ Determine AWP Roles Quality, Safety)
& Responsibilities
 AWP Specific Roles
▪ Responsible for the development and
sustainment of the AWP program across ▪ Project Specific
an organization ▪ Establishes project expectations
▪ Program development AWP
Corporate AWP ▪ Audits performance
▪ Procedure creation
Manager Champion ▪ Detailed reporting
▪ Staffing ▪ Capturing lessons learned
▪ Education and promotion ▪ Ensure data requirements are met
▪ Determine technology system needs
▪ Define data requirement needs

▪ Responsible for the implementation of

the AWP program on a project
▪ Project Execution
▪ Organizational Procedures
EPC AWP Manager ▪ Attending/Contributing to Project
Team size will vary based on project or portfolio size Management
and available resources. Some projects may have ▪ Collaborating
▪ Developing Training Plans
one person covering multiple roles as needed. ▪ Mentoring project stakeholders
 WorkFace Planning Specific Roles

▪ Produces work plans to more efficiently

execute construction
▪ Planning and overseeing the development ▪ Completes Constructability analysis
of work packages ▪ Handles RFI’s
WorkFace Planning ▪ Selecting and training of team members WorkFace ▪ Understands the Path of Construction
Lead ▪ Performing quality checks Planner ▪ Dissecting CWPs into IWPs
▪ Producing reports for management ▪ Quantity take offs
▪ Mentoring WorkFace Planners ▪ Maintains project database
▪ Identifies constraints
▪ IWP Release Plans

Team size will vary based on project or portfolio size

and available resources. Some projects may have
one person covering multiple roles as needed.
Stakeholder Deliverables Related to AWP

Optimized Preliminary Plot Plan IPP Session - Schedule

Construction Work Areas Work Packages

Defined Startup Priorities Construction Execution Plan

Path of Construction -15 / 30% Estimate

Work Breakdown Structure Commissioning & Validation

Project Organizational Chart Turnaround Requirements

Intelligent, AWP Compliant Model

 Types of Work Packages

Construction Procurement Construction Engineering Installation Test

Work Area Work Package Work Package Work Package Work Package Work Package
(CWA) (PWP) (CWP) (EWP) (IWP) (TWP)

A location specific, multi- A complete list of supplied Created by the key Engineering deliverable that Contains constraint free A detailed plan to assure
disciplinary representation material and equipment stakeholders in accordance is used to develop (CWP) scope of work that allows that each asset
of process units, major for an EWP/CWP. The with the Path of Construction Work Packages trade to complete tasks (Equipment, pipeline, etc)
areas throughout the scope of a PWP can be Construction. Serves as a and that defines a scope of independently for a specified passes a predefined set of
construction site. specific to an engineered proposal for executives to work to support construction time duration in a safe, tests based on that object
piece of equipment or to a ensure the construction of a in the form of drawings, predictable, measurable, and type in order to be
group of bulks supply. A given project or production procurement deliverables, efficient manner. This deemed complete and
PWP does not have to be a is well-planned out. The specifications, and vendor includes supporting ready to be handed over to
physical package—a PWP better a CWP is prepared, support. The EWP is released documents such as BOMs, the client. The testing is
can also be a scheduling or the better chance that the in an approved sequence that tasks, and man-hour run after construction is
tracking exercise. Must project will be accepted by is consistent with the CW estimates to complete the complete, but before the
support the Path of a company. CWPs are schedule. The scope of work task. IWPs are subsets of handover (Also called
Construction. subsets of CWAs. Prepared is typically both by discipline CWPs. Prepared by discipline turnover) to the
by discipline or craft. and by area. Prepared by or craft. owner/operator.
discipline or craft.
 Construction Procurement
Work Area Work Package
(CWA) (PWP)

List of all Material, Equip, & Vendor Data

Required by Engineering
Geographically Identified
Linkage to a Specific CWP/EWP

Roles of Buying & Receiving Process

Multi-disciplinary
List of Associated Purchase Orders

Field Info – Tags, Material MGMT

Represents all major areas
Dependencies with other PWPs

Supports POC
 Construction Engineering
Work Package Work Package
(CWP) (EWP)

Subset of a CWA Subset of a CWA and aligned to a CWP

Discipline Specific Discipline Specific

Estimated Man Hours Technical Specifications

Planned Start & Finish Dates Engineering Data & Drawings IFC

CWP Release Plan Vendor Data & Drawings IFC

Recommended 1:1 Ratio to EWP Recommended 1:1 Ratio to CWP

 Installation Test
Work Package Work Package
(IWP) (TWP)

