Tanap Lesson Learned
Tanap Lesson Learned
Tanap Lesson Learned
HANDBOOK
TANAP Project Lessons Learned
Handbook
5
Rövnag ABDULLAYEV
Dear Colleagues,
We are honored and delighted to have successfully completed Trans-Anatolian Natural Gas
Pipeline Project (TANAP) – a highly challenging mega project that will be the most critical part
of the Southern Gas Corridor. TANAP aims not only to boost the energy security of Turkey and
Europe, but also to contribute to the region by bringing Azerbaijan, Turkey and the European
Union closer, and by reshaping the geopolitical global energy map. TANAP is a unique and
highly successful project, not to mention the longest and largest-diameter natural gas pipeline
in Turkey, the Middle East and Europe.
The TANAP Project is also an excellent example of effective project management in the
sector considering its scale and the complexities involved, such as the diverse geographical
conditions, seasonal variations, constructability and different interfaces that can be counted
among the many challenges faced. The project has been completed by fully matching the
specified quality standards and specifications with the project schedule, and under the initial
estimated budget.
Throughout the entire TANAP project, the people and the environment were our main priorities,
and it is a delight to see that in light of the project objectives, budget and achieved standards,
the project has been completed successfully to the highest satisfaction of all those involved.
Consequently, the TANAP project team has gained the complete trust of all the stakeholders
through its constancy, integrity and ethical business practices.
In recognition of our hard work and dedication, it was with great pleasure that we were granted
many prestigious international awards, including the “2020 Project of the Year” by
PMI Institute.
On behalf of the TANAP Board of Directors, I would like to express my gratitude and
congratulations to the TANAP team for their great devotion and commitment to the realization
of the project in line with our clear business values.
Sincerely,
Rövnag ABDULLAYEV
Chairman of the Board of Directors
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CONTENTS
ABOUT TANAP 10
TANAP IN FIGURES 20
AWARDS 22
LESSONS LEARNED 26
LEGAL AFFAIRS 59
CONSTRUCTION 69
OPERATIONAL READINESS 84
FINANCE 87
PROJECT CONTROL 88
ENVIRONMENTAL 94
SOCIAL IMPACT 98
PERMITS 103
ABBREVIATIONS
ABOUT TANAP
The Trans-Anatolian Natural Gas Pipeline (TANAP) Project is among the most crucial and successful
cooperation projects conducted by Turkey and Azerbaijan to date in the field of energy. The project
further underlines the historical bonds of brotherhood between the two countries and the “One
Nation Two States” spirit, and can be considered the signature of the two countries, Turkey and
Azerbaijan, on Anatolia.
The Trans-Anatolian Natural Gas Pipeline (TANAP) constitutes the foundation of the 3,500-kilometer
energy corridor that runs from Azerbaijan to Europe. TANAP is the most important component of the
Southern Gas Corridor (comprising three pipelines: The South Caucasus Pipeline (SCP), TANAP and the
Trans-Adriatic Pipeline (TAP), and not only enhances the energy security of Turkey and Europe, but also
contributes to peace and stability in the region by bringing the Caspian region, Turkey and the EU closer
together. It also has potential for expansion through the corridors it creates to all other natural gas-
producer countries in the region, effectively reshaping the global geopolitical energy map.
Edirne
Tekirdağ
Kütahya Kırıkkale
Kırşehir
TANAP receives
the natural gas of
Azerbaijan from the
South Caucasus MS1
Pipeline in Posof.
Ardahan
Giresun
Gümüşhane
Bayburt Kars
Erzurum
Erzincan CS1
Şah Deniz 2
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11 Pigging Stations
56 48 36
56”/ 1,339 km 48”/ 455 km 36”/ 17,5 km*2 1,811 km
Phase 0/Ardahan–Eskişehir Phase 1/Eskişehir–Edirne Dardanelles Offshore Crossing Total Length of Pipeline
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23 December 2014
26 February 2015
17 March 2015
16 March 2015
29 August 2014
17 April 2015
24 July 2014
27 May 2015
17 December 2013
8 June 2014
16 April 2014
1 July 2015
26 June 2012
22 July 2015
26 October 2015
31 December 2020
25 January 2016
17 February 2016
30 June 2018
23 January 2018
15 June 2019
27 July 2016
20 May 2016
Early Works
Commenced First Delivery Turbo
FEED
of Linepipes Compressor
Completed Ball Valves
Contract Contract
56” Pipeline Award-2
IGA and HGA Award Construction
Ratified EPCM Start Turbo Compressor Stations First Gas
Offshore
Contract ESIA Positive Contract Award-1 Construction Delivery
Pipeline
Award Decision by Delivery of RoW Contract First Gas to TAP
Construction
MoEU for the first 6x100 km Award Delivery
Contract Award
SCADA/ to BOTAŞ
56” Pipeline Telecoms
Construction 48” Pipeline Pipeline
Delivery of Camps Contract
Contracts Award Construction Commissioning
56” Pipeline Award Pipeline
Start Completed
GTA Signed Construction Commissioning
Final Investment Contractors 48” Pipeline Start
Decision Made Construction
Contracts Award
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TANAP IN FIGURES
No of land entry
No. of permits No of landowners: protocols signed:
obtained
7,368 115,466 21,759
- 67.5 m 7,000
(Dardanelles)
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Most 36”
offshore pipe joints
welded in one day:
Man/hours worked:
No of 56’’ 136 joints
(1,670 m/day)
pipe joints welded in
115,365,753 one day by one welding team:
145 joints (2,000 m/day)
No of acquired
land parcels:
21,242 private
7,701 public
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The TANAP Mega Project is the centerpiece of the Southern There were 31 different packages of Client Supplied Materials with a
Gas Corridor – a priority project for the EU that envisages the total cost of USD 1.6 billion, including 1.2 million tons of line pipe and
transportation of gas from the Caspian Sea through Georgia and pipe bends, more than 1,000 different types and sizes of valves/6
Turkey to Europe. turbo compressor units 4 main metering systems, 5,552 km of fiber
optic cable, auxiliary systems, etc., all of which had to be procured
The TANAP Project, with its initial CAPEX estimate of USD 11.7
and delivered to the Construction Contractors on time by TANAP.
billion, is one of the longest and largest diameter gas pipelines
ever built in Turkey, all the facilities of which were constructed
in a very difficult terrain in a very short period of time. The
schedule-driven project had to be delivered in two phases, and
great a vast majority of the work had to be completed in just
three construction seasons.
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Despite its large scope and deep complexities, the TANAP Also, respect for the environment, society and humanity were
Project was able to be delivered on time and under budget fundamental principles followed in the TANAP Project, and all activities
through the application of international project management were carried out according to the principles of transparency and
standards, different methods/techniques and an effective accountability. The Project supported the socio-economic development
change management system, in which focus was on safety of the local population, and contributed to sustainable development,
and quality, as well as social, economic and cultural values. while also providing concrete benefits through its efforts to preserve
biodiversity and cultural heritage along the entirety of its route.
Leading companies in the engineering and construction
field took part in the project stages of TANAP, in which During the construction stage of the TANAP Project, approximately 15,000
highquality engineering, designs, materials and construction employment opportunities were created, providing decent working
methods were applied. The contracts signed with vendors, conditions and labor rights to employees in line with national labor
contractors and service companies made a considerable legislation and best international practices. Early in the Project design,
contribution to markets. An analysis of the Final Contract a local skills analysis study was conducted to assess the local workforce
prices, the payments made to companies operating in Turkey and the availability of specific skills to meet the needs of the Project. After
during the TANAP project investment period contributed an assessment of the results of the study, people from local communities
approximately 50% of added value to the domestic market. were employed primarily in unskilled and semi-skilled roles, while women
from the local communities worked in the workers’ camps as catering and
maintenance housekeeping staff.
