AWP Body of Knowledge

CII AWP BoK V 1.0

Abstract
The purpose of Advanced Work Packaging Body of Knowledge (AWP BoK) to provide a
knowledge platform that may be used to promote the use of AWP and eventually guide a
certification process for individuals who are looking to enhance their expertise in AWP.

Created by:
The CII AWP CBA Knowledge Management Committee Group

Published:
April 2022
AWP Body of Knowledge

Table of Contents
1. Executive Summary ............................................................................................................ 13
1.1. Purpose ....................................................................................................................... 13
1.2. Current State Challenges ............................................................................................. 13
1.3. Key Benefits ................................................................................................................. 14
2. Introduction ......................................................................................................................... 15
2.1. What is Advanced Work Packaging ............................................................................. 15
2.2. History of AWP ............................................................................................................ 16
2.3. Purpose ....................................................................................................................... 17
2.4. Methodology ................................................................................................................ 17
2.5. Who can use this AWP BODY OF KNOWLEDGE? ..................................................... 18
2.6 BENEFITS & VALUE OF AWP – CII RESEARCH FINDINGS ........................................................... 18
Safety .................................................................................................................................... 18
Productivity ............................................................................................................................ 18
Quality ................................................................................................................................... 19
Cost ....................................................................................................................................... 19
Schedule ................................................................................................................................ 20
Team Alignment and Culture .................................................................................................... 20
Predictability .......................................................................................................................... 21
Summarized list of additional AWP Benefits ............................................................................... 21
2.7 Definitions .................................................................................................................... 21
WorkFace Planning (WFP) ........................................................................................................ 22
Work Breakdown Structure (WBS)............................................................................................. 22
Engineering Work Package (EWP).............................................................................................. 22
Construction Work Package (CWP) ............................................................................................ 22
Procurement Work Processes and Supply Chain Process .............................................................. 23
System Work Package (SWP) .................................................................................................... 24
Installation Work Package (IWP) ............................................................................................... 25
AWP KEY STAKEHOLDER ROLES ................................................................................................. 27
Owner.................................................................................................................................... 27
 Owner project Manager .................................................................................................. 27

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 AWP Champion .............................................................................................................. 28
 Audit Manager ............................................................................................................... 28
 Information Manager ..................................................................................................... 29
 Construction Contractor.................................................................................................. 29
 WFP Champion .............................................................................................................. 29
 WorkFace Planning Lead ................................................................................................. 29
 WorkFace Planner .......................................................................................................... 29
 Superintendents/General Foremen .................................................................................. 30
 Database Administrator .................................................................................................. 30
 Construction Management .............................................................................................. 30
 Construction Manager .................................................................................................... 30
 Resource/Interface Coordinator....................................................................................... 31
 Overall Planner .............................................................................................................. 31
 WorkFace Planning Manager/Champion ........................................................................... 32
 Quality Manager ............................................................................................................ 32
 Engineering ................................................................................................................... 32
 Engineering Manager...................................................................................................... 33
 Engineering WorkFace Planning Champion........................................................................ 33
 Document Control .......................................................................................................... 33
 Discipline Leads.............................................................................................................. 34
 Project Management ...................................................................................................... 34
 Project Manager (Managing E, P, C).................................................................................. 34
 Document Control Manager ............................................................................................ 35
 Cost Control .................................................................................................................. 35
 Scheduler ...................................................................................................................... 35
 Database Administrator .................................................................................................. 36
 AWP Champion Manager ................................................................................................ 36
 AWP Audit Manager ....................................................................................................... 37
 Supply Chain Management .............................................................................................. 37
 Procurement Manager .................................................................................................... 37
 Material Manager .......................................................................................................... 37
 Warehouse Manager ...................................................................................................... 38

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 Contracts Manager ......................................................................................................... 38
 Commissioning & Start Up (CSU) ...................................................................................... 38
 Turnover Manager ......................................................................................................... 39
 Commissioning and Start-Up Lead .................................................................................... 39
 Commissioning Manager ................................................................................................. 40
 System Completion Planner ............................................................................................. 41
3. Updated CII Surfboard ........................................................................................................ 42
3.1. AWP Surfboard ............................................................................................................ 42
3.2. AWP Surfboard Augmented ......................................................................................... 42
Updated CII Project Stages Graphics......................................................................................... 43
Update CII Project Stages ...................................................................................................... 43
4. THE BASICS OF ADVANCED WORK PACKAGING........................................................................ 44
INTEGRATED ENHANCED WORK PACKAGING FLOWCHART ................................................................ 44
Original Model for Advanced Work Packaging Flow Chart ............................................................ 44
 Revised Model for Advanced Work Packaging Flow Chart ................................................... 44
 AWP Implementation Maturity Model .............................................................................. 45
o Stages of AWP Maturity Model ........................................................................................ 45
 Findings – Benefits, Difficulties, Lessons Learned ............................................................... 46
 PATH OF CONSTRUCTION (PoC) FRAMEWORK .................................................................. 48
 Step 1: Commitment....................................................................................................... 48
 Step 2: Preparation......................................................................................................... 49
 Step 3: Collaboration ...................................................................................................... 49
 Step 4: Communication ................................................................................................... 49
 Influences on the Path of Construction ............................................................................. 50
5. STAGE 0 - PRE-IMPLEMENTATION .................................................................................... 51
INTRODUCTION TO STAGE 0 ..................................................................................................... 51
1. OBTAINING BUY-IN .............................................................................................................. 51
1.1 Scope ............................................................................................................................ 51
1.2 Assumptions .................................................................................................................. 51
1.3 Recommendations ......................................................................................................... 51
2. AWP EDUCATION ........................................................................................................... 52
2.1 Scope ............................................................................................................................ 52

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2.2 Assumptions...................................................................................................................... 52
2.3 Recommendations ......................................................................................................... 52
3. PROCESS ADHERENCE ..................................................................................................... 52
3.1 Scope ............................................................................................................................ 52
3.2 Assumptions .................................................................................................................. 53
3.3 Recommendations ......................................................................................................... 53
4. ORGANIZATIONAL ALIGNMENT ........................................................................................ 53
4.1 Scope ............................................................................................................................ 53
4.2 Assumptions .................................................................................................................. 53
4.3 Recommendations ......................................................................................................... 54
5. CONTRACT INTEGRATION ................................................................................................ 54
5.1 Scope ............................................................................................................................ 54
5.2 Assumptions .................................................................................................................. 54
5.3 Recommendations ......................................................................................................... 54
6. SCALABILITY................................................................................................................... 55
6.1 Scope ............................................................................................................................ 55
6.2 Assumptions .................................................................................................................. 55
6.3 Recommendations ......................................................................................................... 55
6. STAGE I : PRELIMINARY PLANNING/DESIGN....................................................................... 56
5.1 INTRODUCTION TO STAGE I ............................................................................................ 56
5.2 PROJECT DEFINITION...................................................................................................... 56
5.2.1 Scope............................................................................................................................ 56
5.2.2 Assumptions ............................................................................................................. 57
5.2.3 Recommendations .................................................................................................... 57
5.3 CONSTRUCTION, COMMISSIONING AND ENGINEERING PLANNING .................................... 58
5.3.1 Scope....................................................................................................................... 58
5.3.2 Assumptions ............................................................................................................. 58
5.3.3 Recommendations .................................................................................................... 59
5.4 L2 SCHEDULE REFINEMENT & WBS DEVELOPMENT ........................................................... 62
5.4.1 Scope....................................................................................................................... 62
5.4.2 Assumptions ............................................................................................................. 62
5.4.3 Recommendations .................................................................................................... 62
5.5 CWP, EWP AND SWP BOUNDARY DEVELOPMENT ............................................................. 63

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5.5.1 Scope....................................................................................................................... 63
5.5.2 Assumptions ............................................................................................................. 63
5.5.3 Recommendations .................................................................................................... 64
5.6 PATH-OF-CONSTRUCTION............................................................................................... 67
5.6.1 Scope....................................................................................................................... 67
5.6.2 Assumptions ............................................................................................................. 67
5.6.3 Recommendations .................................................................................................... 68
7. STAGE II: DETAILED ENGINEERING .................................................................................... 69
7.1 INTRODUCTION TO STAGE II ................................................................................................ 69
7.2 L3 SCHEDULE DEVELOPMENT .......................................................................................... 69
7.2.1 Scope....................................................................................................................... 69
7.2.2 Assumptions ............................................................................................................. 69
7.2.3 Recommendations .................................................................................................... 70
7.3 EWP-BASED CONTROLS .................................................................................................. 70
7.3.1 Scope....................................................................................................................... 70
7.3.2 Assumptions ............................................................................................................. 70
7.3.3 Recommendations .................................................................................................... 70
7.4 L4 DETAILED CONSTRUCTION SCHEDULE.......................................................................... 71
7.4.1 Scope....................................................................................................................... 71
7.4.2 Assumptions ............................................................................................................. 71
7.4.3 Recommendations .................................................................................................... 71
8. STAGE III: CONSTRUCTION EXECUTION, TESTING, & COMPLETIONS ..................................... 72
8.1 INTRODUCTION TO STAGE III .......................................................................................... 72
8.2 IWP-BASED CONTROLS ................................................................................................... 72
8.2.1 Scope....................................................................................................................... 72
8.2.2 Steps ....................................................................................................................... 73
8.2.2.1 Installation Work Package (IWP) Creation .................................................................... 73
Assumptions ........................................................................................................................... 74
Recommendations .................................................................................................................. 74
Information Requirements ....................................................................................................... 75
8.2.2.2 Document Control Interface ....................................................................................... 75
Assumptions ........................................................................................................................... 76
Recommendations .................................................................................................................. 76

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Information Requirements ....................................................................................................... 76
8.2.2.3 Issuance of IWP to the Field ....................................................................................... 77
Assumptions ........................................................................................................................... 78
Recommendations .................................................................................................................. 78
Information Requirements ....................................................................................................... 78
8.2.2.4 Control of the IWP in the Field .................................................................................... 79
Assumptions ........................................................................................................................... 79
Recommendations .................................................................................................................. 80
Information Requirement......................................................................................................... 80
8.2.2.5 IWP Closeout ............................................................................................................ 80
Assumptions ........................................................................................................................... 81
Recommendations .................................................................................................................. 81
Information Requirements ....................................................................................................... 81
Assumptions ........................................................................................................................... 81
Recommendations .................................................................................................................. 81
8.3 TEST PACKAGES ............................................................................................................. 82
8.3.1 Scope....................................................................................................................... 82
8.3.2 Assumptions ............................................................................................................. 82
8.3.3 Recommendations .................................................................................................... 83
8.4 IWP-SWP TRANSITION MANAGEMENT ............................................................................ 83
8.4.1 Scope ............................................................................................................................. 83
8.4.2 Assumptions ............................................................................................................. 83
8.4.3 Recommendations .................................................................................................... 84
9. STAGE IV: ENERGIZATION & COMMISSIONING................................................................... 85
9.1 INTRODUCTION TO STAGE IV .......................................................................................... 85
9.2 SWP-BASED CONTROLS .................................................................................................. 85
9.2.1 Scope....................................................................................................................... 85
9.2.2 Assumptions ............................................................................................................. 85
9.2.3 Recommendations .......................................................................................................... 86
9.3 TURNOVER TO START-UP ............................................................................................... 87
9.3.1 Scope....................................................................................................................... 87
9.3.2 Assumptions ............................................................................................................. 87
9.3.3 Recommendations .................................................................................................... 87

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10 AWP and Scalability............................................................................................................ 88
5.1 Scalability Summary .................................................................................................... 88
5.2 Supporting research and documentation:..................................................................... 88
5.3 COAA Best Practice Tool Summary............................................................................. 89
5.4 Screening Tool Questionnaire...................................................................................... 90
5.5 Scalable Implementation.............................................................................................. 91
11 AWP and Modularization..................................................................................................... 93
11.1 Modularization Summary ............................................................................................. 93
11.2 Background ................................................................................................................. 94
11.3 CII Implementation Resource....................................................................................... 94
12 AWP and Data Requirements ............................................................................................. 95
7.1 Executive Summary ..................................................................................................... 95
7.2 Background ................................................................................................................. 95
7.3 Excel Workbook for AWP Data Requirements ............................................................. 95
7.4 Sample Entries for Data Requirements ........................................................................ 96
7.5 Recommendations ....................................................................................................... 96
DATA & TECHNOLOGY ............................................................................................................. 96
AWP DATA REQUIREMENTS...................................................................................................... 96
Standard AWP Data Requirements ............................................................................................ 96
AWP DIGITAL THREADS ............................................................................................................ 97
Digital Threads for Supply Chain Visibility ................................................................................... 97
13 AWP and Contracting Strategies......................................................................................... 99
8.1 Introduction .................................................................................................................. 99
8.2. Compensation Selection ............................................................................................ 101
8.3 Lump sum or fixed price ............................................................................................. 101
8.4 Reimbursable cost ..................................................................................................... 102
8.5 Unit price/time rate..................................................................................................... 103
8.6 Major AWP Contractual Requirements ...................................................................... 103
14 AWP & Scaffolding............................................................................................................ 104
9.1 Background ............................................................................................................... 104
9.2 Summary ................................................................................................................... 104

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9.2 Current State – Non-AWP Projects ............................................................................ 104
9.3 Current State – AWP Projects.................................................................................... 105
9.4 Future State – AWP Projects ..................................................................................... 105
16 Updated CII Project Integration Flow Chart ....................................................................... 107
17 IWP Life Cycle Updates with Short Interval Production ..................................................... 108
11.1 New IWP Package Definition ..................................................................................... 108
11.2 IWP Short Description................................................................................................ 108
11.3 IWP Long Description ................................................................................................ 108
18 Addition of New WPs Definitions ....................................................................................... 110
12.1 Background ............................................................................................................... 110
12.2 Supply Chain Process (SCPr) .................................................................................... 110
12.3 Procurement Work Process (PWP) ............................................................................ 110
19 CII Project Timeline Details ............................................................................................... 112
21 Safety Planning at EWP, CWA CWP IWP ......................................................................... 115
22 Work Packages Relationships .......................................................................................... 116
23 AWP and Lean.................................................................................................................. 124
24. AWP RELATIONSHIPS WITH OTHER CII PRACTICES................................................................ 125
24.1 ALIGNMENT ................................................................................................................ 125
24.1.1 Overview................................................................................................................ 125
24.1.2 Stage / Phase .......................................................................................................... 125
24.1.3 Tools & Key Research Findings .................................................................................. 125
24.1.3.1 Effective Project Alignment for Construction Success............................................... 125
24.1.3.2 3-D Schematic of Organizational Alignment for a Project .......................................... 126
24.2 BENCHMARKING AND METRICS .................................................................................... 126
24.2.1 Overview................................................................................................................ 126
24.2.2 Stage / Phase .......................................................................................................... 127
24.2.3 Tools & Key Research Findings .................................................................................. 127
24.3 CHANGE MANAGEMENT .............................................................................................. 127
24.3.1 Overview................................................................................................................ 127
24.3.2 Stage / Phase .......................................................................................................... 127
24.3.3 Tools & Key Research Findings .................................................................................. 127
24.3.3.1 Change management system (CMS)....................................................................... 127

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24.4 CONSTRUCTABILITY ..................................................................................................... 129
24.4.1 Overview................................................................................................................ 129
24.4.2 Stage / Phase .......................................................................................................... 129
24.4.3 Tools & Key Research Findings .................................................................................. 129
24.4.3.1 Constructability Implementation Roadmap............................................................. 129
24.4.3.2 Barriers to Constructability ................................................................................... 130
24.5 FRONT END PLANNING (FEP) ........................................................................................ 131
24.5.1 Overview................................................................................................................ 131
24.5.2 Stage / Phase .......................................................................................................... 131
24.5.3 Tools & Key Research Findings .................................................................................. 131
5.1.1.1. Pre-Project Planning Handbook, SP39-2 ................................................................. 131
24.6 Project Definition Rating Index (PDRI), IR113-1 v.5 ......................................................... 131
24.7 MATERIALS MANAGEMENT .......................................................................................... 132
24.7.1 Overview................................................................................................................ 132
24.7.2 Stage / Phase .......................................................................................................... 133
24.7.3 Tools & Key Research Findings .................................................................................. 133
24.7.3.1 Global Procurement and Materials Management .................................................... 133
24.7.3.2 Concept of Digital Supply Chain Integration with AWP ............................................. 133
24.7.3.3 Digital Supply Chain Flow Chart ............................................................................. 134
24.7.3.4 Core Material Management System Diagram .......................................................... 135
24.8 PLANNING FOR MODULARIZATION ............................................................................... 136
24.8.1 Overview................................................................................................................ 136
24.8.2 Stage / Phase .......................................................................................................... 137
24.8.3 Tool & Key Research Findings ................................................................................... 137
24.8.3.1 Execution Plan Differences ................................................................................... 137
24.8.3.2 Critical Success Factors......................................................................................... 137
24.9 PLANNING FOR STARTUP.............................................................................................. 138
24.9.1 Overview................................................................................................................ 138
24.9.2 Stage / Phase .......................................................................................................... 138
24.9.3 Tools & Key Research Findings .................................................................................. 138
24.9.3.1 Concept of System Work Package (SWP) and its linkage with IWP ............................. 138
24.9.3.2 SWPs at Different Levels ....................................................................................... 139
24.9.3.3 Premature Start Impact Analysis (PSIA) Tool ........................................................... 140

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24.9.3.4 Drivers, Leading Indicators, and Impacts of Premature Starts to Construction ............ 141
24.9.3.5 Planning activities related to the Commissioning and Start-up .................................. 141
24.10 PRODUCTIVITY PRACTICES ............................................................................................ 142
24.10.1 Overview ............................................................................................................ 142
24.10.2 Stage / Phase ...................................................................................................... 142
24.10.3 Tools & Key Research Findings .............................................................................. 143
24.10.3.1 Strategy for improving craft performance............................................................... 143
24.10.3.2 Productivity Improvement Handbook .................................................................... 143
24.10.3.3 Activity Analysis................................................................................................... 144
24.10.3.4 Best Productivity Practices Implementation Index (BPPII) ......................................... 144
24.10.3.5 RRP Model for continuous improvement loop for Construction Productivity .............. 144
24.10.3.6 Causes and Warning Signs of Out-of-sequence Work (OOS) ...................................... 146
24.11.1 Overview ............................................................................................................ 147
24.11.2 Stage / Phase ...................................................................................................... 147
24.11.3 Tools & Key Research Findings .............................................................................. 148
24.11.3.1 Defects Analysis Table .......................................................................................... 148
24.12 TEAM BUILDING .......................................................................................................... 149
24.12.1 Overview ............................................................................................................ 149
24.12.2 Stage / Phase ...................................................................................................... 149
24.12.3 Tools & Key Research Findings .............................................................................. 149
24.12.3.1 RS37-1 - Team Building: Improving Project Performance .......................................... 149
APPENDIX A – CONSTRUCTION WORK PACKAGE TEMPLATE .......................................................... 150
CONSTRUCTION WORK PACKAGE TEMPLATE ............................................................................. 150
SAMPLE TEMPLATES ............................................................................................................... 152
Table of Contents ................................................................................................................... 152
CWP Approval and Revision Control......................................................................................... 153
1. Scope of Work Description ........................................................................................... 154
2. Terminal Points ........................................................................................................... 155
3. Craft Manpower .......................................................................................................... 156
4. Scope and Quantity of Equipment and Material Supply................................................... 157
6. High Risk Tasks ............................................................................................................ 159
7. Quality / Special QA Points ........................................................................................... 160

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9. Vendor Support Required ............................................................................................. 162
1. Equipment Required .................................................................................................... 163
2. Specialized Tools Required ........................................................................................... 164
3. Material List ................................................................................................................ 165
APPENDIX B – ENGINEERING WORK PACKAGE TEMPLATE ............................................................... 193
ENGINERING WORK PACKAGE TEMPLATE .................................................................................. 193
SAMPLE TEMPLATE ................................................................................................................. 195
APPENDIX C – INSTALLATION WORK PACKAGE (IWP) TEMPLATE ...................................................... 213
INSTALLATION WORK PACKAGE CHECKLISTS .............................................................................. 213
IWP CHECKLISTS BY DISCIPLINE ................................................................................................ 215
SAMPLE IWP CHECKLISTS ......................................................................................................... 216
IWP CABLE TRAY INSTALLATION CHECKLIST .............................................................................. 216
IWP CIVIL FOUNDATIONS AND PILE CAPS CHECKLIST ................................................................. 219
IWP CIVIL PILING CHECKLIST ................................................................................................... 224
IWP ELECTRICAL/INSTRUMENT CABLE INSTALLATION CHECKLIST................................................ 227
IWP ELECTRICAL JUNCTION BOX INSTALLATION CHECKLIST ........................................................ 230
IWP EQUIPMENT SETTING CHECKLIST ...................................................................................... 233
IWP HYDROTESTING CHECKLIST .............................................................................................. 237
IWP INSTRUMENT INSTALLATION CHECKLIST............................................................................ 241
IWP INSTRUMENT RACEWAY INSTALLATION CHECKLIST ............................................................ 244
IWP INSULATION CHECKLIST ................................................................................................... 247
IWP PIPING CHECKLISTT ......................................................................................................... 250
IWP STRUCTURAL STEEL ERECTION CHECKLIST ......................................................................... 254
IWP TRACING INSTALLATION CHECKLIST (STEAM/GLYCOL)......................................................... 258
IWP UNDERGROUND PIPING CHECKLIST .................................................................................. 261
APPENDIX D – REVISED AWP PROJECT INTEGRATION FLOWCHARTS ............................................... 265
STAGE I – PRELIMINARY PLANNING AND DESIGN ........................................................................ 265
STAGE II – DETAILED ENGINEERING ........................................................................................... 266
STAGE III – CONSTRUCTION EXECUTION, TESTING, AND COMPLETIONS ........................................ 267
STAGE IV – ENERGIZATION AND COMMISSIONING ..................................................................... 268
References .............................................................................................................................. 270

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Acronyms ................................................................................................................................. 271
Acknowledgements .................................................................................................................. 272

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1. Executive Summary

1.1. Purpose

The purpose of this effort is to define the best practice to improve project productivity and
predictability of capital projects. It aligns the planning and execution activities across the
lifecycle, from project initiation to startup and turnover.

The Construction Industry Institute (CII) developed the Advanced Work Packaging Body of
Knowledge (AWP BoK) to provide a knowledge platform that may be used to promote the use
of AWP and eventually guide a certification process for individuals who are looking to enhance
their expertise in AWP.

Today’s complex construction projects encompass a myriad of activities that must be

orchestrated like a grand symphony to be successful. To understand the role of Advanced
Work Packaging (AWP) in bringing the music together, let us start by defining Advanced Work
Packaging Body of Knowledge (AWP BoK).

This document will give guidance to project teams and AWP practitioners on how to increase
the effectiveness of their AWP program as well ashow to ensure that the project realizes
maximum value from their pre-planning and site execution efforts for this discipline.

1.2. Current State Challenges

The key challenges relating to current capital projects includes:

Poor Planning: AWP is not considered in early construction planning, is not typically notedas a
key input to the Path of Construction, is poorly detailed in terms of early assessment of
quantities and is estimated using a factored approach based on manhours for other disciplines.

Contracting strategy: AWP is rarely included as part of a comprehensive and coordinated

strategy for contracting on a project and is often left to each contractor to manage for
themselves. This leads to a siloed approach and very low execution efficiency.

This leads to increased cost, schedule impacts and lowerfield execution efficiencies.

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1.3. Key Benefits
Various CII Research projects indicated that AWP holds the promise of fundamentally
transforming the capital project delivery process by providing the key benefits shown below.
Up to 25% increase in field productivity

Up to 10% decrease in total installed cost (TIC), with increased savings for owners and
increased profitability for contractors

Improved schedule performance, with projects delivered on schedule

Improved safety performance, with zero lost time accident records

Increased quality, with reduced construction rework

Increased predictability, in terms of cost and schedule estimates

CII Case studies have also shown a strong relationship between AWP implementation maturity
and project performance.

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2. Introduction

2.1. What is Advanced Work Packaging

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

The Construction Industry Institute (CII) defines Advanced Work Packaging as “a

disciplined approach to improving project productivity and predictability by aligning planning
and execution activities across the lifecycle, from project set up to startup and turnover.”

Construction Industry Institute (CII) Advanced Work Packaging (AWP) Community for
Business Advancement (CBA) members and leadership recognized AWP as a proven best
practice. This is achieved through the alignment of engineering, procurement, construction,
and commissioning, as well as through driving execution planning efforts earlier in the
project lifecycle. This leads to improvements in project performance.

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2.2. History of AWP

Courtesy: Construct-X / AWP University Module AWP 101

This timeline shows how over the last 20 or more years we have been developing the AWP
methodologies and what are the sources for the AWP methodology.

Back in the 90s, 3D color-coding of models became popular, and this paved the way for the
introduction of more 4D concepts on construction programs. 4D being the 3D model with time
added as a component. This started to give way to further planning activities within the 3D
environment and allowing for groups to start to experiment with planning and developing these
methods of work package development.