Subset of a CWP As-Built DWGs/BOM

Constraint List & Verification
QA/QC Documentation, Drawings
Work Scope/Task List
Test Procedures, Settings
Man Hour Allocation

Specialty Tool & Equip Requirements Software Documentation

BOM’s
Equipment/Material Databases/Listings
Technical Docs & DWGs
Screenshots from Model Linked to assets, not CWPs/EWPs
Path of Construction &
IPP Meetings
 In a tradition project, Engineering is performed by
system, Procurement in bulk, Fabrication by size, and
Construction by area

AWP is designed to align Engineering, Procurement,

and Fabrication with the Path of Construction…so that
deliverables are managed and disseminated in the
correct sequence to support the Construction plan

This process is initiated during the Integrated

Planning Sessions
 1 Commissioning

Owner 5

Integrated Planning Sessions bring

together the project lifecycle team to
define the Path of Construction, and do
a backwards pass to ensure that
Engineering and Procurement can 2 Construction
support Construction execution dates,
with Commissioning requirements in
mind.
Procurement 4

3 Engineering
PATH OF
CONSTRUCUTION COMMISSIONING

(PoC)
CONSTRUCTION

The Path of Construction is the strategic sequencing of

PROCUREMENT
Construction (and Commissioning) execution activities
by Construction Work Areas
ENGINEERING
The PoC identifies the Construction approach for
project delivery and how Engineering and
Procurement deliverables will support construction
sequencing

*Commissioning and plant startup operations set the

PoC
priority and sequence for the project
 ENGINEERING
Who is required to provide
information for determining the
Path of Construction? PROCUREMENT

PROCESS

CONSTRUCTION

COMMISIONING

PROJECT CONTROLS
 What information is required
by each discipline?

Engineering Procurement Process Construction Commissioning Project Controls

• Vendor data • Long lead delivery • Specifications • Heavy haul routes • Startup sequence • Start / finish dates
delivery dates times
• Heavy lift crane
• Design hours requirements

• Deep foundations
Deliverables from the Integrated
Project Planning Meeting

Construction Work Area boundaries defined on plot plan(s)

Construction Work Areas prioritized

Engineering and Construction Work Packages identified

Path of Construction by Construction Work Areas

Engineering and Construction Work Packages sequenced within Construction Work Areas

Path of Construction supports Commissioning and Start Up

 Constraint
Management
 What is Constraint
What is a Constraint?
Management?

Any information, tools, materials, A process used by

equipment, access issues or supervisors and other management
otherwise that prevent or delay the personnel
safe and successful execution of to help employees
work in its entirety. maintain task focus.

“Work Packaging and the Constraint Management process remove the guesswork from
executing at the work face by acutely defining the scope of all work involved and ensuring all
things necessary for execution are in place. It ensures to a much greater degree that the work
will be done in the time allotted.”
- CII RT272 , page 35
 Benefits of Constraint Management

• Alignment around priorities

• Information visibility Schedule
• Identification and Mitigation of Design Issues
• Safety Issues
• Ability to productively perform work Proyect
Balance
• Reduced scaffolding costs
• Cleaner, more organized jobsites Scope Budget

• Increased project moral

 Common Constraints by Work Package Type

Construction Construction Engineering Work Procurement Work Installation Work

Work Area Work Package Package Package Package
(CWA) (CWP) (EWP) (PWP) (IWP)

▪ Quality ▪ Predecessor ▪ Predecessor ▪ Drawings

▪ Equipment Open RFI
▪ IFC Drawings Packages Packages ▪

▪ Access Company Materials

▪ Open RFIs Vendor Data ▪ Data ▪

▪ Concurrent Contractor Materials

▪ Company Materials ▪ Geological Survey Requirements ▪

Projects Predecessor
▪ Contractor Materials ▪ Geotechnical ▪ Scope of Material ▪

▪ Area-Based Safety Packages

▪ Predecessor Investigations Finalization
Requirements ▪ Clear Workface
Packages ▪ Modularization ▪ Vendor
▪ Predecessor Permitting
▪ Safety Requirements Strategy Documentation
Completion ▪ Equipment
▪ Vendor Support ▪ Vendor Hold Points
▪ PWP Constraints ▪ Tools
Requirements ▪ Interdependent Crew
▪ EWP Constraints ▪

▪ Execution Plan Packages Scaffolding

▪ CWP Constraints ▪

▪ Constructability ▪ Quality
▪ IWP Constraints
Review Requirements
▪ P&ID Input ▪ Work Package
▪ Site Drawings Rework
▪ Owners Approvals ▪ Safety Requirements
 Who is Involved in Constraint Management?