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Following the completion of the Project, our goal was to bring all the lessons
learned during the project lifecycle together, and to share these unique and
valuable findings with all the stakeholders, and make them available for the use
of any future projects. For this purpose, a multidisciplinary workshop was held on
October 31, 2019 involving separate sessions for each Project stage, such as
Pre-FEED, FEED, Detailed Engineering, Procurement, Construction and
Commissioning, during which detailed discussions were held and experiences/
findings were listed. During the TANAP Lessons Learned Workshop, not only
positive findings, but also areas for potential improvement were captured and
recorded for the TANAP Lessons Learned Register. We give special thanks to
all of the stakeholders who contributed to the success of this program, and
express our pleasure at being able to share the TANAP Lessons Learned.
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Process / Discipline
Contracts and Claim
Project Phase
Phases 0 and 1
Contractor Selection Type
Methods Well
The development of well-elaborated and carefully planned assessment stations, including the power criteria. Through this approach, applicants
criteria considering the specific technical and geographical challenges with past experience in only one industrial project with a low established
led to the selection of the most suitable contractor for each part of power when compared to TANAP were eliminated before scoring, leaving
the project. While deciding upon the pre-qualification criteria and the the applicants with sufficient experience for scoring.
process, the benefits of experience gained in previous similar Projects
In addition to the construction and commissioning capabilities of the
were promoted. Accordingly, much stricter selection criteria were
construction contractors, their engineering and procurement capabilities
applied, supported by certain knock-out criteria prior to the scoring
were also subjected to in-depth analysis, considering that these two
exercise. Hence if any applicant failed to meet any of the pre-defined
areas are usually the weakest links in the structures of construction
knock-out criteria, no further scoring exercise was implemented for
contractors. The construction engineering aspect of projects and the
that applicant. To provide clarity and to demonstrate the differences in
related procurement activities are frequently underestimated in projects
the applied approach, the following examples are given:
similar to TANAP, where the client conducts the detailed design and free
In many of the prequalification processes applied in similar issues the long lead items. Apparently, such misinterpretations were
projects, experience in pipeline construction is sought and scored. correctly managed in TANAP upon early recognition of the engineering and
However, considering that TANAP is a large diameter pipeline (mainly procurement workload over the contractors.
56”) featuring lengthy sections (or lots), a knock-out criterion was
Considering all of the above, Contractors with the necessary qualifications
defined for experience in the construction of pipelines in 42” diameter
were carefully selected by evaluation committees of personnel with deep
or above for a length of at least 200 kms. Hence, greater confidence
experience in their respective disciplines, who were then reviewed and
was obtained in the management of the difficulties associated with the
approved by the Shareholders.
welding and laying of 56” pipelines when compared to those of smaller
diameters.
Process / Discipline
Contracts and Claim
Project Phase
Phases 0 and 1
Unique Contract Type
Management Well
To enable more efficient contract management processes, bespoke The lack of familiarity with bespoke provisions that could have
contracts were developed for both the service and procurement an adverse impact on communication and efficiency in contract
contracts of the Project to best serve the unique needs of such a administration, was managed in TANAP through the formation of a
complex Mega Project, rather than using the standard framework strong contract management team.
contract forms used in the industry.
Finally, the interfaces and battery limits were clearly defined in the
Through the use of bespoke contracts in place of standard contracts, contracts at the bidding stage, and amended when necessary until
the transfer and allocation of risks between the contractors and TANAP contract execution so as to eliminate any confusion among the
were well managed through the inclusion of balanced limitations, contractors. As an outcome, the execution of project contracting
ensuring TANAP was able to manage the risks, while also limiting the processes through bespoke contracts enabled a better and more precise
financial risk to contractors to the level of agreed damages, and to determination and implementation of the scope of the Project, as well
exposure under bonds, warranties and the like. It was also considered as the material and services procurement requirements related to the
that the maximum transfer or allocation of risk from TANAP to the project.
contractor would return to additional cost exposure to TANAP.
It was understood that risk allocation could also be managed under
standard contracts through the inclusion of particular conditions
within the contracts, although ambiguities may be created in contracts
with multi-staged conditions, which may lead to uncertainties in
interpretation and lead to increases in the valid basis of claims.
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Process / Discipline
Contracts and Claim
Project Phase
Phases 0 and 1
Type
Bonus Scheme Well
The Contractors were entitled to bonus payments, calculated based on The Bonus Scheme motivated the Construction Contractors to take the
the specific percentages in the original Contract price if they achieved necessary actions to meet the interim key contractual milestone dates,
Key Milestones before the contractual completion dates. In order with the ultimate goal of achieving Mechanical Completion milestone on
to be entitled to such bonuses, and ultimately, to meet the Project or earlier than the contracted dates. In cases where the key milestones
targets, the Contractors were encouraged to review and revise their were achieved early, but Mechanical Completion was not be achieved on
construction schedule by mitigating inefficiencies and delays, as well time, no bonus payments were made.
as by increasing their equipment and workforce. The Bonus Scheme
The Bonus Scheme proved to be an effective approach to the motivation
was introduced following a detailed cost-benefit analysis by the
of Contractors to achieve their contractual targets through the provision
Project Management Team, and led to a minimization of schedule risk,
of additional resources and improvements in efficiency in a schedule-
enhanced project planning and prompt project completion.
driven project like TANAP.
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Process / Discipline
Contracts and Claim
Project Phase
Phases 0 and 1
Delay Liquidated Type
Damage Philosophy Well
The strict use of delay liquidated damages when Contractors failed to Unlike typical contract management philosophies, more detailed
meet their Key Contractual Milestones was one approach to ensuring milestones and LD mechanisms were put in place to manage and monitor
the timely completion of the Project. Contractor performance involving the application of interim milestones,
which served as an auto control for the Contractors and ensured the
The applied LD amount was withheld from the Contractor’s payments,
achievement of both interim and ultimate goals.
but if the Contractor achieved their next key milestone in accordance
with Contractual targeted dates, the LD amounts that had previously It is important to include delay LD provisions in contracts, although such
been withheld were released to the Contractor. provisions should not only penalize the Contractors, but should also
motivate them to achieve their interim and final contractual milestones.
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Process / Discipline
Contracts and Claim
Project Phase
Effective and Phases 0
Constructive Claim Type
Evaluation Well
All Construction Contractors claims were evaluated and settled during This enabled the timely resolution of claims and avoided unnecessary
the project execution phase. To accelerate and accurately assess disputes between parties. The Contractors were thus motivated,
the Contractor’s claims, detailed assessments were performed by the and were able to concentrate on the delivery of their contractual
relevant departments and the results were submitted to the TANAP responsibilities rather than being confrontational with the Client.
Higher Claim Evaluation Committee for review and endorsement. This
Assessing Contractors’ claims during the contract execution process
committee was chaired by the TANAP CTO and included multi-disciplinary
serves to prevent confrontations between parties, and motivates
Senior Managers who independently reviewed the claims and the
Contractors to achieve their contractual obligations.
assessments of the relevant TANAP departments.
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Process / Discipline
Overall Project Management
Project Phase
Phases 0 and 1
Type
Agile Project Leadership Well
For large and complex projects of the scale of TANAP it is essential for implemented to speed up progress, while keeping the ultimate project goals
the Project Management Team to adopt an agile leadership approach, unchanged. Maintaining active lines of communication between project parties
i.e. to receive and assess feedback, and to develop/revise/implement allowed rapid decision-making involving the weighing-up of the available
plans for the best outcome. The TANAP Project Management Team options and choosing the best course of action for the project. TANAP was one
continuously promoted and implemented such an approach and took of the first Projects to implement an agile project management approach, the
incremental steps toward the completion of the project while keeping popularity of which has been increasing since 2018/2019.
the ultimate goal of the project in mind.
It is vital to implement iterative work planning, which is based in principle
Site Delivery Managers were assigned to monitor the Contactors’ works on monitoring progress, analyzing delays and challenging activities, as well
closely and provide continuous feedback to the Project Management as revising implementation plans.
