CII-EO C-Fe b 20 21-V1.

2
 CII COMMUNITY FOR BUSINESS ADVANCEMENT

AWP EDUCATION
PRIMER

CII-EO C-Fe b 20 21-V1.2

 Purpose Statement

This resource should be used as a primer to educate organizations on the

definition, function, components, benefits, and use cases for Advanced Work
Packaging (AWP).

The information contained in this resource is introductory, and can be shared

with teams that have zero to little education in AWP.

Additional resources beyond the data here can be accessed on CII’s website .

3
 Table of Contents

▪ What is AWP?
▪ Benefits & Value of AWP
▪ Origin & History of AWP
▪ AWP by Project Phase
▪ Roles & Expectations
▪ Work Package Types
▪ Path of Construction & Interactive Planning
▪ Constraint Management
▪ Getting Started with AWP
▪ Overcoming Common AWP Objections

4
 What is Advanced Work Packaging?

Definition
The 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.”

5
 But what IS it?

AWP is a project delivery method w h ic h flo w s fro m

Fro n t En d P la n n in g t h ro u g h Co m m is s io n in g a n d
a lig n s En g in e e rin g & P ro c u re m e n t d e live ra b le s w it h
t h e Co n s t ru c t io n Se q u e n c e .

It ’s a d is c ip lin e d a p p ro a c h t o im p ro vin g p ro je c t
d e live ry w h ic h p ro vid e s a s t ru c t u re fo r focused
execution planning a n d p ro d u c t io n c o n t ro l t h a t is
d ire c t e d a t t h e c o n s t ru c t io n w o rk fro n t .

6
 ADVANCED WORK PACKAGING

ASSET LIFECYCLE INFORMATION MANAGEMENT

7
 ADVANCED WORK PACKAGING (AWP)

Integrated Advanced Work Packaging Flow Chart

STAGE 3 – Construction Execution, STAGE 4 – Energization
STAGE 0 STAGE 1 – Preliminary Planning/Design STAGE 2 – Detailed Engineering
Testing, & Completions & Commissioning

Construction, L2 Schedule
CWP, EWP, & L4 Detailed IWP -SWP
Pre - Project Commissioning, Refinement & Path of L3 Schedule EWP -based IWP -based Test SWP -based Turnover to
SWP Boundary Construction Transition
Implementation Definition & Engineering WBS Construction Development Controls Controls Packages Controls Startup
Development Schedule Management
Planning Development

8
 AWP Maturity
Research demonstrated that increasing levels of
Advanced Work Packaging maturity were associated
with consistent improvements in each project
performance dimension.

This pattern roughly describes an S -curve, with

moderate performance improvement during the
introduction phase, followed by fast -growing
performance during the middle stage, after
which comes continuous improvement, but at a
slower rate, as the company becomes more mature in
implementing the methodology

Source :
RT319-1Transforming the Industry: Making the Case
for AWP as a Standard Best Practice
 Benefits & Value of AWP

10
 AWP Proven Results

63% 54%
6.3 Hours 5.4 Hours

Traditional AWP
Projects Projects
37% 46%
3.7 Hours 4.6 Hours

Non -Tool Time Time on Tools

25% increase in
productivity 10% reduction
in TIC
increase
in safety
11 11 *percentages are improvements over historical norms
 Additional Benefits of AWP
Reduced cost Improved
Better
via improved project Improved
Early & better stakeholder
labor predictability up -front
constructability alignment
productivity planning
input
“Even projects with
low maturity of AWP
implementation garner
v significant benefits.

At the same time,

benefits increase as
AWP implementation
matures.”
v

Enhanced
Improve craft More time for Improved Improved systems
Improved
retention due to supervision to progress installation turnover
housekeeping
improved morale supervise tracking quality sequence Source: RT 319

12
 Origin & History of AWP

13
 Myth Busted!
MYTH: AWP is just a
buzzword.

FACT: It works and has been

used successfully on projects
for a decade.