During 1996 - 2000s, several projects took several lean planning concepts such as last planner
system - and extended it to work best with industrial construction methodologies. The
Syncrude UE-1 project in Northern Alberta was a prime example of one of the first to do this
and lessons learned from this project became the foundation for the first WorkFace Planning
model. This was the basis for the very first

Construction Owners Association of Alberta (COAA) workface planning model that was
published in 2001. During this time period several tools were being developed that started to fill
the gaps of work package development and production and as they started to mature, and so
did the AWP methodology.

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In The year 2009 saw the first AWP workface planning conference as well as the first iteration
of RT 272 - the development of the initial AWP model furthering the workface planning
methodologies.

In 2011 COAA and CII joined forces to further the RT 272 research which was the continuation
of the AWP model development.

In 2013 CII launched the RT 319 research group which was intent on gathering case studies to
identify if the AWP methodology was working.

What was identified at that time was not only that it was working, - but it was working so well
CII declared AWP an industry best practice. Since the declaration of the best practice, the
AWP model has been continually evolving within CII through the community of business
advancement (CBA) and through many working hard to evolve it in the industry and AWP has
now become a now a worldwide implemented phenomenon that has been developing over the
last 20 years.

2.3. Purpose
The purpose of this document is to define and communicate the AWP Best Practices forallows
organizations to increase the level of adoption of AWP easily and efficiently in these areas on
their projects, inorder to achieve the goals listed below.

2.4. Methodology
This resource should be used in conjunction with “Educational 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. Following Topics are included and any additional
resources beyond the data here can be accessed on CII’s AWP Education Primer.

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2.5. Who can use this AWP BODY OF KNOWLEDGE?

AWPBOK has been organized into sections that directly align with various stakeholders.

 Owners/Operators
 Engineering Organizations
 EP Organizations
 EPC Organizations
 EPCM Organizations
 Contractors
 Subcontractors
 Suppliers
 Vendors

2.6 BENEFITS & VALUE OF AWP – CII RESEARCH FINDINGS

Safety

Many discussions around the benefits of adopting AWP focus on increased project productivity,
predictability, and the efficiencies generated. However, improved construction safety is also a beneficial
by-product of working within an AWP framework.

Safety working practices that can benefit from the effective implementation of AWP include:

 Improve the organization of projects.

 Address untidy work environments.
 Ensure appropriate set up (e.g.: tools, equipment onsite and available)
 Enable organized, clean, tidy and properly established sites, promote a sense of pride and improve
general site culture.
 Allow sufficient time to allow work to be done safely.

Productivity

It has been estimated that approximately 40 percent of the total cost of a typical industrial construction
project is related to direct and indirect craft labor. Of that craft labor component, previous research shown
that only 33 percent of the craft time is spent on value generating work or ‘tool time’, while the more
significant amount of time is consumed by waiting/idle, traveling, looking for/gathering tools and
materials, among other things.

Examples of productivity issues addressed through implementing AWP:

 Unable to locate and/or procure materials

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 Inability to get to the workface/access issues (e.g. scaffolding)
 Poor planning
 Scheduled activities held up by other trades
 Under performing trades and/or contracts
 Gangs and/or teams not always aligned and working together consistently

Quality

Improvements in the quality of deliverables and a significant reduction in rework is realized through the
inclusion of all required specification and procedures into a consolidated framework. Research showed
that compared to average performance, the organizations consistently implementing AWP achieved
enhanced quality of field operations with a substantial rework reduction. The quality control process was
improved through clear specifications of quality requirements at the installation work package level.

Quality issues which can be addressed through the effective implementation of AWP include:

 Impact of programming and cost constraints

 Cost cutting and/or value engineering leading to lower quality products and materials
 Site management driven to complete works in a rush
 Poor planning and/or insufficient time allocations
 Poor attitudes, culture, and mindset of craft workers
 Insufficient time to rectify defects – difficult to get right first time, every time.

Cost

Since AWP is package driven, the proactive identification and mitigation of construction constraints,
starting at initial project definition is a significant driver for improved cost performance. The various
packages are only released and issued to the field when they can be promptly executed; and they arrive
with all necessary materials, drawings, and equipment specifications to create a seamless flow of activity.

Each package is developed with the support of construction personnel, ensuring that the estimates are
realistic and achievable. If a package is stopped by a constraint, the availability of a backlog of installation
work packages (IWPs) allows the project team to shift the working crews onto other activities while
restoring operability to the jeopardized package and hence results in huge cost savings.

Issues impacting cost that can be mitigated through the effective implementation of AWP include:
1. Poor scheduling and coordination
2. Insufficient or delayed designs
3. Design changes
4. Reduced RFIs
5. Identification and mitigation of construction constraints prior to issues to field

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Schedule

Work packages set aggressive but attainable completion dates. Since the approach increases the
probability that engineering documents will be delivered to construction when needed, schedule can be
achieved making it more likely that the overall project will finish on time – if not earlier.

Based on case study research, 13 out of 20 projects using work packaging met the scheduled delivery
deadlines and in half of those projects (i.e. 6 out of 20) the projects were delivered ahead of schedule.

Schedule improvements were predominantly related to the improved productivity of construction

operations, which allowed project teams to anticipate or conduct more construction activities
concurrently. The increased accountability of construction activities also had the added benefit of
increasing team members’ commitment to delivering installation work packages on schedule

Team Alignment and Culture

Construction projects are exposed to many unpredictable variables and risks but some of the major gaps
are team alignment and corporate culture adoption during execution. Having said that, many times these
issues can be reduced by having a proper team / stakeholder’s alignment, and also having the right culture
that create an overall AWP framework/plan for the project with input from all organizations involved. This
ensures continued leadership and engagement throughout the project life cycle. Below are some of the
steps to foster the strong team alignment and culture.

 Identify training needs across all stakeholders

 Provide cross-functional training
 Implement AWP onboarding and training program for new staff and subcontractors
 Ensure transparency on the status of all AWP deliverables
 Share data with other stakeholders in a timely manner
 Define and establish AWP metrics
 Audit against metrics and KPIs
 Ensure early involvement and proactive engagement by
 Engage operations for smooth and efficient handover of the facility
 Establish formal AWP readiness reviews

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Predictability

One of the industry’s biggest challenges is the accurate and consistent forecasting of project performance
in spite of the many highly unpredictable variables that are characteristic of construction projects.

Construction projects are exposed to many unpredictable variables and risks (e.g. technical, commercial,
technology, construction, etc.). Other issues that may arise include resource or time constraints, health
and safety risks and lack of a suitability skilled workforce.

The accurate and consistent forecasting of project performance is one of the construction industry’s
biggest challenges. Being able to plan for variables can significantly improve the probability of project
success and effective work packaging is a tool for managing variances, building flexibility, and
accommodating change.

Consistent and predictable performance depends on breaking a project down into manageable packages—
for example, one that a single work crew could complete in a week—that identify the requirements
necessary to start and complete their installation. For advanced work packaging to be effective, it is crucial
that a package not be released until all constraints have been removed.
.

Summarized list of additional AWP Benefits

Additional AWP benefits observed during a series of case studies are provided below:

 Improved project party alignment and collaboration

 Reduced site paperwork
 Increased quality and reduced rework
 Improved project predictability – cost and schedule
 Improved safety awareness and performance
 Improved planning and accountability
 More supervisor time spent supervising
 Improved labor productivity
 Increased reporting accuracy

2.7 Definitions
This section includes key terms used within this document. In addition to the key terms defined
here, there is a list at the end of the document with acronyms used in this document.

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WorkFace Planning (WFP)

WorkFace Planning is the organization of field execution around the creation of fully resourced packages of
work that can be executed by a single construction crew in a discrete period of time, typically five (5) to ten
(10) days or around 600 - 1,000 hours. These blocks of work are called Installation Work Packages (IWPs).

Having said that, WorkFace Planning is the process of organizing and delivering all the elements necessary
for an Installation Work Package before the work is started. This proactive process enables craft workers to
perform their work safely, effectively, and efficiently. This is accomplished by breaking down construction
work (by trade) into discrete installation work packages that completely describe/cover the scope of work
for a given project. This process promotes the efficient use of available resources and permits the tracking
of progress.

Work Breakdown Structure (WBS)

The Work Breakdown Structure (WBS) is a hierarchical representation of a complete project or program.
The components of a WBS are arrayed in ever-increasing detail, as is appropriate for any given project. The
WBS forms a direct alignment between Work, Time and Cost by serving as the basis of Work Packaging,
Schedule Development and Cost Coding.

Engineering Work Package (EWP)

An engineering work package (EWP) is an engineering and procurement deliverable that is part of a
construction work package (CWP). The goal is to divide all Engineering work in smaller packages that
should be aligned with the construction sequence and priorities.

A typical EWP for a construction work package includes the following:

 Scope of work with document list
 Drawings (e.g., general arrangement and equipment installation)
 Installation and materials specifications
 Vendor data (e.g., equipment O&M manuals)
 Bill of Materials
 Line Lists, Equipment Lists etc.
 Additional pertinent information to support (e.g., permitting studies).

Construction representation during the planning of an EWP is critical and each CWP may contain more
than one EWP. Completion of the EWP should be supportive of efficient engineering, but EWP deliverables
should be subordinate to the project execution plan and to the sequence and timing of CWPs.

Construction Work Package (CWP)

A construction work package (CWP) defines a logical and manageable division of work within the
construction scope. CWPs are aligned with the project execution plan (which includes the construction
plan) and the WBS. The division of work is defined such that CWPs do not overlap within a discipline. CWPs

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are to be measurable and in alignment with project controls. CWPs are the basis for the development of
detailed installation work packages. Also, they can contain more than one EWP. A CWP is typically aligned
with a bid package. A typical CWP includes the following:
 Safety requirements
 At least one EWP
 Schedule
 Budget (work hours/cost/productivity)
 Environmental requirements
 Quality requirements
 Special resource requirements

A CWP may be divided by area, system, or as otherwise determined by the project execution plan. In
general, it is better to develop CWPs by discipline. A large project will likely contain multiple CWPs. CWPs
can be the basis of contractual scopes of work, and are typically aligned with a bid packages; a contractual
scope may contain more than one CWP. CWPs are developed over time, from contract through
construction execution. Complete specifications of CWPs grow over time to include productivity factors,
detailed cost reports, and other considerations.

Procurement Work Processes and Supply Chain Process

A principal focus of the research team was collecting the perspective of suppliers and broadening that
through the survey (as reported in the Chapters 3 and 4). However, the research team also reviewed AWP
and procurement/supply chain processes conducted by member contractor companies as well as some
companies external to the research team. This review went into overall deliberations by the team. Specific
findings are not reviewed in detail in this report but rather are part of the background that helped form
specific process recommendations detailed below.

Discussions around contractor company processes principally informed an overview of desired processes
and identified some disagreement about the role of work packages in procurement. Procurement Work
Packages were not a concept developed in the original AWP documentation but is used by some
practitioners. Whereas some practitioners seem to favor the utility of a PWP, others see it as potentially
challenging or limiting good procurement and materials management practices. Discussion by the team
lead to two definitions that the team promotes to enhance AWP: The Supply Chain Process (SCPr) and the
Procurement Work Package (PWP). These are:

Supply Chain Process (SCPr) – AWP execution requires the capability to manage sourcing, logistics,
delivery/receiving, and storing materials before installation at a level of detail that supports
mapping information and materials to EWPs, CWPs, IWPs, and SWPs. Supply chain process
capabilities must include the ability to source and track information deliverables as well as
materials that support the planned execution sequence. Systems must support the ability to match
components of Purchase Orders (POs) to multiple EWPs, CWPs, IWPs, and SWPs. Procurement
capabilities must also support work package level constraint management and materials allocation.

Procurement Work Package (PWP) – The PWP is an optional construct that some firms and

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projects may use as a mechanism to support the AWP execution program and the SCPr. AWP
execution does not require a PWP. If deployed, a PWP must support the capabilities described for
the SCPr. For consistency with AWP definitions of work packages, a CWP may contain one or more
PWPs; PWP boundaries align with CWP boundaries. The set of PWPs belonging to a CWP describe
all materials and related procurements that belong to the CWP. Procurements related solely to
startup activities may be mapped against SWPs rather than CWPs.

The key concept of these definitions is that supply chain processes and associated capabilities must
support the acquisition, tracking, and assignment of materials at multiple levels, including across work
packages and across POs as well as shipping and storage. For example, an order for pipe may aggregate
several CWPs for efficiencies. Assuming good definition of priorities and assignment of pipe to CWPs by the
supplier, shipping may mix items from multiple CWPs for logistics efficiencies. Arrivals to the site must then
be broken out by CWP while still matching to the PO for payment and associated tracking. Similarly, bulk
materials must be allocated across work packages despite single POs. (The following chapter details more
common limitations with current information systems in terms of their ability to manage materials
information and support work packaging.)
The need for a capable supply chain process that can match components with different work packages
without loss of resolution is supported by all. In some cases, practitioners employing a Procurement Work
Package found it useful as a way of consolidating materials information to support execution of CWPs and
IWPs as well as match EWPs with procurements. On the other hand, given the need to consolidate
materials needs into POs and achieve logistics efficiencies (among other considerations), some
practitioners found that a formal definition of a PWP could be limiting as well as extra work given their
current capabilities to support material allocation to CWPs and IWPs. As such, the research team proffered
the definition of the Supply Chain Process as something necessary for all practitioners. The PWP definition
was generated to provide a common definition for the industry, but is noted as an optional construct that
firms may wish to adopt.
The distinction between SCPr and PWP is an important one for the industry as the research team perceives
there is current confusion. All firms should strive for the capabilities described in the SCPr. Depending on
their implementation approach and surrounding capabilities, firms may wish to adopt PWPs as a tracking
and management mechanism. However, owners should not require PWPs as part of an AWP
implementation - audit and contracting efforts should be directed towards the SCPr.

System Work Package (SWP)

An SWP is a deliverable that enables a commissioning work crew to perform work in a safe, predictable,
measurable, and efficient manner. An SWP should be scoped to be manageable and “progressable,” and is
typically scoped in a way that maps to existing commissioning zones, systems, subsystems, or subsystem
components. An SWP should also be mapped to predecessor IWPs in order to ensure that the path of
construction enables an efficient startup sequence.

Predecessor IWP completions are constraints to be monitored and mitigated prior to SWP issuance. An
SWP should contain the necessary documentation supporting workface execution. SWPs should be
approved by the responsible stakeholders and any constraints should be mitigated before issuance of the
package to the field.

An SWP is not the same as a turnover package, which typically is a collection of key documentation that
facilitates the turnover of an asset from construction to commissioning. RT-364 instead refers to such

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documentation as turnover documentation.

Installation Work Package (IWP)

An installation work package (IWP) is the deliverable that enables a construction work crew to perform
work in a safe, predictable, measurable, and efficient manner.

In other words, Installation Work Package (IWP) is a grouping of tasks dissected from a single CWP, created
by a Workface Planner targeted TO ALIGN WITH THE OPTIMUM PATH OF CONSTRUCTION. These IWPs will
contain all the necessary documents and descriptions required to carry out the scoped work, which is to be
for the most effective and efficient installation or completion of the work.

In Summary, THERE IS TO BE ENOUGH EXECUTABLE IWP’S IN EACH FOREMAN’S BACKLOG TO KEEP THEIR
CREWS ACTIVE FOR 2 SHIFTS.

Characteristics of the IWP:

 Dissected from a single CWP

 An executable discipline specific package of work
 Created by planning teams and used by foreman for construction workers
 Will contain all the information needed to execute the work scope
 Will have constraints identified and /or mitigated 4 weeks prior to IWP execution

A typical IWP includes the following:

o Work Package summary—inclusive of description of work, location, system or facility code,

originator, contact information, sequenced work steps, reference documents, estimate of
work hours and quantities, cost codes, witness or hold points, and special comments
o Quantity work sheet
o Safety hazard analysis, specific to tasks in work package
o Material Safety Data Sheet
o Drawings (engineering and vendor design)
o Specifications (engineering and vendor design)
o Change documents (i.e., field change request, deficiency report/non-conformance report, and
design change notice)
o Manufacturer’s installation instructions
o Model shots
o Bills of Materials
o Required tools
o Installation test results forms
o As-built documentation

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o Inspection checklists
o Completion verification signatures

All elements necessary to complete the scope of the IWP should be organized and delivered before work is
commenced. The originator should cover the work with the responsible safety, quality, superintendent,
and craft personnel in a preparatory meeting, with special focus on anticipated constraints.

Generally, the scope of work associated with the IWP should be small enough that it could be completed
by a single foreman and crew within a pre-defined block of work hours. Work hour blocks should be
between 500 and 1,000 hours.

An IWP contains all applicable and pertinent documents in support of safe and efficient installation of a
specific portion of a system by a given trade. These documents are written specifically for the crew
performing the activity. In general, each IWP should require a level of effort for one crew for
approximately one week (i.e., 500–1,000 work hours). It should include a scope for the work, work
constraints, design documents, materials, quality records, construction equipment requirements and
budget for the work. Even though IWPs are generally developed by area and do not cross CWP boundaries,
they may be broken down by commissioning system later in a project. In such instances, an IWP may cross
CWP boundaries.

IWP Package and size description. (New)

An Installation Work Package (IWP) is the deliverable that enables a construction work crew to perform
work in a safe, predictable, measurable, and efficient manner. The scope of work described by an IWP is a
grouping of tasks derived from a single, discipline-specific Construction Work Package (CWP). An IWP will
never cross the boundaries of a CWP. The IWP contains all the necessary documents and descriptions
required to carry out the scope of work. The IWP describes a limited duration of constraint-free work that
can be executed by a single foreman and crew, from start to finish without interruption.
Group Comments: We did include in the long description
The IWP should be sized such that its duration is reasonably short where the time for completion is
achievable within approximately 1-2 weeks for the assigned construction crew. Constraint free IWP
delivery is the key for improved safety and productivity.

Present Installation Work Package Text from IR272-2 Vol1 or research summary RS272-1 (Existing)
Installation Work Package
An IWP is the deliverable that enables a construction work crew to perform work in a safe, predictable,
measurable, and efficient manner. An IWP is scoped to be manageable and progressable. On many
projects this translates to an IWP which is about a week’s worth of work for crew. The duration of an IWP
is dependent on the scope and approach of the project. For example, maintenance or turnaround project
might have short duration IWPs, while remote projects will have an IWP duration equal to a typical shift for
a crew in camp. An IWP contains the necessary documentation supporting workface execution. IWPs
should be approved by the responsible stakeholders, and any constraints should be mitigated before
issuance to the field. A typical IWP includes the following:
• work package summary—inclusive of description of work, location, system or facility code, originator,
contact information, sequenced work steps, reference documents, estimate of labor hours and quantities,
cost codes, witness or hold points, and special comments
• quantity work sheet
• safety hazard analysis, specific to tasks in work package

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• Material Safety Data Sheet
• drawings (engineering and vendor design)
• specifications (engineering and vendor design)
• change documents (i.e., field change request, deficiency/
non-conformance report, and design change notice)
• manufacturer’s installation instructions
• model shots
• Bill of Materials
• required tools
• installation test results forms
• as-built documentation
• inspection checklists
• completion verification signatures.

All elements necessary to complete the scope of the IWP should be organized and delivered before work is
started. The originator should discuss the work with the responsible safety, quality, superintendent, and
craft personnel in a preparatory meeting, with special focus on anticipated constraints.
An IWP contains all applicable and pertinent documents in support of safe and efficient installation of a
specific portion of a system by a given trade. These documents are written specifically for the crew
performing the activity. It should include a scope for the work, work constraints, design documents,
materials, quality records, construction equipment requirements, and budget for the work.
Group Comments: Cross check with RT 364 to correspond with system work package definition
Even though IWPs are generally developed by area and do not cross CWP boundaries, they may be broken
down by commissioning system later in a project. In such instances, an IWP may cross CWP boundaries.

AWP KEY STAKEHOLDER ROLES

Owner

Owner is the COMPANY that initiates a project by developing an AWP requirement. The role of the Owner
in the AWP implementation is vital and very important for overall AWP success. Owners should guide the
development of the AWP Strategy and allocate resources for its implementation.

Additional responsibilities which can be included for the effective implementation of AWP include:

 Determines Scope of AWP

 Defines the AWP Contract language
 Involves in vetting contractors with AWP capabilities
 Managing AWP expectations
 Managing AWP performance
 Ensuring AWP compliance

 Owner project Manager

Essential duties (roles and responsibilities) include the following:

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o Ensure that AWP is the process used by all stakeholders, from initial development through to
the commissioning and start-up of the project.
o Actively support the AWP strategy and understand the responsibilities matrix for AWP, since
AWP is a top-down driven process.
o Clearly communicate the expectations that all stakeholders utilize AWP, including willingness
to remove non-supporters of the process from the project.
o Ensure that resources assigned to the project are knowledgeable with regard to AWP and their
associated responsibilities.
o Ensure that the start-up and commissioning requirements are developed early in the project
and that adequate resources are assigned to do this. Ensure that these resources are actively
participating in the integrated planning sessions throughout the project life cycle.

 AWP Champion
Essential duties (roles and responsibilities) include the following:

o Ensure that the project’s AWP processes and procedures are complete and up to date.
o Ensure that the audit protocols are established and followed.
o Be actively involved in the interactive planning sessions through all phases of the project and
be ready to intervene in any problems related to any unsupportive stakeholders or any in need
of clarification of the WFP processes and procedures.
o Ensure that all mandatory training courses for all stakeholders meet the intent of the Project’s
AWP strategy and follow up to ensure that the stakeholders are following the processes
through audit protocols.
o Actively support all stakeholders and work to align the stakeholders, with the goal of
successfully implementing the AWP strategy throughout the project.

 Audit Manager
Essential duties (roles and responsibilities) include the following:

o Establish the audit protocols associated with the AWP strategy for the project that will cover
all stakeholders.
o Ensure these audit protocols are included in all contracts.

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 Information Manager
Essential duties (roles and responsibilities) include the following:

o Establish the data flow protocols associated with the AWP strategy for the project that will
cover all stakeholders.

 Construction Contractor
Construction Contractor responsibilities which can be included for the effective
implementation of AWP include:

o Develop Construction Execution Plan (CEP) and Turnover Strategy

o Develop Path of Construction
o Defines CWP Boundaries

 WFP Champion
Essential duties (roles and responsibilities) include the following:

o Be an active participant in all the planning and execution of the project that is associated with
AWP.
o Ensure that key contractor employees as well as sub-contractors have taken mandatory
training to understand their roles with implementation of AWP.
o Provide supportive guidance to employees as their roles in the WFP Strategy may be new and
uncomfortable to them.

 WorkFace Planning Lead

Essential duties (roles and responsibilities) include the following:

o Responsible for planning, developing, issuing, and progress tracking of all IWPs for the
awarded scope of work.
o Participate in all integrated planning sessions associated with IWPs.
o Be prepared to work in the engineer’s office if the strategy calls for early engagement of the
construction contractor during the front end of the project.
o Review and endorse the IWP templates developed by the discipline workface planners.
o Ensure that the data required to build the IWP packages is available and accurate.

 WorkFace Planner
Essential duties (roles and responsibilities) include the following:

o Ensure that each IWP is fully completed using the construction contractor’s templates.

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o Collaboratively work with the respective discipline superintendents and/or general foremen to
get their input and “buy-in” of the final product before it is issued to the field.
o Complete mandatory training to ensure that they completely understand their key role in the
implementation of AWP.

 Superintendents/General Foremen
Essential duties (roles and responsibilities) include the following:

o Provide their expertise and knowledge to ensure that the construction aspects and detailed
execution plan within each IWP are complete, and that all aspects of safety, quality, and good
work practices are incorporated.
o Collaboratively work with the workface planners in the development of the IWPs.

 Database Administrator
Essential duties (roles and responsibilities) include the following:

o Ensure that proper data governance procedures are followed.

o Ensure that all inputs to the database comply with the AWP strategy and protocols.
o Ensure that distributions comply with the distribution lists that are originally established and
periodically updated throughout the project life cycle.
o Ensure that sub-contracts include the necessary information required in the performance of
their scopes to meet the project requirements.

 Construction Management
The Construction Management Team responsibilities for the effective implementation of AWP
include:

o Lead IPP Sessions Constructability Reviews, Path of Construction, Preliminary CWPs

o Ensure EWP Completions Support the Path of Construction
o Report Progress at CWP Level

 Construction Manager
Essential duties (roles and responsibilities) include the following:

o Ensure that personnel in the CM organization are committed to and aligned with the
implementation of AWP on the project.

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o Ensure that the project’s contracting strategy and the construction execution strategy reflect
the implementation of AWP.
o Ensure that qualified construction resources are appropriately engaged during the front end
planning phase to establish the CWP boundaries and the path of construction.
o Develop the AWP execution plan, including the staffing plan and training plan for both CM and
contractor personnel.
o Ensure that the requirements for AWP are clearly defined in all RFPs as well as final contractual
agreements with contractors.
o Ensure that the adequacy of contractor’s AWP execution and staffing plans.
o Ensure that resources are assigned to cover the interface planning during the front end
planning phase and to provide coverage during the construction phase.
o Ensure that construction input is provided for successful transition from the bulk construction
phase into the systems based commissioning and start-up of the project.