Team. Based on such inputs, incremental steps were planned and
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Process / Discipline
Overall Project Management
Project Phase
Phases 0 and 1
Effective Stakeholder Type
Management Well
Maintaining effective and continuous communication lines with the Key The TANAP Project leadership and management methodology were based
Stakeholders enabled the more swift evaluation and endorsement of new on close interaction among the Project Team and TANAP Shareholders via
plans and/or changes developed to resolve the challenges encountered during mutual practical and effective platforms for the review of project activities
the Project lifecycle. Many platforms were established to ensure effective and decisions with the Shareholders and such key partners as the TANAP
communication with the Pipeline Affected Parties, Project Stakeholders, Technical Advisory Committee, the Audit Committee, the Finance Committee
Shareholders, Shippers, International Financial Institutions (IFIs), etc. and the Contract Committee that were established by TANAP, and the
Shareholder representatives established pursuant to the TANAP Shareholders
In all processes within the Project, including those related to land acquisition,
Agreement. Efficient and regular communications were maintained with
TANAP adopted a strategic and structured approach to stakeholder relations
the Shareholders to benefit from their valuable experience, and as a
with the aim of establishing and maintaining constructive relations with all
consequence, new plans and/or changes in concerns that occurred during
stakeholders. A Stakeholder Engagement Plan was developed that explained
the Project lifecycle were able to be discussed and evaluated swiftly, and
in detail the interaction between TANAP and Stakeholders. TANAP consulted
could thus be addressed by the Project Team in a timely manner.
the relevant public institutions along the route of the pipeline, organized
public engagement meetings on a district basis, and held consultation and Effective stakeholder management planning should be carried out in the initial
dissemination meetings with national and international NGOs in order to inform phase of the project, being one of the most critical factors contributing to
interested parties and other stakeholders that may be affected by the project, success in a project.
and to ensure their engagement in the project.
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Process / Discipline
Overall Project Management
Project Phase
Phases 0 and 1
Special Platforms for Type
Contractual Decisions Need for improvement
In addition to the TANAP internal review processes, any contracts exceeding The amount of contractual and/or change limits subject to review
certain budget limits were subject to review and endorsement by the TCC, and endorsement of the Shareholders Committees should be
established in line with the TANAP Shareholders Agreement. This additional defined as a proportion of the overall project budget to expedite
process ensured oversight and endorsement, and while it brought benefits an approval processes.
to evaluation and control, it also had an adverse effect on the Project bid
schedule. The time required for such additional Stakeholder review and
endorsement stages should be taken into account during the bidding process.
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Process / Discipline
Overall Project Management
Project Phase
Phases 0 and 1
Project Management Type
Structure Well
Upon completion of the FEED, an Engineering Procurement The main goal was to clearly communicate the project goals to all the
Construction Management (EPCM) contractor was selected to stakeholders, to assign accountabilities to the appropriate authorities, and
manage the project activities on behalf of TANAP. During the initial to motivate the project personnel and Contractors. The integrated approach
stages of the Project, several problems occurred related to the fostered collaboration and assisted in the identification and allocation of
management of the project contractors and the work schedule. critical resources to the right positions, which further motivated all the
The TANAP Project Management Team analyzed the issues stakeholders. The close and direct involvement of the TANAP Management
and identified root causes towards the end of 2015. Following a Team in all aspects of the project works and the support provided by the
detailed assessment and careful planning, the TANAP Project project Shareholders had a positive effect on project progress, and resulted
Management Team proposed, and the TANAP Board of Directors in the timely achievement of key milestones and significant savings in the
agreed, to integrate the EPCM resources into an Integrated Project budget.
Management Team (IPMT), under the management of the TANAP
Creating an open and collaborative work environment in which the team
Project Management Team. In August 2016, the EPCM Contract
members can communicate cooperatively, share their views and focus on
was amended and two new but separate Consultancy Framework
achieving the project goals enables the successful delivery of a project.
Agreements (CFA) were signed with the EPCM Contractor and its
Consultant. Under these CFAs, the CFA parties were to provide
manpower for the IPMT. The modification to the Project Management
Philosophy, i.e. the establishment of the IPMT, was driven by the
problems related to the management of the work and the slow
progress.
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Process / Discipline
Overall Project Management
Project Phase
Phases 0 and 1
Contractual Performance Type
Monitoring Well
Process / Discipline
Overall Project Management
Project Phase
Phases 0 and 1
Type
Clashes of Interfaces Need for improvement
An interface between the Onshore Pipeline Construction attention were discussed and resolved with the Contractors as required.
Contractors (OPLC), the Station Construction Contractor (SCC)
The managerial strategies defined in the initial phase of the project should be open to
and the Telecom/SCADA Contractor (TSC) managed by the EPCM
change in line with the experiences encountered during the execution phase. In projects
during the initial phase of the project was insufficient, leading to
with many interfaces, such as TANAP, the battery limits should be determined clearly, and
a misalignment of priorities, as well as a delay in the schedule.
a management strategy should be determined accordingly. In addition, the performance
The lack of a clear definition of interface management, as in the management of all these interfaces should be closely monitored, and corrective
well as the division of responsibilities between TANAP’s Major actions should be taken when necessary.
Contractors (OPLC, SCC, TSC) had a negative impact on the
management and coordination of the Contractors. The EPCM was
not sufficiently effective for the management of the interface
between the Contractors and other Project stakeholders.
Process / Discipline
Overall Project Management
Project Phase
Phases 0 and 1
Robust Interface Type
Management Well
The interface management of the Construction Contractors, Vendors, Interface management is very important for the achievement of major
Subcontractors, etc., was of vital importance, and was a major project targets in terms of scope, cost and schedule. A well-designed
factor in the structure. The TANAP interface management structure interface management approach ensures that all project parties work
served to promote project stability while identifying interfaces toward the project goals and objectives with a principle of integrity.
between the involved parties. One of its missions was to ensure As such, the project parties and their roles and responsibilities should
transparency through process control and communication among be clearly defined and interface management should be planned
the TANAP project teams, the Construction Contractors, Vendors and based on these elements. The functioning of this system, should be
Subcontractors, and the support thereof. With the involvement of the monitored continuously throughout the project lifecycle, making use
project leadership (through Periodical Interface Meetings, Monthly of such tools and techniques as periodic meetings, DVRs (Division of
Process Meetings, Site Leadership Visits, etc.), the interfaces were Responsibility Matrices), interface registers, etc.
effectively managed.
Process / Discipline
Overall Project Management
Project Phase
Phases 0
Type
Early Bird Gets the Worm Well
Awarding Early Works Contract(s) for the ground preparation, fencing, Awarding Early Works Contracts for preparatory construction works
access road, camp establishment and stockyards/laydown area works effectively speeds up the mobilization of Construction Contractors,
before awarding the EPC and the construction contracts had a highly and accelerates the commencement of works in such schedule-
positive impact on the overall Project delivery. The Pipeline Construction driven projects as TANAP.
Contractors were provided with camps and stockyards that allowed
efficient time management for the preparatory construction works.
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Process / Discipline
Overall Project Management
Project Phase
Phases 0 and 1
Type
Closure of Punch Items Need for improvement
The TANAP Project sites were handed over to TANAP Operations and Although early site handover is an effective way of integrating
Maintenance (technical handover) prior to Provisional Acceptance (PA), operating systems and teams into the sites, Construction Contractors
and the Contractors were contractually obliged to close the remaining need to be monitored for the closure of the remaining punch items.
punch items prior to PA. This facilitated the establishment of control
The Contractors’ performance should be monitored continuously
over operations through the implementation of the TANAP Permit to
through regular progress meetings and site visits to ensure the
Work process, but at the same time caused delays in the closure of
remaining punch items are closed in a safe and efficient manner.
the remaining punch items due to the application of stricter control
measures.
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Process / Discipline
Overall Project Management
Project Phase
Phases 0 and 1
Close Monitoring and Type
Timely Interventions Well
During the implementation of the Project, there were several instances To mitigate this considerable risk had the potential to jeopardize the
in which the Project Management Team had to take urgent action that completion of the Project on time, and taking into account all possible
in later stages of the Project proved to have had a critical positive effect risks and consequences of the postponement of the Mechanical
on progress. The Project Management Team, after having reviewed the Completion Date, the Project Management Team evaluated all
pros and cons of such changes, decided on shifts of scope among the possible alternatives, including the termination or partial termination
Contractors (in construction as well as in material deliveries). Given the through a reduction of scope. It was decided in the end that the best
delicacy and the potential for undesirable outcomes of such decisions approach for the maintenance of the overall Project Schedule and
if not managed carefully, the Project teams demonstrated considerable contractual commitments would be to engage another of the existing
courage in taking such critical actions after evaluating all aspects of the Contractors to complete a portion of the works assigned to the
change, and communicating all the details to the Project Shareholders to Contractor causing the delay.
obtain their support.