14
 Origin & History of AWP

2000 2006 2009 2013 2017

• Firs t AW P /W FP • CO AA fo rm e d • 1St An n u a l AW P / • CO AA & CII • AW P e n t e rs t h e
So ft w a re W o rk Fa c e W FP Co n fe re n c e jo in t ly 1s t s t a g e s o f
c re a t e d P la n n in g • CII la u n c h e s a n n o u n c e AW P g lo b a liza t io n
Co m m it t e e re s e a rc h o n AW P Mo d e l
• 1s t W FP Mo d e l RT-272a
p u b lis h e d

1990s 2005 2008 2011 2015 2020

• 3D /4 D c o n c e p t s • CO AA • Co m m e rc ia l • CO AA & CII jo in • CII re c o g n ize s • CII Re p o rt O u t s :
in t ro d u c e d t o re c o g n ize s m a rk e t fo r W FP t o fo rm RT- AW P a s a Be s t EW P , P W P ,
c o n s t ru c t io n W FP a s a b e s t a u t o m a t io n 272b , firs t AW P P ra c t ic e SW P , AW P D a t a
p ro je c t s p ra c t ic e s o ft w a re b e g in s m od el • CII p u b lis h e s e a rly St a n d a rd s
t o m a t u re p u b lis h e d b y CII AW P d e fin it io n &
(272 v1) re q u ire m e n t s in
RT-319

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 AWP by Project Phase

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 Interactive Project Planning

Stage I – Preliminary Planning / Design

Define : CWAs CWPs EWPs POC

Stage II - Detailed Engineering

Created: CWPs EWPs

Procurement

Optional: PWPs
Stage III – Construction Execution,
Testing & Completions

CWA – Construction Work Area IWPs

CWP – Construction Work Package Stage IV – Energization &
POC – Path of Construction Commissioning
EWP – Engineering Work Package SWPs
PWP – Procurement Work Package
IWP – Installation Work Package
SWP – System Work Package

17
 LIFECYCLE OF AN
INSTALLATION WORK PACKAGE

SAMPLE LIFECYCLE
OF AN INSTALLATION
WORK PACKAGE

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 Stage I – Preliminary Planning / Design
Example
Value of AWP Major Activities
Deliverables

• Increase ENG • Alignment across stakeholders for AWP scope / WBS • AWP organization chart
Productivity by • Define AWP data responsibility matrix & data mgmt. plan
establishing an early Path • AWP project plan, goals &
of Construction (PoC)
• Develop preliminary AWP plan (key activities, milestones, etc.) objectives
• Constraints definition & process for long lead items
• Initial plot plan by CWA
• Increase Construction • AWP Champion onboarded for EPC + Owner organizations
Productivity by • AWP RASCI Chart
• Secure Construction representative to be involved in decisions
establishing well -defined
Construction Work Areas • Prep for Path of Construction meetings • PoC meeting Terms of
(CWAs) Reference
• Begin incorporating AWP activities in Level 2 schedule

• Ensure alignment on • Develop Engineering Work Package & Construction Work • CWA Index
Package boundaries
plan & methodology for
using AWP & how it will • Complete delineation of CWAs • CWP Index
impact the project • Structure the project into an optimal sequence of CWPs

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 Stage 2 – Detailed Engineering
Example
Value of AWP Major Activities
Deliverables

• Set up project for • Identify long lead Procurement items by CWA • Project estimation by CWP
effective EWP program
• Align Engineering Work Packages (EWPs) with CWPs • Vendor data review
prioritization by CWP
• Align stakeholders with • Hold Constructability reviews
PoC development • CWP release plan (fully
• Hold Interactive Planning session for PoC development developed with “clashes”
identified)
• Optimize ENG hours by • Build short list of contractors & subcontractors with
establishing a framework knowledge of the Owner or EPC’s AWP procedures • Asset lists encoded by CWP
that can reduce "wait"
times • Define PoC with Level 3 Schedule • Initial EWPs release plan
• Set up effective EWP Execution Program
• Increase field Time -On - • Constrained Path of
Identify constraints against EWPs Construction
Tools by aligning project •

schedule with CWAs & • Level 3 loaded schedule

Construction Work
Packages (CWPS)