 Resource/Interface Coordinator
Essential duties (roles and responsibilities) include the following:

o Provide input during the development of the path of construction to ensure that the interface
management will support the contracting strategy, the construction execution strategy and the
transition into commissioning and start-up.
o Ensure that appropriate resources are assigned on a timely basis to support the interface
management requirements of AWP.
o Establish draft resource plan in the integrated planning sessions during the front end planning
phase.
o Track needed resource changes during design phases and develop final resource plan for
workface execution.

 Overall Planner
Essential duties (roles and responsibilities) include the following:

o Ensure that additional inputs associated with AWP are incorporated into the path of
construction.
o Ensure that AWP planning deliverables and input required of stakeholders (i.e., the
engineering, supply chain, and construction contractors, as well as the vendors) are either

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included in the project’s AWP procedure (for internal stakeholders) or included in their
contractual terms and conditions (for contractors).
o Ensure that the WBS reflects the implementation of AWP.

 WorkFace Planning Manager/Champion

Essential duties (roles and responsibilities) include the following:

o Actively participate in integrated planning sessions to ensure professional construction input is

incorporated into the path of construction.
o Ensure that construction resources are invited and actively participate in the integrated
planning sessions.
o Ensure that the aspects of the AWP are followed and notify the construction manager when
non-conformance issues are identified. ensure that all construction contracts clearly specify
that the contractor is required to implement AWP. The contracts should reference procedures
the contractor is expected to follow and list all inputs/deliverables the contractor is required to
provide.

 Quality Manager
Essential duties (roles and responsibilities) include the following:

o Ensure the project quality program includes processes and procedures that support the AWP
strategy.
o Ensure that the necessary inputs, processes and procedures required to support the AWP
strategy are incorporated into the terms and conditions of each construction contract.
o Ensure that resources are available to provide any additional field and shop inspections that
may be required to support the project AWP implementation.

 Engineering
Engineering responsibilities which can be included for the effective implementation of AWP
include:

o Attend Interactive Project Planning Sessions

o Draft definition of the Construction Work Areas
o Develop Level 2 schedule & estimate
o Draft Required At Site (RAS) / Required On Site (ROS) dates for major equipment

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 Engineering Manager
Essential duties (roles and responsibilities) include the following:

o Collaborate with the construction team to establish the EWP boundaries with respect to the
CWP boundaries.
o Actively participate in integrated planning meetings to ensure the engineering deliverable
schedule to meet the path of construction is realistic and can be accomplished.
o Develop an EWP release plan consistent with the path of construction.
o Monitor and assess the discipline team’s compliance with the AWP process.
o Ensure that reporting of engineering progress at the EWP status level is at a sufficient level of
detail to support forecasting against those dates established in the EWP release plan.
o Ensure that the engineering team has included all the information in the EWPs required by the
construction management team to develop complete CWPs.
o Provide AWP implementation guidance and support to all engineering personnel.

 Engineering WorkFace Planning Champion

Essential duties (roles and responsibilities) include the following:

o Understand how the engineering firm (and its associated discipline teams) fit into AWP, and be
able to lead the organization through this implementation.
o Ensure that all individuals within the organization comply with AWP, and notify the
engineering manager if issues cannot be resolved.
o Work with the engineering manager to ensure the correct level of discipline resources are
present in the integrated planning sessions.

 Document Control
Essential duties (roles and responsibilities) include the following:

o Ensure that resources are provided to have transmittals that comply with the requirements of
AWP.
o Review of all documents and transmittals for AWP compliance.
o Ensure that the information within the transmittals meets the requirements for the
construction contractor to break down the CWPs into their component IWPs, for both the bulk

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construction phase and the transition into the completion of systems to support
commissioning and start-up.

 Discipline Leads
Essential duties (roles and responsibilities) include the following:

o Actively participate in the integrative planning sessions to provide input and come to
agreement on the scheduled EWP release plan.
o Ensure that their teams meet the release dates of their associated EWPs to meet the path of
construction.
o Train and provide guidance to their teams so that team members also understand their roles
and how their performance affects the project outcome.

 Project Management
Project Management responsibilities which can be included for the effective implementation
of AWP include:

o Attend interactive project planning Sessions.

o Incorporate AWP into Project Execution Plan
o Identify AWP Qualified Contractors
o Define AWP Metrics
o Set Construction Execution Plan Parameters
o Maintain Policies & Procedures
o Determine AWP Roles & Responsibilities

 Project Manager (Managing E, P, C)

Essential duties (roles and responsibilities) include the following:

o Steward all AWP activities, and progress to the owner.

o Actively participate in and promote the AWP process.
o Support and enforce the process with all the PMT, CMT, engineering, supply chain, and
construction contractors.
o Ensure that all stakeholders are invited to and participate in all integrated planning meetings.
o Fully support the PMT WFP champion/manager.

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 Document Control Manager
Essential duties (roles and responsibilities) include the following:

o Ensure that all project documents meet the requirements of the AWP project document
matrix.
o Ensure that an updated distribution matrix is developed and maintained so that all AWP
documents and procedures are properly handled in a timely manner and support the path of
construction.

 Cost Control
Essential duties (roles and responsibilities) include the following:

o Reports to Owner’s Project Manager and has the overall responsibility for managing the
project cost, from the commencement of planning in the front end stage through to the
commissioning and start-up of the project.

 Scheduler
Essential duties (roles and responsibilities) include the following:

o Reports to Owner’s Project Manager and has the overall responsibility for managing the
project schedule, from the commencement of planning in the front end stage through to the
commissioning and start-up of the project.

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 Database Administrator
Essential duties (roles and responsibilities) include the following:

o Establish proper data governance procedures to enable inputs from the multiple
sources/systems that are to be integrated for AWP implementation.
o Ensure that all inputs to the database comply with the AWP strategy and protocols.
o Ensure that distributions comply with the distribution lists that are originally established and
periodically updated throughout the project life cycle.
o Ensure that contracts include the necessary information so that stakeholders understand the
formats and schedules of inputs required of them in the performance of their scopes to meet
the project goals.

 AWP Champion Manager

Essential duties (roles and responsibilities) include the following:

o Ensure that all contracts include terms and conditions that will ensure compliance with the
project’s AWP strategy.
o Lead the change management effort involved with implementing the AWP strategy.
o Report to the project manager on the status of stakeholder alignment and any necessary
actions needed for improvement.
o Be an active participant in and supporter of the AWP strategy, and fully understand the
responsibilities matrix to successfully implement this strategy.
o Be responsible for the development and implementation of the AWP communication and
training plan.

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 AWP Audit Manager
Essential duties (roles and responsibilities) include the following:

o Ensure that resources are available for conducting audits and reporting the results of the audit
to the project manager.
o Ensure that the scopes and checklists for the AWP audits are complete and up to date.
o Maintain a record of all AWP audits conducted.
o Maintain a record of all AWP audit findings and the finding resolution close out details.

 Supply Chain Management

Supply Chain responsibilities which can be included for the effective implementation of AWP
include:

o Attend Interactive Project Planning Sessions

o Ensure Procurement Strategy is Aligned with Contracts
o Supports AWP Requirements for Contracts

 Procurement Manager
Essential duties (roles and responsibilities) include the following:

o Ensure that the terms and conditions (especially payment terms) encourage the
suppliers/vendors to provide vendor data to the engineering team by specific dates, to enable
engineering personnel to meet their EWP release plan.
o Ensure that all materials and permanent equipment deliverables meet the path of
construction.
o Ensure that the terms and conditions in all procurement “contracts” will encourage the
suppliers/vendors to meet the schedule set by the path of construction.
o Ensure that the material management system is capable of both “soft” and “hard” allocation of
material to each individual CWP, EWP, and IWP.

 Material Manager
Essential duties (roles and responsibilities) include the following:

o Ensure that the planning and execution of logistics and warehousing is developed early in the
front-end phase of the project
o Ensure that the material/equipment deliverables support the path of construction

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o Ensure that the materials are properly distributed, complete with associated transmittals
(BOMs) to the construction contractors (to enable them to meet their required schedules)
o Collaborate with the project team in the development of the path of construction to ensure
that material and equipment issues are discussed and mitigated

 Warehouse Manager
Essential duties (roles and responsibilities) include the following:

o Ensure that the material is bagged and tagged by IWP and then released according to the path
of construction schedule and the IWP multi-week look-ahead plan

 Contracts Manager
Essential duties (roles and responsibilities) include the following:

o Develop a clear understanding of the AWP strategy through active participation in the
development of the path of construction during the integrated planning sessions
o Ensure that all contracts meet the intent and requirements of the strategy
o Ensure that each contract contains binding terms and conditions to hold the supplier
responsible for implementing AWP, including remedies for non-compliance
o Ensure that each contract clearly defines the supplier’s specific AWP-related responsibilities

 Commissioning & Start Up (CSU)

Commissioning & start Up (CSU) Team responsibilities which can be included for the effective
implementation of AWP/SWP activities.

o Develop CSU and turnover strategy, constraints, commissioning system scope/definition and
objectives
o Provide CSU input into engineering design, update CSU systemization and sequence plan
o Develop SWPs and constraints prior to issue of SWPs to the field
o Issue certificate for commissioning and power-on requests; change jurisdictional control for
subsystems
o Report SWP progress to project controls, Track subsystem completion by SWP and assemble
turnover documentation, and develop a CSU punch list
o Track CSU punch list closure for Start Up

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 Turnover Manager
The turnover manager ensures that the path of construction is consistent with and
incorporates the commissioning and startup plan. This position should participate in all stages
of the project to ensure that the plans and procedures address how area-based IWPs are
adequately transitioned to SWPs.

SWPs require that the turnover manger be engaged in the integrated front end planning
session.

Essential duties (roles and responsibilities) include the following:

o Ensure that the inputs/outputs that may change due to the AWP strategy for the project
database are established very early in the front end planning phase of the project to enable
the project team to effectively and efficiently steward the progress of the project and be able
to turn over the project to operations as required.
o Establish the requirements of all stakeholders (e.g., delivery schedule for inputs into the
database) for reports and/or information required by the project.
o Actively participate in the integrated planning sessions to ensure these requirements are
understood and agreed upon by all stakeholders.
o Develop CSU and turnover strategy, constraints, and objectives
o Accept and initiate turnover strategy
o Develop SWPs
o Analyze SWP constraints for release
o For subsystems, issue certificate for commissioning and power-on requests; change
jurisdictional control
o Track subsystem completion by SWP and assemble turnover documentation
o Walk each system and develop a CSU punch list
o Track CSU punch list closure

 Commissioning and Start-Up Lead

This individual will be responsible to ensure that resources (with associated knowledge and
accountability) are assigned and actively participate to ensure that project can effectively
transition from a bulk-based construction activity and into a systems-based completion to
support the commissioning and start-up of the project.

This should not be a new position on the owner’s organizational chart, but it will be necessary
to assign this person to the project much earlier than is traditionally seen on projects.

Essential duties (roles and responsibilities) include the following:

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o Ensure appropriate resources are assigned to develop the commissioning and start-up strategy
and processes and provide the active participation in the integrated planning sessions required
to ensure that this part of the project is fully developed and part of the overall project plan.
o Ensure early development of the systems for commissioning and start-up to enable these to be
integrated into the overall project planning and execution.
o Lead the process to ensure that when the project switches from area construction to
completion by system, that the IWPs developed meet the requirements of the commissioning
and start-up strategy. (Define the sequence and makeup of the IWPs).

 Commissioning Manager
This individual is responsible for ensuring that all stakeholders understand and follow the
owner’s detailed SWP processes and procedures. Also, this individual should have knowledge
and experience on SWPs. Early participation is required to ensure that the project can
effectively transition from a bulk-based construction activity and into a systems-based
completion to support the commissioning and startup of the project.

Utilizing an SWP strategy in the project would require this position to be integrated from AWP
Stage 1.

Essential duties (roles and responsibilities) include the following:

o Appoint AWP lead for CSU

o Develop CSU and turnover strategy, constraints, and objectives
o Develop commissioning system scope/definition and CSU sequence
o Provide commissioning sequence input into integrated planning sessions
o Provide commissioning sequence input into Level 2 schedule review
o Appoint support for AWP/CSU information management
o Review and revise path of commissioning
o System and subsystem boundary definition
o Develop staffing plan for AWP/CSU
o Prepare CSU execution plan
o Provide CSU input into engineering design
o Update CSU systemization and sequence
o Develop SWPs
o Execute work in alignment with SWPs

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 System Completion Planner
This position is expected to produce discipline-specific (system/subsystem) System Work
Package (SWP) plans utilizing the templates that have been developed by the commissioning
manager. These planners are expected to coordinate and collaborate with the respective
discipline superintendents and/or general foremen to ensure that the field is ready to
implement SWPs.

The additional requirements supporting SWP implementation would be added to the scope of
this position.

Essential duties (roles and responsibilities) include the following:

o Clear constraints prior to issue of SWPs

o Issue SWPs to the field
o Report SWP progress to project controls
o Identify IWP-SWP associations

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3. Updated CII Surfboard

3.1. AWP Surfboard

This is the updated Surfboard Model for Advanced Work Packaging

3.2. AWP Surfboard Augmented

This is the updated Augmented Surfboard Model for Advanced Work Packaging

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Updated CII Project Stages Graphics

Update CII Project Stages

This is the updated CII Project Stages graphics

Desc to be added later on.

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4. THE BASICS OF ADVANCED WORK PACKAGING

INTEGRATED ENHANCED WORK PACKAGING FLOWCHART

Original Model for Advanced Work Packaging Flow Chart

RT-272 created an execution model for AWP across the project life cycle over these three
stages.

Stage 1 – Preliminary Planning/Design

Stage 2 – Detailed Engineering
Stage 3 – Construction

Reference: RS272-1, Page 28

https://www.construction-institute.org/securefile.aspx?filename=272_1_v2-1.pdf#page=28

 Revised Model for Advanced Work Packaging Flow Chart

Disclaimer: Original Model has been revised by RT 364 & RT 365. The above figure shows the “Revised
Model for Advanced Work Packaging Flow Chart”. It is still Work In Progress (WIP) and may be changed in
version 01 of AWP BoK.

All stages and phases of this flow chart will be descibed in detail in Chapthers 6, 7, 8, 9, and 10.

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AWP MATURITY MODEL

 AWP Implementation Maturity Model

Research Team 272 developed an AWP maturity model, which it detailed in IR272-2 Volume 2,
Advanced Work Packaging: Implementation Guidance of CII Implementation Resource 272-2,
Advanced Work Packaging: Implementation Guidance (CII/COAA 2013a). A company or project
can use this AWP maturity model to assess its current state of AWP implementation. The
maturity model is divided into five dimensions and three levels of implementation maturity, as
Figure 4 shows.

Reference: IR272-2, Version 3.1, Volume II, Page 77

https://www.construction-institute.org/securefile.aspx?filename=272_2_v3-1.zip#page=77

o Stages of AWP Maturity Model

Prior research by RT-272 conceptualized three incremental levels of AWP implementation

maturity, and the Maturity Model characterizes these stages in terms of work processes and
required capabilities, recommending a stepwise progression through the levels to achieve full
AWP benefits.

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AWP Early Stages
AWP Effectiveness
AWP Business Transformation

Reference: RS319-1, Page 29,33,& 34

https://www.construction-institute.org/securefile.aspx?filename=319_1.pdf#page=29

 Findings – Benefits, Difficulties, Lessons Learned

IR319-2, Validating Advanced Work Packaging as a Best Practice, presents detailed descriptions
of AWP adoptions at various levels of maturity and within different project contexts. These
resources are provided to support the organizations that are planning their own
implementations and as a supplement to the detailed guidance provided in IR272-2.

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Reference: IR319-2, Page 22,25, &29

https://www.construction-institute.org/securefile.aspx?filename=319_2.pdf#page=1

 PATH OF CONSTRUCTION (PoC) FRAMEWORK

One of the most important and initial deliverables in AWP is the project's Path of Construction
(PoC). Essentially the POC is a skeleton of all the AWP execution steps. Having a strong POC can
be the difference between success and failure particularly in a project’s construction phase.

The PoC provides the optimal sequence of your construction delivery in terms of the
sequencing of your Construction Work Areas (a portion of the plot plan that has been defined
by construction as being a logical area of work) and Construction Work Packages (CWPs).

The development of the PoC is necessarily led by the construction management (CM) expertise
of the team which can be challenging because CMs traditionally join the project team at a later
stage of the project's definition phases. Applying AWP relies on getting the construction
management's input and feedback on the PoC as early as possible.

The PoC is centered around CWPs. CWPs are unique deliverables that link and integrate scope,
teams, engineering, estimating, field execution, safety, project controls, and materials
management.

A Path of Construction design can be broken into four key steps.

 Step 1: Commitment
An effective Path of Construction requires top-to-bottom buy-in from the leadership team
to the front-line members of the project team which is underpinned by a solid
understanding of AWP principles and protocols.

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Without an understanding of the benefits of AWP and the value it provides the team will
not understand the benefits of PoC. The PoC is a formal deliverable which details the
critical construction path and developing it will requires extensive collaboration across the
team. A level of understanding and commitment to AWP is therefore a critical
foundational criteria.

 Step 2: Preparation
The preparation for building a PoC varies, depending on the size and scope of the project
and begins with the collection of relevant data, constraints, and project execution
information, from across the entire project, including but not exclusive to:
 Scope Statement
 Schedule
 Plot Plan
 Project Execution Plan (PEP)
 Construction Management Plan (CMP)
 Constraints Assessment(s)
 Heavy lift requirements
 Long leads
 Commissioning and Start Up Plan

This and other multi-disciplinary information will be used to prepare a list of the
Construction Work Areas (CWAs) that are right for the specific project. Typically, a
Scheduler will be required with an early Level 3 schedule broken out by weeks with the
necessary data to understand the critical path — all of which is required to develop a
comprehensive Path of Construction.

 Step 3: Collaboration
Effective collaboration means getting the right people in the room - Construction to lead
the discussion joined by the engineering, procurement, and commissioning teams. The
project manager, scheduler, estimator, procurement representative and AWP champion,
and anyone else that plays a critical role on the project must also be in the room.

Ideally these collaborative planning sessions are facilitated by an individual familiar with
interactive planning to ensure the process covers the required scope and moves forward
as effectively as possible. The key determinants for the time required are the size of the
project and the quality of data available to the team.

 Step 4: Communication
Communication is key in any large-scale project irrespective of the discipline involved. The
final step in building a Path of Construction (PoC) is to communicate it to the entire project
team and ensure all parties understand the use for which it is intended.

The construction manager owns the PoC, but it is leadership’s responsibility to make
certain that anyone who is expected to leverage the PoC has a solid understanding of what

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it is and how to use it. At the very least, your team will need to revisit the PoC each time
there is a major change to scope, design or project objectives. It is a living document and
should remain so until handoff.

 Influences on the Path of Construction

At the core of AWP is recognizing the key drivers of a project’s Path of Construction (PoC). In
addition to having key construction, procurement, and engineering activities and interfaces
influence the PoC, Comissioning and Statup (CSU) also influences the path of construction and
needs to be considered early on, from engineering to construction, to enable a successful
project completion. As Figure 6 illustrates, the PoC must reflect a diversity of input drivers,
including the project’s CSU strategy, CSU objectives, and a full consideration of major CSU-
related constraints. These considerations are particularly critical (and controlling) for complex
brownfield (e.g., expansion or upgrade) projects that require shutdowns and integration of
control systems.

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5. STAGE 0 - PRE-IMPLEMENTATION

INTRODUCTION TO STAGE 0

The Stage 0 (Pre-Implementation) emphasises the development of initial critical planning information
elements in the early stages of project such as Obtaining buy-in, AWP Education, Process Adherence,
Organizational Alignment, Contract Integration, Scalability.

1. OBTAINING BUY-IN
1.1 Scope

Despite AWP being recognized as a best practice, some companies remain unfamiliar with it. In fact,
how successfully a company implements AWP can be significantly impacted by the AWP maturity
level of companies involved. If a company doesn’t know about AWP benefits, it may resist
implementing it. If a company does not understand AWP processes, it may make errors implementing
it. From the outset, companies should clearly understand the benefits of implementing AWP. To drive
cultural change in a company, one must obtain senior management buy-in. The most efficient way to
convey the value of implementing AWP is to wholly grasp and clearly present its benefits. To better
understand AWP benefits, the prospective companies should collect publications, read case studies,
and attend presentations. The first step in overcoming cultural resistance to change is to convince the
company that project performance is going to improve if AWP is properly implemented.

1.2 Assumptions

 Company is considering the use of AWP.

 Company has access to material that demonstrate the benefits of AWP.

1.3 Recommendations

During this phase, following recommendations can be considered for AWP Buy-In.

 Educate stakeholders on AWP to ensure buy-in at all levels

 Discuss and demonstrate the potential benefits of AWP and the return on investment (ROI) that
have now been demonstrated to align well with the expected results based upon CII research
 Identify and review case studies similar to company’s projects
 Understand the value drivers to implement AWP
 Ensure broad understanding across company that implementing AWP well can improve numerous
project performance dimensions, including safety, cost, schedule, quality, predictability,
productivity, operability, communication, collaboration, and issues resolution, among others
 Ensure buy-in is obtained at all levels so that teams are aligned fully
 Network further with other companies regarding actual AWP implementation experience

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2. AWP EDUCATION
2.1 Scope

A company can achieve the expected benefits from AWP when it invests in education and training on
how to implement AWP. This enables the company to introduce best practices to their processes,
obtain lessons learned from previous projects, therefore establishing a continuous improvement in
the AWP program.

2.2 Assumptions

 Company is preparing for the implementation of AWP.

 Company has access to AWP education resources.

2.3 Recommendations

During this phase, following recommendations can be considered for AWP Education.

 Understand the value of providing training and how it can improve AWP implementation
 Assess AWP training needs
 Seek for external help to start developing an AWP training program
 Develop AWP onboarding training program
 Train staff to spread overall AWP benefits, basics concepts, and process overview within company
 Provide AWP training course administered through provider
 Provide role-based training for all new staff members
 Establish education and training program on site
 Develop formal guidelines on how to conduct training
 Conduct cross functional group workshops
 Train engineering to design thinking on construction sequence mindset
 Provide training for engineers and superintendents prior to project implementation to ensure
proper implementation timeline
 Train subcontractor prior to bidding phase in order to be able to engage them early in the project

3. PROCESS ADHERENCE
3.1 Scope

AWP entails an effective information flow, which, in turn, is regulated by the disciplined application of
procedures and guidelines. The inconsistent definition of procedures can result in a partial and
inconclusive AWP implementation, characterized by poor buy-in from project stakeholders.

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3.2 Assumptions

 Company is preparing AWP implementation guidelines (e.g.: Playbook).

 Company has access to the foundational CII AWP publications and resources

3.3 Recommendations

During this phase, following recommendations can be considered for Process adherence.

 Study the foundational CII AWP publications and resources

 Understand the basic AWP knowledge areas, including AWP fundamentals, implementation
benefits, alignment between AWP and contracting strategy, dedicated staff to AWP, work
processes, benchmarking, and metrics, among others
 Review other AWP materials available from AWP conferences, company presentation, or other
venues
 Review case studies and expert interviews that provide an overview of how companies implement
AWP
 Assess company AWP maturity level and corresponding expected benefits from AWP
implementation
 Create a role-based (e.g. owner, EPC, contractor) AWP playbook and use the playbook for
education and training
 Maintain up-to-date AWP company best practices
 Educate and train contractors, subcontractors and suppliers via AWP playbook
 Audit / assess against AWP playbook requirements and responsibilities

4. ORGANIZATIONAL ALIGNMENT
4.1 Scope

AWP has a holistic view on project planning that is aimed at breaking functional silos at both the intra- and
inter-organizational level. Achieving alignment between different project disciplines – with emphasis on
engineering, procurement, construction, and commissioning teams – is fundamental to avoid scope creeps
and unresolved issues before field mobilization.

4.2 Assumptions

UNDER DEVELOPMENT

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4.3 Recommendations

During this phase, following recommendations can be considered for Organizational Alignment.

 Engage early to participate in the development of AWP implementation plan

 Develop efficient communication channels
 Develop efficient information management system
 Listen to concerns and questions related to AWP implementation
 Connect with others that have experience with AWP to exchange and share lessons learned
 Define the expected benefits from AWP implementation
 Provide guidance on AWP implementation plan and how to align company processes with AWP
processes on playbook
 Provide role-based training and workshop according to role in project
 Define proper KPIs and metrics to measure AWP impact on Project

5. CONTRACT INTEGRATION
5.1 Scope

AWP guidelines should be included into the contracts of key project participants in order to obtain early
integration and clear project objectives. Contracts should also include control and reporting specifications
as well the definition of specific roles and responsibilities for AWP.

