Saep 329

Engineering Procedure
SAEP-329 27 April 2011

Project Close-Out Report
Document Responsibility: Project Management Office Department
Saudi Aramco DeskTop Standards

Table of Contents
I Scope............................................................. 2
II Applicable Documents................................... 2
III General Instructions…................................... 3
IV Specific Instructions....................................... 4
V Responsibility............................................... 17
Table 1 - Responsibility Matrix………………….. 18
Attachment 1 – Executive Summary Template

Attachment 2 – Cost and Schedule Template
Attachment 3 – General Template
Previous Issue: 31 December 2008 Next Planned Update: 27 April 2016

Page 1 of 20
Primary contact: Doiron, Shannon Earl on 966-3-8746622
Copyright©Saudi Aramco 2011. All rights reserved.

Document Responsibility: Project Management Office Dept. SAEP-329
Issue Date: 27 April 2011
Next Planned Update: 27 April 2016 Project Close-Out Report
I Scope
This procedure provides detailed instructions and establishes responsibilities for data
collection, preparation and submittal of Project Close Out Reports.
The main purpose of these reports is to provide comprehensive, consistent and reliable
historical project information addressing all project phases, to benefit Project
Management and other associated entities in planning, appraising and executing future
projects.
Ancillary to this a Close Out Report should:

 Foster in future projects the application of successes and lessons learned from
previous projects,
 Help to develop best practices that later on will become Saudi Aramco
organizational process assets, and,
 Serve as a key document for benchmarking, post-appraisal and audit purposes.
The preparation and submittal of Project Close Out Reports, in accordance with this
procedure, is required for all projects with an Expenditure Request (ER) value of
$20 million, or greater. Projects with an ER value of $50 million or greater will also
conduct a Close-Out Appraisal Meeting chaired by the responsible Project Management
Department Head in accordance with Section 7 below. Projects with an ER value less
than $20 million will prepare an abbreviated report containing, as a minimum, Lessons
Learned as specified in Section 6.5 below.
In addition, PMOD will arrange for meetings with Project Managers to discuss project
close out information and share their experience. These meetings are intended to ensure
consistency in data collection and to increase understanding of best practices, successes
and lessons learned. This will enhance the potential to apply these lessons to other
projects.
Exception:
Maintain Potential projects and Third Party projects are excluded from the requirements
of this procedure.
II Applicable Documents
The requirements contained in the following documents and forms apply, to the extent
specified in this procedure.
 Saudi Aramco References
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Saudi Aramco Engineering Procedures

SAEP-12 Project Execution Plan
SAEP-14 Project Proposal
SAEP-25 Estimate Preparation Guidelines
SAEP-26 Capital Project Benchmarking Guidelines
SAEP-122 Project Records
SAEP-360 Project Planning Guidelines
General Instructions
GI-0002.710 Mechanical Completion and Performance
Acceptance of Facilities
GI-0020.520-1 Instructions for Preparing a Project Change
Request
GI-0020.700 Post Project Appraisals
GI-0202.301 Definition of Property, Plant and Equipment
Accounts in the General Ledger
Other Documents
Cost & Scheduling Manual
AIM-201 Financial Close-Out of Capital/Non-Capital
Projects
III General Instructions
Closing-out related activities during the project life cycle are addressed or performed by
several stakeholders from different organizations, who are responsible for collecting
and preparing the different data sections comprising the Project Close-Out Report,
according to what has been established in Table 1 – Responsibility Matrix.
Table 1 specifies SAPMT is responsible for collecting, preparing, issuing and

submitting the pertinent close-out information.
Prepare the Project Close Out Report following the specific instructions. The reports
shall be prepared in electronic format by filling in the templates contained in
Attachments 1, 2, and 3. Submit the completed report (electronic copy) to the
Supervisor, PCU of PMOD. The Preliminary Engineering data is to be issued within
3 months after ERA. The remaining Project Execution information is issued within
2 months after Onstream. If required an addendum should be issued at Financial
Closure which would address the final cost information and any other pertinent
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information which occurred between MC and Financial Closure.
The data should be in electronic format utilizing MS Word and Excel.
IV Specific Instructions
The following instructions are numbered to match the corresponding sections and
paragraphs found in the Attachment 1, 2 and 3 templates.
1. Executive Summary (See Attachment 1)
1.1 Project Description/Approved Expenditure Request
Attach electronic copy of the project approved Expenditure Request