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 Procurement in the Early Stages
Major Activities
Major Activities Example
Value of AWP Preliminary Planning
Detailed Engineering Deliverables
/ Design

• Optimize Procurement • Identify items best to • Organize purchase • Vendor data

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

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 Detailed Engineering
Example
Value of AWP Major Activities
Deliverables

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

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 Procurement in Detailed Engineering
Example
Value of AWP Major Activities
Deliverables

• The direction of • Purchase of all Engineered Equipment • Purchase of all

procurement efforts to Engineered Equipment
support overall execution • Expedite Vendor Data by Engineering Need Date
rather than just • Expedite Vendor Data
procurement goals. • Expedite Deliveries by Field Need Dates by Engineering Need
Date
• Purchase all Fabrication in accordance with the
Procurement Strategy – if any prior to Construction • Expedite Deliveries by
Field 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

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 Stage 3 - Construction Execution,
Testing & Completions
Example
Value of AWP Major Activities
Deliverables

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

• Complete TWPs, Punchout & Complete by System

24
 Procurement in Construction
Example
Value of AWP Major Activities
Deliverables

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

25
 Stage 4 – Energization & Commissioning
Example
Value of AWP Major Activities
Deliverables

• Increase field work

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

• Improved visibility of
completions & Testing

26
 Roles & Expectations

27
 Stakeholder Roles

Construction Engineering Construction

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

▪ Support Overall ▪ Develop CEP and ▪ Attend Interactive ▪ Attend IPP Sessions ▪ Lead IPP Sessions ▪ Attend IPP Sessions ▪ Attend IPP Sessions ▪ Track AWP Metrics
AWP Project Turnover Strategy Project Planning ▪ Incorporate AWP into – Constructability ▪ Ensure Procurement ▪ Ensure IWPs, TWPs, by Project Phase
Execution ▪ Develop Path Sessions Project Execution Reviews, Path of Strategy is Aligned and TOPs support the ▪ Monitor the Health
▪ Develop AWP of Construction ▪ Draft definition of Plan Construction, with Contracts most effective of AWP Adoption
Strategy ▪ Defines CWP the Construction ▪ Identify AWP Preliminary CWPs ▪ Supports AWP turnover and startup Metrics
▪ Allocate Budget Boundaries Work Areas Qualified Contractors ▪ Ensure EWP Requirements for sequence ▪ Track High Level
Resources ▪ Develop Level 2 ▪ Define AWP Metrics Completions Contracts Project Metrics
schedule & estimate ▪ Set Construction Support the Path that are
▪ Draft Required At Execution Plan of Construction supported /
Site dates for major Parameters ▪ Report Progress at improved by AWP
equipment ▪ Maintain Policies & EWP Level (Cost, Schedule,
Procedures Quality, Safety)
▪ Determine AWP
Roles &
Responsibilities

28
 AWP Specific Roles
▪ Responsible for the ▪ Responsible for implementation
development of AWP program of AWP program on a project
across an organization ▪ Project Execution
Program development Organizational Procedures
Corporate AWP EPC AWP
▪ ▪

▪ Procedure creation ▪ Attending/Contributing to

Manager ▪ Staffing Manager Project Management
▪ Education and promotion ▪ Collaborating
▪ Determine technology needs ▪ Developing Training Plans
▪ Define data requirement needs ▪ Mentoring project stakeholders

▪ Project Specific
▪ Establishes project expectations
Audits performance
AWP ▪

▪ Detailed reporting
Champion ▪ Capturing lessons learned
▪ Ensure data requirements are
met

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 WorkFace Planning Specific Roles