5.2 Assumptions

UNDER DEVELOPMENT

5.3 Recommendations

During this phase, following recommendations can be considered for Contract Integration.

 Develop a detailed set of implementation strategies for different contract types

 Determine the project contract strategy early in front end planning: who will design, procure,
engineer, and construct the project and what contract strategy will be used
 Consider a reimbursable cost compensation structure when using contractors new to or unfamiliar
with AWP
 Understand impact (pros and cons) of contract type when using an AWP implementation strategy
 Ensure commercial strategies contract model supports AWP
 Establish role-specific accountability methods
 Conduct contractor pre-qualification assessment to ensure companies AWP capabilities

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 Define AWP scalability
 Deploy AWP in phases throughout company, such as selecting small projects to begin the AWP
journey and then scale up slowly

6. SCALABILITY
6.1 Scope

Projects with different size and scope face different challenges when trying to implement AWP.
Therefore, the scalability of AWP is of great value. This means the company can take the underlying
AWP fundamentals and define guidelines for its implementation on smaller projects.

6.2 Assumptions

 AWP can be implemented on projects of all sizes.

6.3 Recommendations

During this phase, following recommendations can be considered for AWP Scalability.

 COAA developed a "Scalable AWP Guideline" for projects under $100 million without
compromising the principles that result in improved project performance
 The model introduces tools and resources developed by AWP experts. It is available for
implementation by industry and is designed to provide benefits to a variety of project types, sizes,
levels of complexity, and industry sectors
 Read the COAA Scalable AWP Model Report to learn one method for categorizing projects based
on complexity and familiarity (see table below).

All supporting reference documents can be found at below link.

Reference: COAA Scalable AWP Model Report

http://www.coaa.ab.ca/library/scalable-advanced-work-packaging-report/

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6. STAGE I : PRELIMINARY PLANNING/DESIGN
5.1 INTRODUCTION TO STAGE I

The Stage I (Preliminary Planning/Design) emphasises the development and use of critical planning
information in the early stages of project definition such as the construction sequence and the release
dates for engineering deliverables.

This stage encompasses the initial planning of the engineering, construction, and commissioning activities.
The Level 2 Schedule and Work Breakdown Structure (WBS) are developed in one of the phases of this
stage. In the sequence, the project is broken into a set of Construction Work Packages (CWPs), which
define the logical and manageable division of work within the construction scope. CWPs are aligned with
the project execution plan, with engineering deliverables called Engineering Work Packages (EWPs), and
with Commissioning & Start Up deliverables called System Work Packages (SWPs). A major portion of the
planning process is driven by the identification and minimization of project constraints, which are
monitored throughout the project lifecycle.

5.2 PROJECT DEFINITION

5.2.1 Scope
Work packaging should be addressed early in project definition so that the path for efficient downstream
execution can be laid out. The early consideration of work packaging prevents the boxing in of any specific
discipline into less-than-optimal solutions. Key requirements and deliverables of the Preliminary
Planning/Design stage should be identified and recommended during the Project Definition phase. These
requirements and deliverables will be refined as the project progresses into the subsequent stages. Project
definition should also support later planning efforts that meet installation work packaging requirements.

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Figure 3. Stage I – Preliminary Planning/Design

5.2.2 Assumptions

 The project will go through a typical project life cycle through to physical completion
 Owners and contractors are involved in the project definition process
 Engineering, construction, and commissioning planning resources are available
 Organizational structure identifies the necessary planners and support staff
 Detailed engineering has not commenced
 P&IDs and PFDs are at a level that can be handed over to detailed engineering

5.2.3 Recommendations

It is important for the planning and design teams to embrace a total project view during the Preliminary
Planning/Design stage in order to position the project for effective implementation of Advanced Work
Packaging. The Project Definition phase must consider the preliminary project execution plan and be
developed well enough to promote an efficient execution.

This will provide a construction team with the information it needs to develop an approach to
implementing work packaging. The types of information required from the engineer are as follows:
1. Definition of the overall scope of work/project – Includes components of the construction
sequencing plan and the contracting plan. A plot plan identifying the various areas and the initial
timing is invaluable to future team members.
2. Project contracting/Procurement plan – Develop a plan to clarify contractual boundaries as well as
the divisions of responsibilities between contracts. The contracting plan should be detailed enough
to support high-level packaging. This plan should be coordinated with a procurement plan.

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3. Project execution/Construction plan and sequence – Includes any decisions on installation
approaches, e.g., the deployment of modular construction. A key document that is seldom
generated at this stage is a construction-sequencing plan. If included, this document should be
used to convey the original intent of how the project will be constructed to future partners. Early
planning in the next phases of the project should build and refine this document, and all
stakeholders need to agree on the plan. It is critical for engineering planning to understand how
the project will be constructed so that engineering can align EWPs with the future CWPs.
4. Technical deliverables requirements – It is important to make technical decisions that require the
engineers on the project to develop their deliverables to support packaging. These deliverables
must be defined early and communicated so that engineering can proceed with a clear
understanding of the level of detail. They also allow for the kinds of engineering deliverables
required to support procurement, fabrication, and development of

5.3 CONSTRUCTION, COMMISSIONING AND ENGINEERING PLANNING

5.3.1 Scope

The objective of this phase is to plan the construction, commissioning, and engineering activities
that affect work packaging. If work packaging requirements and considerations are not dealt
properly during this phase, the likelihood of having an ineffective work packaging is high. The
preliminary planning for most activities that will take place at the project will be completed during
this phase. Resource requirements, to the extent possible, will also be defined during this phase.
Many of the considerations developed in this phase will be refined in the subsequent phases Two
key outcomes of this phase, with respect to work packaging are the:
 Determination of constraints and
 Development of plans to allow the generation of a Level 2 schedule and definition of the Work
Breakdown Structure.

5.3.2 Assumptions

 The site location has been finalized

 The project definition process has been completed with engineering, construction, and
commissioning input
 The scope narrative is available
 Preliminary design basis documents are available (e.g., preliminary General Arrangement
drawing(s) and preliminary P&IDs that are defined beyond PFDs)
 Long lead-time items with rough delivery times and rough weights and dimensions have been
determined
 Permit requirements are known

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 Other major schedule requirements and constraints have been identified
 Engineering, construction, and commissioning expertise have been retained
 There is coordination between engineering construction, and commissioning planning

5.3.3 Recommendations
5.3.3.1 Plan for work packaging.
A structured plan needs to be developed for work packaging in this early stage. The size and complexity of
each project will determine the resource requirements for the work packaging plan.
The following questions must be considered, evaluated, and budgeted for:
 What are the requirements for work packaging development and supervision?
 Are there contractual requirements with regard to work packaging?
 Is the intent to develop and manage the work packages manually or to use software designed to
assist in the work packaging effort?
 If electronic, is there agreement on compatible systems and information flows (or a plan in place
to achieve this)?
 How will engineering and material management documents be incorporated into the work
package process?
 Has a responsibility matrix been developed for work packaging?
 Who will write the work package process?

5.3.3.2 Refine contracting plan.

During the construction planning process, the following elements must be defined:
 Various work scopes that will be contracted.
 The method for which they will be contracted.
 Standard contractual terms to be used (including work packaging requirements);
 The prequalification processes.
 Craft affiliation (e.g., union, non-union, or Davis-Bacon); and
 The timing requirements for issuance and awarding of packages.

Local conditions and requirements (regulatory or any other kind) may change the scope of planned
contracts and CWPs. Additionally, defining how the various contractors’ work packaging processes will be
incorporated into the overall project plan will be necessary at this planning stage.

Contracts should include provisions for consistent reporting requirements for vendors/subcontractors to
ensure compatible information flows for reporting progress and supporting work packaging.

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5.3.3.3 Refine sequence of construction.

In general, the sequence of construction activities should be established at this early planning stage. This is
critical to ensuring that engineering can sequence its work to support construction. Construction progress
and planning can be limited by the sequencing and timing of the engineer’s deliverables. This allows
construction to drive the engineering plan and for work packaging to realize its greatest potential.

5.3.3.4 Plan for procurement and logistics.

The procurement and logistics resources (both offsite and onsite) must support advanced work packaging.
There should be a plan and provisions for the procurement function that adequately support effective
work packaging execution. Examples of pertinent considerations are modularization and preassembly, with
logistics onsite to support packaging of materials. Critical items in a thorough procurement plan include
the following:
 Defining responsibilities in the procurement plan
 Methods for materials management including inventory control
 Establishing the link between the material management process and the advanced work
packaging process
 Process for expediting vendor drawings and vendor surveillance.

Initial considerations must be identified in this process, and provisions should be made for adequate
resources for this function.

5.3.3.5 Identify site/project constraints.

Consider the impact of site constraints on size, composition, and sequencing of CWPs. The initial goal of
this part of the process is to identify key constraints that will likely affect CWPs. These constraints are
important initial inputs to Level 2 scheduling and engineering planning. Further refinement of CWPs will
occur in the subsequent phase.

5.3.3.6 Consider weather risks.

In extremely cold climates, winterization work packages should be developed to help prevent costly
temporary heating arrangements and poor productivity due to extremely cold temperatures. The focus of
these work packages should be on building enclosures and heat for the buildings. Extreme heat conditions
should also be planned for, since this could also affect the work schedule and performance factors as work
packages are assembled.

Taking possible adverse weather conditions into account during the planning process helps prevent delays
and increased costs. The overall strategy for dealing with inclement weather must be developed, and
possible impacts on construction sequencing and pacing should be addressed in it.
This strategy must be communicated to engineering to ensure the alignment of EWPs and CWPs.

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5.3.3.7 Develop construction plan details.

The construction plan should include the following:
 A staffing plan (for both craft and management)
 A narrative for work sequencing (in general terms)
 Plan for material flow and control
 A constructability implementation plan
 Considerations for work packaging
 Environmental requirements that affect construction planning
 A shared services plan that covers common support craft and shared construction equipment
 Plans for material staging, subassembly, and onsite transportation.

An appropriately detailed construction plan is necessary to properly plan for work packaging.

5.3.3.8 Consider temporary structures/utility requirements.

A plan for any temporary structures and utility requirements for the site should be developed during the
construction planning process. Establishing site traffic flow, temporary roads, general parking, laydown
areas, site security, subassembly areas, field office locations, offsite storage (if necessary), and the related
power, water and air requirements will all affect the flow of the work and could affect the approach to
work packaging. There should also be consideration for existing facilities; site utilization, site logistics, and
the optimization of these kinds of considerations require thorough planning and, possibly, third-party
review.

5.3.3.9 Consider options for construction equipment.

Thoughtful planning and optimization for construction equipment is critical for efficient craft productivity
and the realization of potential cost savings. Establishing placement, sizing, and utilization for cranes is
extremely important. Determining whether a common services approach (i.e., centralized major
construction equipment management) will be utilized and how it will be managed is necessary to finalizing
the contracting plan. Identifying how the construction equipment will be incorporated into the work
packaging plan should also be considered. Minimizing construction equipment idle time by identifying
equipment needs at this early stage is highly recommended.

5.3.3.10 Develop system turnover sequence.

During the planning process, as the advanced work packaging plan is being developed, it is important to
accommodate the need to assign system turnover designations to each item in each work package.
As the project transitions from a construction execution to a system turnover execution, it is imperative
that the advanced work packaging plan anticipate and accommodate this need. It is possible and even
likely that two-line numbers may be in the same work package and in a separate system turnover package.

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5.4 L2 SCHEDULE REFINEMENT & WBS DEVELOPMENT
5.4.1 Scope
This phase establishes the initial Level 2 schedule and defines the work breakdown structure (WBS) for the
project. The subsequent planning phases will be based on these deliverables.

5.4.2 Assumptions

 Project definition, construction planning, engineering planning, and commissioning planning

have been developed to the point that a realistic Level 2 schedule is possible, along with a
comprehensive WBS.
 Procurement expertise is available to support definition of the Level 2 schedule. Key long lead-
time items have been identified, and their procurement schedules can be accommodated in
the Level 2 schedule.
 Some thought has been given to size of typical CWPs for this project (i.e., the project has been
broken up into logical chunks of reasonable size).
 There is a moderately detailed breakout of project work hours that will be considered for
resource-loading a Level 2 schedule.

5.4.3 Recommendations

 Owner, engineering, construction, procurement, and commissioning should be involved in the

WBS development.
 The WBS must fit with work packaging progression; all reporting must be aligned.
 There must be alignment with the owner’s need for a special breakout of cost.
 There must be alignment with contracting strategy.
 There must be alignment with any areas that will have early start-up.
 Owner operations requirements (identified in planning) should also be accommodated in the
WBS and Level 2 schedule (e.g., timing of steam line tie-ins).
 An IWP release plan has been prepared. Use the initial scope of work to estimate the rough
number of IWPs per initial area/CWP/bulk of project scope.
 Prepare the Level 2 schedule for work packaging by discipline for engineering, by commodity
for procurement (e.g., pipe valves and fittings as one grouping), and by discipline for
construction.
 The Level 2 schedule should be resource-loaded as much as possible, with the best numbers
available—even if they are preliminary. This allows the indications of the level of effort to be
reviewed.

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 The Level 2 schedule should reflect the execution plan for the project.
 An initial set of turnover systems and their codes should be determined during this part of the
process.

5.5 CWP, EWP AND SWP BOUNDARY DEVELOPMENT

5.5.1 Scope

The objective of this phase is to guide the development and execution of construction work packages
(CWPs), engineering work packages (EWPs), and start up work packages (SWPs) in the early stages of the
project.

A CWP is a grouping or breakdown of work with logical geographical limits. The planning team determines
the size of this package, taking into consideration the ability to plan, organize, and identify constraints for
this group of work. A CWP can be considered a project within a project—or several projects within a
project—and is developed to enable the planning effort to view the work at an intermediate level. The goal
of CWP development is to enable the later development of the more detailed installation work packages
(IWP).

The objective of the EWP boundary development process is to further define the engineering into
workable packages that can be engineered separately, or that can be scheduled to support engineering
workflow. Consideration of engineering constraints such as those dictated by the design criteria is critical
to ensuring that the engineering can be performed logically and efficiently. These boundaries are
consistent with construction and capture the installation plan constraints. The procurement plan is then
updated to make sure that engineering and procurement are coordinated to support the installation
sequence. This effort should be closely coordinated with CWP boundary development. Construction and
engineering leads must interact closely to develop a reasonable plan. The engineering, procurement,
construction, and commissioning plans will evolve into an overall project execution plan. This plan will lead
to the development of the Level 3 schedule for the project. At the end of this phase the scope of work,
delivery schedule for equipment, and engineering deliverables should be clearly understood by the
construction team. This will allow further refinement of the work packaging plan for the field.

5.5.2 Assumptions

 There is a commitment of the personnel required to successfully implement the advanced

work packaging process.
 Considerations have been made regarding which information technologies will be utilized (i.e.,
work packaging software).
 Considerations have been made for the technical integration of data into the technology or
tool used.
 Organization of the planning team has been finalized, including roles and responsibilities.
 The team’s definition of CWP, EWP, and SWP have been developed and adopted.

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 A list of deliverables or content has been identified for the CWP.
 The following key engineering deliverables are available:
 Plot plan of general arrangement drawing (early revision)
 Major equipment list
 Piping line list (equipment, line, and instrument lists)
 Construction schedule
 3D model (if applicable)
 P&ID (if applicable).
 Material specifications have been determined.
 Subject matter experts are in place, with knowledge from similar projects.
 A high-level WBS and a Level 2 schedule have been developed and approved.
 There is coordination within the planning team.
 The contracting plan is developed to clearly define the overall strategy for the installation.
 The procurement plan and process, including delivery durations/lead-times are well
understood for major equipment and materials of construction.

5.5.3 Recommendations

The first step of the CWP development is boundary identification, i.e., the determination of geographical
boundaries or limits. This process is driven by the following factors:
 Physical location of the work
 Physical constraints
 Safe work practices
 Equipment and material delivery constraints
 Workforce distribution
 Construction knowledge and best practices
 Common construction methods.

A common approach is to base the CWP boundary on a piece of major equipment, section of pipe rack, or
natural geographical break.

The CWP boundary limits should align with the higher-level WBS structure developed in the preceding part
of the process. Once the CWP boundary limits are finalized, scope, schedule, and budget should be
developed for each CWP.

As with the construction planning process—and as should be consistent throughout the work packaging
process—provisions to accommodate system turnover/commissioning must be considered.

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5.5.4 Work Breakdown Structure
The project WBS should be established all the way down to the discipline level prior to the CWP boundary
development process. The CWP boundaries should align with the WBS to facilitate the progressing process.
If, for example, the WBS is designed by area and the CWP is designed by system, it will be difficult if not
impossible to relate the CWP to the schedule. The CWPs must be readily able to be rolled into the
established WBS.

5.5.5 Plot plan or general arrangement drawings

A general arrangement drawing is necessary for an effective CWP boundary development process. This
document will be used as the roadmap for establishing boundary limits. The layout drawing should be
complete to the point that it locates majority of process equipment and all major structures.

Although this is a construction-driven process, engineering management should be represented during this
process. This representation ensures that engineering understands the reasoning for establishing the
boundary limits and is able to identify any potential constraints to the proposed boundary limits. To the
point that it is practical, the CWP boundary limits should be incorporated into the detailed engineering
deliverables.

5.5.6 Engineering plan

The EWPs must follow an approved project standard that correlates to the WBS. This standard allows for a
process of revision control and permits monitoring of the creation and completion of the EWPs.

The procurement plan should include a plan for how commodity fabrication will be achieved. This includes
consideration for modular construction. The benefit of offsite fabrication is weighed against the cost for its
delivery, handling, and lifting into final locations.

The engineering plans should be updated as the project matures and should include construction feedback.
Ideally, engineering plans should be settled at the start of detailed engineer, with the awareness that, as
the project matures, the ability to change the engineering plan diminishes without major rework.

5.5.7 Construction plan

The construction plan developed during the construction planning process should be further developed
and defined through the inclusion of the CWP boundary limits and the plan for incorporating these
boundary limits into the work packaging process. It is imperative to specify how scope, schedule, and
budget will be developed at the CWP boundary level and how their development will be integrated with
the project controls plan for work packaging.

5.5.8 Contracting/procurement execution plan

As with the process of amending the construction plan, the further development and definition of the
contracting/procurement execution plan should incorporate CWP boundary limits. During the CWP
boundary development process, it is important to further define the various work scopes that will be
contracted—as well as any major purchases relative to CWP boundaries (i.e., process equipment and

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commodities). Additionally, it will be necessary at this point to further define how the various contractors’
CWP-level work packaging processes will be incorporated into the overall project plan. It is also imperative
to work closely with the project controls manager to ensure uniformity and standardization for all
subcontractors, in order to readily integrate with the master project controls process. The specific work
packaging requirements should be written into every subcontract and major purchase order, including
formatting, level of detail, and frequency.

5.5.9 Sequence of installation

Once the CWP boundaries have been established and the scopes and budgets have been defined,
sequencing for the execution of the CWPs will need to be formulated. This is the next step in further
refining the project schedule. More detailed scheduling and resource-loading will take place in the next
part of the process (i.e., the schedule development process), with general sequencing and/or prioritizing
taking place in this part. The CWPs will add more detail to the WBS that was developed in the preceding
step. This will facilitate a smooth transition to the schedule development process. Engineering and
commissioning should also participate in this process, since there may be engineering, and commissioning
constraints and, thus, difficulty in accommodating the sequence requested by construction.

5.5.10 Available craft workers

Identifying at a high level the necessary craft workforce by discipline, including support craft services for
each CWP, and then assessing the availability of these resources are key in the early planning stages—
specifically at the CWP level. In addition, consideration should be given to craft saturation levels, the
stacking of trades, and the effective deployment of a large workforce.

5.5.11 Geographical layout of systems/areas

Although construction work will be by area, acknowledgment of how the process systems interface with
the CWPs is essential for the planning of the completion phase.

5.5.12 Materials of construction

As the CWPs are defined, it is necessary to have the material specifications from engineering available for
inclusion in each CWP. These will typically be grouped by discipline and will include every material
specification required within each CWP. Knowing the material requirements will also help in sequencing
and schedule development if unique and/or long-lead material items are required (e.g., certain alloy piping
materials and many process equipment items).

5.5.13 Client/contractor contract milestones

As the CWP boundaries are established, it is important to consider any possible contractual time
constraints so that they can be easily identified, expedited, and progressed. In many cases, a contractual
milestone requirement (e.g., “STG on turning gear”) falls within a CWP (T/G Area) and needs to be easily
identified and progressed in the work packaging process.

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5.5.14 System turnover sequence

During the CWP boundary development process, it is important to accommodate the need to assign
system turnover designations to each item in each work package. As the project transitions from a
construction execution to a system turnover execution, it is imperative that the work package plan
anticipate and accommodate this need. It is possible, and even likely, that two line numbers may be in the
same work package and in a separate system turnover package.

5.6 PATH-OF-CONSTRUCTION

5.6.1 Scope

The articulation of the optimal building sequence of the physical components of a facility. In relation to an
AWP strategy, Path of Construction (PoC) is the process of ensuring that all required stakeholders are
invited, are prepared for, and do actively participate in the development of Path of Construction and Path
of Commissioning and Startup.

As stated above, prior CII research into AWP focused primarily on the engineering and construction phases.
Subsequently, it has become apparent to CII that project teams too often celebrate the completion of a
project too early, at construction completion. With the abundance of Commissioning and Startup (CSU)
learnings from recent CII research, it is now clear that “beginning with the end in mind” means teams must
incorporate consideration of commissioning strategies, sequences, and constraints and their influences on
the path of construction. Figure 2 illustrates this updated process. A project is simply not complete until it
produces a product, passes performance testing, and sustains production, so the means of achieving that
success must be fully considered early in the project.

Figure 2. Begin with the End in Mind: CSU

5.6.2 Assumptions

UNDER DEVELOPMENT

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5.6.3 Recommendations

UNDER DEVELOPMENT

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7. STAGE II: DETAILED ENGINEERING

7.1 INTRODUCTION TO STAGE II

The Stage II of the AWP life cycle (Detailed Engineering) includes the detailed specification of EWPs. The
different plans are continuously aligned to ensure consistency. Engineering and procurement specifications
are delivered to support construction and allow for estimates to be further defined into more precision
and less uncertainty. Improvements in estimates are achieved with detailed resource loading and schedule
definition. Resource loading is prepared for engineering (by discipline), for procurement (by commodity
and by construction field delivery dates), for construction (by crew, forming work areas), and for
commissioning (by system).

7.2 L3 SCHEDULE DEVELOPMENT

7.2.1 Scope

The schedule development process establishes the Level 3 schedule for engineering and procurement, and
the preliminary Level 3 schedule for construction.

Figure 5. Stage II – Detailed Engineering

7.2.2 Assumptions

 CWP boundary development, EWP boundary development, and SWP boundary development
have been completed to the point that there can be a realistic engineering and procurement
Level 3 schedule.
 Engineering, procurement, construction, and commissioning expertise is available to support
definition of the Level 3 schedule.
 The schedule identifies the CWPs.

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 A detailed breakout of engineering and procurement work hours for the project is available,
and it enables considerations for resource-loading a Level 3 schedule.

7.2.3 Recommendations

 The owner, engineering, and construction are involved with the development of the schedule.
 The Work Breakdown Structure (WBS) must fit with progressing for work packaging; all
reporting must be aligned.
 There must be alignment with areas that will have early start-up.
 Owner operations requirements (identified in planning) should also be accommodated in the
WBS and in the Level 3 schedule (e.g., timing of steam line tie-ins).
 The preliminary IWP release plan that was developed in Stage I, Schedule Refinement and WBS
Development, must be updated.
 Level-three schedules for work packaging by discipline and by EWP must be prepared for
engineering; for procurement, the Level 3 schedule should be prepared by commodity and by
construction need date; for construction it should be prepared by CWP.
 The Level 3 schedule should be resource-loaded for engineering and procurement, with
preliminary hours for construction CWP.

7.3 EWP-BASED CONTROLS

7.3.1 Scope

To achieve effective work packaging in the detailed engineering stage of the project, the engineering
process must create the design engineering documents necessary to support project execution in
accordance with engineering planning. During this stage, construction and engineering leads must
continue to interact closely to implement the plan developed during the earlier part of the process.
The deliverables from this stage will be the key design documents (CWPs)—used by construction for any
field work packaging efforts—that are delivered in accordance with the Level 3 schedule.

7.3.2 Assumptions

 The schedule development assumptions also apply to this part of Stage II.

7.3.3 Recommendations

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 The construction and engineering teams should maintain open communications during the
design phase.
 All engineering deliverables need to be clearly mapped to EWPs and CWPs. Changes need to
be managed to assess their impact on CWPs.

7.4 L4 DETAILED CONSTRUCTION SCHEDULE

7.4.1 Scope

The detailed construction schedule process finalizes the Level 3 schedule with construction detail.