The benefit of utilizing one of the existing Contractors for the
The Project Management Team monitored the progress of all Contractors execution of outstanding works related to their familiarity with
very closely and noted that some Contractor continued to fail to deliver the project environment, including the technical specifications
the required outcomes, even during the summer season when the and procedures, gained through their previous involvement in the
greatest progress was expected. Despite the support and guidance implementation of works under the Project.
provided by the Project Management Team, it was evident that one of the
Contractors was not taking necessary actions, and the risk of failure in
achieving Mechanical Completion on time was increasing day by day.
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Process / Discipline
Overall Project Management
Project Phase
Phases 0 and 1
Materials Type
Management System Need for improvement
Process / Discipline
Overall Project Management
Project Phase
Phases 0 and 1
Level End Boss = Special Type
Task Forces Well
These task forces were comprised of selected project team members, the site, which could have a direct impact on the Project schedule.
who were appointed based on their experience and knowledge and given
The establishment of special task forces involving a dedicated team
clearly defined roles and responsibilities, with specific targets to deliver to a
recruited from the Project participants proved to be a very effective
certain schedule. This allowed smaller tasks to be tackled in an efficient and
method for the achievement of specific targets or for the resolution of
timely manner, without a need for the creation of larger teams and without
issues with the potential to affect the project schedule and/or costs.
additional resources or outsourcing. As an example, a special Task Force was
established to oversee activities related to the delivery of metering skids to
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Process / Discipline
Overall Project Management
Project Phase
Phases 0
Early Commencement of Type
Design and Procurement Well
Process / Discipline
Overall Project Management
Project Phase
Phases 1
In-house Organizational Type
Resources Well
TANAP Project Directorate decided to use existing Project team members Drawing upon the lessons learned during the Phase 0 linefill and
for the management of the linefill, commissioning and completion works. commissioning works, the Completions and Commissioning Group
Using experienced Construction team members ensured a smooth was restructured to align with the Phase 1 linefill and commissioning
transition from the construction to the commissioning phase. Moreover, activities’ needs and requirements, which led to a much smoother
involving the Operations personnel in these activities provided them with and faster completion of the tasks. As a substantial portion of the
an opportunity to gain a familiarity with the facilities prior to the start of mechanical works had been completed and pre-commissioning works
commercial operation. had been launched at various compressor stations, dedicated project
teams from the construction and operational organizations were
The team developed the necessary plans and procedures, had them
assigned to manage the Phase 1 commissioning works.
verified by an independent third party and managed all the works, without
a need for outsourcing. This resulted in faster mobilization and set up, The creation of all necessary documents and a clear definition of roles
as well as effective coordination among the teams. The utilization of and responsibilities, as well as the communication of such roles and
personnel from the Construction teams allowed the transfer of project responsibilities with relevant personnel before the commencement of
knowledge to the commissioning team, while the utilization of personnel activities, serve as a solid example of an improvement made during the
from the Operations Department allowed them to become familiar with transition from Phase 0 to Phase 1.
the facilities and to understand the working principles in a relatively safe
environment, i.e., prior to the start of actual commercial operations.
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Process / Discipline
Overall Project Management
Project Phase
Phases 0 and 1
Type
Project Documents Need for improvement
Process / Discipline
Health and Safety
Project Phase
Phases 0 and 1
Encouraging Health and Type
Safety Applications Well
The TANAP Project Health and Safety Recognition Program and the Health
and Safety Incentive Program were applied to encourage the Project
Team and Project Contractor employees to comply with the TANAP Golden
Rules of Health and Safety.
The Health and Safety Incentive Program not only motivated the Project
Team to comply with the TANAP HSE (Health and Safety, Environmental)
standards and principles, but also ensured the completion of the Project
with high HSE performance.
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Process / Discipline
Health and Safety
Project Phase
Phases 0 and 1
Comprehensive Incident Type
Investigation Procedure Well
The Comprehensive Incident Investigation Procedure and principles were In mega construction projects such as TANAP, priority should be given
developed as per the Project requirements and shared with all on-site to safety, and Incident Investigation Procedures should be carefully
Contractors. The Contractors were instructed by official letter to implement applied to ensure the root causes of any incidents are investigated in
all principles of this procedure in the event of the occurrence of an incident, detail, and actions are taken to prevent reoccurrence.
and emphasis was on finding the root cause of the incident so as to
prevent recurrence. The purpose was not to single out the guilty, but to
gather data that could lead to corrective actions, and to prevent systematic
failures.
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Process / Discipline
Health and Safety
Project Phase
Phases 0 and 1
Road Safety Type
Management Need for improvement
Cross-country pipeline projects are linear projects that extend over Accordingly, during the bidding and contract award processes, road safety-
long distances. Due to the nature of the works, a significant amount related requirements were well-defined and included in the Construction
of human and material transportation is unavoidable, making it Contractors’ contracts, and so the implementation of road safety
critical to have well-defined Road Safety Management plans and requirements was standardized among the Contractors and TANAP.
procedures in place. The TANAP Road Safety document was created
Developing an Advanced Road Safety System sets a standard and can help
at the outset of the Project and shared with the Construction
organizations reduce, and ultimately eliminate, the incidence and risk of
Contractors.
fatalities and injuries resulting from road accidents.
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Process / Discipline
Legal Affairs
Project Phase
Phases 0 and 1
Early Commencement of Type
Design and Procurement Well
The TANAP Legal Affairs Directorate was involved in negotiations, This approach proved to be advantageous particularly in commercial
communications and agreements from day one, and maintained a operation contracts, which constitute the basis of TANAP’s operations.
strong interface with the commercial, administrative, technical and Strict attendance to the technical negotiations on commercial
financial departments, all of which generated tremendous know-how operation contracts, in addition to discussions on legal terms, ensured
within the TANAP Legal Affairs Directorate. better coordination between the legal and commercial operation teams,
and ensured an effective understanding of commercial operation
Armed with such valuable know-how, the dedicated in-house legal contracts, resulting eventually in a smoother finalization of the
team was able to provide legal services in line with its previous contracts and an integrated approach to the contracts, as well as the
practices and experience, which proved to be valuable in increasing minimization of disputes.
efficiency, ultimately benefiting TANAP and its shareholders. Through
the effective use of such know-how, the legal team has been able to
provide legal opinions in a timely manner without disrupting TANAP’s
operations. Such experience has also benefited other departments in
terms of time efficiency.
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Process / Discipline
Procurement and Materials Management
Project Phase
Phases 0 and 1
Well-Structured Type
Bidding Steps Well
During the bidding process for the procurement of services and Bid Update: Due to parallel development of the detailed design
materials, the following well-structured steps were applied: at the time of the bidding stage, bid updates were made efficiently
to allow bidders to update their bids based on the bidding process
Market research: This step was applied for the critical material clarifications, to allow the incorporation of the changes into the
and service packages, such as the line pipes, line valves and design or to satisfy any other requirements of TANAP. This process
onshore pipeline construction contractors. As a result of this study, ensured the avoidance of many of the claims that would otherwise
the capabilities and capacities available in the global market were be encountered after the execution of the contracts.
identified at the earliest stage of the Project, and strategies were
re-evaluated and set based on real market conditions rather than Best and Final Offer (BAFO): This step was applied once all of the
academic knowledge. No vendors/contractors were eliminated for technical issues under the proposed contract had been clarified
any reason at this stage, although the Project’s awareness level was with the shortlisted bidders, and allowed them to provide their
increased considerably, which contributed to the following stages. best and final offers against the agreed and normalized scope (i.e.
offers with different scopes were adjusted). It is worth mentioning
Pre-qualification/screening: This step was publicly announced that a one-line compliance statement and/or the confirmation of a
to increase the number of applicants. The study was used to screen bidder to TANAP’s requirements were not considered satisfactory.
and officially qualify potential bidders who would then be invited Indeed, during the evaluation stage, all requirements of TANAP were
to submit bids for the relevant packages. As in ID no. 1 above, strict mutually discussed, and the necessary explanations were made
requirements were set in various categories, including financial and minuted with the shortlisted bidders prior to the collection of
aspects, QA/QC, HSE and certification, experience record, project their BAFO’s to reduce/eliminate any ambiguities that may lead to
management/execution strategies, policies, plans and procedures additional costs related to unforeseen risks.
and current contractual commitments/works in progress, etc. to
prevent inappropriate entities from submitting bids.