▪ Produces work plans to more

▪ Plans and oversees the efficiently execute construction
development of Installation Work ▪ Completes Constructability analysis
Packages ▪ Handles RFIs
Understands the Path of
▪ Provides input on Construction ▪

Construction
Work Packages
WorkFace ▪ Selects and trains team members
WorkFace ▪ Dissects Construction Work
Planning Lead ▪ Performs quality checks Planner Packages into Installation Work
Packages
▪ Produces reports for ▪ Handles Quantity take offs
management ▪ Maintains project database
▪ Mentors WorkFace Planners ▪ Identifies constraints
▪ Manages Installation Work Package
Release Plans

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 Stakeholder Deliverables Related to AWP

Optimized Preliminary Plot Plan IP P Se s s io n - Sc h e d u le

Co n s t ru c t io n W o rk Are a s W o rk P a c k a g e s

D e fin e d St a rt u p P rio rit ie s Co n s t ru c t io n Exe c u t io n P la n

P a t h o f Co n s t ru c t io n (P o C) -15 / 30 % Es t im a t e

W o rk Bre a k d o w n St ru c t u re &
W o rk P a c k a g e s Co m m is s io n in g & Va lid a t io n P la n

P ro je c t O rg a n iza t io n a l Ch a rt Tu rn a ro u n d Re q u ire m e n t s

31
 Work Package Types

32
 Types of Work Packages

Construction Procurement Construction Engineering Installation System

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 Created by the key Engineering deliverable that Contains constraint free A deliverable that enables
disciplinary supplied material and stakeholders in is used to develop (CWP) scope of work that allows a commisioning work
representation of process equipment for an accordance with the Path Construction Work trade to complete tasks crew. An TWP should be
units, major areas EWP/CWP. The scope of a of Construction. Serves as Packages and that defines a independently for a scoped to be manageable
throughout the PWP can be specific to an a proposal for executives scope of work to support specified time duration in a and progressable and is
construction site. engineered piece of to ensure the construction construction in the form of safe, predictable, typically scoped in a way
equipment or to a group of a given project or drawings, procurement measurable, and efficient that maps to existing
of bulks supply. A PWP production is well -planned deliverables, specifications, manner. This includes commissioning zones,
does not have to be a out. The better and vendor support. The supporting documents systems, subsystems, or
physical package —a PWP Construction Work EWP is released in an such as BOMs, tasks, and subsystem components.
can also be a scheduling Packages are prepared, approved sequence that is man -hour estimates to The TWP should be
or tracking exercise. Must the better chance that the consistent with the CWP complete the task. IWPs are mapped to predecessor
support the Path of project will be accepted by schedule. The scope of work subsets of CWPs. Prepared IWPs to ensure the Path of
Construction. a company. CWPs are is typically both by discipline by discipline or craft. Construction enables an
subsets of CWAs. Prepared and by area. Prepared by efficient startup sequence.
*Optional, some may
by discipline or craft. discipline or craft.
consider this a process
rather than a package

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 Construction Procurement Work
Work Area Package (PWP)
(CWA)

Lis t o f a ll Ma t e ria l, Eq u ip , & Ve n d o r

D a t a Re q u ire d b y En g in e e rin g
Geographically Identified
Lin ka g e t o a Sp e c ific CW P /EW P

Ro le s o f Bu yin g & Re c e ivin g P ro c e s s

Mu lt i-d is c ip lin a ry
Lis t o f As s o c ia t e d P u rc h a s e O rd e rs
w it h RO S D a t e s

Fie ld In fo – Ta g s , Ma t e ria l MGMT

Re p re s e n t s a ll m a jo r a re a s
D e p e n d e n c ie s w it h o t h e r P W P s

