Project Execution and Management of Control Systems & Instrumentation - Facts/Challenges

There is no doubt that each and every projects execution are different and unique even after many standard procedures in place. However control systems and field instrumentation execution of project and specially mega projects process of execution remains always interesting as well as challenging being directly interfaced with multi engineering disciplines such as civil, structural, electrical, piping & mechanical.

After witnessing multiple downstream project execution including refining and petrochemical integrated complex with various national/international stakeholders including EPCs, contractors, sub-contractors and vendors, I would like to share some key findings.

It is always true and sometimes disappointing to justify being an Instrumentation professional and considering the criticality of project completion (1st and last link of project completion chain) that weightage of instrumentation and control system discipline is merely 7-9% as a part of overall construction schedule but at the same time one of the major milestone which leads to mechanical completion and further start of pre-commissioning / commissioning of the project.

Challenges starts from readiness of control centers and remote/process interface buildings, (readiness from instrumentation engineer's point of view); now the question is what is so special in instrumentation/control engineer's eyes to look the readiness of process interface building/control center and answer is below:

1. Finishing of building accessories work for readiness of cabinets/rack/control system equipment's installation

• HVAC ducts/equipment installation
• False flooring & false ceiling
• Fire fighting/ fire suppression piping, & cylinder installation
• Fire and gas equipment's installation above & below false floor & ceiling
• Permanent building access readiness etc...
• Associated rooms readiness such as UPS/battery room, FM-200 cylinder's room, HVAC room etc.
• Lighting fixtures, wire pulling etc...

Ideally, cabinets and racks installation should starts with these finishing work completion of building but any of the fast track capital project standard procedure with ideal conditions seldom followed in terms of sequential activity specially considering the tempo/momentum of project execution team. This is an unwritten construction rule but true.

Few practical challenges to keep in mind which is not written in planner's guide if above specified point of completion not ensured before placing and installing the cabinets/racks inside the rack room

• Challenging to maintain cleanliness (dust free environment) due to other construction activities.
• Access issue on top of the cabinet roof for any activity pertains to HVAC ducts, F&G devices associated cables etc..
• Work at height challenges inside the cabinet/rack rooms including installation & removal of scaffolds.
• Motivation for shortcut execution of activities excusing the current scenario with already installed cabinets.

2. Cable laying and terminations management almost approx. 30 to 40% weightage of overall 7-9% of Instrumentation discipline (falls under peak of the S-curve)

This is one of the most challenging activity to progress well within defined project construction schedule while thousands of kilometers cables are expected to be pulled and terminated. In fact requirement of muscle/man power matters for this activity which is simple arithmetic i.e. if cable routing is simple and straight forward like utilities and off-sites jobs, but real challenges starts with complex process units and cable routing involves more congestion & complex UG/AG routes and highly demands balancing in between multidisciplinary execution specially with Civil & Structural/Mechanical counterparts; this is where arithmetic does not simply works but planning, coordination and right resourcing of the execution matters for day to day's progress achievement/overall milestone completion considering and respecting safety and quality criteria of cable laying and dressing for both UG & A/G routing.

Always challenging but achievable. Few challenges are as follows:

• Readiness of end to end cable routing considering A/G structural and U/G duct bank crossings sequential holds
• Main cable transits readiness, segregation (power, signal, IS/NIS etc.) and proper dressing through systematic approach
• Laying at height such as high rise structures and pipe-racks top tiers OR underground with consideration of UG activities priorities including piping, earth works, paving etc.

Considering the weightage factor of project execution activities, this is one of the lucrative head which attracts project/construction managers to get the progress in terms of thousands of meters/kilometers w.r.to project construction schedule and irrespective of multidisciplinary construction work progress which is tightly linked to cable pulling activities for both primary (Multicore Homerun/Trunk) as well as secondary (single pair instrument cables/spurs) runs. Most commonly faced work front challenges are as follows:

• Partial readiness of civil/structural activities to release the cable routes work front clear for underground as well as above ground.
• On time availability of process instruments tapping points/graded platforms ready to work as per scheduled/demanded work progress which not only challenged to get cable pulling work progress but also next highest weightage factor i.e. field instruments installation and process tubing hook-ups.

Due to lacks of above highlighted gaps/challenges, a simultaneous project execution activities are inevitable with more aggressive strategy (which is unwritten plan-B) i.e. pulling of cables with approximation margins, rolled-out & left/hanged somewhere nearby expected JB installation area OR nearby expected instrument tapping point/installation area. This aggression could be managed up to extent but uncontrolled and have significant quality/reliability issues in long term such as internal damage of cables armor/conductor /shield, dilution in segregation etc...which reflects ill effects like a slow poison for life-cycle including signal strength/grounding issues etc...which magnitude might be less in percentage but headache for end-user. This is where strategy of project execution v/s ownership matters.