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Well-Structured
Bidding Steps
The application of such bidding steps as pre-qualification and Competitive bidding serves to identify the most appropriate contractors/vendors
bid update (followed by a BAFO) during the Project bidding of particular goods and services. It ensures transparency and equal opportunities,
processes resulted in a competitive bidding process, contributing and ensures the outcome represents the best value. A transparent and robust
to the financial success of the Project Contract and successful procurement process is one of the most critical factors in the success of a project,
Procurement Management. ensuring the selection of the most suitable contractor/vendor.
62 TANAP Project Lessons Learned
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Process / Discipline
Procurement and Materials Management
Project Phase
Phases 0 and 1
Client Supplied Materials Type
Delivery Schedule Need for improvement
Due to a lack of close interaction between different departments In some cases, the correction of defects resulting from inappropriate
under a single discipline that combines and closely monitors trends preservation adversely affected progress during pre-commissioning
in the overall Project schedule, and that considers the impact of such and commissioning activities. Furthermore, additional storage areas
trends under the dynamic schedules of various packages, it became had to be arranged for the storage and preservation of materials
apparent that accurate and effective planning was not possible when delivered ahead of time.
arranging the Delivery Schedule of Client-Supplied Materials at the time
The delivery of materials should be scheduled with a margin of safety
of the execution of the contracts and thereafter during the expediting
before the required-on-site date, and construction schedule trends
process. Some of the Client Supplied Materials were thus delivered to
should be closely monitored and managed to avoid the need for
sites earlier than the required-on-site dates (especially Phase-1 items).
additional storage facilities, and to minimize the preservation risks
While early deliveries avoided any claims of delays by the Construction related to seasonal conditions at the relevant sites.
Contractors and maximized flexibility in the sequence of construction
activities, which positively supported the overall completion schedule
of the Project, it caused storage and preservation difficulties at the
worksites.
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Process / Discipline
Procurement and Materials Management
Project Phase
Phases 0 and 1
Scope of Vendor Type
Contracts Need for improvement
TANAP encountered various issues in the provision of supervision services Furthermore, the lack of detailed information regarding the
during the project execution process. Sourcing equipment from foreign requirements for the provision of maintenance services and spare
manufacturers led to prolonged service times, and visa and transportation parts under the Vendor contracts emerged as an issue when such
difficulties associated with the supervisory services. services were needed in the early stages of the operation period.
The provision of such services upon re-negotiations with the
Accordingly, a schedule of the services that will be requested from
Vendor led to losses of time.
Vendors during the Project execution phase should be defined during the
contract negotiation phase, even tentatively, and included in the Vendor To overcome such problems, maintenance and spare part
contracts. Furthermore, the notice periods for the requirement and arrival requirements should be negotiated during the bidding stage, and
of Vendor supervisors should be well-defined, and remedies shall be options should be included in the procurement contract.
available to TANAP in the Vendor contracts to be applied in the event of
In any event, the procurement of equipment from domestic
the Vendor failing to comply with the arrangements of their supervisors.
vendors that meets international standards may eliminate many
In this way, disputes arising out of the provision of Vendor supervision
of the problems related to the provision of supervision and
services could be minimized.
maintenance services. Hence, local content should be maximized
to the maximum extent possible, and a certain cost margin may
be considered in the bidding stage to support the achievement of
such maximization efforts.
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Process / Discipline
Procurement and Materials Management
Project Phase
Phases 0 and 1
Client Supplied Type
(Free Issue) Materials Need for improvement
Although the procurement of critical equipment by the Client may The need for data from certain Vendors (ICSS, WP, SCC, etc.) led to
facilitate advancement in the completion of the detailed design, the additional delays. In this respect, the procurement of items should
number of Client-supplied items should be limited to long-lead items be left to the Contractors as much as possible to eliminate additional
and items for which early Vendor design is required for inclusion in the interfaces, and also to avoid potential claims related to delays in
detailed design, to avoid impacting on the Construction Contractors’ material deliveries.
work plans. Too many Client-Supplied Materials increase the need for
Client-Supplied Materials should be optimized in line with the needs of
interface management between the Contractors and Vendors, and
the project.
cause delays in the overall engineering processes.
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Process / Discipline
Engineering and Design
Project Phase
Key Performance Phases 0 and 1
Indicators (KPIs) for Type
Engineering Activities Need for improvement
Key performance indicators related to detailed engineering Key Performance Indicators would allow the close monitoring of the
activities were not defined, which led to a lack of motivation or any detailed design activities, and would prevent changes. For detailed
mechanism for the evaluation of the EPCM Contractor’s performance. engineering activities, indicators on which performance measurements
As a consequence, there were problems in the management of are based should be determined and defined in the relevant contract.
engineering deliverables, which was carried out based on the In addition, to help monitor progress in the provision of engineering
idiosyncratic experiences of the Project Management Team. deliverables, an overall design and engineering schedule with defined
milestones should be prepared considering all details, such as third-party
inputs (e.g., Vendor requirements) and their timing and impacts.
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Process / Discipline
Engineering and Design
Project Phase
Phase 1
Location Selection of Type
Project Facilities Need for improvement
The location selected for CS1 has significant surface and underground improved, considering the infrastructure in the identified location.
water problems, which led to a delay and complications in the
A detailed site investigation should be carried out not only of the site, but
construction activities. Improvements had to be made to the
also in the surrounding area. The design should not be finalized based
temporary and permanent drainage systems on the site, and the same
on desktop studies. Additional construction measures had to be taken
infrastructure concerns were experienced with the location of BVS 49,
during the construction of some of the stations located on flood plains.
which led to a change in its location. The site selection criteria should be
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Process / Discipline
Construction
Project Phase
Phases 0 and 1
Encouraging Health and Type
Safety Applications Need for improvement
To meet the commitments of the commercial arrangements, the Within the scope of the construction and commissioning activities,
mechanical completion and commissioning activities were planned for the Mechanical Completion Milestones should be determined with
the winter months following the Key Contract Milestones and the Project due attention paid to seasonal conditions.
Schedule. Seasonal difficulties necessitated the planning of additional
While deciding on the Commercial Operation Date (CoD), technical,
works and the acquisition of additional resources for the construction
seasonal and construction challenges should be taken into
completion and commissioning stages, for which prioritization studies
consideration when planning the project milestones.
were carried out.
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Process / Discipline
Construction
Project Phase
Phases 0 and 1
Type
Robust Site Organization Well
The management of sites by the assigned authorities ensured integrity Engineering issues, and were assigned to manage the works delivered
and discipline in the delivery of the task. The Delivery Managers by all disciplines, and to coordinate between their site and the
were the Single-Point Accountable persons on their respective sites, Headquarters.
and were responsible for the management of all TANAP works, and
The centralization of the management of all disciplines, on one hand,
also for the management of the Contractors’ works. The Delivery
and the representation of all disciplines on all sites facilitated the
Managers ensured high standards in Quality, Health and Safety, Social,
efficient management of site works and enabled the delivery of the
Environmental, Contractual, Project Control, Construction and
task on time.
