Petroleum Development Oman L.L.C. - PDO Doc's/CP-206... · Effective Petroleum Development Oman LLC...

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Petroleum Development Oman L.L.C.

Document Title: Management of Change Code of Practice

Document ID CP-206

Document Type Code of Practice

Security Unrestricted

Discipline Engineering and Operations

Owner Engineering & Operations Director - UEOD

Issue Date November 2011

Revision 1.0

Petroleum Development Oman LLC

Revision: 1.0 Effective Nov-11

Page 2 CP-206 - Management of Change – CoP Printed 20/11/11

The controlled version of this CMF Document resides online in Livelink®. Printed copies are UNCONTROLLED.

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i Document Authorisation

Authorised For Issue – November 2011





ii Revision History

The following is a brief summary of the 4 most recent revisions to this document. Details of all revisions prior to these are held on file by the issuing department.

Revision No.

Date Author Scope / Remarks

1.0 Sep-11 Robin Norman UOP6 / Allan Grieve (UOP)

A Jan-10 Robin Norman UOP6 1st Draft

iii Related Business Processes

Code Business Process (EPBM 4.0)

EP.65 Execute Operations Readiness & Assurance Activities

EP.72 72 Maintain & Assure Facilities Integrity

iv Related Corporate Management Frame Work (CMF) Documents

The related CMF Documents can be retrieved from the CMF Business Control Portal.

Refer to Appendix 2

http://sww1.pdo.shell.om/dept_applications/Infrastucture/IMandT/TAXI/cmf/index.htm





Table of Contents

1 Introduction ............................................................................................................................. 7

1.1 Purpose ............................................................................................................................ 7

1.2 Objectives ......................................................................................................................... 7

1.3 Applicability ...................................................................................................................... 7

1.4 Document Implementation and Deviation ........................................................................ 7

1.5 Review and Improvement ................................................................................................ 8

2 Scope and Definitions ............................................................................................................. 9

2.1 Scope ............................................................................................................................... 9

2.2 Terms and Definitions for Change ................................................................................... 9

2.3 PDO Management of Change Procedures .................................................................... 11

2.3.1 Projects Phase ......................................................................................................... 11

2.3.2 Operations Phase .................................................................................................... 11

2.3.3 Abandonment Phase ............................................................................................... 12

2.3.4 Organisational Changes .......................................................................................... 12

3 Management of Change Process (MOC) ............................................................................. 13

3.1 Screen ............................................................................................................................ 13

3.2 Review ............................................................................................................................ 13

3.3 Approve .......................................................................................................................... 14

3.4 Implement ....................................................................................................................... 14

3.5 Close-Out ....................................................................................................................... 14

4 MOC Procedures .................................................................................................................. 15

4.1 Change Recognition ....................................................................................................... 15

4.1.1 Like-for-Like ............................................................................................................. 15

4.1.2 New for Old .............................................................................................................. 15

4.1.3 Upgrades ................................................................................................................. 15

4.1.4 Change to Design .................................................................................................... 15

4.1.5 Changes to Process Conditions .............................................................................. 15

4.1.6 Change to Material Specification ............................................................................. 15

4.1.7 Changes to Size ...................................................................................................... 15

4.1.8 Control Systems ...................................................................................................... 15

4.1.9 Instrumentation ........................................................................................................ 16

4.1.10 Changing Documents .............................................................................................. 16

4.2 Emergency Change ....................................................................................................... 16

5 Accountabilities and Responsibilities .................................................................................... 17

6 Audit and Review of MOC Process ...................................................................................... 19

6.1 HSE MS Audit ................................................................................................................ 19

6.2 Operational Excellence Internal and External Reviews ................................................. 19





6.3 Asset MOC Assurance Plan .......................................................................................... 19

7 MOC Performance Monitoring .............................................................................................. 21

7.1 MOC Key Performance Indicators ................................................................................. 21

7.2 MOC Process Indicators ................................................................................................ 21

Appendix 1 – Change Management Recognition Tables ............................................................ 22

Appendix 2 – Documents Referenced in CoP ............................................................................. 27

Appendix 3 – Abbreviations ......................................................................................................... 28





1 Introduction

Analysis of world-wide oil incidents over a three year period indicated that 50% of incidents were attributable to failures in Management of Change (MOC). 50% of those MOC failures, i.e. 25% of total, were due to weaknesses in organisational change related to HSE critical activities. The documented direct and underlying cause of many incidents, accidents and injuries in oil and gas industries is failure to properly recognise and/or manage change. This has been a frequent finding of incident investigations. The impact on safety and Asset Integrity from MOC related incidents is clear.