package and any other amended authorizations, should they have occurred
(Supplement, Redefinition, Partial Cancellation, Cancellation, Redefinition
and Supplement, Redefinition and Partial Cancellation).
1.2 Project Execution Plan
Attach electronic copies of all versions of the Abbreviated and Full

approved Project Execution Plans.
1.3 Final Reports
Attach electronic copies of the final cost rack-up and its corresponding
final Project Planning Update Report (PPU), final Monthly Project Update
Report (MPU), final Project Completion Schedule (PCS), final Proposal
Engineering Statistics Report (PES), final Design Engineering Statistics
Report (DES), up-to-date accounting cost reports (AGLI9, AFTF and
ACAC-series expenditure reports), Mechanical Completion Certificate,
and Performance Acceptance Certificate.
2. Preliminary Engineering (See Attachment 2)
Preliminary engineering is defined within Saudi Aramco as the engineering

activities that lead up to Expenditure Request Approval. All these activities are
based on a DBSP and a preliminary project execution plan, documents that
provide the basis for requesting preliminary engineering funds to subsequently
develop a project proposal and an ER estimate.
2.1 Cost
2.1.1 PMT - Preliminary Engineering (See Template 2.1)
Represents the total Project Management Team cost associated
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with the Preliminary Engineering effort. The cost should include

Saudi Aramco labor, relocation cost, uplifts at foreign locations,
vehicles, business trips SMP charges, and other associated PMT
costs.
IK and OOK costs must be kept separate. PMT's should have

segregated the Preliminary Engineering costs utilizing the 01X
tertiary phases for Project Proposal (In-Kingdom) and phase 02X
tertiary phases for Project Proposal (Out-of-Kingdom).
For OOK locations PMT should indicate the work location and
include total man-hours associated with the above costs to be able
to determine an average cost per man-hours or equivalent man-
hours for the preliminary engineering location.
2.1.2 Contractor - Preliminary Engineering (See Template 2.1)
Represents the Preliminary Engineering contractors name or the

PMC contractor, if they are performing the Preliminary
Engineering effort, work location, type of contract, contract
number, and the total engineering contractor cost associated with
the Project Proposal effort. The cost should include, labor,
relocation uplifts at foreign locations, vehicles and other associated
costs.
A copy of the final Proposal Engineering Statistics (PES) report

should be attached. If the PES report is not included the total
project proposal man-hours should be included to determine
average cost per man-hour.
2.2 Schedule
2.2.1 Key Project Milestones (See Template 2.1)
Provide original and final dates for the following milestones,

should they apply:
 Approved DBSP
 Approved PEP
 Approved PAER
 Project Proposal Start
 Project Proposal Completion
 ERA
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2.2.2 Man-hours Histogram for Engineering (See Template 2.3)
Provide total plan and actual percentage man-hours and man-hours

histogram for the engineering developed during the project
proposal for each contract/contractor location.
3. Detail Engineering (See Attachment 2)
Prepare a separate spreadsheet for each Design Engineering Contractor /

Contractor location.
3.1 Cost
3.1.1 PMT - Detail Engineering (See Template 2.2)
Represents the total Project Management Team cost associated

with the Detail Engineering effort. The cost should include Saudi
Aramco labor, relocation cost, uplifts at foreign locations, vehicles,
business trips SMP charges, and other associated PMT costs. PMC
associated cost and man-hours in support of PMT at the contractors
design office should be identified separately.
IK and OOK costs must be kept separate. PMT's should have

segregated the Detail Design costs utilizing the 03X tertiary phases
for Detail Design (In-Kingdom) and phase 04X for Detail Design
(Out-of-Kingdom)
For OOK locations PMT should indicate the work location and
include total man-hours associated with the above costs to be able
to determine an average cost per man-hours or equivalent man-
hours for the design engineering location.
3.1.2 Contractor - Detail Engineering (See Template 2.2)
Represents the name of the contractor, type of contract, work

location and the total Detail Engineering contractor cost associated
with the Detail Engineering effort. The cost should include, labor,
relocation uplifts at foreign locations, vehicles and other associated
costs.
A copy of the final Design Engineering Statistics (DES) report

should be attached if available. If the DES report is not included
the total Detail Engineering man-hours should be included to
determine average cost per man-hour. This is applicable to LSTK,
so long as the applicable contract clauses allow Saudi Aramco to
retrieve such information from the contractor.
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3.2 Schedule
3.2.1 Key Project Milestones (See Template 2.2)
Provide actual milestone dates for the following milestones:

 Detail Design Contract / Service Order Award
 Engineering Start
 90% Completed Design Reviews
 First major equipment P.O. Issued
 Last major equipment P.O Delivered
 Engineering Completion of all IFC's issued / Specifications
3.2.2 Planned and Actual Progress
A copy of the final Project Completion Schedule (PCS) report

should be attached.
3.2.3 Man-hours Histogram for Engineering (See Template 2.3)
Provide total plan and actual percentage man-hours and man-hours

histogram for the engineering developed during the detail
engineering for each contract/contractor location.
3.2.4 CPM Schedule
Provide electronic copies of CPM work schedules:

 Original approved schedule
 Approved revised baseline schedules, as applicable
 Last updated schedule
3.3 Project Change Request – Detailed Engineering (See Template 2.4)
Attach PCR Log (electronic copy).

 Select category of reason for PCR from the attached list in Template
2.4, Attachment 2 and provide number of PCRs falling in that category
and total value.
 Identify how many PCRs had schedule impact on the contract
completion date and what was the total schedule impact in months.
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3.4 Change Orders
Attach Change Order Log for each long form contract (electronic copy).
4. Material (See Attachment 2)
4.1 Cost
4.1.1 Direct Charge (See Template 2.5)
Reflects the total material costs for Direct Charge material booked
to the project accounts for both expense and capital items.
For each equipment item with a unit value greater than $250,000,
attach selected vendor's final purchase order pricing data and
equipment spec sheets.
4.1.2 SAMS Material Charges (See Template 2.5)
Reflects the total material costs for SAMS material booked to the
project accounts for both expense and capital items.
4.1.3 Contractor Supplied Material (See Template 2.5)
Reflects the total contractor supplied material costs booked to the

project accounts for both expense and capital items. PMT should
have segregated the contractor supplied material utilizing the
appropriate entry code 7409307, 7409308, 7409309 and 8021007.
4.1.4 Quantity Metrics (See Template 2.6)
Provide actual data related to the quantities of the main equipments

and bulk materials acquired, finally installed and used within the
project.
4.2 Schedule
 Engineered material / equipment duration (Long Lead)
 Attach electronic copy of the latest DC material status report.
5. Construction (See Attachment 2)
Provide actual direct and indirect cost data allocated to the item phases
corresponding to PMC, SAPMT SMP and contractors, including labor charges,
business trip expenses and air fares, In-Kingdom transportation and C&A,
SAPMT office supplies, fees, and other miscellaneous support and contractor
costs, SA equipment used in construction work, inspection, vendor
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representatives, and consultants. The above mentioned item phases’ costs have
been collected through their corresponding construction ER category codes, which
in turn come from the appropriate charges to their related cost elements.
Any other miscellaneous support costs that cannot be specifically identified above
must be reported in any of the ER category codes available for construction,
related to item phase 055 to 093.
The report should also include the number of SAPMT, SMP, and contractor man-
hours associated with the above charges to be able to develop an average hourly
rate.
5.1 SAPMT Cost
5.1.1 SAPMT Cost (See Template 2.7)
Total Saudi Aramco Project Management Team costs including

Saudi Aramco labor, SMP charges supporting the SAPMT,
vehicles, aircraft business trips, any consumable or non-
consumable office supplies or material (SAMS, DC, or B2B) and
other associated PMT charges for the Project.
5.1.2 Project Contractor Cost (See Template 2.7)
Total contractor related cost including labor, vehicles, business

trips and other associated charges for the Project by contractor.
Provide information concerning every LSTK contract involved by

reporting cost and man-hours employed on change orders,
manufacturer equalization, commissioning assistance, surplus
material, stand by time – delaying costs, incidental services,
variations from targets quantities and other payments, should they
apply.
5.1.3 Other Miscellaneous Costs (See Template 2.7)
All other miscellaneous costs not identified above that may include:
 SA construction equipment, such as among others, rented,
leased and chartered vehicles, aircraft chartered, owned aircraft,
marine and construction equipment.
 Miscellaneous direct costs, such as, among others, living and
transportation expense-IK and OOK, miscellaneous invoiced
costs, employee business assignments outside SAO, SEC power
and service income outsiders.
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 Prorates, miscellaneous reallocated costs and other indirect costs,

such as, among others, engineering and construction overhead.
5.2 Construction Contractor Man-hours Histogram (See Template 2.3)