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Process / Discipline
Construction
Project Phase
Phase 0
Value-Adding Type
Construction Practices Well
The TANAP Project Management Team continuously reviewed project Optimization of Pipeline Lowering: The length of the pipe sections
progress, assessed delays, and discussed improvement options with to be lowered into the trenches was optimized considering the
all the relevant parties. geographical conditions and pipeline integrity. Where possible,
to reduce the need for tie-in welding in the trench and to improve
Constructability Reviews: Typically, alignment workshops should
lowering-in performance, smaller sections were welded together prior
have been conducted involving the Construction Contractors during
to the start of the lowering-in activities. Furthermore, reducing the
the detailed design phase, which would have allowed a better
number of tie-in activities in the trench minimized the risk to health
understanding and clarification of fabrication techniques, connection
and safety.
designs, standard details, penetration/sealing details, materials,
finishes and methods, as well as construction philosophies among The use of the correct equipment and materials in the right quantities
the architectural, civil engineering and structural engineering for Backfilling: on-site progress was continuously reviewed, delays
teams, ensuring their alignment with the Contractors. As the design were assessed and improvement options were discussed with the
of the onshore pipeline was on the whole completed prior to the Construction Contractors. During these reviews, delays in pipeline
awarding of the construction contracts, to save time in the project backfilling operations were considered, and potential improvements
schedule, no constructability reviews were carried out with the were evaluated. The selection of numbers, as well as the capabilities
involvement of contractors. To close this gap, the TANAP Engineering of backfilling equipment, is important for the efficient and timely
and Construction Departments, working in close cooperation, were backfilling of large diameter pipelines. A detailed analysis was
able to successfully resolve the technical queries and deviation conducted to identify the causes of delay in backfilling. At some
requests raised by the construction contractors related to materials locations, the equipment had to be increased, while in other locations
and construction techniques. Where applicable, TANAP put forward the size/capacity of the equipment to hand had to be revised to align
optimization alternatives for the consideration of the Construction with the site conditions in terms of terrain and soil type, whereas at
Contractors, which contributed to construction progress. some other locations, materials from nearby quarries were imported
for backfilling.
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Process / Discipline
Construction - Pipeline
Project Phase
Phase 1
Resource Utilization in Type
Construction Works Need for improvement
Process / Discipline
Construction - Pipeline
Project Phase
Phase 0
Maximum Limits for Type
Safe Construction Need for improvement
Process / Discipline
Construction - Stations
Project Phase
Phase 0
Site-Based Activity Type
Schedule Well
Some critical activities, such as piping works may have a ultimately to delays in mechanical completion. Therefore, such details
significant impact on the overall progress of the Project, while the should be included and managed via more detailed site-specific work
commencement of such works may be dependent on the completion plans, i.e. Level 4 (L4) and more detailed site/task-specific execution
of previous tasks, such as engineering and material procurement. schedules.
The commencement and progression of piping activities were affected
Level 4 (L4) and, where required, more detailed execution schedules have
by delays in the completion of earlier tasks, such as engineering and
to be developed, as this will allow a clearer understanding of the details
procurement.
of the task and a better determination of the critical path, which in turn
The Project Level 3 (L3) schedule was inadequate for tracking the would allow the implementation of alternative methods.
details of such activities as piping scope. This made it difficult to
monitor overall progress and to identify delays that could lead
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Process / Discipline
Construction - Telecom, Scada, Instrumentation & Electrical
Project Phase
Phases 0 and 1
Integration of Vendor Type
Packages Need for improvement
In major projects, a significant number of vendor packages are The ICSS design should be considered when performing an overall
required to be integrated into the overall system. The integration facility design, and ICSS engineers should be involved in the design
of such equipment into the overall facility design, and most when defining the requirements for the vendor packages, while also
importantly, the overall control system, is always a challenge as participating in the contract negotiations and clarification phases.
most vendors finalize the design of their control systems towards
Moreover, equipment purchase orders for vendor packages should be
the end of the design/manufacturing process. This adversely
finalized before the completion of the overall ICSS design to prevent
affects the finalization of the overall ICSS design, construction and
delays and reworks of the ICSS.
commissioning and, if not managed carefully, causes delays and
reworks in the ICSS. These problems get worse if orders for vendor
packages are placed late. Most vendor control systems (Unit
Control Panels) were finalized and signals were made available for
the ICSS upon the completion of Factory Acceptance Tests (FAT),
which led to a delay in the ICSS design/engineering works. The
sequence of works was rescheduled, where possible, to allow room
for separate UCP FAT’s, as well as signal integration.
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Process / Discipline
Construction - Telecom, Scada, Instrumentation & Electrical
Project Phase
Phases 0 and 1
Specialized Equipment Type
Installation Need for improvement
One of the major and important interfaces in pipeline projects is As the work plan contained no detailed plans for specialized equipment
an interface related to the design, procurement, installation, and (e.g., control systems by the Vendor, SCADA by the Telecom and SCADA
commissioning of control systems. Contractor), and the installation and pre-requisites that were required
to be completed prior to such installations, TANAP asked the Telecom
The installation, completion and commissioning of specialist
and SCADA Contractor to develop a Level-4 (L4) detailed schedule for
equipment, such as control systems (by the Vendor) and Supervisory
critical areas such as the Admin and Control, Substation and Back-up
Control and Data Acquisition (SCADA) systems (by the Telecom
Control Center buildings.
and SCADA Contractor) require careful work planning and interface
management with the Construction Contractors responsible for the These detailed schedules, including the pre-requisites for specialized
completion of the construction work. Equipment installation dates equipment installation, were added to the overall project schedule and
should be coordinated taking into account such factors as site shared with the contractors to allow them to align their site activities
readiness, and power supply and UPS availability, site access dates accordingly.
and plans, etc.
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Process / Discipline
Completions & Commissioning
Project Phase
Phases 0 and 1
Pipeline Monitoring Type
System (PMS) Well
Process / Discipline
Completions & Commissioning
Project Phase
Phases 0 and 1
Scope Prioritization Type
Studies Well
To enable safe linefill and commissioning operations, detailed Scope Prioritization Studies (Minimum System
Requirements) were conducted, during which the essential systems required for the safe and efficient initiation
of linefill and commissioning works were identified, with efforts focused on their completion. This facilitated the
on-time realization of such major milestones as Gas to Turkey (Phase 0) and Gas to Europe (Phase 1).
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Process / Discipline
Completions & Commissioning
Project Phase
Phases 0 and 1
Completions Type
Management Tool (CMT) Need for improvement
The use of purpose-built software for the management and keeping To meet the demands on resources, the Construction and Quality
of records of every stage in the completion and commissioning works teams provided support to the Completions and Commissioning team
was important in ensuring traceability as well as the transfer of such in process management by assigning some of its site personnel to the
critical information to the Operations Team. However, the CMT, when task. The specific personnel has to be assigned for the CMT actions.
first introduced, was overcomplicated and not user-friendly, and the
Considering the complexity of the CMT structure and the number of
management of such a complicated tool required the allocation of
check sheets, a sufficient number of employees should be assigned
additional resources. TANAP Project Management Team reviewed the
on-sites for the CMT activities.
structure of the CMT and optimized the number of forms/checklists
with the aim of monitoring and recording value-adding information.
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Process / Discipline
Completions & Commissioning - Linefill
Project Phase
Division of Phase 0
Responsibilities in Type
Commissioning Activities Need for improvement
Process / Discipline
Operational Readiness
Project Phase
Operational Readiness
Operational Readiness Type
Process Well
Operational Readiness activities, including KPIs for the recruitment This application also increased the quality of the Operations
of personnel, and the development of training plans and operating Procedures and the efficiency of training.
procedures, had been defined, set, and periodically monitored during
The planning and implementation of a well-planned operations
the execution phase of the project.
readiness process allows a smooth transition to operations,
During the construction phase, TANAP Operations and Maintenance improves the quality of documentation and provides familiarization
(O&M) personnel were recruited and mobilized to their respective opportunities to personnel.
work locations after the completion of initial training, in accordance
with the TANAP Recruitment and Mobilization Plan and as part of the
adaptation process, enabling a smooth handover of the facilities and
launch of commercial operations.
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Process / Discipline
Operational Readiness
Project Phase
Operational Readiness
Operations Type
Management Tools Well
All software systems, such as Computerized Maintenance Management The establishment and utilization of operations management tools
System (CMMS), PTW (Permit to Work) System, Competency Assurance prior to the operational start-up phase is important in creating a base
Management System (CAMS), and Asset Integrity Management System for the smooth adoption of operational working practices and start-up
(AIMS) to be used during the operations phase were procured, installed operations.
and commissioned, and were all fully operational prior to the transition
to the operations phase. All of the training in the use of the software
was also completed during the operational readiness process, ensuring
a smooth transition to the operations phase.