The indirect impact on production and ultimately economic field life is also significant.

Poor MOC played a large role in major world-wide incidents such as Flixborough Chemical Plant in the UK in 1974 and Chernobyl in USSR in 1986. Apart from impact on human life, incidents like this halted production, in some cases permanently, and cost the business dearly. The change in specification for an O-Ring on the Space Shuttle Challenger had huge repercussions on the USA Space Shuttle programme. These worldwide well known incidents are infrequent but most companies, if questioned, could cite local MOC incidents within the last 2 years that have adversely impacted their business objectives.

It will be the responsibility of each Directorate and / or Asset to appoint an MOC Focal Point who will be responsible for implementation of the MOC for that directorate and / or Asset in accordance with this Code of Practice.

1.1 Purpose

The purpose of this Code of Practice (CoP) is to define PDO’s minimum requirements for effectively managing all permanent or temporary changes to organisation, critical staff positions, equipment, plant, materials, standards or procedures and changes associated with laws and regulations of Oman associated with the activities of PDO and its Contractors.

1.2 Objectives

The objectives of the Management of Change (MOC) Process will be to ensure changes to organisational, safety and business which affect the overall operations of PDO are managed, recorded and implemented correctly, and that no changes are implemented which have not been assessed and approved.

1.3 Applicability

This Code of Practice will be applicable to all Business Elements within PDO and its approved Contractors.

1.4 Document Implementation and Deviation

Section 5 identifies the Accountabilities and Responsibilities for implementation of the requirements of the Code of Practice.

This Code of Practice is Mandatory and deviations shall not be allowed. The Specification and Procedures covered by this Code of Practice will also be mandatory but may allow deviation provided it is Registered, Risk Assessed and Authorised by the appropriate Technical Authority level.





1.5 Review and Improvement

This Code of Practice is owned by the Engineering and Operations Functional Director (UEOD) and shall be reviewed and updated on a regular basis (minimum every 3 years).

The Functional Production Manager (UOP) shall be the Custodian and is responsible for the content and upkeep of the Code of Practice. Feedback and change requests shall be addressed to the Functional Production Manager or his delegate. Approved changes shall be incorporated immediately or at the next scheduled update depending on criticality.





2 Scope and Definitions

2.1 Scope

This Code of Practice will identify standards, procedures and practices that require to be complied with to ensure the effective management of changes that come within its scope to ensure consistent management practices.

Change will not only cover the planned modification of a facility or an organisation. Physical and organisational changes can occur over time without immediate recognition.

To manage the change effectively clearly defined approval paths based on risk will be implemented.

2.2 Terms and Definitions for Change

Principle terms and definitions used in the industry for change are covered in Table 1. PDO use some, but not all, of the terms below. Terms used are indicated by the use of italics.

Table 1 – Definitions of Change

Term Definition

Change

A change is an action to alter the current state or an activity that modifies the function of any item. It may cover, but is not limited to, alterations to a procedure, standard, production process, hardware or organisation.

Management of Change

Management of Change (MOC) is the auditable process to identify, assess, mitigate and approve change related risk prior to the change taking place.

Permanent Change Permanent Change is an alteration to the current state where it is not envisaged that there will be a return to the pre-change state.

Temporary Change

Temporary Change is not intended to replace the pre-change situation beyond a specific period. Temporary change will either be restored to original status or will lead to a permanent change. Temporary change is not expected to be valid for more than 12 months but there is recognition that there may be specific operational constraints, which require the temp change to have a longer life.

Recurring Change

Recurring change is a change of a specific type and tightly defined scope, which is done repetitively over time, for which an asset may introduce recurring change procedures e.g. installation of temporary generators or air compressors.

Secondary Change

A change brought about as a direct result of the approval and authorisation of a (primary) change, e.g. the need to update the skills and competencies of staff after the introduction of new equipment, which was brought in as a (hardware) change.

Plant Change See Hardware Change





Deviation or Waiver A deviation is an approved non-compliance with requirements of a procedure, (engineering) standard or specification.