 Provide total plan and actual percentage man-hours and man-hours
histogram for the work developed during the construction for each
contract/contractor location.
 A separate template should be prepared for each major contractor.
5.3 Project Change Requests (See Template 2.4)

 Attach PCR Log (electronic copy).
 Select category of reason for PCR from the attached list in Template 2.4
and provide number of PCRs falling in that category and total value.
 Identify how many PCRs had schedule impact on the contract
completion date and what was the total schedule impact in months.
5.4 Key Construction Milestones (See Template 2.7)
Provide original and final dates for the following milestones, should they
apply:
 Construction Contract Award
 Construction Start
 Hydrotest Start & Finish
 Loop Check Start & Finish
 Mechanical Completion
 Onstream
5.5 Change Orders
Attach Change Order Log for each long form contract (electronic copy).
6. General (See Attachment 3)
Note that this section applies to both the Project Proposal and Final issues of the
close-out report.
6.1 Achievements & Success
Briefly address any achievements and successes experienced by the project.
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6.2 Project Performance
Briefly describe the project accomplishments and compare to:

 Initial scope
 Original cost & schedule
 Original Premises for financial evaluation as an input for the Post –
Project Appraisal to be carried out later usually during the second 6
months of operation, to measure the final rate of return and net present
value achieved.
In addition, address the following, as applicable:

 Special project execution techniques
 Major deficiencies, if any
6.3 Contractor Performance

 Provide copy of Final Release Agreement/s (SA Form 5715-3) or
Contract Close-Out Document/s (SA Form 8287) which ever was/were
used.
 Provide copy of final Performance Evaluation Report for each
contractor (Project Proposal Contractor, Detail Engineering Contractor,
Construction Contractor, & Project Management Contractor).
 Provide copy of PMT evaluation of detailed design contractor at 90%
construction stage.
 In addition, include a narrative to address each contractor's final
performance in schedule, cost, quality, and safety as viewed from the
PMT's end-of-project perspective.
6.4 Best Practices and Value Improving Practices Implementations (VIPs)
Attach FPOD letter to SAPMT recommending the best practices and VIPs
selected to be implemented in the candidate project. A Best Practices
Implementation Schedule must have been provided with the PEP. Briefly
address any achievements and/or experiences by the project in
implementing best practices. Documents which best practices were used,
and benefits realized (cost reduction, schedule shortening, quality
requirements compliance, safety performance improvement, etc.).
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Show evidences that the following best practices have been addressed
within the corresponding implementation timing as applicable:
 Project Execution Planning Workshop (PEPW). At the start of Project
Proposal and at the start of the detailed engineering or the LSTK
contract, should it be deemed necessary.
 Project Definition Rating Index (PDRI). Include scoresheets from
PDRI scoring exercises. At 60%-70% of Project Proposal.
 Scope Definition & Control + Change Management. At 60%-70% or
at 90% of Project Proposal and at 0% of the LSTK’s detail design.
 Constructability (Also considered VIP). Include final constructability
log. Targeted at 30% Project Planning and again at 20% of Detail
Design.
 Schedule Optimization. Between the 60% and 90% of Project
Proposal design reviews.
 Planning for Startup. At 30% of Project Proposal and is followed by a
second facilitation at 20% of Detail Design (when requested).
 Value Engineering (also considered VIP). At 90% of the design basis
and no later than the 30% of project proposal design review point.
 Lessons Learned Implementation. After the start of each project phase
– DBSP, Project Proposal, Detail Design, Procurement, and
Construction.
 Lessons Learned Collection. One to two months before end of each
project phase– DBSP, Project Proposal, Detail Design, Procurement,
and Construction.
 Benchmarking. Include benchmarking report. To be addressed during
the latter part of the Study Phase (FEL 1), at first draft of DBSP (FEL
2), at 90% of Project Proposal (FEL 3), at Project Close-out, with an
Operability Review after facility has been in operations for 12 months.
Also show evidences that the following value improving practices (VIPs)
have been addressed as applicable:
 Design to Capacity.
 Technology Selection.
 Classes of Facility Quality – Process and Plant Performance
Characteristics.
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 Process Simplification.
 Energy Optimization.
 Waste Minimization.
 Process Reliability Modeling.
 Design Tools (3D CAD).
 Customizing Standards and Specifications.
 Predictive Maintenance.
6.5 Lessons Learned
6.5.1 Lessons Learned Collected
A lesson learned is defined as knowledge gained from experience,

