Step By Step – Commissioning & Start-Up (Part 1)

In large-scale and complex infrastructure EPCC projects, commissioning and start-up are two complex processes. This complexity will be added when like most of the cases you are forced to get involved in the construction, commissioning and operation at the same time or have to do some activities on onshore and some on offshore. First the commissioning and start-up processes should be delineated and we need to know that what the meanings of commissioning and start-up in a project are. Commissioning is the process of assuring that all systems and components of a project are designed, installed, tested, operated, and maintained according to the operational requirements of the owner or final client. Start-up encompasses sequences of activities to confirm facility alignment and readiness (inserting, pressurization, etc.) and organizational readiness (spare parts, operator training, maintenance plans, facility operating and design documentation availability) leading into introduction of process fluids and start of operation. These steps are vital to achieve satisfactory operation of any plant or facility.

Step ❶: Commissioning Leader

We do not aim to point out the structural, personality, and behavioral differences between manager and leader here, since you can look for them in management texts. We prefer to use commissioning leader instead of commissioning manager. In fact, it is important for the client to understand the need of employing and involving an experienced commissioning leader as soon as the project management team is identified. Accepting the benefits of a successful commissioning and start-up at an early stage in a project and appointing the leading people at that stage are keys to ensure those benefits are actually delivered. To ensure that plant commissioning and start-up works are in line with the project objectives, The commissioning leader provides reports to project manager about all technical activities including contractual items and supervision on engineering as well as procurement and construction. A master commissioning leader is a leadership capable person who has several years of experience as a commissioning engineer with complete understanding of the commissioning process, project logics, lifecycle and steps, the technical knowledge and experienced in project management, operation and Maintenance. The operational and maintenance experiences provide better understanding the operator’s perspective and requirements, so an employee with these types of capabilities can able to find the best solutions that stand in line with the end user. In this regard, operations and maintenance (O&M) environment also gives an understanding of what is required to plan and coordinate shutdowns and operational procedures in an operating plant. Having this understanding will be helpful for better plan of commissioning activities. Moreover, project management experience can give great view of contractual works, contractual change management processes, CBS, PMS, overall plan, projects lifecycles and working with subcontractors to execute the work. In addition, He / She should be self-motivated and highly committed to the defined roles and responsibilities. First of all, the main contract must be carefully considered. By reviewing the contract, it should be ensured that to the contractor’s duties and responsibilities, the method and standards desired by the client, the documents they want at this stage, the time and framework of the obligations, as well as the interfaces, a fully understanding has been obtained. All Contract risk related to the commissioning and start-up stages must be identified, based on COTA (Commissioning and Operation Technical Advice) format should be reported to the project manager. by start of the engineering and procurement phases, the commissioning manager actively involves in the engineering process and by his/her discipline commissioning engineers assistance, will try to minimize and reduce the risks of design and procurement problems which will have a direct impact on the commissioning and start-up process. Of course, all these cases must be registered and reported through the COTA format. Other responsibilities and duties of this essential member of project team are as follows:

• Develop, implement and manage a performance and risk management strategy to include contingency planning for commissioning and start-up services.
• Communicate in a straightforward open way to build a strong network of collaborative and coordinated relationship between involved parts of project and commissioning team to solve the challenges and interfaces more effectively.
• Is responsible for developing detailed operationally the methods of the commissioning and start-up execution strategy, integrated schedule, manpower histogram, Identifying required resources and cost. It is essential that sufficient time and resources be allocated to different stages of the commissioning and start-up.
• Cooperate with procurement to manage cross-team processes, resolve problems, prioritize material delivery to the site, and should actively involve the commissioning team in FAT and SAT tests.
• Develop, review and approve multi-discipline commissioning and start-up procedures and ensure compliance with project standards, specifications and procedures.
• Attend actively in project HAZID, HAZOP, Risk Assessment and SSP (Smooth Start-Up program) review sessions and workshops.
• Lead and manage all commissioning and start-up activities of the project, including the staff and contractors responsible for carrying out tasks at the site.
• Ensure all commissioning and start-up activities adhere to all applicable site / project safety procedures and practices.
• Ensure a safe Permit to Work and isolation system are in place and all project involved parties adhere to designated management processes
• Coordinate meetings and Present reports to Project management team members regarding status and progress of project commissioning and start-up activities on a regular basis.
• Participate in the operational readiness process to ensure the operating team is ready to receive the new assets.

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