Process Change

Process Change is a change to hardware/equipment, process control or process conditions. It includes Hardware Changes, Process Control Changes and Process Condition Changes

Hardware Change

Hardware Change is a change to facilities such as processing units, utilities units, storage facilities or the site-ing of buildings that have Process Safety significance. This is referred to around the world by different names, including plant change, facility change, engineering modification. All hardware changes are actioned through the Engineering Modification Process.

Process Control Change

Process control change is a change to the configuration of a process control system. Examples include changes to alarm settings, IPF settings, controller performance parameters and loop configuration.

Process Condition Change

Process condition change is a revision to operating parameters. These parameters include changes in feedstock’s, process materials, specifications and operating window (flow rates, pressures, temperatures and levels).

Procedural Change

Procedural change is a change to Production Engineering procedures, manuals, guides and work instructions which detail the way work is executed. Changes to grammar, syntax and format are not included and do not require MOC.

Organisational Change

Organisational change is a change to organisation structure, number of positions, or allocation of roles to positions, e.g. a change, which results in the transfer of critical HSE activities from one role to another.

It can be seen from the Table above that there are many types of change that can and do occur over the lifecycle of an Operational Asset. All types of change that occur in PDO are managed by mandatory procedures that require to be complied with.





2.3 PDO Management of Change Specifications, Procedures and Guidelines

The following Tables list the mandatory Management of Change Procedures currently in force in PDO for Project, Operational and Abandonment phases and for organisation.

2.3.1 Projects Phase

Proc. No. Title Purpose

PR-1153 Field Trouble Reporting Contains the governance to manage changes proposed during the construction and installation phases of Projects. Ensures changes are screened, reviewed and authorised to maintain the Safety and Design Integrity of the plant / facility.

PR-1247 Project Change Control & Standards Variance

Contains the governance to manage project changes & standards variances to ensure the maintenance of Design Integrity.

SP-2047 Preparation & Content of Engineering Drawings

Contains control information for the management of Project Drawings.

SP-2065 Document Management for Projects

Defines the requirements for Document Management for project teams while carrying out engineering project activities.

GU-556 Guideline for Vendor Project Document Deliverables

Management of Vendor Documentation during Projects.

SP-1131 Handover and As-built Documentation

Project Engineering specification for handover deliverables and as-built documents.

2.3.2 Operations Phase


PR-1001a Facilities Change Proposal Provides the governance to manage permanent engineering and operational changes.

PR-1001c Temporary Override of Safeguarding System Procedure

Provides the governance to manage and control the application of temporary overrides on safeguarding systems to ensure integrity is not compromised.

PR-1001e Operations Procedure Temporary Variance

Provides the governance to manage deviations for mandatory procedures during operational, maintenance and shutdown activities.

PR-1528 Z6 Notification Manages changes to SAP Master Data.

PR-1344 Asset and Activity Registration

Manages Asset Register Changes Functional location hierarchy.






PR-1005 Maintenance And Inspection Activity Variance Control Procedure

Manages maintenance and inspection schedule changes.

PR-1010 Pipeline Derating Procedures

Defines processes required to derate a pipeline in a controlled and safe manner.

PR-1961 Process Leak Management Manages Leaks plus temporary repairs.

GU-379 Pipeline Emergency Repair Manual

Manages and controls Pipeline emergency repairs.

SP-2120 Specification for Change Management and Operations Variance

Specification for Change Management, Control of Overrides and Variance from Procedures.

SP-1221 Well Suspension and Abandonment

Well Engineering specification for suspension and abandonment of wells

Reference can also be made to:

SP-2061 Technical Authority (TA) System

Documents TA system and authorities.

PR-1960 Control of Portable Equipment

Manages and controls Portable Equipment.

2.3.3 Abandonment Phase


PR-1164 Fixed Asset Abandonment Procedure.

Detail actions required for the correct disposal / abandonment of Fixed Assets, and identify the parties involved in approval and authorisation process.

PR-1419 Abandonment and Restoration Procedure.

Management of abandonment and restoration processes.

2.3.4 Organisational Changes


PR-1088 Organisational and Staff Changes Process Control

Control of changes to organisation and / or staff moves affecting Engineering and Operations parented staff.

Reference can also be made to:

CP-177 Overseas Assignment CoP Proposal and selection of Omanis for short and normal duration overseas assignments.

PR-1029 Competence Assessment and Assurance

Procedure for Competence Assurance and Assessment, EDMPS, CBD and Process Safety compliance.