7.4.2 Assumptions

 Engineering is complete to the level that will support a Level 3 construction schedule.
 A detailed breakout of construction work hours for the project is available, and it enables the
resource-loading of a Level 3 schedule.

7.4.3 Recommendations

 The WBS must fit with progressing for work packaging; all reporting must be aligned.
 Start-up scheduling requirements must be reflected in the schedule and in the IWP release
plan.
 Owner operations requirements (identified in planning) should be confirmed and they should
be reflected in the WBS and Level 3 schedule.
 The Level 3 schedule should be resource-loaded for construction activities.

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8. STAGE III: CONSTRUCTION EXECUTION, TESTING, & COMPLETIONS

8.1 INTRODUCTION TO STAGE III

Stage III of the AWP lifecycle (Construction) involves the development of a set of ready to install work
packages, or Installation Work Packages (IWPs). These IWPs contain all needed information to deliver a
safe and efficient installation of a specific portion of a system.

8.2 IWP-BASED CONTROLS

8.2.1 Scope

Each IWP is issued to the field with all the necessary resources in place which is translated into a
constraint-free environment. Flexibility is ensured by the IWP “governance” process in the field, which
enables a collaborative examination of the status of IWPs and associated constraints, enabling the field
leaders to make decisions on work packages to be issued to the field.

Each of five separate blocks in the overview Construction flow chart shown in Figure 6 contains key
elements of the IWP life cycle. The flow diagrams within each of the blocks provides a further break down
the essential IWP processes, from 1) creation to 2) document control to 3) issuance to the field and 4)
control in the field, and, finally, to 5) closeout.

Figure 6. Stage III – Construction: Overview of IWP Life Cycle Flow Charts

The IWP process adds predictability to the project and enhances productivity. For IWP to be effectively
implemented, the IWP life cycle process consists of the five distinct steps to highlight the interfaces

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between processes and integral steps and is detailed in the following flow charts:
1. IWP Creation
2. Document Control Interface
3. Issuance of IWP to the Field
4. Control of the IWP in the Field
5. IWP Closeout.

8.2.2 Steps
8.2.2.1 Installation Work Package (IWP) Creation

Figure 7. IWP Life Cycle Flow Chart 1 – IWP Creation

This process is to facilitate the creation of new IWPs and to efficiently and effectively enable changes and
updates in existing IWPs. When initially creating an IWP, it is advisable to create it first in a digital form.
This may simply mean adding all documents or links to documents required for the IWP into one folder, in
a file structure built using an established file tracking/numbering system.

IWP folder logs should be created and updated with IWP names in order to be transmitted to document
control; document control personnel can use these logs to create placeholders in the file management
system. These placeholders can later be populated with the IWP contents as controlled documentation.
Creating a file structure and maintaining all documents for the IWP in one digital location will allow for
earlier creation of IWPs; it will also enable their modification at a later stage. If IWPs are issued

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prematurely, it becomes difficult to make changes or additions when revisions and scope changes are
issued.

Once the IWP scope is identified, and required information is gathered into a digital folder, it becomes
possible to schedule and sequence IWPs on the basis of their tracking numbers and to roll them up to the
Level 3 schedule. When a rough schedule and sequence is in place, crafts should be notified of the
requirements to support this initial plan. After the initial allocations have been made, constraints should be
monitored. Other constraints that were considered at the time of schedule and sequencing should also be
monitored (e.g., safety, permitting, quality control, IFC drawings, materials, prefabrication requirements,
work access, laydown, craft availability, construction equipment, and specialty tools).
Constraints should be monitored on the basis of the schedule, and they should be considered prior to
issuing the IWPs as a hard copy. This may require multiple monitoring passes, as will be shown and
discussed in Flow Chart 3, Issuance of IWP to the Field. (See Figure 9.) During these monitoring passes, it
may be deemed necessary to move items from one IWP to another. The ability to move tasks between
IWPs is easier in a virtual environment. Indeed, it is advisable to maintain all IWPs in a virtual environment
until the last possible moment, usually one to two weeks prior to IWP execution. This recommended one-
to-two week period should be used to gather signatures and authorizations prior to IWP execution.

Assumptions

 Trade-specific workface planners are in place to create the IWPs.

 Workface planners have appropriate hardware/software available for creating IWPs.
 A process has been established for workface planners to work closely with Document Control.
 A functional Level 3 schedule has been created.
 A regularly scheduled workface planner/superintendent meeting is in place to address IWP
scope and sequence.
 The IWP creation process has support of management.

Recommendations

 Workface planners should start creating virtual IWPs as soon as the Level 3 schedule has been
issued.
 All virtually created IWPs should be backed up in a safe location.
 Workface packaging software should be used to aid in the IWP creation process; consideration
should be given to size and complexity of project.
 IWPs should not be put into hard-copy format until one to two weeks prior to execution
and/or until known constraints have been addressed.

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Information Requirements

 Changes to the Level 3 schedule should be communicated with project controls.

 Workface planners should have access to most current document revisions.
 Once the scope of the IWP is identified, the documents required for support should be added
to the IWP log (the IWP log is created by the workface planners) and then transmitted to the
document control team. This will allow document control personnel to notify the workface
planners of any revision changes to technical documents within a specific IWP.

8.2.2.2 Document Control Interface

Figure 8. IWP Life Cycle Flow Chart 2 – Document Control Interface

In the next step, close coordination with document control personnel is required to maintain an accurate
and up to date IWP. When the first hard copy of an IWP is created, a list of technical documents should be
added to the log and transmitted to the document control team, along with the first signed-off hardcopy of
each IWP.

The following are several actions related to document control:

 Ensure that the transmitted hard copy has all the latest revisions of technical documentation
and appropriate signatures.

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 Update the log containing the list of technical documents for any revisions that may be done to
the IWP prior to and after issuance. If any revisions do occur, document control personnel will
notify the responsible workface planner and superintendent. After the document control team
has completed these tasks, the planning department should then control and monitor the
IWPs both before they are issued to the field and while they are in the field, to ensure
completion.

 Create two more hard copies of the IWP. The original will be filed as the IWP master, and the
two copies will be transmitted to the planning department for issuance.

 Upon issuance of the IWP to the field, both copies should be transmitted to the
superintendent; the first copy is meant for the superintendent’s records, and the second copy
is meant for execution in the field. See Flow Chart #3 for information on these controls.

Assumptions

 A suitable document control system/set of procedures is in place to monitor any technical

document changes.
 The planning department controls issuance of IWPs to the field and notifies document control
personnel.
 The appropriate number of craft-specific workface planners is in place to facilitate this effort.

Recommendations

 The creation of the IWP should be well documented in a procedure that receives input from
the planning department and the document control team.
 IWPs should be controlled formally through the use of transmittals.
 Superintendents must be in full support of this process.
 Document control personnel must issue a complete and comprehensive physical IWP folder,
not segmented or loose documents.

Information Requirements

 The IWP technical document log should be created and maintained by the workface planner.
To do this, the workface planner should have access to the document control system or use a
spreadsheet that is regularly transmitted to the document control team.

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 The document control management system can easily flag any IWP revision (on the basis of the
technical document list for the IWPs). This requires incorporating the IWP nomenclature into
the document control system to enable the assignment of the technical documents to each
IWP. (See Flow Chart #1 “send updated log to Document Control”.)
 Document revisions to an IWP should be transmitted to the planning department from the
document control team.

8.2.2.3 Issuance of IWP to the Field

Figure 9. IWP Life Cycle Flow Chart 3 – IWP Issuance to the Field

Once advanced notice has been given, soft allocations should be made to support crafts, and constraints
should be monitored against the schedule to ensure the timely execution of the work package.

Hard copies of the installation work package (IWP) should be issued back to the workface planner so that
he or she can monitor constraints and verify that they have been addressed and/or eliminated. The
workface planner should complete a cover checklist confirming that known constraints have been handled
prior to issuance.

With the confirmed status of the constraints determined by the workface planner, the package will be
ready for issue in hard copy format to the applicable superintendent for execution. The workface planner

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should make all necessary hard notifications to support craft.
In the event that the workface planner determines that some constraints have not been addressed and
that they will affect the execution of the package, a determination should be made, based on the level of
impact, to either return the package to document control personnel or to place it on hold pending further
monitoring of constraints. Once issued, the superintendent should review and coordinate the execution of
the work with the general foreman, foreman, and craft. The superintendent, with support from the
workface planner, is responsible for follow-up on the execution and progress of the IWP.
Assumptions

 The schedule for installation work packages is linked to project schedule so that schedule
updates and revisions will automatically provide updated information on the IWP schedule.
 The workface planner and superintendent are responsible for signing off on constraints status.
 A comprehensive material controls and tracking system, as well as a document control system,
is in place to assist in constraint monitoring and packaging.

Recommendations

 To avoid build-up of packages, do not issue IWPs too far in advance of scheduled execution.
This will also help prevent the use of outdated information.
 Appropriate stakeholders should sign off and verify that constraints have been addressed. For
example, the equipment manager should ensure that all necessary equipment has been
received at site prior to issuance of IWP.

Information Requirements

 It is necessary to have reliable and accurate schedule updates, and to link them to IWP release
dates.
 It is necessary to have reliable data on potential constraints, e.g., constraints on safety and
permitting, quality control, IFC drawings, schedule, materials, prefabrication, work access and
laydown, craft availability, construction equipment and tools, and scaffolding.

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8.2.2.4 Control of the IWP in the Field

Figure 10. IWP Life Cycle Flow Chart 4 – Control of IWP in the Field

After constraints have been addressed and/or eliminated, and the field crews have begun execution,
control of the IWP should be managed by the responsible superintendent. Should any constraints resurface
(e.g., a design change could be issued by the engineer, or rework could result from deficient quality), the
viability of retaining the IWP in the field must be assessed. Impacts to continuing work could be among the
constraints previously listed (e.g., schedule delay or inadequate work access), as could other issues such as
out-of-sequence work or frustration within the craft.

After careful evaluation of potential or actual impacts and risks, the responsible superintendent, in
coordination with the planning group, should determine the feasibility of continuing work on an IWP.
Monitoring and progress reporting will continue until closure of the IWP. Conversely, a partially completed
IWP will be closed due to constraints that are deemed too challenging to overcome, and any incomplete
work will be repackaged.
Assumptions

 Regular coordination meetings are held with other discipline superintendents and workface
planners.
 Appropriate interim progress monitoring is available.

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Recommendations

 To prevent delay to the IWP, project engineers should be readily available to assist with design
and quality constraints.
 Progress should be monitored on a daily basis.

Information Requirement

 Most current design information.

8.2.2.5 IWP Closeout

Figure 11. IWP Life Cycle Flow Chart 5 – IWP Closeout

After an IWP has been appropriately executed in the field, it is necessary to ensure that the IWP is closed
properly. This closeout process includes two types of documentation, necessary for as-built documentation
requirements:
i. the confirmation of installed quantities and
ii. the proper recording of installation deviations.

The planning department should work with the project controls team to ensure that quantities installed for
each IWP are accurately captured. Additionally, to accurately develop as-built drawings the planning
department should work with the document control team and, if necessary, the field engineering team to

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identify, amend, and document any installation deviations from the Approved for Construction (AFC)
drawings used in each IWP.
Assumptions

 There are established processes and procedures that address how to capture, report, and
validate installed quantities.
 There are established processes and procedures that address as-built documentation
requirements.

Recommendations

 Assign specific responsibilities to select individuals for the closeout of IWPs.

 Communicate the requirements for verification of installed quantities and as-built drawings to
Closeout IWPs.
 Conduct periodic internal audits to ensure that the IWP closeout process is working and is
accurately collecting and validating the information.
 Continue to improve and document the IWP closeout process by looking for ways to increase
accuracy, reduce information collection errors and redundancy, and develop a specific lesson
learned/best practices plan to shorten the closeout time.
 Capture lessons learned on the IWP.

Information Requirements

 Actual IWP schedule performance.

 Evaluation of actual IWP craft productivity against budget.
 Red-line information for IWP.
 QA/QC sign-off, if applicable for IWP.

Assumptions

 Engineering is complete to the level that will support a Level 3 construction schedule.
 A detailed breakout of construction work hours for the project is available, and it enables the
resource-loading of a Level 3 schedule.

Recommendations

 The WBS must fit with progressing for work packaging; all reporting must be aligned.

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 Start-up scheduling requirements must be reflected in the schedule and in the IWP release
plan.
 Owner operations requirements (identified in planning) should be confirmed, and they should
be reflected in the WBS and Level 3 schedule.
 The Level 3 schedule should be resource-loaded for construction activities.

8.3 TEST PACKAGES

8.3.1 Scope

Multiple IWPs, including their test packages, are compiled into turnover documentation that collectively
trigger the Ready for Commissioning milestone. Thereafter, commissioning and energization efforts should
be managed and controlled via SWPs.

8.3.2 Assumptions

 IWP Test Packages should be prepared and conducted as per system priorities.

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8.3.3 Recommendations

 Start-up scheduling requirements must be reflected in the schedule and in the IWP release
plan.

8.4 IWP-SWP TRANSITION MANAGEMENT

8.4.1 Scope

IWPs typically will be scoped and executed on an area-bulk basis, while SWPs will be scoped and executed
on a system, subsystem, or sub-subsystem basis, as the dashed boxes show in Figure 9. An SWP can be
small in scope and magnitude and be a collection of check/test sheets or it can be scoped at a system or
multi-subsystem level. It should be defined on the basis of how work should be executed, similar to an
IWP.

8.4.2 Assumptions

 An SWP is associated with a system or part of a system that the plant wants turned over to
commissioning or startup. In this respect, it may pertain to part of a system, a whole system,
or an entire unit.
 A System can potentially be an entire Area or one or more Units.

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8.4.3 Recommendations

The examples of the types of information that are used to characterize or clarify the SWP Work Scope
description elements are provide below.

 Equipment and systems included or affected

 Tests required
 Documentation required (to initiate and to finish)
 Procedures
 Responsibilities
 Constraints to monitor
 Information needed/engineering document

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9. STAGE IV: ENERGIZATION & COMMISSIONING

9.1 INTRODUCTION TO STAGE IV

The Stage IV of the AWP lifecycle (Energization and Commissioning) involves the planning and application
of the new SWP concept with an emphasis on CSU aspects.

9.2 SWP-BASED CONTROLS

9.2.1 Scope

SWP based controls gives an overview that contrasts the differences in AWP deliverables and work
packages between the front-end planning context and the workface planning context for each phase i.e.
CSU, construction, procurement, and engineering – with an emphasis on “beginning with the end in mind.”
The deliverables and work packages provide insights into the components of an effective feed-forward
project schedule.

9.2.2 Assumptions

 SWP based controls input helps define the CSU sequences and the dependencies they have
with construction.
 SWP based controls input helps to identify operating system and subsystem boundary
definitions early on, as these will also affect engineering, procurement, and construction
milestones. Additional influences from CSU include turnover strategies, objectives, and
constraints at the system and subsystem levels.
 An SWP should also be mapped to predecessor IWPs in order to ensure that the path of
construction enables an efficient startup sequence.
 SWPs should be approved by the responsible stakeholders and any constraints should be
mitigated before issuance of the package to the field.

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9.2.3 Recommendations

SWP application follows the six-step fundamental flow of SWP application within the overall
AWP process:

 Step 1 encompasses all upfront SWP planning, including staffing, system boundary definition,
sequencing, turnover strategy development, and participation in integrated planning sessions with
engineering, construction, and supply chain. The goal of this step is to optimize the overall path of
construction, commissioning, and startup to maximize the likelihood of project success.
 In Step 2, the SWP boundaries and work scope are dissected into manageable work scopes that
can be executed in the field.
 Step 3 is necessary to ensure that all stakeholders, both within the CSU organization and those
that are part of the wider project team, understand the constraints that must be met in order to
issue and execute the various relevant SWPs that have been identified during earlier steps.
 Steps 4 and 5 capture the need to assign quantifiable data attributes to each SWP, which will help
in monitoring and managing the completion of package constraints.
 Finally, Step 6 is the actual execution of the SWP.

See the Step workflow process below:

Figure 8. SWP Application Integrated within AWP

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9.3 TURNOVER TO START-UP
9.3.1 Scope

Turnover to Start-Up gives an overview to ease the integration of (Commissioning and Startup) CSU
into AWP and to aid understanding of the process, the concept of the System Work Package (SWP),
“a deliverable that enables a commissioning work crew to perform work in a safe, predictable,
measurable, and efficient manner” and ease up the Turnover to Start-Up.

9.3.2 Assumptions

 Execute work in alignment with SWPs and report SWP progress to project controls for Start-Up
schedule update
 Execute and Track subsystem completion by SWP, develop and track CSU punch list and
assemble turnover documentation for Start-Up.

9.3.3 Recommendations

 To facilitate the integration of CSU into AWP, CSU should plan and execute its work using
System Work Packages (SWPs) and use these to communicate priorities to engineering and
construction effectively.
 Plan with the end in mind. Deploy feed-forward approach to sequencing starting with startup,
then energization, then construction, then procurement, and then engineering. Identify what
needs to be commissioned, then identify system/subsystem boundaries.
 Engineering should assign every asset (e.g., lines and tagged items) a system/subsystem
number in P&IDs and databases prior to issuing the P&ID for approval. Engineering should also
apply conventions to ensure tag numbering integrity across all control lists, P&IDs, and the 3D
model used for AWP planning.
 Information management systems and project model attribute data should enable efficient
detailed mapping between IWPs and SWPs.
 To ensure optimal and smooth transitions between construction and pre-commissioning/pre-
energization, a completions database should be deployed.
 Finally, SWPs and the project model should contain all required attributes and systems should
be established to ensure data integrity and data completeness for Start-Up.

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10 AWP and Scalability

5.1 Scalability Summary

Advanced Work Packaging (AWP) is a best practice for project delivery in use globally. Through
AWP implementation, project improvements have been achieved in the areas of safety,
productivity, quality, schedule, total cost, and turnover effectiveness. However, for organizations
and project teams considering the adoption of Advanced Work Packaging, the highest level of
AWP maturity and implementation may be perceived as complex and overwhelming. AWP may
also be perceived as disruptive to already established, company project execution processes.
These perceptions lead to barriers to implementation as addressed by CII research, RT-365 –
Promoting the Use of Advanced Work Packaging.

To counter these barriers, reminders of basic, key principles may be helpful.

 Implement a scalable approach and process.
• “Don’t scare people away” → AWP is complementary to good project fundamental
practices and fundamental to good project and construction planning.
• “It's not all or nothing” → AWP will complement and strengthen existing systems.
Projects with even lower-level AWP maturity have achieved benefits and
improvement.
• “Remember and focus on the basics” → early project set-up and path of
construction → constructability → leveraging technology → workface planning →
effective turnover.
 Think with the end in mind.
• Don’t lose sight of the goal → safety and productivity can be improved.
• Package the work into understandable and constraint-free pieces.

5.2 Supporting research and documentation:

COAA (Construction Owners Association of Alberta) Scalable Advanced Work Packaging Report
– published May 2019
Source: https://www.coaa.ab.ca/library/scalable-advanced-work-packaging-report/

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5.3 COAA Best Practice Tool Summary

Advanced Work Packaging is a best practice for project

delivery in use globally on large projects and has been found to
improve safety, schedule, predictability, quality, and labor
productivity. Increases of 25% in labor productivity and
reductions of 10% in total Installed costs have been confirmed
for mature AWP implementations.

There is significant opportunity to apply the AWP process for

projects under $100 million. The COAA report provides
recommendations based on industry experience on how to
implement AWP on smaller projects but without compromising
the principles that result in project performance improvement.
The report was developed by experienced industry
professionals and is based on the work of the Construction
Industry Institute (CII) and COAA.

Scaling AWP first requires identifying key factors that would change the project delivery
practices. The report introduces two main factors: familiarity and complexity. If a project is new
to the company, then generally the project could be considered unfamiliar. If the project has
been done before by the same team, it can be classified as familiar, such as a series of similar
projects repeated as part of a program or portfolio. The second main factor is complexity. In
reality projects can vary greatly from extremely simple to extremely complex but for the purposes
of the report, with projects under $100M, two levels of complexity are considered: low and high.
These distinctions result in identifying four categories of projects:
Category A - Unfamiliar Low Complexity (Project)
Category B - Familiar Low Complexity (Program)
Category C - Unfamiliar High Complexity (Project)
Category D - Familiar High Complexity (Program).
To determine if a particular project is one of those four categories a project screening tool was
devised. The screening tool asks a series of questions that help identify if a project is familiar /
unfamiliar and low / high complexity.

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5.4 Screening Tool Questionnaire

Once the project category is

established, the AWP model can be
applied tailored to the needs for that
type of project. To arrange the main
areas of where practices would change,
seven key principles are summarized
and aligned with the AWP lifecycle flow
chart with stages for the project and key
activities. The principles include project
scope, project contract strategy, path of
construction, work packaging, project
resource requirements, confirming
requirements are satisfied and
monitoring/progressing construction.
For each principle general
recommendations are made on how the
AWP practices would differ depending on the project type.

As part of the AWP best practice, there are many templates and tools available. However, they
may or may not be applicable on smaller projects. COAA presents a set of templates and tools
that can be used on small projects. Example,

The report aims to help organizations implementing AWP to capture the project delivery
excellence and related performance improvements even on smaller projects.

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5.5 Scalable Implementation

In addition to a scalable project approach, there is also consideration for a scalable AWP
program approach. As elements of AWP are introduced and developed by project organizations,
different aspects of the AWP principles may be introduced in modular fashion. While the goal is
full AWP maturity and the benefits of full maturity, a progressive approach offers organizations a
plan for orderly implementation and realistic change management. Like the COAA procedure,
the program implementation levels have been defined as categories.

The company traditional project delivery system is described as Category A and is the lowest
level of AWP maturity. Category B institutes formal construction, workface planning methods and
increases maturity. Category C introduces full project team development during front-end
loading with a path of construction approach, a WBS designed to support AWP, and input from
Construction through the path of construction development and through formal constructability
reviews. Finally, a traditional full AWP implementation is reflected as Category D. This category
includes all the planning elements of Category C and also adopts the advanced use of 3D/4D
models, data integration, and integrated materials management.

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The CII AWP Center for Business Advancement (CBA) has developed tools to support scalable
implementation. These tools include the
AWP Return on Investment (ROI) Tool: The tool is a quantitative tool that all CII members can
use to develop and formalize a cost and benefit assessment. It is intended to support AWP
Champions in developing and communicating a credible business case to company
management. It will provide an estimate ROI based on CII data relating to project total installed
cost and duration.

AWP Maturity Level Benefits Tool: This tool helps identify a project's level of maturity,
investments, and benefits at its current AWP implementation level and beyond. The tool
illustrates the various levels of potential AWP implementation and the benefits of each level. The
tool can be used to evaluate the process of taking a “crawl, walk, run” approach to AWP, where
maturity increases over a series of projects. The tool also addresses required investment of
people, training, and technology.

In summary, the benefits of a scalable implementation approach include: assurance to the project
owner that there are options, assurance that projects will continue while the AWP program is
being developed, and the opportunity to inject AWP into an operation project portfolio.

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11 AWP and Modularization

11.1 Modularization Summary

Modularization can be easily incorporated into a project utilizing Advanced Work Packaging. To
do so, CWP and EWP boundaries should coincide with module boundaries. Once the boundaries
have been defined, there are two fundamental considerations to complete the incorporation of
modules into the AWP strategy. The first is to develop packages for module assembly using the
principles of CWPs and EWPs.

Module assembly packages being developed using the principles of AWP will contain CWPs and
supporting EWPs similar to those developed for work at a construction site. The CWPs for
module fabrication should not cross module boundaries, allowing each module to separately
progress engineering, material deliveries, fabrication and assembly while tracking CWP and
EWP constraints and open fabrication tasks for each module. Ensuring that modules are
contained with their own CWP facilitates construction planning by progressing fabrication and
reporting on CWP constraints by individual modules, which feeds into CWPs being developed for
field installation. While it may not be necessary to break the fabrication down into smaller IWPs
for small or simple modules, it is possible to extend the IWP philosophy to the module fabrication
process for large or complex modules. Once the modules have been broken down in this fashion,
the remaining AWP process can be directly applied to progressing and completion of engineering
and fabrication.

The second fundamental consideration to apply AWP to modular construction is the creation of
CWPs and EWPs for the field installation of the modules. These work packages should focus on
the field requirements for installation of the modules and do not necessarily need to be separated
by individual modules. A critical component of CWPs addressing module installation is to include
the fabrication CWPs as well as any related field installation CWPs as related CWPs in the
package for proper identification of constraints in the planning and scheduling process. Including
assembly CWPs in this manner identifies ties between assembly and field CWPs and ensures
the modules are scheduled from early engineering through project completion, including the
assembly and transportation time. As with the CWPs created for module fabrication, once the
project has been fundamentally planned considering these requirements, the remaining AWP
process is directly applicable for progressing and completion of engineering and construction.