successful or otherwise, for the purpose of improving future
performance. The objective of Project Management’s lessons
learned program is to capitalize on successes and avoid past
mistakes. It is recommended to regularly submit lessons to Project
Management Lessons Learned Knowledge Base as lessons are
learned during all phases of the project.
At project close-out, consolidate into a single report any previously

submitted lessons together with new lessons generated at close-out.
Lessons should cover design, procurement, and construction, and
startup issues.
Emphasize quality over quantity of lessons. Consider the expected

value and applicability of lessons to improve Saudi Aramco
processes or other projects. Write each lesson to be a stand-alone
item that can be easily understood and implemented by a person
unfamiliar with the subject.
Use the following format when writing lessons learned:
Title
Be brief, but tell the full story. Convince reader that this lesson is
something they need to know.
Background (What/where/when/how?)
Context:
The purpose of this section is to provide the context of this learning
to enable other project teams to adapt this knowledge for
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implementation on their project. Briefly describe the background

and events surrounding the problem or success that occurred.
Cost/Schedule/Safety/Quality impact:
Describe in general terms the positive or negative impact of this
experience on your project’s cost, schedule, safety, or quality.
Mention any scope changes, rework, or other impacts associated
with this lesson.
Reference to applicable SAES, SAEP, SAMSS, GI or other Saudi

Aramco process:
Include number, issue date, and paragraph.
Root Cause/Benefit (Why did this happen? If positive

experience, what were the benefits?)
If the lesson is about a problem, isolate and briefly describe
specific causes of the problem. Do not point fingers or imply
blame.
If the lesson is about a positive experience, briefly describe the

resulting or expected benefits.
Recommendation (How would you handle this next time to

prevent problem or repeat success?)
Make specific, action-oriented recommendations to guide other
users to adapt your lesson for implementation on their project.
Include:
 Timing in project life cycle for optimum implementation
 Responsible parties for implementation
 Key points to ensure successful implementation
Is revision required to SAES, SAEP, SAMSS, GI or other

Saudi Aramco process?
If Yes, provide your specific revised language. Also, provide
supporting data to convince responsible standards committee or
other Saudi Aramco authority to implement your recommended
revision.
Attachments
Attach photos, sketches, or other reference materials that will help
explain your lesson learned.
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6.5.2 Lessons Learned Implemented
Provide feedback to improve the value of existing lessons the

project team selected from Project Management Lessons Learned
Knowledge Base and implemented during this project.
Include a section in the consolidated lessons learned report listing

the selected lessons implemented. Indicate the specific actions
taken to implement such lessons, the challenges encountered with
implementing the lessons, if any, and the benefits (reduction in
cost/schedule or improvements in quality) realized from
implementing the lessons.
Also, provide recommendations on how to successfully implement

the lessons in future projects and how to address any challenges
arising from implementing the lessons. Finally, indicate those
lessons considered to be especially useful or not useful and provide
suggest improvements as applicable.
6.6 Waivers
Provide electronic copy of the waivers log.
6.7 Geotechnical Report Summary
Provide copy of geotechnical report summary.
7. Close-Out Appraisal Meeting
Projects with an ER value of $50 million or greater will conduct a Close-Out

Appraisal Meeting chaired by the responsible Project Management Department
Head. The timing of the meeting will support the requirement to issue the close
out report within 2 months after Onstream. The purpose of the meeting is to
identify and record lessons learned that could be used to improve the planning and
execution of future projects.
The Post Project Appraisal Team members should be invited to attend the Close-
Out Appraisal Meeting as part of the compliance with the section 4.3.3 of
GI-0020.700. This meeting will give the Post Project Appraisal Team an
opportunity to get a better understanding of the project execution.
Participants in the meeting will include:

 Proponent Operations Manager
 Maintenance Superintendent
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 Commissioning Team Leader

 SAPMT
 Post Project Appraisal Team Representative (Finance)
 Representatives from other concerned organizations as appropriate
The meeting will address the following subjects, as a minimum:

 Contracting strategy (type of contracts)
 Execution of contracting plan
 Selection of contractors (engineering and construction)
 Contractor performance
 Material procurement strategy
 Manning of the project (size of team, discipline mix, etc.)
 Interface with Proponent
 Planning for commissioning and start-up
 Actual cost collection compliance with Saudi Aramco Code of Account
 Item Phase Cost allocation alignment between WBSs adopted for actual costs
and Original 56D cost estimate.
 QA/QC compliance
 Safety performance
 Expected facility performance after startup
 Use of value improving practices
 Other items deemed useful for improving planning and execution of future
projects
Meeting minutes will be prepared and included with the close out report.
8. Records Disposal
The disposal of all the vital related documentation produced during the whole
project cycle such as, among others, Facilities Operating Instructions Manual,
Design Calculation Books, Vendor Equipment Operating Instructions &
Maintenance Manuals, Vendor Inspection Record Books, Operating Instructions &
Maintenance Manual for Process Automation Systems, Plant Inspection Book,
Construction Inspection Records, Precommissioning Record Book, etc., must be
coordinated according to what is stated in SAEP-122 and its applicable documents.
Page 16 of 20
V Responsibility
- The Project Manager is responsible for the issuing information per Table 1.
- PMOD/PCU is responsible for issuing information per Table 1.
Revision Summary
27 April 2011 Revised the "Next Planned Update". Reaffirmed the contents of the document, and reissued with
editorial changes.
Page 17 of 20
Table 1 – Responsibility Matrix
Data Responsibility Data Source

1. Executive Summary
1.1 Project Description/ER Approval Package SAPMT/PMOD ER Package
1.2 Project Execution Plan SAPMT PEP
1.3 Final Reports SAPMT SAP reports
2. Preliminary Engineering
2.1 Cost
2.1.1 SAPMT – Preliminary Engineering SAPMT PPU Rack-up/SAP
2.1.2 Contractor – Preliminary Engineering SAPMT PPU Rack-up/SAP
2.2 Schedule
2.2.1 Key Project Milestones SAPMT P.P. Schedule/SAP/MSS
2.2.2 Man-hours Histogram for Engineering SAPMT SAPMT/Contractor’s man-
hours data reports
3. Detail Engineering
3.1 Cost
3.1.1 SAPMT- Detail Engineering SAPMT
MPU Rack-up/SAP
3.1.2 Contractor - Detail Engineering SAPMT
MPU Rack-up/SAP
3.2 Schedule
3.2.1 Key Project Milestones SAPMT
P.P. Schedule/SAP/MSS
3.2.2 Planned and Actual Progress SAPMT
SAP/PCS
3.2.3 Man-hours Histogram for SAPMT
SAPMT/Contractor’s man-
Engineering
hours data reports CPM
SAPMT
Work Schedule
3.2.4 CPM Schedule (electronic copy) SAPMT
PCR Log
3.3 Project Change Request SAPMT
Change Orders Logs
3.4 Change Orders
4. Material
4.1 Cost
4.1.1a Direct Charge SAPMT ACAC and AGLI9 reports
4.1.2b DC Cost Data & Spec Sheets SAPMT Project Material Files
4.1.2 SAMS Material Charges SAPMT ACAC and AGLI9 reports
4.1.3 Contractor Supplied Material SAPMT ACAC and AGLI9 reports
4.1.4 Quantity Metrics SAPMT Project Material and
4.2 Schedule equipment Files
Engineered Material/Equipment Duration SAPMT D/C Matl Status Report
5. Construction
5.1 SAPMT Cost
5.1.1 SAPMT Cost SAPMT MPU Rack-up
5.1.2 Project Contractor Cost SAPMT MPU Rack-up
5.1.3 Other Miscellaneous Costs SAPMT MPU Rack-up
5.2 Contractor Cost & Man-hours Histogram SAPMT MPU Rack-up
Contractor’s man-hours data
5.3 Project Change Requests SAPMT reports
5.4 Key Construction Milestones SAPMT PCR Log
SAP/PCS/Contractor
5.5 Change Orders SAPMT Schedule reports
Change Order Logs
Page 18 of 20
Data Responsibility Data Source