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Process / Discipline
Finance
Project Phase
Phases 0 and 1
Internationally Type
Recognized Applications Well
The TANAP Shareholders decided to obtain financial support from As a result, Shareholders were able to obtain a large amount of financial
International Financing Institutions (IFIs) for the later stages of the support from IFIs. Furthermore, the TANAP Project Team applied for and
Project. TANAP acted as the Implementing Entity, and was required to received several grants from the INEA of the European Commission.
pass a very detailed due diligence process. The IFIs (such as World
Having an experienced Project Management Team as the Implementing
Bank, EBRD, AIIB) were largely satisfied with the existing systems
Entity, as well as well-established management systems and
established by the TANAP Project Management Team, and concluded
procedures and high-quality and transparent reporting mechanisms
that almost all systems, procedures and reports were satisfactory.
helped the project Shareholders to secure financial support from such
There were no major issues identified by the IFI representatives during
major IFIs as World Bank, EBRD, AAIB, etc.
the reviews/audits carried out in the Project implementation phase.
88 TANAP Project Lessons Learned
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Process / Discipline
Project Control - Reporting, Risk & Services
Project Phase
Phases 0 and 1
Keeping Risks Type
Under Control Well
Process / Discipline
Project Control - Cost Management
Project Phase
Phases 0 and 1
Schedule of Price Type
in the Contracts Need for improvement
The failure to elaborate on the Price Schedule within the scope of the processes. Potential disagreements related to undefined costs were
Construction Contractors and Vendor contracts based on activity and resolved by an effective change management process.
service led to disputes between the contractors and TANAP during
It is recommended to elaborate the schedule of price meticulously
change management processes. The Contract Price Schedule should
during the negotiation process and add it to the Contracts to reduce
be broken down in detail to ensure effective change management
additional workload and change management.
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Process / Discipline
Project Control - Planning
Project Phase
Phases 0 and 1
Type
Look Ahead Schedules Well
To better evaluate actual on-site progress and to use this information account in the planning of short-term detailed site works (In general,
in the planning of near-term activities, look-ahead schedules were look ahead schedules showed discrete work items separated on a
developed and updated continuously (usually on a weekly basis), taking crew-by-crew basis, and the steps of each activity), keeping the Key
into consideration actual progress and site conditions. Project Milestones fixed.
The Project Management Team continuously reviewed progress and Look Ahead Schedules are recommended to be used to support the
developed weekly/bi-weekly/monthly/3-month look-ahead schedules. overall project schedule and to enable effective progress monitoring.
Thus, actual progress rates were reviewed, evaluated and taken into
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Process / Discipline
Project Control - Planning
Project Phase
Phases 0 and 1
Project Integrated Type
Schedule Need for improvement
In large-scale and fast-track projects such as TANAP, the development of comprehensive, activities that are already available, and noting
detailed integrated schedules may not be possible. Some activities or even phases, e.g. other activities in blocks/phases for detailing
completion and commissioning phases, may not be fully populated in the early stages of when more information is obtained.
planning, as may be only limited information about such phases until a certain level of progress
The remainder of the project activities (such
has been achieved in construction. TANAP Contractors struggled to develop their schedule for
as Construction and Commissioning) were
similar reasons, and this affected the development of a detailed Project Integrated Schedule.
incorporated into the master Level-3 schedule
To mitigate this, TANAP advised the Contractors to develop schedules that included details of the
as information became available.
Process / Discipline
Quality Assurance & Quality Control
Project Phase
Fit for Purpose Methods Phases 0 and 1
for Non-Destructive Type
Tests (NDT) Well
Radiographic Testing (RT) is widely utilized in the pipeline construction More importantly, the results of the AUT were assessed immediately to identify
industry for the non-destructive testing of pipeline welds. “Workmanship the root causes of defects and to prevent re-occurrence, consequently
criteria”, which utilizes information obtained by RT, although historically reducing the number of repairs, resulting in increased construction progress.
proven as safe in practice, does not quantitatively support the severity of
the defect for safe pipeline operations, and often results in unnecessary
repairs. As the completion of assessments using RT required time and
slowed construction progress, it was decided to use alternative NDT
methods, such as Automatic Ultrasonic Testing (AUT).
Process / Discipline
Environmental
Project Phase
Phases 0 and 1
Proactive/Effective Type
Salvage Program Well
The Fauna Protection Program was developed and implemented successfully through the provision of
adequate training and effective management.
The program was implemented to identify, protect or relocate fauna from the construction sites. Any injured
fauna was delivered to the nearest Wildlife Care Centers for treatment, after which they were released back
into their natural habitats.
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Process / Discipline
Environmental
Project Phase
Phases 0 and 1
Type
Critical Habitats Well
As part of the studies within the scope of the TANAP Project Environmental on the sea bed and to protect marine species during offshore activities.
and Social Impact Assessment (ESIA), a total of 94 critical habitats (67
To protect critical habitats and to avoid delays in project progress,
terrestrial habitats and 27 aquatic habitats) were discovered along the
ecologically vulnerable regions should be identified and considered
pipeline route. Construction activities were subsequently scheduled in such
during the development of the construction schedule.
a way that the impact on these ecologically vulnerable regions would be
minimized. Measures were put in place to prevent any adverse impact on
vulnerable species and their natural habitats, to protect the soil structure
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Process / Discipline
Environmental
Project Phase
Phases 0 and 1
Protection of Cultural Type
Heritage Well
Process / Discipline
Social Impact
Project Phase
Phases 0 and 1
Online Stakeholder Type
Interaction Database Well
In order to maintain effective and transparent relations with the people received from these stakeholders allowed to collect and manage
affected by the Project and other stakeholders, TANAP implemented grievances and concerns in a joint software.
a Complaint Management Procedure through which communities and
A single and systematic database that can be used not only by
individuals affected by the Project could formally communicate their
TANAP, but also by the key Project stakeholders (Contractors,
concerns, complaints and grievances, with the aim being to come up
Vendors, etc.) was developed.
with solutions that were acceptable by all parties.
A web-based system accessible by all stakeholders can be useful
A web-based “Online Stakeholder Interaction Database” was
in the provision of effective stakeholder management.
established featuring a systematic interface for the keeping of records
of stakeholders, register, review and close out of any grievances
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Process / Discipline
Social Impact
Project Phase
Unique Implementation Phases 0 and 1
and Monitoring Design of Type
Livelihood Restoration Plan Well
Another key to success was providing Pipeline Affected Parties (PAPs) with
easy access to the TANAP LRP Implementation Team throughout the process,
and to be responsive and maintain transparent communication with the PAPs.
Process / Discipline
Social Impact
Project Phase
Phases 0 and 1
Exemplary Social Type
Assessment Study Report Well
An exemplary social assessment study report that was remarkably well- As a collaborative effort of the Land Acquisition and Social Impact
designed and comprehensively prepared related to the impacts of pipeline- Departments, a comprehensive social assessment was successfully
based land acquisitions on the livelihood of landowners/users, and more undertaken following a multi-dimensional analysis of various social data.
specifically, the vulnerable people living along the pipeline route, was
developed.
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Process / Discipline
Social Impact
Project Phase
Phases 0 and 1
Type
TANAP RAP Fund Well
To bridge the gaps between national legislation and the international The allocation of such resources in terms of budget, staff and
social standards of IFIs (International Finance Institutions) with respect to documentation is a key factor in the success of the Project’s
the recovery of economic losses resulting from land acquisitions, TANAP commitments to the IFIs’ Social Standards on Land Acquisition,
established a RAP Fund for the provision of different forms of additional Restrictions on Land Use and Involuntary Resettlement. The managers
livelihood support, some of which are the good and unique practices such of the RAP Fund reviewed the effectiveness of the resources, defined
as payments for multiple pipelines impact and transitional allowance. the implementation principles in timely and appropriate manner, and
Furthermore, a RAP Fund Management Evaluation Committee was improved the implementation methodology when necessary. This
established by TANAP to ensure the fair assessment of Pipeline Affected successful implementation is a result of the proactive and adaptive
Parties (PAPs) seeking support, and to protect TANAP from the unjustified/ management approach of TANAP.
unreasonable requests of landowners/users, while avoiding making these
people’s lives worse.