Additionally issues in bulk cable termination activities also invites lot of issues starting from loop/functional checks up to life-cycle. Following are few highlighted issues:

• Poor crimping/lugging due to lack of skilled manpower and bulk execution
• Poor isolation of instrument shields
• Loose & haphazard connections/tightness at both JBs/cabinets sides as well as field instrument side
• Non-clarify of grounding (IE/PE) & shielding philosophy
• Unclear & mixed ferruling philosophy

Proper planned execution & well mobilized resourcing plan with required skills set can overcome the above specified issues which will not only deliver quality work for end-user but also fast track the loop/functional check activities followed by commissioning & start-up

3. Field instrument installations and process connection management almost approx. 20 to 30% weightage of overall 7-9% of Instrumentation discipline (falls under peak to declining of the S-curve)

Field instruments and associated equipment's installation always depends on broadly two categories:

1. Instruments/accessories directly linked to process tapping/connection
2. Instruments/accessories independent to direct process tapping/connection.

Above category 2. is still managed well even after getting clear work front from civil/structural counterpart work front release.

However, real challenge remains with above category 1., which is led by process piping discipline and this proceedings goes up to last minutes of mechanical completion activities Fewer most common challenges for one of the instrumentation execution engineer are as follows:

• 3D Modeled expected tapping point referenced advance construction v/s actual constructed tapping point.
• Conflict with small bore piping after installation & hook-up of field instruments which is not modeled mostly but worked suite on site based on isometrics.
• Installation v/s uninstallation due to non-box-up of piping loops, pending air blowing/hydrotesting activities, drop-off of control/on-off valves etc.
• Question on accessible/non-accessible field instruments and associated accessories installation even after 3D modeling etc...

These are must have challenges for any fast track mega projects with field instruments installation/walkdown activities which can not be avoided 100% but certainly can be minimized with proper planned & systematic execution while balancing the work progress.

4. Instrument process hook-up Leak Test, Instrument Loop & Functional Checks, 5 to 10% weightage of overall 7-9% of Instrumentation discipline (Critical milestone for commissioning/start-up)

Considering the magnitude of Instrumentation system installation & construction infrastructure (process tubing, IA lines, pneumatic valves/volume tanks tubing) leak tests remains always one of the challenging task for overall completion activity as well as start of commissioning activity for process systems/sub-systems.

Usually one of the most practical challenge faced is getting last minutes work front for completion IA & process tubing activity & very high expectations from Instrumentation discipline to complete the job over nights OR in couple of days.

Another situation arrives while in parallel, loop check activity starts followed by initiation of few priorities areas functional checks starts from utilities & common facilities (IA/PA, steam, power, Sea/DM water N2, H2 etc. associated functions) and slowly when we enters in process systems immediately getting these utilities for commissioning activities (which is obvious) but sometimes under good motivation and fast track momentum core process system leak check, loop & functional checks underestimated.

I would like to state few common challenges faced in these phases which can be well avoided if a bit in more planned and coordinated proceedings take place because fast track is fast track which is in the interest of Organization & other associated stakeholders. Hence in such situation we have only control on well planned and coordinated way of execution with aggressive resourcing including both manpower & machineries, well planned material availability, smartly managing the priorities effectively because this is the phase of project which is actually "S-curve of S-curve" and Instrumentation/Control discipline "on-fire" of this S-curve by inherent nature and sequencing of any such process industrial projects.

• Very high volume of instrument tubing/IA tubing leak tests (hydraulic/pneumatic) v/s availability of resources in same ratio including source of pneumatic & hydraulic machinery with test and witness plan
• To making sure authenticity of leak test with reference to actual defined leak test pressure (instead of manipulative common sources pressure leak test) - keeping in mind that system will be charged with HC/Olefin/Plastics materials (for downstream refining & petrochemical units)
• Lack of clear definition of hold pressure & time of holding to witness the leak considering the fact of multiple point of joints including tubing start/end points, unions, instrument manifolds/O-rings, on the other hand for IA connection from manifold to valves including valve internal pneumatic circuits (total integrity checks)
• One of the another most common problem under/over tightness of double ferrule fittings which lead to leak points
• Ensure quality of source of air supply in case of pneumatic leak test (dry instrument air OR N2), and quality of water in case of hydrotest (DM water).

All above stated points are minute in nature, not visible on short term but there is a saying in project phase i.e. rest of the static things goes in/out and not notable but dynamic systems including rotating machineries, electrical systems & instrumentation behavior speaks louder during commissioning and over the life-cycle and these dynamic systems clearly revels the overall quality of construction.

-Only best way to tackle such smaller but critical issues are to move ahead in well planned manner with aggressive resourcing (tool/tackles, man, machineries & management of priorities etc.)