6. General
6.1 Achievements & Success SAPMT
6.2 Project Performance SAPMT
6.3 Contractor Performance SAPMT
6.4 Best Practices & Value Improving Practices
Implementation SAPMT
6.5 Lessons Learned SAPMT
6.6 Waivers SAPMT
6.7 Geotechnical Report Summary SAPMT
7. Close-Out Appraisal Meeting SAPMT
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Attachments for SAEP-329
Attachment 1 – Executive Summary Template
- Hold down Ctrl key and click => SAEP-329A1 for Attachment 1.
Attachment 2 – Cost and Schedule Template
 Preliminary Engineering
 Detail Engineering
 Material
 Construction
Attachment 3 – General Template
- To obtain a hardcopy of the attachments contact the Standards Coordinator, Engineering Services.
Page 20 of 20

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Engineering Procedure

SAEP-329 27 April 2011

Saudi Aramco DeskTop Standards

Table 1 - Responsibility Matrix………………….. 18

Attachment 1 – Executive Summary Template

Previous Issue: 31 December 2008 Next Planned Update: 27 April 2016

Copyright©Saudi Aramco 2011. All rights reserved.

Ancillary to this a Close Out Report should:

 Saudi Aramco References

Saudi Aramco Engineering Procedures

III General Instructions

Table 1 specifies SAPMT is responsible for collecting, preparing, issuing and

information which occurred between MC and Financial Closure.

The data should be in electronic format utilizing MS Word and Excel.

1. Executive Summary (See Attachment 1)

1.1 Project Description/Approved Expenditure Request

Attach electronic copy of the project approved Expenditure Request

1.2 Project Execution Plan

Attach electronic copies of all versions of the Abbreviated and Full

1.3 Final Reports

2. Preliminary Engineering (See Attachment 2)

Preliminary engineering is defined within Saudi Aramco as the engineering

2.1.1 PMT - Preliminary Engineering (See Template 2.1)

Represents the total Project Management Team cost associated

with the Preliminary Engineering effort. The cost should include

IK and OOK costs must be kept separate. PMT's should have

2.1.2 Contractor - Preliminary Engineering (See Template 2.1)

Represents the Preliminary Engineering contractors name or the

A copy of the final Proposal Engineering Statistics (PES) report

2.2.1 Key Project Milestones (See Template 2.1)

Provide original and final dates for the following milestones,

2.2.2 Man-hours Histogram for Engineering (See Template 2.3)

Provide total plan and actual percentage man-hours and man-hours

3. Detail Engineering (See Attachment 2)

Prepare a separate spreadsheet for each Design Engineering Contractor /

3.1.1 PMT - Detail Engineering (See Template 2.2)

Represents the total Project Management Team cost associated

IK and OOK costs must be kept separate. PMT's should have

3.1.2 Contractor - Detail Engineering (See Template 2.2)

Represents the name of the contractor, type of contract, work

A copy of the final Design Engineering Statistics (DES) report

3.2.1 Key Project Milestones (See Template 2.2)

Provide actual milestone dates for the following milestones:

3.2.2 Planned and Actual Progress

A copy of the final Project Completion Schedule (PCS) report

3.2.3 Man-hours Histogram for Engineering (See Template 2.3)

Provide total plan and actual percentage man-hours and man-hours

3.2.4 CPM Schedule

Provide electronic copies of CPM work schedules:

3.3 Project Change Request – Detailed Engineering (See Template 2.4)

Attach PCR Log (electronic copy).

3.4 Change Orders

4. Material (See Attachment 2)

4.1.1 Direct Charge (See Template 2.5)

4.1.2 SAMS Material Charges (See Template 2.5)

4.1.3 Contractor Supplied Material (See Template 2.5)

Reflects the total contractor supplied material costs booked to the

4.1.4 Quantity Metrics (See Template 2.6)