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Process / Discipline
Investment Programs
Project Phase
TANAP Project Social and Phases 0 and 1
Environmental Investment Type
Program (SEIP) Well
Process / Discipline
Permits
Project Phase
Phases 0 and 1
Land Acquisition and Type
Permitting Processes Well
The Land Acquisition and Permitting Process was managed in coordination works at 3rd-party crossings (e.g. road, river, existing pipeline, railway,
with the Land Right Entity (LRE), and was launched well in advance of the etc. crossings)
mobilization of Construction Contractors to site. The early commencement
Over 50 percent of the land was acquired amicably, indicating how
of the permitting process permitted the smooth mobilization of Construction
efficiently and sensitively the process was managed by TANAP.
Contractors to site and helped in the timely completion of the construction
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Process / Discipline
Land Acquisition
Project Phase
Pipeline (Right of Way) Phases 0 and 1
Route Selection Studies/ Type
Process. Need for improvement
Process / Discipline
Land Acquisition
Project Phase
Encouraging Amicable Phases 0 and 1
Agreements during Land Type
Acquisition Well
In line with the Project’s commitments to ensuring international social land right transfer costs in the title deed offices for shareholders were
safeguard standards throughout the Resettlement Action Plan (RAP) covered by the Project. It was noted that such additional supports were a
Implementation – as described and disclosed in the entitlement matrix of positive factor that led to an increase in the amicable agreement rate by
the Project’s RAP – additional land acquisition process-related payments, nearly 2%.
such as travel costs for absentee owners, power of attorney costs and
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Process / Discipline
Land Acquisition
Project Phase
Phases 0 and 1
In-House Type
Management Modality Well
Considering the competency and experience of the Project The cost of consultancy services for such a huge scale project may be considerably
employees, and their close communication and face-to-face higher, and may result in a decrease in the budget allocated for delivery to PAPs if
relations with PAPs during the construction works and operation the task is outsourced. Such a process should be designed taking into account the
of the Project, it will be remarkably effective to establish an in- scale and magnitude of the project impact, with the ultimate aim being to mitigate
house management modality for the management of land loss- the adverse impacts on PAPs from land acquisitions, compensating for their losses
induced social impacts rather than outsourcing them. and, preferably, aiding them in improving their livelihoods.
Process / Discipline
Human Resources
Project Phase
Phases 0 and 1
Type
Knowledge Sharing Need for improvement
Process / Discipline
Human Resources
Project Phase
Phase 0
Type
Recruitment Durations Need for improvement
Large-scale projects such as TANAP require large-scale and competent After the completion of the interviews, the results were sent to TANAP
teams for the management of the works, and the need for such for final approval and final acceptance before beginning the offer/
experienced personnel was particularly urgent due to the fast-track recruitment process, which proved to be a time-consuming process.
nature of the Project. Consequently, if routine recruitment processes Upon the transfer of the recruitment authority to the TANAP Integrated
(such as separate technical and HR interviews, screening, notice Project Management Team (IPMT), the duration of the recruitment
periods, etc.) are followed, the recruitment of competent personnel may process was reduced considerably with the involvement of the TANAP
be delayed. Human Resources department.
During the initial stages of the project, when the recruitment process To meet the resource needs of a project, an expeditious recruitment
for site operatives was managed by the Engineering Procurement process should be established for the recruitment of experienced
Construction Management (EPCM), the CVs of potential candidates personnel in a timely manner for fast-track projects.
were sent to TANAP for review and approval, after which candidates
who were deemed to have the relevant experience for the position were
invited for an interview.
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Process / Discipline
Human Resources
Project Phase
Phases 0 and 1
Type
Labor Audit Well
The audit was conducted by a third-party company each month During the site audits, interviews were conducted with randomly selected
for each Contractor and their subcontractors, and monthly reports employees or with those encountered on the site in an unscheduled and
were submitted. In respect of the subject and scope of the audit, unplanned manner, when issues regarding work, such as working hours,
and taking into consideration issues such as the accuracy and rest breaks, weekend leave and overtime work, etc., were raised.
reliability of the information obtained during the audit, a number of
The client is responsible for ensuring that the employment of personnel
employment-related documents (such as the SSI employment and
at all levels, including Contractors and sub-contractors, for the project
leave document, salary/severance payment records, etc.) were
is in accordance with local and international laws and regulations. This
inspected and interviews were conducted with the employees. Based
was noted to also motivate and increase the sense of ownership of the
on an inspection of relevant documents, conclusions were reached
Project among the personnel.
based on information collection, verifications and comparisons,
checking and analytical analysis approaches.
110 TANAP Project Lessons Learned
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Process / Discipline
DCC
Project Phase
Phase 0
Document Management Type
System Need for improvement
Document / Data management plays a significant role in the Subsequently, a professional software company was contracted to
recording of the vast amount of information produced during the establish the TANAP Document Management System, integrated with
implementation of a Project. In major complex projects such as TANAP, well-known and proven software.
it is important to make use of a purpose-built professional Document
An Enterprise Document Management system that meets the project
Management System from the beginning of the Project to ensure
needs should be established at the outset of the project.
proper data management. In application, however, this area was not
given enough attention due to other more immediate priorities.
Process / Discipline
DCC
Project Phase
Phases 0 and 1
Type
Project Glossary Need for improvement
A Project Glossary Document was developed at the outset of the Project, although many new definitions and
abbreviations were introduced during the implementation of the Project were absent from the glossary.
The Project Glossary should be kept as a live document and should be updated from time to time to ensure
the inclusion of newly introduced definitions and abbreviations. The timely and regular updating of the Project
Glossary would facilitate effective communication and coordination among the project parties.
The Project Glossary Document should be generated in the initial phase of the Project and updated periodically
throughout the project execution.
114 TANAP Project Lessons Learned
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OUR CONTACTORS
FERNAS OPLC TEMELSU-YÜKSEL CONSORTIUM Subsurface Investigation Works
(Onshore Pipeline Construction) Lot 1
LONDON OFFSHORE CONSULTANTS Marine Warranty Surveyor
SYA (Sicim - Yüksel - Akkord) OPLC Independent Verification Body
WOOD GROUP KENNY INC.
(Onshore Pipeline Construction) Lot 2
INTERTEK IMS Service Contract / Third-Party
TEKFEN OPLC
(Onshore Pipeline Construction) Lot 3 Inspection Services
SCC (Stations Construction) TUARTEK Consultancy and Supervision for
PLK (Punj Lloyd-Limak-Kalyon) OPLC Cathodic Protection
(Onshore Pipeline Construction) Lot 4 TUA CORSORTIUM Third-Party Inspection Services
SAPURAKENCANA OPLC TWI TURKEY Third-Party Consultancy Services
(Offshore Pipeline Construction)
GOLDER Performance of the EIA
ERM ESIA Advisor
ABB TSC (Telecoms SCADA)
ÇINAR ENGINEERING Environmental and Social Monitoring
TREYSAN Early Works
(Main Camp Construction) Lot 1/2 ANKON AKVADEM JV Consultancy for development of SEIP
DORCE Early Works REGIO Archaeological Services
(Main Camp Construction) Lot 3 SRM Resettlement Action Plan For Above
WORLEY PARSONS EUROPE LIMITED Engineering, Procurement & Ground Installations
Construction Management
HED Road Safety Consultancy
WORLEY PARSONS PROJE YÖNETİMİ Consultancy Framework Agreement
SEBAT Survey & Preparation of
HRM Consultancy Framework Agreement Land Acquisition Files
ILF Consultancy Framework Agreement BOTAŞ (LRE) Land Rights Entity
SU YAPI Consultancy Framework Agreement MAĞDENLİ Logistic Services for Pipe Stock Yards
PETRO IT Provision of Pipe Tracking Services LİMAK PORT İSKENDERUN Renting of Stockyard Areas
KUN MEDYA Visual and Photo Archive and Documentary
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