3 Management of Change Process (MOC)

Each Permanent Management of Change Procedure within PDO will comprise five key steps; Screen, Review, Approve, Implement, and Close.

1. SCREEN Define Proposed

Change

2. REVIEWEvaluate Proposed

Change

3. APPROVE Authorise Change

Or

REJECT

4. IMPLEMENTBuild the Change,

Document,

Communicate and

Train.

5. CLOSE-OUTClose out and archive

records.

Start Up

Change

Proposed

Change

3.1 Screen

The ‘Screen’ process will ensure the proposed change:

- justified and necessary;

- meets the criteria for being considered under the MOC process, and;

- has sufficient detail to enable the reviewers to fully understand the purpose, scope and context of the change.

IMPORTANT: MOC shall not be used as a tool to test out ideas and theories within the area and asset.

3.2 Review

The ‘Review’ process will ensure the proposed change:

- is evaluated;

- is risk assessed;

- issues involving the proposed change are identified and documented;

- correct approval level is identified.





3.3 Approve / Reject

The ‘Approve’ process will ensure the proposed change:

- is authorised for implementation at the correct level;

- endorsed if required.

Or

The ‘Reject’ process will ensure that the rejection:-

- The reasons for rejection are recorded

- the originator is informed

3.4 Implement

The ‘Implement’ process will ensure the proposed change:

- is documented;

- is registered;

- is planned;

- is communicated;

- has required training identified;

- has been reviewed for readiness before start-up.

3.5 Close-Out

The ‘Close’ process will ensure the proposed change:

- has all documentation completed;

- has suitably trained personnel;

- has been communicated effectively within the organisation.





4 MOC Procedures

4.1 Change Recognition

The need for a change can be identified by anyone in the organisation.

The proposed change must be reviewed according to the correct procedure and a decision to be made on whether MOC is required or not.

IMPORTANT NOTE: It is mandatory that HSE critical positions know how to recognise requirement and know how to initiate the MOC process.

4.1.1 Like-for-Like

A change that results in a component, item, length of pipework etc, being replaced by another that is the same is termed a ‘like-for-like’ change and does not require an MOC to be raised.

4.1.2 New for Old

Changes that require new for old being installed will not require an MOC provided they fulfil the criteria in 4.1.1. If there are any differences i.e. size, material, design then an MOC will be raised.

4.1.3 Upgrades

In line with 4.1.1 and 4.1.2 above ‘upgrades’ that meet this criterion will not require an MOC. However if the implementation of the upgrade requires changes to configurations either structural or mode of operation will require an MOC to be raised.

4.1.4 Change to Design

A change in design that improves performance, operability or layout will require an MOC to be raised.

4.1.5 Changes to Process Conditions

Changes to the process conditions i.e. elevated temperatures and pressures, re-classification from sweet to sour conditions, waxing etc, will require an MOC to be raised.

4.1.6 Change to Material Specification

Changes in material specification for systems, equipment, components etc, will require an MOC to be raised.

4.1.7 Changes to Size

Changes to size i.e. pipework diameter, cable thickness, pump or compressor capacity, valves CV etc will require an MOC to be raised.

4.1.8 Control Systems

Any changes to control systems apart from tuning and algorithms will require an MOC to be raised.





4.1.9 Instrumentation

In line with 4.1.1 and 4.1.2 above ‘instrument’ that meet this criteria will not require an MOC. All other changes will require an MOC to be raised.

4.1.10 Changing Documents

In general changes to documentation which affects the intent of the document will require an MOC to be raised.

More information on Change Recognition can be found in the Table located in Appendix 1

4.2 Emergency Change

Under exceptional circumstances “emergency change” may be required, whereby the change has to be made before the full MOC process / procedure can be followed and documented.

As stated this manner of change requires to be limited to “exceptional circumstances” where the time constraint is such that the MOC cannot be fully complied with as the Risk Assessment of not implementing the change is High (People / Asset / Environment / Reputation) i.e. severe impact to environment or asset integrity.

Identify Screen Review Approve Implement Close out Look back

Governance

Risk Assess

Basic

implementation

Asset Manager

AuthorisationEmergency Change in place

Reject

Figure 1 - Simplified Emergency MOC Process

The relevant MOC procedure will still be followed, however, it must be a timely and pragmatic approach that has a fit for purpose risk assessment, which is carried out by available on-call personnel, but not necessarily documented before the change is realised.