-Avoid the manipulated/inflated short-cut work progress

-Use of quality skillsets (tubing fitters, leak test people) to preform such activities

-Check properly the tubing done v/s process hook-up v/s suite on site tubing route including overall length of tubing. High length of tubing shall be avoided irrespective of designed process hook-up specially for low pressure services & slug services.

Instrument Loop & Functional Checks-

This is one of the most crucial phase of any project in process industrial infrastructure which demonstrates success Or failure report card of instrumentation & control system activities carried out so far starts from engineering, construction/installation.

Loop check is very first activity while response of respective installed system/instruments checked with energization. There is a lot activities/checks involved prior to energization of instrumentation and control system itself which I would like to cover separately in another article.

By listening the name of "loop check" people (specially non-instrumentation/electrical discipline) shall have clear understanding what exactly is the expected activity i.e. magnitude of job performed as depth of loop check varies based on type of instrument for which loop check is planned to be performed such as loop check of a field indicator devices, transmitters, switches, valves (pneumatically operated on-off, control valves OR electrically operated motorized), instrumentation-electrical interface signals (from DCS to MCCs via interposing relays) etc...Time, efforts and resources required to complete the loop check activity varies depending the the categorization of loop.

In summary following are expectations from loop check activities:

? Originating a signal (i.e. analogue, digital) from the field instrument or from panels/PLC/PC and recording the value or the changing of status on control system involved (i.e. DCS, ESD, MMS, F&G, PLC, etc.). The matching congruency of the correct signal visualization is also of verification against the engineered documents.

? Sending a signal from the control system involved (i.e. DCS, ESD, MMS, F&G, PLC, etc.) and recording the results (value or action) in the field and verification of the correctness of actions performed on the basis of the engineered documents.

It must be noted that loop check counts progress are not as simple as arithmetic that total number of loops (scope) divided by number of days (targeted progress rate) but it is equally important to consider what type of loops are scheduled/planned in respective days/duration, location of field instruments i.e. simply accessible at grade level OR at higher locations and need specific consideration of access and safety to perform the activity etc.

Considering the magnitude of project loop check demands very focused approach from preparation point of view, managing the activities having involvement of multi-stakeholders, getting onboard right skillsets and multiple number of crews at field as well in control room

Key Milestones of Functional Loop Checks:

? Preparation of “Loop Folders” well in advance before starting the loop check activities

? Execution of loop check followed by set guidelines of loop checks instead of taking shortcuts

? Rectification of any Instrument, communication fault and errors, found during the loop check activities

? Keeping recording of all the results in the dedicated finalized formats containing sufficient information/data fields with consent of all involved stakeholders of project execution team (Sub-contractors/Contractors, Commissioning Team and Owner/End-user)

? Updating and keeping traceability of loop check activities on daily basis with reference to maintained data base as a part of loop check activities (e.g. inserting loops tested, loops rejected, loops to be repaired, categories of punch points associated to loops tested, etc.)

Following are some of the key challenges and required well mitigation plan during proceedings of functional loop check activity:

-Unstructured preparation loop folders with missing/incomplete information such as datasheets, instrument loop drawings, termination details, setpoints lists etc..

-Uncontrolled revision of associated engineering documents which follows even during advance stage of loop check activities

-Lack of balance keeping mechanism in between direct engineered controlled documents v/s Vendors deliverables/documents and associated values used for loop check activity

-Decentralized database management of loop check activities v/s changes made for respective documents followed by as-builts delivery specially with involvement of many groups/crew for loop checks in parallel

-Taking in consideration/making availability of "n-number" of parallel loop check arrangements including number crew for field, arrangement of DCS HMI stations, groups of board operators to witness the activities etc...

-Poor construction/lack of skill manpower used during construction activities, which leads to lot of sequential impacts such as improper crimping, glanding & termination of signal/multi-core cables

-To maintain balance in between project progress delivery for loop check activity with reference to set rules, process & procedures v/s taking shortcuts to boost the work progress in terms of loop check counts

-Maintaining the transparency with associated stakeholders for observed challenges in segmented manner including issues pertains to design/engineering (datasheet, setpoints, P&IDs etc.), construction, calibration etc..

In conclusion Instrumentation as a part of project execution is not merely a discipline which carries 7-9% weightage factor of overall progress monitoring but success and failures of these above highlights steps and challenges decides the overall success of the project in totality. However it is also fact that being a last sequential disciplinary delivery specially in fast track projects in this very dynamic and demanding project ecosystem and benchmarking these challenges cannot be suppressed but certainly can be well managed with insightful planning and execution strategies.

Well these are my thoughts based on experiences various projects execution lifecycle, your views and comments are most welcome from this aspect.