▪ Runs the weekly constraint review

▪ Identifies constraints for specific work
meeting with the Owner & Contractors packages
– Discusses any new constraints ▪ Manages the issuing of constraint free
– Provides updates on existing
work packages
constraints ▪ Status packages for release if work is
WorkFace ▪ Manages the escalation of unresolved WorkFace impacted by an uncleared constraint
Planning Lead constraints that may impact the project Planner

▪ Anyone working in any capacity on

▪ Keeps track of the planned vs. actual
the project
start dates for work packages
▪ Responsible for clearing their
▪ Monitors the quantities being held up
assigned constraints such as permits,
by constraints to help with prioritization
materials, safety gear, or equipment
▪ Understands the impact and criticality
Constraint ▪ Provides details and updates on the Construction of all open constraints
Owner constraint removal process Manager
 Typical IWP Constraint Schedule by Project Size / Type

Small Project / Shutdown / Large / Mega / Giga Project

Turnaround
IWP Initialized 6 Weeks Out IWP Initialized 12 Weeks Out

Constraints Identified 10 Weeks

Constraints Identified 4 Weeks Out
Out

Constraints Assigned 3 Weeks Out Constraints Assigned 8 Weeks Out

Constraints Cleared 2 Weeks Constraints Cleared 4 Weeks

Out Out

Package Released Package Released

Constraint Management Best Practices

One Consolidated List of All Open Constraints

Assignment of Owner, Due Date, and Priority for Each Open Constraint

Approval Workflow for Each Constraint Closeout by Package Type

Standardized Constraint Review Meeting Tools

Decision Tree for Work Packages That Have Open Constraints

Reporting on the Status of open Constraint Items

Scaling AWP
 Introduction

AWP is in use globally and has been found to improve safety, schedule, predictability, quality, and labor productivity.

Increases of 25% in labor productivity and reductions of 10% in total installed costs have been reported for AWP systems that

have progressed in maturity.

Some companies that started implementing AWP applied it on relatively large projects and saw benefits. These and other

companies were interested in further information on applying AWP to smaller projects. COAA received additional requests to

develop a "Scalable AWP Guideline" for implementation on projects under $100 million without compromising the principles

that result in improved project performance. Information on the resulting COAA Scalable Advanced Work Packaging Report

is provided in the remainder of this Scalable AWP section.

 COAA Scalable AWP

The COAA Scalable AWP Model Report (www.coaa.ab.ca/library/scalable-advanced-work-packaging-report/) was developed by

four working committees and 40 experienced industry professionals (as committee members) with a 5 -member steering

committee and is based on the work of the Construction Industry Institute (CII) and COAA.

The COAA scalable AWP model concept was designed in 2019 to provide AWP benefits to smaller projects (under $100

million) and is published in the Scalable AWP Report which includes example projects. The model introduces tools and

resources developed by AWP experts. It is available for implementation by industry and is designed to provide benefits to a

variety of project types, sizes, levels of complexity, and industry sectors.

 COAA Scalable AWP Model and Report

Scaling AWP first requires identifying key factors that would change the project delivery practices. Theis
COAA Scalable AWP Report introduces two main factors: familiarity and complexity. If a project type is
new to a company, then generally the project could be considered unfamiliar. If the project has been
done before by the same team, it can be classified as familiar. The second main factor is complexity, as
projects can vary greatly from extremely simple to extremely complex.

Key excerpts from the COAA Scalable AWP Report are included on the next pages.
 COAA Scalable AWP Report Key Excerpts
The scalable AWP model utilizes the integrated life cycle flow chart from the AWP best practice. The model has been formatte d slightly so that it
can be scaled up and down for project familiarity and complexity. To see the original model, please refer to the CII website .