Su p p o rt s P O C

34
 Construction Engineering
Work Package Work Package
(CWP) (EWP)

Su b s e t o f a CW A Subset of a CWA and aligned

t o a CW P

D is c ip lin e Sp e c ific D is c ip lin e Sp e c ific

Es t im a t e d Ma n Ho u rs Te c h n ic a l Sp e c ific a t io n s

P la n n e d St a rt & Fin is h D a t e s En g in e e rin g D a t a & D ra w in g s IFC

CW P Re le a s e P la n Ve n d o r D a t a & D ra w in g s IFC

Co n s t ra in t s Id e n t ifie d Co n s t ra in t s Id e n t ifie d

35
 Installation
Work Package
(IWP)

Subset of a CWP Co n s t ra in t Lis t & Ve rific a t io n

W o rk Sc o p e /Ta s k Lis t BO M’s

Ma n Ho u r Allo c a t io n Sc re e n s h o t s fro m Mo d e l

Sp e c ia lt y To o l & Eq u ip Re q u ire m e n t s Te c h n ic a l D o c s & D W Gs

36
 Work Package Constraints

37
 What is Constraint
What is a Constraint?
Management?

Any information, tools, materials, A process used by

equipment, access issues or supervisors and other
otherwise that prevent or delay management personnel
the safe and successful execution to help employees
of 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

38
 Benefits of Constraint Management

• Alignment around priorities

• Information visibility
Schedule
• Identification & mitigation of design issues
• Safety Issues
• Ability to productively perform work Project
Balance
• Reduced scaffolding costs
• Cleaner, more organized jobsites Scope Budget
• Increased project morale

39
 Common Constraints by Work Package Type

Construction Work Construction Work Engineering Work Procurement Work Installation Work
Area Package Package Package* Package
(CWA) (CWP) (EWP) (PWP) (IWP)

▪ Quality • Predecessor ▪ Predecessor ▪ Drawings

▪ Equipment ▪ IFC Drawings Packages Packages ▪ Open RFI
▪ Access ▪ Open RFIs • Vendor Data ▪ Data ▪ Company Materials
▪ Concurrent ▪ Company Materials ▪ Geological Survey Requirements ▪ Contractor Materials
Projects ▪ Contractor Materials ▪ Geotechnical ▪ Scope of Material ▪ Predecessor
▪ Area -Based Safety ▪ Predecessor Investigations Finalization Packages
Requirements Clear Workface
Packages Modularization Vendor
▪
▪ ▪

Predecessor Permitting
▪
Safety Strategy Documentation
Equipment
▪

Completion Requirements Vendor Support Vendor Hold

▪

Tools
▪ ▪

▪ PWP Constraints Requirements Points

▪

EWP Constraints ▪ Crew

▪
▪ Execution Plan ▪ Interdependent Scaffolding
▪ CWP Constraints Constructability Packages
▪

▪
Quality
IWP Constraints
▪
▪
Review Requirements
▪ P&ID Input *Optional, some ▪ Work Package
▪ Site Drawings may consider this Rework
▪ Owners Approvals a process rather ▪ Safety
than a package Requirements

40
 Who is Involved in Constraint Management?
▪ Keeps track of the planned vs. ▪ Anyone working in any capacity on
actual start dates for work the project
packages ▪ Responsible for clearing their
▪ Monitors the quantities being held assigned constraints such as
up by constraints to help with permits, materials, safety gear, or
prioritization Constraint equipment
Discipline / Team Understands the impact and Provides details and updates on the
▪
Owner ▪

Lead criticality of all open constraints constraint removal process

Specific for WorkFace Planning / Construction Execution:

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

41
 Path of Construction &
Interactive Planning Meetings

42
 In a traditional project, Engineering is performed by
Syst e m , P ro c u re m e n t in b u lk , Fa b ric a t io n b y size , a n d
Co n st ru c t io n b y a re a .

AW P is d e sig n e d t o a lig n En g in e e rin g , P ro c u re m e n t , a n d

Fa b ric a t io n w it h t h e P a t h o f Co n st ru c t io n so d e live ra b le s
a re m a n a g e d a n d d isse m in a t e d in t h e c o rre c t se q u e n c e t o
su p p o rt t h e Co n st ru c t io n p la n .