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11.2 Background

Building in controlled environments makes even more sense in a world that requires close
management of the movement and interaction of workforces. Such rationale further strengthens
the case for off-site construction, beyond the existing quality and speed benefits. In fact, we
expect to see contractors gradually push fabrication off-site and manufacturers expand their
range of prefabricated subassemblies. Having said, these are the main reason why would a
company / project want to modularize?
 Reduced capital costs
 Improved labor productivity and availability
 Improved safety performance
 Maintain worker health during and post pandemic
 Higher overall quality
 Improved schedule predictability
 Sustainability

11.3 CII Implementation Resource

https://www.construction-institute.org/groups/communities-for-business-advancement/modularization

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12 AWP and Data Requirements

7.1 Executive Summary

AWP facilitates a productive and progressive engineering, procurement, and construction project
through identification, categorization, and information sharing of work process flows. By
standardizing project information sharing process and components, capital project stakeholders
are more transparent and can proactively plan and adapt to the inherent challenges of the
projects. This enhanced information sharing fosters alignment across stakeholders, reducing risk
on capital projects.

To support improvement in effective information sharing on AWP projects through

development of a comprehensive set of data requirements, CII’s AWP Community for Business
Advancement (CBA) formed the CII Working Group 19-01. Efforts of this Working Group led to
developing the AWP Data Requirements Implementation Guideline (Special Report 19-01) for
capital project stakeholders. To maximize the extent to which AWP data requirements would be
leveraged and implemented by the construction industry, the Working Group invited several
academics to join some of its members to create a project team. This project team refined,
reviewed, and published Special Report 19-01 with the intent to accomplish the following
objectives:
 Support efforts to implement the assembled AWP data requirements.
 Encourage companies to standardize information flow for work processes on capital projects.
 Serve as a critical reference as companies create contracts addressing data to support AWP.

7.2 Background
Prior to completion of the AWP Data Requirements Implementation Guideline, both CII’s body
of knowledge and the construction industry at large lacked a vetted, comprehensive set of data
requirements for AWP. With AWP being established as a CII Best Practice and projects
proceeding with AWP implementation, it became apparent that addressing the data requirements
topic through a CII AWP CBA Working Group would provide projects the opportunity to enhance
AWP information sharing and usage, facilitate AWP implementation efforts, and increase the
benefits of AWP implementation.

7.3 Excel Workbook for AWP Data Requirements

The AWP Data Requirements Implementation Guideline includes a downloadable Excel
workbook that is available in the online CII Knowledge Base.

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7.4 Sample Entries for Data Requirements

The Guideline provides “sample entries” for each field within the data requirements. In most
cases, the sample entries provide actual project data that would be appropriate for the given field. In
all cases, the sample entries reflect information – either actual project data or simulated data – which
would satisfy the specification for a particular field entry. The diversity of sample entries is intentional
to be illustrative of the variability of individual project data.

7.5 Recommendations
The essential recommendation is for stakeholders on capital projects to use the AWP Data
Requirements Guideline to facilitate standardization of information flow for work processes. More
specifically, the AWP data requirements should be adopted as a reference for contractual
requirements for data sharing among stakeholders on capital projects. Overall benefits of
implementing the data requirements are envisioned to include the following:
 Improving alignment among stakeholders
 Identifying and potentially mitigating risk
 Increasing transparency surrounding AWP data sharing through standardization
 Enabling better proactive planning for stakeholders
Personnel responsible for implementing this Guideline are encouraged to select data
requirement categories that are applicable to the particular work being performed. A project may
require the use of all or only some of the data requirements, depending on the scope of work.
Project stakeholders are encouraged to modify the recommended AWP data requirements to
match their specific project needs to promote fit-for-purpose implementation so that their
companies will efficiently experience the anticipated benefits.

DATA & TECHNOLOGY

AWP DATA REQUIREMENTS
AWP data requirements plays a very vital role for companies to standardize data flow processes on capital
intensive projects. Data requirements helps define the standards around defining acceptable values or
required units as a reference for full digital project execution and acts as an instrument around publishing
common data requirements for a successful AWP program.

Standard AWP Data Requirements

Advanced Work Packaging (AWP) has become a necessary best practice for stakeholders on capital
projects. AWP facilitates a more productive and progressive construction project through identification,
categorization, and information sharing of the work process flows. By standardizing the information-
sharing process and components, capital project stakeholders are more transparent and proactively plan
and adapt to the inherent challenges of construction projects. This information sharing fosters alignment
across stakeholders who reduce risk on a capital project. Prior to the completion of AWP Data
Requirements Specification and Implementation Guideline, a need existed within the Construction Industry

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Institute’s (CII’s) Body of Knowledge—as well as the construction industry at large—for a vetted
comprehensive set of data requirements for AWP.

The Construction Industry Institute’s AWP Joint Working Group developed a comprehensive set of AWP
data requirements for capital project stakeholders. In an attempt to maximize the extent to which these
AWP data requirements are leveraged and implemented by the construction industry, the project team—
consisting of the CII’s AWP Joint Working Group and academic faculty members at the Georgia Institute of
Technology—refined, reviewed, and published AWP Data Requirements Specification and Implementation
Guidelines.

It is anticipated that this guidelines will support efforts to implement the created AWP data requirements
and encourage companies to standardize information flow for work processes on capital projects. The
project team expects that this guideline will serve as a critical reference as companies create contracts that
include data to support AWP.

AWP DIGITAL THREADS

A digital thread is defined as an integrated information flow that connects all phases of the product
lifecycle using accepted authoritative data sources (Hedbert et al. 2016). Others have suggested the main
focus of a digital thread is the digital representation of the target or product from one phase to the next of
its lifecycle, thereby creating a digital clone of the entity (Ben Miled and French 2017). Current research in
digital threads focuses mainly on evaluating technologies to improve construction facilities such as a
round-trip method for production evaluation (Hedbert et al. 2020). Challenges in implementing digital
threads have been identified in interoperability issues and the lack of standards across an industrial sector
(Hedberg et al. 2018). Some data-driven processes such as additive manufacturing have been explored by
the automotive, aerospace, and medical industries but failed to achieve wide-spread acceptance or
integration due to the lack of a standard framework for the exchange of data related to design, modeling,
build planning, monitoring, control, and verification (Nassar and Reitzel 2013).

Traditionally, information related to a specific aspect of a construction project is likely to become

categorized in its respective sector (Irizarry et al. 2013). For example, materials requested by contractors to
fit a specified design requirement are known to a specific manufacturer and to the project-specific
managers; however, they are not necessarily made available through a database to all potential suppliers
(Behera et al. 2015). Although the concept of the digital thread is gaining traction as a digital
communication framework to streamline design, manufacturing, and operation processes in order to more
efficiently design, build, and maintain engineering products, a principled mathematical formulation
describing the manner in which digital threads can be used for critical decisions remains absent (Singh and
Wilcox 2018).

Digital Threads for Supply Chain Visibility

Supply chains have a critical impact on the overall success or failure of a capital construction project. The
functionality of construction supply chains continues to increase in complexity as construction materials
and methods become more intricate. Construction project stakeholders are encouraged to share
information across the supply chain to encourage stakeholder alignment and facilitate transparency. The
research team 344 from the Construction Industry Institute (CII) recently identified that the two top
barriers to supply chain visibility improvement are found in Information Technology (IT) systems. These

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barriers include a lack of availability of materials data in IT systems and fragmentation of IT systems.
Members of CII’s Research Team (RT) TC-03 agree with findings from RT 344 that increasing visibility of
materials information of a supply chain provides one of the greatest opportunities for the advancement of
capital projects. Increased supply chain visibility can enable the increased success of productivity and
quality. Other industrial sectors, such as manufacturing, have benefitted from increased visibility and
information sharing across supply chains.
The results provide a systematic approach to communicate and visualize Advanced Work Packaging (AWP)
‘Digital Threads’ to stakeholders across a capital project supply chain. Research deliverables from the
project include a map of digital threads associated with supply chain applications, an interactive web-
based tool for facilitating information sharing across the supply chain, and an implementation guide
tutorial video for the web-based tool. Research deliverables enable companies to increase supply chain
visibility and incorporate stakeholders into effective supply chain decision making. More generally, the
research deliverables will promote the use of AWP through increased accessibility to stakeholders. The
main deliverable from the research provides an interactive web-based platform and open-source library to
encourage and facilitate information sharing across a capital project supply chain. The open-source library
will promote the use of AWP ‘Digital Threads’ concepts and better visualize supply chain elements.

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13 AWP and Contracting Strategies

8.1 Introduction

The considerations this section presents for contracting for AWP use must be complemented
with the basic contracting principles required of any project to produce positive project outcomes.
Basic contracting principles include utilizing established, financially sound, reputable contracting
firms with financial capacity commensurate with expected contract value and compensation type.
Contractors invited to submit proposals should also have the following characteristics at a
minimum:
1. demonstrated experience executing projects of similar type and scope at the location under
consideration
2. a good safety record
3. adequate work processes, systems, and tools for the size and scale of the project under
consideration; people familiar with and knowledgeable in the use of the work processes,
systems, and tools
4. adequate capacity to staff the project with experienced, knowledgeable people in key
leadership positions.

Ideally a project’s contracting strategy is designed to best complement the project’s business
objectives and priorities and considers the capabilities/experience/financial capacity and
competency of the entire supply chain and project participants in designing and building the
desired facility, while striving to minimize or simplify interfaces between contracts and
stakeholders. Occasionally external constraints drive selection of a certain strategy or selection
basis, e.g., the government requires competitively bid lump sum contracts, or the owner has a
rigid procurement process, or the location requires the use of union/merit shop construction labor
as a few examples. Advanced Work Packaging techniques can be applied to any contract type,
regardless of scope or compensation basis.

Ease of AWP implementation and the resulting captured value varies based on number of
contractual interfaces and compensation type. A greater number of interfaces introduced
between owner, contractors, and subcontractors will drive higher complexity managing
handovers and information transfer and flow as the project progresses. Further, as the
complexity and number of suppliers and contractors increase, each will be on a different
experience curve with respect to AWP maturity as they progress on their AWP journey, and as a
result one weak link in the chain may negatively impact overall project performance.

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In general, application of AWP is easiest using a design/build (front end engineering design plus
engineer, procure, construct, or FEED+EPC) reimbursable cost contract with one contractor
employing a 3D model with AWP work packaging software overlay, centralized procurement, and
direct hire craft construction labor. This contracting mode allows the owner and contractor to
employ AWP across the entire project lifecycle and centrally control AWP and data flow, design,
engineering, procurement, construction, and startup/commissioning activities. Value is captured
through AWP by efficiently spending the owner’s money and minimizing interfaces and
handovers as the project is developed and executed. Further, since the owner has greater
control and influence over the contractor’s work plans and activities, contractors that are score
lower on the AWP maturity model and are less experienced using AWP are a good fit for this
contracting mode. Plans can be developed as part of the contract scope of work in a
collaborative, flexible manner.

Conversely, the most difficult mode to employ AWP is a contracting arrangement where one or
more contractors performs design, then a separate contractor performs detailed engineering and
some procurement of engineered equipment, with yet another contractor performing construction
management over multiple discipline specific subcontractors who may also perform procurement
of bulk materials, using competitive bidding as the selection mode, with lump sum compensation
over a long period of time. A nuclear power plant project would be an example of this type of
arrangement. Requirements must be written in the bid documents and plans are submitted as
part of a proposal/bid, evaluated, and then documented in the contract scope of work as part of
contract conformance before award.

Other variants of the above contracting modes with intermediate AWP implementation difficulty
include design bid build with direct hire or subcontracted construction approaches, using BIM
with multiple discipline/party inputs versus a centralized 3D model.

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8.2. Compensation Selection

Contract compensation types typically takes one of three forms:

 lump sum or fixed price;
 reimbursable cost; or
 unit price/time rate.

8.3 Lump sum or fixed price

The selection of a lump sum or fixed price compensation structure should take the following into
consideration financial capacity of contractors to fund the anticipated contract value and manage
associated cost and schedule risks:
 stable market conditions that enable accurate estimates of delivery times
and the costs of materials, equipment, and labor;
 adequate scope and project definition to allow contractors to accurately
estimate the cost and time to complete the work scope without including
high contingencies in their bid prices.
 adequate time in the project schedule to accommodate the bidding cycle;
 sufficient number of capable, competent, interested bidders

Lump sum compensation captures value for the owner/prime contractor through competition in
the bid process. Value is preserved through execution by minimizing changes and
avoiding/minimizing claims at the end of the job. As such, AWP maturity of the contractors must
be considered when contemplating LS compensation. Contractors with greater AWP maturity will
understand the value brought by AWP and pass that on to the owner/prime contractor in the form
of a lower initial contract price/predictable schedule. Contractors with less AWP maturity will
view AWP as a “risk” and include contingency money in the price to cover that risk, resulting in a
higher initial contract price and less schedule certainty. In the event the contractor successfully
implements AWP and realizes savings/efficiency during work execution, the contractor will
benefit (profit) versus the owner/prime contractor when using LS. Finally, LS compensation
mode provides the least amount of control/influence on AWP implementation post contract award
so owner/prime must include requirements in the contract documents around AWP
implementation, and require planning, schedule, progress measurement/milestones, and
invoicing payment revolve around AWP constructs (EWP, CWP, IWP, etc.)

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AWP compliance is driven by linkages to other project management mechanisms, such as AWP
schedule nomenclature, format, and logic, rules of credit per AWP deliverable, with ties to
invoicing/payment milestones or progress payments, versus audits which would be difficult to
enforce contractually and could result in claims/change orders if viewed to be disruptive by the
contractor

8.4 Reimbursable cost

The selection of a reimbursable cost compensation structure should take the following into
consideration:
i. willingness of the owner to accept cost and schedule risk, in exchange for
greater control and flexibility in making changes and adjustments to project
scope.
ii. lack of well-defined scope at time of bid
iii. prioritization of schedule as a key project objective, or schedule
compression; also, inadequate time to accommodate full bid cycle(s)
iv. unstable market conditions (e.g., heated market) that make
equipment/material prices and delivery times and labor availability and costs
unpredictable.
v. unwillingness of owner to expose proprietary technology to the contracting
market by supplying complete design specifications to multiple contractors
to solicit lump sum bids.

Reimbursable cost compensation affords the highest level of owner control. As a result, the
owner can actively drive/influence application of AWP and avoid excessive contingency, change
orders, or claims. Further, contractors may be used that are less experienced in AWP.
Design/build (FEED+EPC) contracts allow continuity across the entire project lifecycle and
minimizes interfaces and handovers as the project progresses. Direct hire construction mode
provides the greatest level of control of workface planning versus subcontracted construction
mode where there is an interface between the prime contractor and the subcontractors.
AWP compliance is primarily driven by collaboratively developed plans tested by audits and
stewarded corrective actions.

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8.5 Unit price/time rate

The selection of a unit price compensation structure should take the following into consideration:
 more defined scope of work is than in reimbursable cost model, but less
defined than full lump sum model
 willingness of owner/prime contractor to accept quantity and indirect cost
risks in exchange for construction contractor accepting productivity risk.
 AWP considerations when using unit price/time rate

8.6 Major AWP Contractual Requirements

Contract terms and conditions remain largely unchanged from traditional forms when employing
AWP. However, the scope of work should include the following minimum requirements:
 AWP Execution Plan (developed as part of the contractual scope of work
when using RC compensation or submitted with proposal and conformed to
agreed basis in contract when using LS compensation)
 Level 3 schedule in AWP format – EWP/CWP/IWP/SWP. IWPs may be
grouped into hammocks in L3 schedule for further definition closer to work
face planning and execution.
 Construction work areas and work packages substantially aligned with
subcontracting/construction contracting strategy.
 Digital strategy / software integration to implement.
 Progress rules of credit / schedule milestones aligned with major AWP
deliverables.
 Linkage of invoicing / payment to percent complete progress / milestones
aligned with AWP.

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14 AWP & Scaffolding

9.1 Background

Currently, Scaffolding is not considered in early construction planning, is not typically noted as a
key input to the Path of Construction, is poorly detailed in terms of early assessment of quantities
and is estimated using a factored approach based on manhours for other disciplines. On the
other hand, Scaffolding is rarely included as part of a comprehensive and coordinated strategy
for contracting on a project and is often left to each contractor to manage for themselves. This
leads to a siloed approach and very low execution efficiency.

Scaffolding on AWP projects is often only viewed as a constraint, in terms of how it will impact
the resulting Installation Work Package (IWP), rather than as a work package. It therefore is
treated purely as a requirement to be cleared before the IWP work starts.

9.2 Summary

The purpose of this effort is to define AWP best practices relating to Scaffolding and Access
Management. This document will build on the solid foundation established for AWP as a CII Best
Practice but will provide more detail and recommendations relating to Scaffolding and Access
Management, which are not currently sufficiently mature in the AWP Best Practice.
This document will give guidance to project teams and AWP practitioners on how to increase the
effectiveness of their AWP program relating to Scaffold and Access Management, as well as how
to ensure that the project realizes maximum value from their pre-planning and site execution
efforts for this discipline. This section will provide details about how the AWP framework and Best
Practice methods can be expanded to include Scaffolding and Access Management.

9.2 Current State – Non-AWP Projects

Scaffolding and access management on typical non-AWP projects is managed in a very

reactionary way:
i. A need is defined, by any one of a number of possible stakeholders, often
from different contractors.
ii. A request is made, and the timeline for that request is typically short term or
immediate, which requires the on-going presence of available manpower
and material to perform the work.

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iii. The work is performed – the scaffold is erected, modified or removed, to
meet the requirements of the single use case and request made.
This process is repeated consistently throughout the execution of the work scope.

9.3 Current State – AWP Projects

The initial (and currently typical) AWP approach to scaffolding and access management has
been to view it as a constraint:
14.1.1 Scaffold or access needs are identified on an Installation Work Package (IWP) and noted
that the requirement needs to be completed prior to the main IWP scope being performed.
14.1.2 The scaffold request is made, in much the same manner as above, with the request being
targeted to meet the requirements of the one IWP.
14.1.3 The work is performed – the scaffold is erected, modified or removed, to meet the
requirements of the IWP and to allow for the removal of the constraint.
This process is repeated for all IWPs within the scope of work. Recognizing the scaffolding need
as a constraint on the IWP will help to ensure that the IWP scope can be performed without
interruption, by removing all constraints before the IWP issued. It does not, however, address the
issue with managing the scaffold and access management scope itself. There is still no single,
coherent approach.

Courtesy: CII AWP CBA Scaffolding & Access Management Best Practices Deliverable - V1.0

9.4 Future State – AWP Projects

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Each Discipline Planner, when creating an IWP for field installation (or TWP for testing), will
assess the requirements for scaffolding and access management. The Discipline Planner’s
assessment will be limited to the following:
14.1.4 Is scaffolding or access required for this scope of work?
15 Is an existing scaffolding or access methodology already in place that can support this scope
of work.
The Discipline Planner will not be required to specify the type of scaffold or access, nor will they
stipulate the design of the scaffold. Their job is to communicate what access is needed and
when.
For any IWP where scaffolding or access is required, and does not currently exist, a scaffold
request form will be completed, and issued with the IWP. This request form shall specify the
relevant details of the work scope.

Courtesy: CII AWP CBA Scaffolding & Access Management Best Practices Deliverable - V1.0

For more info, see the links below:

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16 Updated CII Project Integration Flow Chart

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17 IWP Life Cycle Updates with Short Interval

Production
11.1 New IWP Package Definition

An Installation Work Package (IWP) is the deliverable that enables a construction work crew to
perform work in a safe, predictable, measurable, and efficient manner. The scope of work
described by an IWP is a grouping of tasks derived from a single, discipline-specific Construction
Work Package (CWP). An IWP will never cross the boundaries of a CWP. The IWP contains all
the necessary documents and descriptions required to carry out the scope of work. The IWP
describes a limited duration of constraint-free work that can be executed by a single foreman and
crew, from start to finish without interruption.

11.2 IWP Short Description

The IWP should be sized such that its duration is reasonably short where the time for completion
is achievable within approximately 1-2 weeks for the assigned construction crew. Constraint free
IWP delivery is the key for improved safety and productivity.

11.3 IWP Long Description

An IWP is the deliverable that enables a construction work crew to perform work in a safe,
predictable, measurable, and efficient manner. An IWP is scoped to be manageable and
progressable. On many projects this translates to an IWP which is about a week’s worth of work
for crew. The duration of an IWP is dependent on the scope and approach of the project. For
example, maintenance or turnaround project might have short duration IWPs, while remote
projects will have an IWP duration equal to a typical shift for a crew in camp. An IWP contains the
necessary documentation supporting workface execution. IWPs should be approved by the
responsible stakeholders, and any constraints should be mitigated before issuance to the field. A
typical IWP includes the following:
2. work package summary—inclusive of description of work, location, system or facility code,
originator, contact information, sequenced work steps, reference documents, estimate of
labor hours and quantities, cost codes, witness or hold points, and special comments
3. quantity work sheet
4. safety hazard analysis, specific to tasks in work package
5. Material Safety Data Sheet
6. drawings (engineering and vendor design)

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7. specifications (engineering and vendor design)
8. change documents (i.e., field change request, deficiency/
9. non-conformance report, and design change notice)
10. manufacturer’s installation instructions
11. model shots
12. Bill of Materials
13. required tools
14. installation test results forms
15. as-built documentation
16. inspection checklists
17. completion verification signatures.

All elements necessary to complete the scope of the IWP should be organized and delivered
before work is started. The originator should discuss the work with the responsible safety, quality,
superintendent, and craft personnel in a preparatory meeting, with special focus on anticipated
constraints.

An IWP contains all applicable and pertinent documents in support of safe and efficient
installation of a specific portion of a system by a given trade. These documents are written
specifically for the crew performing the activity. It should include a scope for the work, work
constraints, design documents, materials, quality records, construction equipment requirements,
and budget for the work.

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18 Addition of New WPs Definitions

12.1 Background

A principal focus of the research team was collecting the perspective of suppliers and broadening
that through the survey (as reported in the Chapters 3 and 4). However, the research team also
reviewed AWP and procurement/supply chain processes conducted by member contractor
companies as well as some companies external to the research team. This review went into
overall deliberations by the team. Specific findings are not reviewed in detail in this report but
rather are part of the background that helped form specific process recommendations detailed
below.
Discussions around contractor company processes principally informed an overview of desired
processes and identified some disagreement about the role of work packages in procurement.
Procurement Work Packages were not a concept developed in the original AWP documentation,
but is used by some practitioners. Whereas some practitioners seem to favor the utility of a PWP,
others see it as potentially challenging or limiting good procurement and materials management
practices. Discussion by the team lead to two definitions that the team promotes to enhance
AWP: the Supply Chain Process (SCPr) and the Procurement Work Package (PWP).

12.2 Supply Chain Process (SCPr)

Supply Chain Process (SCPr) – AWP execution requires the capability to manage sourcing,
logistics, delivery/receiving, and storing materials before installation at a level of detail that
supports mapping information and materials to EWPs, CWPs, IWPs, and SWPs. Supply chain
process capabilities must include the ability to source and track information deliverables as well
as materials that support the planned execution sequence. Systems must support the ability to
match components of Purchase Orders (POs) to multiple EWPs, CWPs, IWPs, and SWPs.
Procurement capabilities must also support work package level constraint management and
materials allocation.

12.3 Procurement Work Process (PWP)

Procurement Work Package (PWP) – The PWP is an optional construct that some firms and
projects may use as a mechanism to support the AWP execution program and the SCPr. AWP
execution does not require a PWP. If deployed, a PWP must support the capabilities described
for the SCPr. For consistency with AWP definitions of work packages, a CWP may contain one or
more PWPs; PWP boundaries align with CWP boundaries. The set of PWPs belonging to a CWP
describe all materials and related procurements that belong to the CWP. Procurements related

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solely to startup activities may be mapped against SWPs rather than CWPs.
The key concept of these definitions is that supply chain processes and associated capabilities
must support the acquisition, tracking, and assignment of materials at multiple levels, including
across work packages and across POs as well as shipping and storage. For example, an order
for pipe may aggregate several CWPs for efficiencies. Assuming good definition of priorities and
assignment of pipe to CWPs by the supplier, shipping may mix items from multiple CWPs for
logistics efficiencies. Arrivals to the site must then be broken out by CWP while still matching to
the PO for payment and associated tracking. Similarly, bulk materials must be allocated across
work packages despite single POs. (The following chapter details more common limitations with
current information systems in terms of their ability to manage materials information and support
work packaging.)
The need for a capable supply chain process that can match components with different work
packages without loss of resolution is supported by all. In some cases, practitioners employing a
Procurement Work Package found it useful as a way of consolidating materials information to
support execution of CWPs and IWPs as well as match EWPs with procurements. On the other
hand, given the need to consolidate materials needs into POs and achieve logistics efficiencies
(among other considerations), some practitioners found that a formal definition of a PWP could
be limiting as well as extra work given their current capabilities to support material allocation to
CWPs and IWPs. As such, the research team proffered the definition of the Supply Chain
Process as something necessary for all practitioners. The PWP definition was generated to
provide a common definition for the industry, but is noted as an optional construct that firms may
wish to adopt.
The distinction between SCPr and PWP is an important one for the industry as the research team
perceives there is current confusion. All firms should strive for the capabilities described in the
SCPr. Depending on their implementation approach and surrounding capabilities, firms may wish
to adopt PWPs as a tracking and management mechanism. However, owners should not require
PWPs as part of an AWP implementation - audit and contracting efforts should be directed
towards the SCPr.