SCALABLE ADVANCED WORK PACKAGING FLOWCHART

STAGE I STAGE II STAGE III
Preliminary Planning/Design Detailed Engineering Construction

Project Construction, Schedule and Detailed

Definition Engineering and Path of Boundary Engineering Procurement CWP IWP IWP IWP Quality
WBS Construction Turnover
and Procurement Construction Development Deliverables Deliverables Creation Scoping Creation Execution Control
Development Schedule
Strategy Planning

AWP Lifecycle Flowchart - Scalable

Source: https://www.construction-institute.org/securefile.aspx?filename=319_1.pdf#page=13
 COAA Scalable AWP Report Key Excerpts

1. Category A - Unfamiliar Low Complexity (Project)

2. Category B - Familiar Low Complexity (Program)

3. Category C - Unfamiliar High Complexity (Project)

To determine the categorization of a project a screening tool
was devised. The COAA screening tool asks a series of
4. Category D - Familiar High Complexity (Program) questions that help identify if a project is familiar / unfamiliar
and low / high complexity.

Source: COAA Scalable Advanced Work Packaging Report , Page 10

www.coaa.ab.ca/library/scalable-advanced-work-packaging-report/
Overcoming Common
AWP Objections
 OBJECTION:
“I don’t have enough people.”
RESPONSE
You must be
committed to AWP
from an organization
level…if not then the
program will fail at
the project level. Most
companies who say
that they don’t have
enough people to
perform AWP have
not committed.
 OBJECTION:
“This isn’t how engineering works. This will slow down engineering.”
RESPONSE
This is one of the great
fallacies of AWP. The AWP
process should have little
impact to Engineering
productivity. Engineering
can still be done by system.
The difference is in how the
engineering deliverables
are distributed and the
priority driving the
sequencing.
 OBJECTION:
“This is too hard / complex.”
RESPONSE
Clients are demanding
a more intelligent
approach to project
delivery. Technology is
driving new
approaches in project
execution.

Companies that fail to

innovate will fail to
exist.
 OBJECTION:
“Our current process is just fine.”
RESPONSE Historically, the construction industry
has been plagued with cost
and schedule overruns.
70% of construction projects are over
budget and behind schedule, and 52%
of projects finish at 189% of their initial
budget.*
Misalignment between engineering,
procurement and construction has
contributed to an average tool time of
just 3.7 hours (37%)
per shift.**

Just fine isn’t good enough anymore.

 OBJECTION:
“I don’t have the technology or tools to do this.”
RESPONSE
Having integrated
s y s tems c onfigu red to
aid in A WP ex ec u tion will
allow y ou r c ompany to
d o m ore with les s
requ ired res ou rc es . It will
allow y ou to manage and
c ontrol a vas t nu mber of
vital f u nc tions with fewer
proj ec t s taff members .
 OBJECTION:
“AWP is just a buzz word.”
RESPONSE AWP has been recognized as
an industry best practice by
CII, COAA, and others.

AWP has become the required

project delivery method for
many major clients in the Oil,
Gas, and Chemical Industry,
and beyond. It’s an intelligent
approach to project delivery;
not just a buzz word.
 OBJECTION:
“AWP isn’t right for my project.”
RESPONSE
The basic concept of
AWP can be applied to
any project regardless
of size or content.
AWP is scalable and its
benefits can be
realized through a
multitude of project
types spanning an
assortment of
industries.
 OBJECTION:
“I don’t have time to learn something new right now.”
RESPONSE
AWP education
resources are readily
available.

In addition, CII is
developing an AWP
concierge service to
assist people (and
companies) with
their AWP journey.
 OBJECTION:
“My project is too small.”
RESPONSE
The core
foundation of the
AWP process is
applicable to
projects of all sizes.
The new AWP
scalability model
addresses some of
these questions for
the OG&C industry.
 OBJECTION:
“My project is too far along.”
RESPONSE
If engineering has progressed
to the point where a change in
bow direction will prove costly,
and the procurement ship has
already sailed, the best
strategy may be to monitor
(and manage if possible)
constraints against Installation
Work Packages as
part of a Workface Planning
process.
 OBJECTION:
“I have a Lump Sum job.”
RESPONSE
Great! AWP will offer
your company an
opportunity to realize
a positive increase in
safety, direct labor
production rates, and a
reduction in total
installed cost. This
translates into a higher
profit margin.
 OBJECTION:
“We already do AWP.”
RESPONSE
Many companies have a
misconception of the scope
and breadth of AWP.
They don’t realize that
Advanced Work Packaging
is a comprehensive project
delivery method which
transcends from Front End
Planning through
Commissioning.
THANK YOU