Th is p ro c e ss is in it ia t e d d u rin g t h e
In t e g ra t e d P la n n in g Se ssio n s.

43
 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 2 Construction
can support Construction
execution dates, with
Commissioning
requirements
Procurement 4 in mind.

3 Engineering

44
 PATH OF
CONSTRUCUTION COMMISSIONING

(PoC)
CONSTRUCTION

The PoC is the strategic sequencing of Construction

PROCUREMENT
(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

45
 EXAMPLE OF ATTENDEES
Who is required to provide THAT WOULD BE PART OF
information for determining
THE PATH OF
CONSTRUCTION
the Path of Construction?
DEVELOPMENT

• ENGINEERING
• PROCUREMENT
• PROCESS
• CONSTRUCTION
• COMMISSIONING
• PROJECT CONTROLS

46
 What information is required by each
discipline after each meeting?

Project
Engineering Procurement Process Construction Commissioning
Controls

• Vendor data • Long lead • Specifications • Heavy haul • Startup • Start / finish
delivery dates delivery times routes sequence dates
• Design hours • Heavy lift crane
requirements
• Identify and set
boundaries for • Deep
Engineering foundations
Work Packages
• Identify and set
boundaries for
Construction
Work Packages

47
 Deliverables from the Integrated Project
Planning Meeting

Construction Work Area boundaries defined on plot plan(s)

Co n s t ru c t io n W o rk Are a s p rio rit ize d

En g in e e rin g a n d Co n s t ru c t io n W o rk P a c ka g e s id e n t ifie d

P a t h o f Co n s t ru c t io n b y Co n s t ru c t io n W o rk Are a s

En g in e e rin g a n d Co n s t ru c t io n W o rk P a c ka g e s s e q u e n c e d w it h in Co n s t ru c t io n W o rk Are a s

48
 Getting Started with AWP

49
 Where Should You Start?

• Review Your Project List

• Identify Potential Projects to Pilot AWP
• Develop an Implementation Strategy
• Get Buy -in Early from Leadership to
Support Change Management
• Apply fundamentals across limited
resources to achieve a quick win!
• Check out the AWP Concierge for ideas,
tools, and tips to get started.

Visit the CII AWP Concierge to go deeper

into objection handling & resources!
 AWP Maturity Stages & Project Performance

Source : RT319-1Transforming the Industry: Making the Case for AWP as a Standard Best Practice

51
 Overcoming Common
AWP Objections

52
 Common Objections

1. “I don’t have enough people.”

2. “This will slow down engineering.”
3. “This is too hard.”
4. “Our current process is just fine.”
5. “I don’t have the technology or tools for this.”
6. “AWP is just a buzz word.”
7. “AWP is not right for my project.”
8. “I don’t have time to learn something new.”
9. “My project is too small.”
10. “My project is too far along.”
11. “I have a lump sum job.”
12. “We already do AWP, kind of.” Visit the CII AWP Concierge to go deeper
into objection handling & resources!

53
 WHAT’s NEXT?
Read Join Your
Join the
CII AWP Company
AWP CBA
Learn More >> Research AWP Team
Learn More >>
 CII Advanced Work Packaging Community
for Business Advancement, Education &
Outreach Subcommittee Contributors:

• Jamie Gerbrecht, ExxonMobil, co -chair

• Mandi Coker, O3 Solutions, co -chair
• Dusty Jones, INEOS
• Mike Reid, DOW
• John Fish, Ford Bacon Davis
• Daniel Slade, Kiewit
• Stewart White, Kiewit
• Anne Randall, O3 Solutions
• Mahdi Safa, PhD, MBA, Professor
• Doug Theret, Digital Construction Works
• Eric Crivella, Digital Construction Works

CII-EOC-Feb2021 -V1.2