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19 CII Project Timeline Details

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20 Contracting Strategies

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21 Safety Planning at EWP, CWA CWP IWP

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22 Work Packages Relationships

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23 AWP and Lean

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24. AWP RELATIONSHIPS WITH OTHER CII PRACTICES

24.1 ALIGNMENT

24.1.1 Overview
Alignment of contractors and suppliers is essential to ensure proper delivery of the equipment,
material, and services required for successful project success. The structured planning process of
Advanced Work Packaging creates alignment through the integrated planning process and maintains
alignment through weekly progress and update meetings.

24.1.2 Stage / Phase

Alignment benefits AWP in Stage 0: Pre-Implementation through Stage IV: Energization and
Commissioning.

24.1.3 Tools & Key Research Findings

24.1.3.1 Effective Project Alignment for Construction Success

Checklists in IR310-2, Effective Project Alignment for Construction Success, provides checklists,
models, and other tools that are helpful to create alignment while implementing AWP.

IR310-2 provides checklists, table of contents, deliverables lists, questionnaires, models, etc., by
each of the five areas identified in key findings. It also provides recommendations for practices for
improving project team alignment.

 Project Execution Planning

 Alignment Procedures
 Supplier Engagement
 Alignment Behaviors
 Automation

Reference: IR310-2, Page 1

https://www.construction-institute.org/securefile.aspx?filename=310_2.zip#page=1

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24.1.3.2 3-D Schematic of Organizational Alignment for a Project

The research team developed a diagram (Figure 3) that models the three dimensions of alignment
within the project environment. The first dimension, vertical, involves top-to-bottom alignment
within an organization. The second, horizontal, involves cross-organizational alignment between
functional groups within organizations. The third dimension, longitudinal, involves alignment of
objectives throughout the project life cycle. Project team members must address all three
dimensions in order to be successful. Failure to address any one of these dimensions can cause a
serious breakdown.

AWP creates alignment along the Project Life Cycle dimension in the following figure (RS113-1, p. 11)

Reference: RS113-1, Page 11

https://www.construction-institute.org/securefile.aspx?filename=113_1.pdf#page=11

24.2 BENCHMARKING AND METRICS

24.2.1 Overview

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Benchmarking is “The systematic process of measuring an organization’s performance against

recognized leaders for the purpose of determining best practices that lead to superior performance
when adapted and utilized.” www.construction-institute.org. Measuring the performance of projects
that implement AWP can provide insight into the impact and effectiveness of the AWP practice.

24.2.2 Stage / Phase

The proper use of Benchmarking & Metrics can benefit AWP in Stage I: Preliminary Planning/Design
through Stage IV: Energization & Commissioning.

24.2.3 Tools & Key Research Findings

A benchmarking program that measures both project performance and the performance of the AWP
planning system (i.e., Percent Planned Complete) will help AWP implementers quantify the impact of
AWP, and also assess the effectiveness with which AWP is being implemented on a project.

24.3 CHANGE MANAGEMENT

24.3.1 Overview

As Advanced Work Packaging is a project execution strategy, effective change management is extremely
important to make sure that plans and schedules are kept up to date with the current version of the
scope and execution plan.

24.3.2 Stage / Phase

Effective Change Management can benefit AWP in Stage I: Preliminary Planning/Design through Stage
IV: Energization & Commissioning.

24.3.3 Tools & Key Research Findings

24.3.3.1 Change management system (CMS)

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CII’s Project Change Management process, outlined in SP43-1, provides a structured method to control
changes and the impacts of changes during the execution of a project.

Reference: SP43-1, Page 47

https://www.construction-institute.org/securefile.aspx?filename=43_1.pdf#page=47

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24.4 CONSTRUCTABILITY

24.4.1 Overview

CII defines Constructability as “The optimal use of construction knowledge and experience in planning,
design, procurement, and field operations to achieve overall project objectives.” www.construction-
institute.org.

24.4.2 Stage / Phase

The effective use of Constructability can benefit AWP in Start I: Preliminary Planning/Design and Stage II:
Detailed Engineering.

24.4.3 Tools & Key Research Findings

Constructability and AWP begin with the selection of the Path of Construction. Additional
Constructability tools that can be useful include:

24.4.3.1 Constructability Implementation Roadmap

This roadmap presents the recommended comprehensive approach to implementing constructability by

identifying 20 steps within these six milestones:

1. Commit to implementing constructability – 4 steps

2. Establish corporate constructability program – 3 steps
3. Obtain constructability capabilities – 4 steps
4. Plan constructability implementation – 4 steps
5. Implement constructability – 3 steps
6. Update corporate program – 2 steps

Milestones 1 and 2 outline the Corporate Program, Milestones 3, 4, and 5 outline the Project Program,
and Milestone 6 outlines the Updating Program process. The Constructability Implementation Roadmap
also provides details for each of the 20 steps in the research.

Reference: RS34-2, Page 14

https://www.construction-institute.org/securefile.aspx?filename=34_2.pdf#page=14

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24.4.3.2 Barriers to Constructability

A “barrier” to constructability is any significant inhibitor that prevents the effective implementation of the
constructability program. Barriers exist among owners, designers, and constructors, and can be broken into four
categories: cultural barriers, procedural barriers, awareness barriers, and incentive barriers. Once barriers are
identified, they may be mitigated or overcome. Tactics recommended to remove these common barriers are
included in the research. Researchers have identified the 18 most common barriers to constructability, including
the five most common barriers shown below as an example.

 Complacency with status quo

 Reluctance to invest additional money and effort in early project stages
 Limitations of lump-sum competitive contracting
 Lack of construction experience in design organization
 Designers' perception that “we do it”
 Barrier assessment checklist tools are included as part of the Constructability Implementation Guide,
which is described later under the section on Implementation Tools.

Reference: SP34-1, Second Edition, Page 26

https://www.construction-institute.org/securefile.aspx?filename=34_1_v2.pdf#page=26

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24.5 FRONT END PLANNING (FEP)

24.5.1 Overview
Front End Planning is the work that is done prior to project sanction and the EPC phase. As such, much
of AWP occurs during Front End Planning; notably, the Path of Construction is determined, the project is
broken down into Construction Work Packages (CWPs) and Engineering Work Packages (EWPs), and
these work packages are sequenced in the project’s execution schedule.

24.5.2 Stage / Phase

Proper Front End Planning benefits AWP in Stage I: Preliminary Planning/Design.

24.5.3 Tools & Key Research Findings

5.1.1.1. Pre-Project Planning Handbook, SP39-2

The Pre-Project Planning Handbook outlines the Front-End Planning process. Fundamental project
execution strategy decisions, including whether or not to use AWP, must be made during the Concept
phase of the project.

The purpose of this handbook is to define the functions involved in pre-project planning and to provide
an outline that can be used to develop specific steps and tools for the pre-project planning of capital
projects. The Project Life Cycle Diagram divides pre-project planning into 4 stages which is a very good
primer in understanding the pre-project planning process.

Reference: SP39-2, Page 26

https://www.construction-institute.org/securefile.aspx?filename=39_2.pdf#page=1

24.6 Project Definition Rating Index (PDRI), IR113-1 v.5

Project Definition Rating Index, IR113-1 v.5 is a tool that helps the project team quantify the degree of
scope definition and execution planning that has been done during Front End Planning. The level of
completion of certain scope elements is important to AWP planning; for instance, the plot plan must be
finalized before the Path of Construction can be identified.

This resource provides a method for measuring project scope development and the PDRI is effective in
predicting project success. The PDRI tool has many uses, including:

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 A scope definition checklist

 An industry standard for rating the completeness of project scope definition
 A tool that aids in project team communication

Since its initial release in 1996, the PDRI tool has diversified into multiple versions tailored to serve a
variety of industry sectors and project sizes. To learn more, visit the CII webpage dedicated to the PDRI
Family.

In 2019, RT-361 upgraded the PDRI–Industrial to PDRI MATRS (pronounced “PDRI matters”) by
combining two major research efforts:

 RT-113, the team that introduced the Project Definition Rating Index (PDRI) in 1996
 RT-331, which proposed and demonstrated the value of the combined assessment of the
maturity and accuracy of front-end engineering design (FEED)

By combining the efforts of RT-113 and RT-331, the RT-361 research made significant improvements to
the functionality of PDRI:

1. Adding objectivity and consistency to the scoring by giving detailed descriptions and examples
for each possible definition level tailored to the 70 PDRI elements
2. Adding a new FEED accuracy dimension to evaluate contextual factors for the environment in
which FEP is being conducted

Reference: IR113-2, Page 1

https://www.construction-institute.org/securefile.aspx?filename=113_2_v5-0.zip#page=1

24.7 MATERIALS MANAGEMENT

24.7.1 Overview

Materials are the life blood of projects. If materials don’t flow smoothly from specification to fabrication to
site installation, project performance will be poor. All too often, even well planned and executed projects
face disruptions to materials flow. Indeed, late or missing materials are a common occurrence on almost
every project

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24.7.2 Stage / Phase

All Stages and Phases.

24.7.3 Tools & Key Research Findings

24.7.3.1 Global Procurement and Materials Management

IR 257-2 presents materials management functions at both the organizational and project levels. It focuses
on practices and procedures for developing and/or improving an organization's materials management
functions. It addresses the increased integration of the materials management process throughout the
project life cycle, and tackles the challenges associated with the extended supplier base, global sourcing, and
longer lead times. Also, it discusses specific issues relative to contracting services, and looks ahead at six
critical emerging issues: workforce constraints; projects of growing size and complexity; strategic supplier
relationships; emerging markets (global sourcing); materials, manufacturing, and fabrication quality; and
environment and sustainability

Reference: IR 257-2
https://www.construction-institute.org/resources/knowledgebase/best-practices/materials-
management/topics/rt-257/pubs/ir257-2

24.7.3.2 Concept of Digital Supply Chain Integration with AWP

Digital supply chain is centered around data centric compared to document centric process. Timely and
accurate materials flow is a critical component of capital project success. All too often, even well planned and
executed projects face disruptions to materials flow. Indeed, late or missing materials are common
occurrence on almost every project. While there are many challenges, a fundamental problem is lack of
visibility of materials status in the supply chain. Current silos of data across participants in the supply chain
impede visibility. Digital supply chain improves visibility and provides the chance to break down traditional
silos and associated behaviors that are suboptimal.

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Reference: RT 363, Report out by RT363 team Presentation, Sep 2020

https://www.construction-institute.org/groups/research-teams/363

24.7.3.3 Digital Supply Chain Flow Chart

Digital Supply Chain Flow Chart provides concrete starting points from which firms and projects can take
action. It provides detailed definitions of desired visibility across common decisions during execution.
Projects and firms are encouraged to use the visibility definitions and enablers to audit their own capabilities
and prioritize actions for improvement. To support such assessment, firms can score themselves against
averages collected by the research team. Definitions can also support contracting for desired information
and provide input into information systems for materials tracking.

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Reference: RT 363, Report out by RT363 team Presentation, Sep 2020

https://www.construction-institute.org/groups/research-teams/363

24.7.3.4 Core Material Management System Diagram

To expand adoption of AWP, there is a need for additional guidance on how to best integrate the supply
chain into existing AWP processes. Process recommendations should be clear on which core concepts must
be implemented. This will assist with the contractual and institutional specification of AWP while leaving
room for experimentation and differentiation in the marketplace.

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Reference: RT 363, Report out by RT363 team Presentation, Sep 2020

https://www.construction-institute.org/groups/research-teams/363

24.8 PLANNING FOR MODULARIZATION

24.8.1 Overview

Modularization entails the large-scale transfer of stick-build construction effort from the jobsite to
one or more local or distant fabrication shops/yards in order to exploit one or more strategic
advantages. However, the construction industry has been slow to achieve high levels of
modularization and has reached a ceiling in terms of the percentage of stick-built work hours being
exported offsite. RT-283 addressed the question of what changes or adaptations in traditional project
work processes are required to create an optimal environment for broader and more effective use of
modularization. The research effort led to the development of five distinct solution elements: 1)
business case process, 2) execution plan differences, 3) critical success factors, 4) standardization
strategy, and 5) modularization maximization enablers.

For successful modularization to occur the message is clear: Substantial owner involvement must

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occur early. Scope of research limited to industrial sector; however, research findings may apply
equally well to commercial and infrastructure project sectors.

24.8.2 Stage / Phase

Effective Modularization planning will benefit AWP in Stage I: Preliminary Planning/Design.

24.8.3 Tool & Key Research Findings

24.8.3.1 Execution Plan Differences

RT-283 identified over 100 differences for planning modularization projects. These different
planning scenarios were organized into the appropriate implementation phase with over half
applicable to the design phase. Four topics were identified pertaining to the plan differences
(RS283-1, p. 14 ):
5. Planning and cost estimating
6. Modularization scoping, layout, and plot plan
7. Basic design standards, models, and deliverables
8. Detailed design deliverables

Reference: RS283-1, Page 22

https://www.construction-institute.org/securefile.aspx?filename=283_1.pdf#page=22

24.8.3.2 Critical Success Factors

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The team identified 21 high-impact Critical Success Factors (CSFs) and found that owner responsibilities
for CSF achievement during the Assessment and Selection phases are especially significant. The industry
appears to be having difficulty achieving CSFs that pertain to the following: (RS283-1, p. 16)

 Owner’s planning resources and processes

 Timely design freeze
 Early completion recognition
 Cost savings recognition
 Contractor leadership
 Investment in studies
 Vendor involvement
 Owner delay avoidance

Reference: RS283-1, Page 16

https://www.construction-institute.org/securefile.aspx?filename=283_1.pdf#page=16

24.9 PLANNING FOR STARTUP

24.9.1 Overview
This section will provide an overview between AWP and Start-Up Planning.

24.9.2 Stage / Phase

Effective Planning for Startup will benefit AWP in Stage I: Preliminary Planning/Design and Stage II:
Detailed Engineering.

24.9.3 Tools & Key Research Findings

24.9.3.1 Concept of System Work Package (SWP) and its linkage with IWP

Commissioning and Startup (CSU) solution elements from prior research lack deep-rooted and
systematic cohesion and integration that a work-packaging focus can offer. AWP presents an
opportunity for better integrated CSU management tools. In the process, AWP itself will be further

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leveraged, by applying a commissioning end-result perspective.

Reference: RT 364, Report out by RT364 team Presentation, Sep 2020

https://www.construction-institute.org/groups/research-teams/364

24.9.3.2 SWPs at Different Levels

The vision of this research is that AWP implementation and integration can take place over the
entire facility lifecycle, including integrated commissioning/startup, Construction Work Areas
(CWAs), and Construction Work Packages (CWPs), among other elements.

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The idea stemmed from the typical limited emphasis of AWP as being construction-driven engineering,
but now we must also consider startup-driven construction and develop a clear path to and through
facility startup.

Reference: RT 364, Report out by RT364 team Presentation, Sep 2020

https://www.construction-institute.org/groups/research-teams/364

24.9.3.3 Premature Start Impact Analysis (PSIA) Tool

RT-323 developed the Premature Start Impact Analysis (PSIA) tool to help industry professionals make
informed decisions about starting construction on a major project, and to identify risks associated with
premature starts. The tool makes it easy to specify a small set of inputs and automatically generate a
detailed report based on survey data, categories, definitions, and case studies compiled and qualified by
the research team.

Ref: IR323-2, Page 17

https://www.construction-institute.org/securefile.aspx?filename=323_2.zip#page=17

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24.9.3.4 Drivers, Leading Indicators, and Impacts of Premature Starts to Construction

Reference: IR323-2, Page 8

https://www.construction-institute.org/securefile.aspx?filename=323_2.zip#page=8
24.9.3.5 Planning activities related to the Commissioning and Start-up

IR 121-2 includes 45 planning activities related to the Commissioning and Start-up phase of a
project. Almost all of these planning activities must be done by the end of Stage II: Detailed
Engineering. The completion of these activities at the proper time will greatly benefit the timely
planning of AWP System Work Packages

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Reference: IR121-2, Planning for Start-up, Page 19

https://www.construction-institute.org/securefile?filename=121_2.pdf#page=19

24.10 PRODUCTIVITY PRACTICES

24.10.1 Overview
This section will provide an overview between AWP and other practices that improve productivity.
.

24.10.2 Stage / Phase

Productivity practices can benefit AWP implementation in Stage III: Construction Execution, Testing, &
Completions.

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24.10.3 Tools & Key Research Findings

CII has conducted a number of productivity improvement studies in its history. Some of the key studies
that can be related to AWP are described here.

24.10.3.1 Strategy for improving craft performance

RT-252’s strategy for improving craft performance focused on the following:

 Increasing the time spent by craft workers on direct work

 Reducing the number of work hours required to complete one unit of work
 Reducing the amount of rework on projects

24.10.3.2 Productivity Improvement Handbook

The Productivity Handbook is a comprehensive compendium of construction productivity knowledge
that utilizes research findings from 159 research efforts. This handbook draws from both CII and non-CII
efforts that address productivity measures; factors (e.g., weather and overtime) that affect productivity;
techniques to reduce construction rework; workforce development strategies; and field analyses
techniques. The handbook is organized into ten chapters, each with a list of references related to the
chapter material, plus an index. Following this introductory chapter, Chapter 2 describes the multiple
methods used to measure construction productivity. Chapter 3 summarizes the myriad factors that are
known to have adverse effects on construction productivity. Chapter 4 describes the Best Productivity
Practice Implementation Index that was developed by the Construction Industry Institute, as a roadmap
to improve a project’s productivity. Chapter 5 describes the influence on productivity of a variety of
technologies. Chapter 6 summarizes the issues surrounding construction rework. Chapter 7 examines
the influence that craft professionals have on labor productivity. Chapter 8 identifies three approaches
and seven analysis techniques that can be used to obtain information that can identify barriers to
productivity and improve productivity. Chapter 9 examines the role of Lean Construction in improving
productivity. Finally, Chapter 10 provides a forward-looking perspective on the need for standard
productivity measures in the construction industry. In addition to topical entries, the index includes
authors and researchers whose works are cited in the handbook or whose works may serve as
supplemental references.

Reference: IR 252-2d
https://www.construction-institute.org/securefile.aspx?filename=252_2d.pdf

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24.10.3.3 Activity Analysis

Activity Analysis is a continuous process for improving the amount of time that craft workers spend in
actual construction. This measured time is referred to as tool time, wrench time, or direct work time.

Activity analysis consists of two parts: a work measurement component, and a productivity
improvement program. There are several work measurement tools in the construction industry
including foreman/supervisor delay surveys, five minute ratings, craft worker surveys, and activity
analysis. Each has its merits and drawbacks which are discussed here. After all work measurement
techniques are introduced, an introduction of activity analysis as a productivity improvement program
will be presented including potential benefits for contractors and owners.

Reference: IR 252-2a
https://www.construction-institute.org/securefile.aspx?filename=252_2a.pdf

24.10.3.4 Best Productivity Practices Implementation Index (BPPII)

The Best Productivity Practices Implementation Index (BPPII) – Industrial Projects is a tool designed to
assist project managers or superintendents in planning jobsite activities for making construction sites
more productive. The philosophy of BPPII is that one can only improve what can be measured. BPPII –
Industrial Projects measures the planning and implementation level of practices that have the potential
to improve construction labor productivity. These practices differ from the CII Best Practices since the
focus of BPPII is on productivity improvement. BPPII enables managers to identify practices with low
implementation levels on their projects. It helps the managers carry out practices that, as noted above,
positively affect the productivity. BPPII should be used at the beginning of the execution phase, helping
project managers identify practices to be implemented at the construction site. However, it can also be
used at the end of the detailed scope phase to help prepare the project execution plan.

Reference: IR 252-2c
https://www.construction-institute.org/securefile.aspx?filename=252_2c.pdf

24.10.3.5 RRP Model for continuous improvement loop for Construction Productivity

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A company Rework Reduction Program (RRP) is a long-term program that takes into account and is
intended to have an impact on all ongoing projects within the company by implementing specific
remediation tasks to reduce rework in construction performance.

The purpose of the RRP model is to track construction rework, to decrease the occurrence of rework and
its adverse impact on project performance, and to improve productivity. The model specifies the
following functions.

 Identify construction field rework.

 Determine and classify the root causes of rework.
 Document rework events and deliver rework lessons to relevant groups.
 Quantify the impact of rework on project performance.
 Develop a corrective action plan to eliminate the cause(s) of rework.
 Plan an updated improvement scenario for changes to the project management system.
 Implement the corrective action plan.
 Verify the effectiveness of the plan in terms of eliminating the causes of rework.

The model Rework Reduction Program (RRP) includes the following processes:

1. Rework tracking and cause classification – detecting and identifying the rework that occurs in the
defined work scope and identifying the causes of the rework.

2. Impact evaluation and trend analysis – compiling data and quantifying the impact of the rework on
project performance in terms of cost, schedule, and quality; identifying trends in the impact over
time as well as the causes.

3. Corrective action planning – developing options and actions that will bring about changes in the
project management system, with the goal of reducing construction rework.

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4. Intervention and integration with the project management system – integrating the input, output,
and functions of the model RRP into the project monitoring and control process; using the
information system as the platform for the integration.

Reference: RS252-2b, Page 5

https://www.construction-institute.org/securefile?filename=252_2b.pdf#page=5

24.10.3.6 Causes and Warning Signs of Out-of-sequence Work (OOS)

It is well-known that out-of-sequence work causes a number of problems for a construction project,
including lower productivity, increased rework, schedule delays, and increased costs.

RT-334 established the likelihood of occurrence and relative impact of these 88 causes of OOS work and
used this information to calculate corresponding risk ratings for each cause. These risk ratings were then
used to categorize the causes into six risk tiers, with risk-tier 1 being the most risky and risk-tier 6 being
least risky. Following are the first two risk-tiers, including the top 10 causes of OOS work:

Risk-tier 1: Category:
1. Late design deliverables Engineering
2. Changes in design Engineering
3. Expedited schedule to meet owner’s requirements Execution

Risk-tier 2: Category:
4. Schedule pressure Execution
5. Late vendor information Engineering
6. Late delivery from vendors Materials management
7. Unrealistic activities duration Planning
8. Poor communication between project parties Project team
9. Late scope changes requiring different equipment/processes Change management
10. Low clarity of scope Planning

In addition, statistical tests were performed to reveal the statistically significant different perspectives
that owners and contractors have regarding the causes of OOS work. At a 5% statistical significance
level, it was shown that owners rated the likelihood of occurrent of two causes higher than contractors,
and that contractors rated the relative impact of the 10 causes higher than did owners.

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Also, the strength of correlation between the 56 identified warning signs and the occurrence of OOS
work was determined through the expert-based study and used to rank the warning signs from most
accurate to least accurate in anticipating that OOS is about to happen. Following are the top five
warning signs of OOS work:

Top Five Warning Signs of OOS: Category:

1. Late start of pre-commissioning activities Commissioning
2. Low wages relative to close by projects Resource management
3. Growing percentage of critical activities in schedule Execution
4. Inadequate quality management personnel on site Quality management
5. Late purchase orders Materials management

All reported findings regarding OOS work causes and warning signs were validated by the 42 projects the
team tracked through the project-based study. Furthermore, the project-based study demonstrated that
the projects that experience significant OOS work differ from the projects that succeed in minimizing
OOS work in five team-related factors, four planning-related factors, two project-related factors, and six
execution-related factors.

Reference: SP334-1, Page 1

https://www.construction-institute.org/securefile.aspx?filename=334_1.zip#page=1

24.11 QUALITY MANAGEMENT

24.11.1 Overview

Defects in engineering/design deliverables negatively affect project performance in terms of cost,

schedule, and safety, by causing rework in the design and/or construction phases. RT-320 offers capital
project teams key guidance on assessing both the design quality and the design completeness of the
most problematic engineering/design deliverables. This impacts AWP planning because the EWPs must
be correct in order for correct IWPs to be constructed.

24.11.2 Stage / Phase

Design Quality Management benefits AWP in Stage I: Preliminary Planning/Design through Stage II:
Detailed Engineering.

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24.11.3 Tools & Key Research Findings

24.11.3.1 Defects Analysis Table

RT-320 identified 349 causal factors associated with the 73 significant defects by utilizing a “5-Whys”
approach. The table summarizes the defect type, impact type, and causal factors of each significant
defect. The portion of the Defects Analysis Table related to FEED Validation is shown for reference.

Reference: IR330-2, Page 43

https://www.construction-institute.org/securefile.aspx?filename=320_2.zip#page=43

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24.12 TEAM BUILDING

24.12.1 Overview

Team Building is a project-focused process that builds and develops shared goals, interdependence,
trust and commitment, and accountability among team members and that seeks to improve team
members’ problem-solving skills. An effective team building process can bring significant, not simply
marginal, improvements in AWP implementation and results. Use of team building represents a “step
change” in the way projects are managed and in the ultimate project performance

24.12.2 Stage / Phase

All Stages and Phases.

24.12.3 Tools & Key Research Findings

24.12.3.1 RS37-1 - Team Building: Improving Project Performance

Introduces a short term, project-focused process, involving the project owner, designer, and contractor,
that resolves differences, removes roadblocks, and builds and develops trust and commitment.

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APPENDIX A – CONSTRUCTION WORK PACKAGE TEMPLATE

CONSTRUCTION WORK PACKAGE TEMPLATE

This template should be used as a basis for creation of and reference for all information applicable to a CWP.
The template is designed to accommodate varying amounts of information detail or formatting. CWP
information formats range from basic narrative text to itemized lists in point form and, further, to references
or embedded diagrams. Organizations should develop and share consistent practices regarding detail and style,
to meet the requirements of clients, contracting parties, or other stakeholders. The CWP template includes 21
sections. These sections are organized to reflect the most commonly accessed information in sequence, and
they provide contact information at the end for quickreference.

By definition, a CWP establishes a logical and manageable division of work within the construction scope. (See
Volume I of implementation resource IR-272-2.) CWPs are aligned with the project execution plan (which
includes the construction plan) and the WBS. The division of work is defined such that CWPs do not overlap
within a discipline. CWPs are to be measurable and in alignment with project controls. They are the basis for
the development of detailed IWPs and can contain more than one EWP. A CWP is typically aligned with a bid
package. A typical CWP includes the following:

• safety requirements

• at least one EWP

• schedule requirements

• budget (labor hours/cost/planned productivity)

• environmental requirements

• quality requirements

• special resource requirements (such as special tools or equipment).

A CWP may be divided by area, system, or as otherwise determined by the project (construction) execution plan.
In general, it is recommended that CWPs be developed per discipline within a construction work area. A large

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project will likely contain multiple CWPs. CWPs can be the basis of contractual scopes of work, and are typically
aligned with a bid package; a contractual scope may contain more than one CWP.

CWPs are developed over time, from contract through construction execution. Complete specifications of CWPs
grow over time to include planned productivity factors/install rates, detailed cost reports, and other
considerations. Per the recommended AWP execution model, early boundary definition of CWPs and EWPs is an
important activity in project definition. As such, it will not be possible to complete the template for each CWP
(and EWP) early in the project; it is recommended that the project team use the template in the early stages of
CWP definition as a guide.

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SAMPLE TEMPLATES

Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

Table of Contents
Item Type of Document Included
1. Scope of Work Description Yes / No / NA
2. Terminal Points Yes / No / NA
3. Craft Manpower Yes / No / NA
4. Scope and Quantity of Equipment and Material Supply Yes / No / NA
5. Drawing/Engineering Deliverables List Yes / No / NA
6. Safety / High Risk Tasks Yes / No / NA
7. Quality / Special QA Points Yes / No / NA
8. Site Services Subcontracts Yes / No / NA
9. Construction Permits Yes / No / NA
10. Vendor Support Yes / No / NA
11. Critical Lifts/Crane Schedule Yes / No / NA
12. Scaffolding Yes / No / NA
13. Special Equipment, Tools, and Consumables Yes / No / NA
14. Waste Management Yes / No / NA
15. Workface Planning Yes / No / NA
16. Project Controls Yes / No / NA
17. Turnover Documents Yes / No / NA
18. 3D Model Shots of CWP Yes / No / NA
19. Submittals Yes / No / NA
20. Exclusions / Remarks Yes / No / NA

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

CWP Approval and Revision Control

Rev Date Originator Checker Approver Rev. Description

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

1. Scope of Work Description

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

2. Terminal Points

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

3. Craft Manpower
Item Craft Name Craft Job Description Hours

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

4. Scope and Quantity of Equipment and Material Supply

Item RAS Date Item Drawing Quantity Description Purchase
Responsibility

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

5. Drawing/Engineering Deliverables List

Item Drawing Number Drawing Name Rev

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

6. High Risk Tasks

Item Description Mitigation Risk Special PPE Required

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

7. Quality / Special QA Points

Item Description of Issue Special Procedure Responsible
Required

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

8. Site Services Subcontracts

Item Description of Work to Perform Contractor Name Contractor Contact

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

9. Vendor Support Required

Item Vendor Name Vendor Contact Description of Work to Perform

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

1. Equipment Required
Item Equipment Description of Work to Perform Critical Lift study
Description lift? Required?

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

2. Specialized Tools Required

Item Tool Description Description of Work to Perform JHA Required?

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Project
Client Logo Location Contractor Logo
Construction Work Package
Project Number: CWP Issue Date
CWP Number: Date picker
Discipline: Rev
CWP Title 0

3. Material List
Item RAS Date Item Drawing Quantity Description Purchase
Responsibility

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Old CWP Templates

CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - -
Description:

Rev. Rev Description Date Author Checked By: Approved by:

No Contracts Project WFP
Contractor
Construction/
Admin. Controls Manager Planning Manager

Issued for Review MM/DD/YYYY

Issued for Construction MM/DD/YYYY

Contractor Finalization MM/DD/YYYY

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - -
Description:

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Drawing

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

TABLE OF CONTENTS
Section
Section Description # of Sheets
No.
1.0 Scope of Work
2.0 CWP Reference List
3.0 Engineering Information
4.0 Craft/Workforce
5.0 Direct Field Equipment and Materials
6.0 Safety
7.0 Quality
8.0 Regulatory Approvals and Permits
9.0 Sub-contracts (Construction Contractor)
10.0 Vendor Support
11.0 Rigging Studies
12.0 Scaffolding
13.0 Special Equipment, Tools, and Consumables
14.0 Waste Management
15.0 Risk Register
16.0 Workface Planning
17.0 Project Controls
18.0 Turnover Documents
19.0 3D Model Shots of CWP
20.0 Submittals

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21.0 Contact List

CONSTRUCTION WORK PACKAGE
Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

1.0 SCOPE OF WORK

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1.1 Summary Description of the Scope of Work

A summary description of the scope of this CWP is to be provided here. Reference additional CWPs,
fabrication work plans, and/or modularization work plans that will be combined to form a construction
or fabrication contract.

1.2 Execution Strategy

Provide the strategic intent or path of construction for scopes to be executed in this CWP. Reference
integration and interface requirements and project schedule.

1.3 Execution Milestones

Identify key milestone dates for scopes of work referenced based on the Level III project schedule.

1.4 Work Included

Include any scope items that are not contained in the defined EWPs, or where the referenced
documents do not adequately convey the scope.

1.5 Work Excluded

Identify work that is specifically not identified in the defined EWPs, or where the referenced
documents do not adequately convey the limits of scope.

CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

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2.0 CWP REFERENCE LIST

2.1 CWP Reference List and Interface lists
Identify additional CWPs that must be referenced to understand scope and execution strategy.

Identify tie-in requirements document.

2.2 Owner Supplied Sub-contractors

Provide specific list of CWPs executed by owner supplied sub-contractors associated with
this CWP.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

3.0 ENGINEERING INFORMATION

3.1 Engineering Work Package List
A listing of all EWPs associated with this CWP, including EWP number, description, and revision.

3.2 Holds List

Identify hold and forecast release for documents listed but not released.

3.3 Additional Technical Information

Identify any technical information that is not included in other documentation.

3.4 Technical Document Lists

Identify and include the lists of technical documents included in this CWP.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

4.0 WORKFORCE

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4.1 Workforce Requirement

Provide an estimate of workforce requirements.

4.2 Density Calculations

Complete workplace density calculations.

4.3 Special Skills

Identify all specialty skill requirements to complete tasks and determine their impact on schedule (if
any).

CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

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5.0 MATERIALS
5.1 Bill of Materials Matrix (owner, engineer, vendor, contractor, and fabricator supplied)
List responsibilities for materials not identified in EWPs. Ensure that cross-referenced lists between tag
numbers include requisition numbers, PO numbers, and IFC drawing numbers in EWPs.

5.2 Owner-supplied equipment and materials

Must include all owner-supplied or free-issued materials and tagged items that are provided to the
contractor.

5.3 Required-at-Site Dates (change to key and long-lead)

Confirmation that material deliveries conform to Require-at-Site dates (RAS). Include RAS
versus ETA.

5.4 Total Quantities

Provide total material quantities, as applicable (e.g., ea, tonne, Y cu, ft, or dia-inch).

CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

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6.0 SAFETY
6.1 Safety
Provide high-level job hazard analysis for the identified work scopes; and rank and set priorities for
hazardous jobs present within the scope of execution of the CWP. These jobs should be the first priority
for analysis and identification of items such as the following:
• safe work plans
• special training requirements
• special PPE requirements
• special permits (e.g., for confined spaces, road closures, lift baskets, and lock-outs)
• Workplace Hazardous Materials Information System/Material Safety Data Sheet
requirements.

Note: Detailed JHAs or FLHAs will take place at the IWP level. (These are to be provided by the
contractor.)

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

7.0 QUALITY
7.1 Inspection and Test Plans
All work defined in this CWP will be executed to the requirements of owner-approved inspection and
test plans (ITP). ITPs will be developed in compliance with owner document XXX-XXX-000 Contractor
Quality Requirements Specification Standard.

7.2 Weld Procedures

No welding process will be applied to the execution of scopes defined in this CWP without an approved welding
procedure. Welding procedures will satisfy welding requirements identified in EWPs listed in Section 2.0 EWP
List.

7.3 Survey Requirements

This section should state the strategic intent for survey requirements and the survey control
plan for the scopes defined.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

8.0 REGULATORY APPROVAL AND PERMITS

8.1 Regulatory Approval Requirements
Regulatory approval requirements and compliance status must be communicated to contractors.
Review compliance requirements and include applicable special permits required for CWP
execution (e.g., building permits, potable water, and disposal).

8.2 Permit Schedule

A list of permit requirements for the defined scopes is to be provided.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

9.0 SUB-CONTRACTS (Construction Contractor)

9.1 Contractor Activities
Provide an explanation of the services to be sub-contracted, as well as the target start and completion
dates for said services and the contract formation process.

9.2 Services Provided

List the services that will be provided to the contractor by a sub-contractor and by the owner,
if they are to be different than the services contracted.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

10.0 VENDOR SUPPORT

10.1 Equipment List Vendor Requiring Support
Provide a list of applicable equipment that will require vendor assistance.

10.2 Purchase Order Schedule

Provide confirmation that a contract or purchase order is in place.

10.3 Vendor Contact Information

Prepare a list of vendor contact information, notification requirements, and anticipated
required-at-site dates.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

11.0 CRITICAL LIFTS/CRANE SCHEDULE

11.1 Lift Studies
Include applicable anticipated critical lifts for the work scope in this CWP. (These lifts should be
incorporated into the detailed FIWPs.)

11.2 Lift Schedule

Provide a lift schedule that links requirements to the Level 3 project schedule for this CWP.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

12.0 SCAFFOLDING
12.1 Scaffolding Plan
Provide the estimated scaffolding types, location, duration, and quantity requirements
(including materials and labor) for the scope of work associated with the CWP.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

13.0 SPECIAL EQUIPMENT, TOOLS, AND CONSUMABLES

13.1 Special Construction Equipment
Provide a listing of special construction equipment needed, and the availability of timelines (if it is
owner-supplied).

13.2 Special Tools and Consumables

Identify all special tools and consumable requirements necessary to perform the work (e.g., refractory dry-
out and laser alignment).

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

14.0 WASTE MANAGEMENT

14.1 Waste Management Plan
Typically the waste management strategy/plan is defined in general terms in the construction
execution plan with respect to responsibilities.

The contractor is to provide a listing here as to the types and estimated quantities of waste associated
with the CWP, along with the discarding plan. (This should be in alignment with the overall site waste
management plan.)

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

15.0 RISK REGISTER

15.1 Risk and Mitigation
Provide a listing of items from the risk register that apply to the CWP, complete with mitigation measures
and an associated status report.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

16.0 WORKFACE PLANNING

16.1 Installation Work Package List and Schedule
A detailed breakdown of the planned number of IWPs associated with the CWP is to be provided by
the contractor, along with the release plan.

The contractor should follow the implementation practices as described by CII and COAA.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

17.0 PROJECT CONTROLS

17.1 Integrated Schedule
A detailed Level 3 construction schedule showing integration with other construction disciplines and
contractors is to be provided by owner’s project controls group, along with an overall narrative of the
proposed execution strategy.

17.2 Progress and Performance Measurement

Provide a confirmation and listing of the following:
• progress measurement and performance requirements
• support mechanisms
• roll-up of material quantities and labour to the required WBS level. Add WBS

chart to outline WBS numbers within this CWP.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

18.0 TURNOVER DOCUMENTS

18.1 Turnover Document Matrix
Provide a list or matrix of the required documents for turnover that pertains to this CWP.

18.2 Turn Over Responsibility

Reference the project turnover responsibility matrix.

18.3 Templates for Turnover Binders

Reference the location of the templates required to develop the turnover binders.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

19.0 MODEL SHOTS OF CWP

19.1 Model Shots
Include here several 3D model shots of the CWP.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

20.0 SUBMITTALS
20.1 Submittals
• Contractor to submit to the owner an approved methodology statement (or equivalent) for this
CWP, two weeks prior to commencing work.
• Contractor to submit to the owner a schedule for this CWP based on IWPs, two weeks prior to
commencing work.
• Contractor to submit to the owner a resource staffing plan for this CWP, two weeks
prior to commencing work.
• Contractor to submit to the owner a detailed equipment plan (complete with pricing) for this
CWP, two weeks prior to commencing work.
• Contractor to submit to the owner an estimate of work hours (complete with pricing) for this
CWP, two weeks prior to commencing work.
• Contractor to submit to the owner a status listing of all CONTRACTOR supplied items
(complete with pricing) required for this CWP, two weeks prior to commencing work.
• Contractor to submit to the owner for approval the proposed ITP for this CWP, two weeks
prior to commencing work.
• Contractor to submit to the owner for approval a job hazard analysis for this CWP, two weeks
prior to commencing work.
• Contractor to submit to the owner for approval a rigging/lifting study for this CWP, two
weeks prior to commencing work.
• Contractor to submit to the owner the work permit(s) for this CWP, two weeks prior to
commencing work.

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CONSTRUCTION WORK PACKAGE

Project Name:
Project CWP WBS No: Company Logo
CWP Plant CWA Discipline Sequence No.

C W P - - - -
Description:

21.0 CONTACT LIST

21.1 Contact List
Provide a comprehensive list of contact information for the following:
• construction management personnel
• project personnel
• engineering personnel
• materials management
• vendors
• document owners
• area hospitals and doctors
• emergency response teams.

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APPENDIX B – ENGINEERING WORK PACKAGE TEMPLATE

ENGINERING WORK PACKAGE TEMPLATE

This template should be used as a basis for the creation of and reference for all information
applicable to an EWP. With respect to CWPs, the template is designed to accommodate varying amounts
of information detail or formatting. EWP information formats range from basic narrative text to itemized
lists in point form and, further, to references or embedded diagrams. Organizations should develop and
share consistent practices regarding detail and style, to meet the requirements of clients, contracting
parties, or other stakeholders. The EWP template includes 13 sections. These sections are organized to
reflect the most commonly accessed information in sequence, but they provide contact information at the
end for quick reference.

An EWP is an engineering and procurement deliverable that is used to create complete CWPs. The
EWP should be aligned with the construction sequence and priorities. A typical EWP for a CWP includes
the following:

• scope of work with document list

• drawings (e.g., general arrangement and equipment installation)

• installation and materials specifications

• vendor data (e.g., equipment O&M manuals)

• Bill of Materials

• lists (e.g., line lists and equipment lists)

• additional pertinent information to support (e.g., permitting studies).

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Construction representation during the planning of an EWP is critical. CWPs can contain more than
one EWP. EWP completion should be supportive of efficient engineering, but EWP deliverables should be
subordinate to the project execution plan and to the sequence and timing of CWPs.

As noted for CWPs, it is expected that EWPs will be defined over time as the engineering is completed. The
EWP template is a container for final delivery of engineering information to support construction through
CWPs and IWPs. Early definition of EWP boundaries together with CWP boundaries is critical to execution
success. It is reasonable to expect that the EWP boundaries will be area-driven and, hence, will subdivide
systems and require that EWP boundaries include connection points. As such, the engineering work
process may not be exclusively organized by EWP, and the EWP template is not the sole checklist for
engineering work deliverables. That said, the EWP template is recommended for use during EWP
definition and should be completed during engineering. The EWP template can serve as a checklist during
engineering to support complete deliverables for CWPs and, thus, IWPs.

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SAMPLE TEMPLATE

ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

Rev. Rev Description Date Author Checked By: Approved by:

No Contracts Project WFP
Contractor
Construction/
Admin. Controls Manager Planning Manager

A Issued for Review MM/DD/YYYY

B Issued for Design MM/DD/YYYY

0 Issued for Construction MM/DD/YYYY

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ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

TABLE OF CONTENTS
Section
Section Description # of Sheets
No.
1.0 Scope of Design Work
2.0 CWP Dependencies
3.0 EWP Dependencies
4.0 Procurement Dependencies
5.0 Interface Points
6.0 Construction Requirements
7.0 Turnover and Start-up Requirements
8.0 Related Procurement and Sub-contracts
9.0 Design Criteria
10.0 Engineering Deliverables
11.0 Contractor Deliverables
12.0 Submittals
13.0 Contact List

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ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

1.0 SCOPE OF WORK

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Provide a summary description of the design scope of this EWP.

1.1 Summary Description of the Scope of Work

A summary description of the scope of this EWP is to be provided here. Reference additional EWPs,
fabrication, and modularization strategy as related to scope.

1.2 Execution Strategy

Reference integration and interface requirements and project schedule. Ensure consistency with CWP,
fabrication/modularization execution strategy, and the overall path of construction.

1.3 Execution Milestones

Identify critical milestone dates for scopes of work referenced. Relate to available schedule and
procurement lead time data.

1.4 Work Included

Include any scope items that are not contained in the EWP, or note where the referenced documents do
not adequately convey the scope.

1.5 Work Excluded

Identify work that is specifically not included that is not identified in the EWP, or note where
the referenced documents do not adequately convey the limits of scope.

ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

2.0 CWP RELATIONSHIPS/RELATED DEPENDENCIES

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Identify CWPs that relate to this EWP. Identify related dependencies that affect design work. List

dependencies that affect design work. These packages should be consulted to

understand constraints.

• Include CWP predecessor/successor relationships apart from the CWP to which this EWP
belongs.
• Identify contracting strategy.

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ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

3.0 EWP DEPENDENCIES

Identify EWPs that are dependent on completion of this EWP. Identify

EWPs that this EWP is dependent on.

(Include concurrent design completion. Identify system design breakdown, as appropriate.)

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ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

4.0 PROCUREMENT DEPENDENCIES

Identify procurement activities that are dependent on completion of this EWP.

Identify procurement activities that are required to provide engineering data for completion of this
EWP.

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ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

5.0 INTERFACE POINTS

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Provide a listing and description of all interface points associated with this EWP. (Explicitly list the

physical interfaces to other design packages.)

ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

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6.0 CONSTRUCTION REQUIREMENTS

Provide a summary description of all construction requirements for this EWP.

(Provide design information necessary for construction/constructability/transport planning and

operations.)

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ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

7.0 TURNOVER AND STARTUP REQUIREMENTS

Provide a summary description of all turnover and start-up requirements for this EWP.

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ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

8.0 RELATED PROCUREMENTS AND SUB-CONTRACTS

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Identify procurements not included in procurement dependencies or required in engineering sub-

contracts, to provide complete design that is ready for installation.

ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

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9.0 DESIGN CRITERIA

Make references to design codes and project requirements. Include deviations from project standards.

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ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

10.0 ENGINEERING DELIVERABLES

Provide a list of design deliverables, including any documents to be provided by others. (Include

design documents provided by vendors and others.)

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ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

11.0 CONTRACTOR DELIVERABLES

Provide a list of design deliverables that are the responsibility of the installation contractor.

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ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

12.0 SUBMITTALS
Provide a list of required submittals for this EWP for work deliverables, including those required in
pre-work and post-work periods.

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ENGINEERING WORK PACKAGE

Project Name:
Project EWP WBS No: Company Logo
CWA CWP Discipline ID

E W P - 0 0 0 - 0 0 0 - 0 0 0
Title:

13.0 CONTACT LIST

Provide a comprehensive list of contact information for the following:
• project personnel
• engineering personnel
• document owners.

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APPENDIX C – INSTALLATION WORK PACKAGE (IWP) TEMPLATE

INSTALLATION WORK PACKAGE CHECKLISTS

Appendix C details 14 discipline-specific workface checklists that should be used to help ensure all typical
requirements and constraints are met for that specific discipline’s IWP, prior to commencement of the work.
This tool was developed by COAA and was deemed useful by RT 272 (COAA, 2007). Hence, it is included
without modification in this document. The following 14 discipline-specific checklists are covered in this
tool:

• Underground Piping

• Civil Piling

• Civil Foundations and Pile Caps

• Structural Steel

• Equipment Setting

• Piping

• Cable Tray Installation

• Electrical Junction Box Installation

• Instrument Installation

• Instrument Raceway Installation

• Electrical/Instrumentation Cable Installation

• Hydro-testing

• Tracing Installation

• Insulation Installation.

Additional checklists for other disciplines/IWP scopes can be developed as needed by the project team.

IWP checklists are meant to be reviewed and approved by the appropriate supervisory and workface

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planning personnel (i.e., planner, superintendent, HSE, quality, and foreman). This review should ensure
that all the necessary requirements and constraints for each discipline IWP have been met. The approvals
for the discipline-specific checklists should be documented at least one week prior to the commencement
of the IWP. This ensures that, if necessary, there will be adequate time to substitute another IWP that has
met all of its requirements and constraints.

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IWP CHECKLISTS BY DISCIPLINE

List of discipline-specific IWP checklists:

1. Cable tray installation
2. Civil foundations and pile caps
3. Civil piling
4. Electrical/instrument cable installation
5. Electrical junction box installation
6. Equipment setting
7. Hydrotesting
8. Instrument installation
9. Instrument raceway installation
10. Insulation installation

11. Piping

12. Structural steel

13. Tracing installation

14. Underground piping

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SAMPLE IWP CHECKLISTS

IWP CABLE TRAY INSTALLATION CHECKLIST

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IWP CIVIL FOUNDATIONS AND PILE CAPS CHECKLIST

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IWP CIVIL PILING CHECKLIST

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IWP ELECTRICAL/INSTRUMENT CABLE INSTALLATION CHECKLIST

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IWP ELECTRICAL JUNCTION BOX INSTALLATION CHECKLIST

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IWP EQUIPMENT SETTING CHECKLIST

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IWP HYDROTESTING CHECKLIST

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IWP INSTRUMENT INSTALLATION CHECKLIST

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IWP INSTRUMENT RACEWAY INSTALLATION CHECKLIST

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IWP INSULATION CHECKLIST

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IWP PIPING CHECKLISTT

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IWP STRUCTURAL STEEL ERECTION CHECKLIST

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IWP TRACING INSTALLATION CHECKLIST (STEAM/GLYCOL)

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IWP UNDERGROUND PIPING CHECKLIST

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APPENDIX D – REVISED AWP PROJECT INTEGRATION FLOWCHARTS

STAGE I – PRELIMINARY PLANNING AND DESIGN

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STAGE II – DETAILED ENGINEERING

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STAGE III – CONSTRUCTION EXECUTION, TESTING, AND COMPLETIONS

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STAGE IV – ENERGIZATION AND COMMISSIONING

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GLOSSARY OF TERMS (Acronym Glossary)

CII Construction Industry Institute

AWP Advanced Work Packaging
WFP WorkFace Planning
WBS Work Breakdown Structure
SBS System Breakdown Structure
CBA Community for Business Advancement
CBE Commercial Bid Evaluation
TBE Technical Bid Evaluation
CWA Construction Work Area
CWP Construction Work Package
IWP Installation Work Package
EWP Engineering Work Package
PWP Procurement Work Process
EPC Engineering, Procurement, and Construction
ERP Enterprise Resource Planning
ETA Estimated Time of Arrival
IFA Issue for Approval
IFC Issued for Construction
IFI Issued for Information
IFR Issued for Review
RFI Request for Information

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References
For details and resources on Advanced Work Packaging, refer to the CII AWP Overview
page:https://www.construction-institute.org/resources/advanced-work-packaging-(awp)-
overview

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Acronyms
AWP Advanced Work Packaging
BIM Building Information Modeling
CBA Community for Business Advancement CII Construction Industry Institute
CWA Construction Work Area
CWP Construction Work Package
DFL Direct Field Labor
EPC Engineering Procurement Construction
FEED Front End Engineering Design
IT Information Technology
IWP Installation Work Package
RT Research Team
SWP System Work Package
TWP Test Work Package

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AWP Body of Knowledge

Acknowledgements
10. Robin Mikaelsson – AWP University
11. Shiv Sharma – AWP University

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