The process for an emergency MOC needs to be accelerated by engaging the right people, documenting conversations and decisions before the change is implemented. The official documentation of the MOC can be completed ASAP. The organisation has the accountability to handle any emergency by first securing the situation and making things safe. It should, however, not make changes to the process as a result of the emergency, whether the change is temporary or permanent, without going through the MOC process. It is important to get production back on line but it has to be done under controlled conditions.





5 Accountabilities and Responsibilities

Accountabilities and responsibilities are discharged by designated staff as defined in Table 1.

Table 1 – Accountabilities and Responsibilities

Role Accountabilities and responsibilities

Operations Manager / Project Manager / Well Engineering Manager

Implementing MOC related to safety critical activities within his asset

Appointing an MOC Process Owner.

Ensure the Asset executes the MOC assurance plan.

Verifying the effectiveness of the MOC system of the asset using a tiered approach ranging from daily monitoring to less frequent self-assessments.

Make the effectiveness of the MOC system and the MOC verification process part of each independent HSE MS audit.

Ensure that formal management of change procedures are followed to authorise modifications or deviations that may impact AI-PS.

Ensure that data, drawings and documentation critical to AI-PS are defined, available and maintained as-built.

Asset Directors

Provide resources (in terms of time, money and competent staff) needed for the implementation of the AI-PSM standards, which include the formal management of change procedures for modifications and deviations that may impact AI-PS.

MOC Process Owner

Establish and implement a functioning MOC process on behalf of OU and asset management.

Establish and maintain documented (OU wide) MOC procedures to cover permanent, temporary and emergency change (for OU MOC policy scope of application) to ensure coverage, consistency, quality.

Fulfil the role of document owner for MOC procedure Group Records Management requirement.

Agree asset MOC approval authorities (based on DCAF requirements where applicable) for Owner and Approver roles.

Establish OU wide generic MOC assurance plan requirements and collate at OU level MOC KPIs and status against MOC related audit and OE review findings.

Set competency requirements for MOC roles and the composition of MOC Decision Teams supporting the MOC process; assure individuals appointed meet the competencies required.

Develop and provide related training material to meet competence requirements.

Appoint MOC competent individuals to specified roles.

Demonstrate that staffs in HSE critical positions know how to recognise the changes covered by the HSE CF and know how to initiate the MOC process.

Subject Matter Expert (SME)

Support others in identifying whether formal MOC is required for the change, which procedure is required to be followed and how to get started.

Understand the status of MOCs for that location and expedite the MOC process when MOCs are found to be “stuck” and not progressing through the process as expected.

Maintain the location MOC register of changes.

Know the status of all live MOC Requests relating to that field location

Provide field location status reports to asset management and MOC Process Owner.

Ensure quality auditable close out of field related MOCs in the register.

MOC Decision Team

Agree the need and priority for the MOC Request and to approve the detailed implementation of the change having considered the benefit against the mitigated risk.





Role Accountabilities and responsibilities

MOC Request Owner

Accountable for checking or confirming readiness checks have been carried out and they authorise the change to 'go live'. This person(s) is normally the person accountable for the operation, maintenance, surveillance or modification of the equipment, system or process.

Reviewers These are experts in the field of the MOC Request. They should be fully

involved in the risk assessment of the requested change.





6 Audit and Review of MOC Process

The effectiveness of the MOC system within an asset shall be verified using a tiered approach ranging from daily monitoring to less frequent self assessments. The effectiveness of the MOC system and the verification process shall form part of each Independent HSE Management System audit.

Each Asset should establish an MOC assurance plan, which covers the full scope of application of system. The same assurance activities should be carried out for all types of MOC across the asset; for either Permanent or Temporary Change. The assurance plan is part of a cascading chain of actions that are shown in Figure 2.

HSSE MS Audit

External OE Review Blade 13 MOC

Internal OE Review Blade 13 MOC

OU MOC Assurance Plan

MOC KPIs

MOC Process Indicators

HSSE MS Audit

External OE Review Blade 13 MOC

Internal OE Review Blade 13 MOC

OU MOC Assurance Plan

MOC KPIs

MOC Process Indicators

Figure 2 - Assurance Plan In A Cascade of Asset Assurance Activities

For clarity: if, for example, some forms of Temporary Change are registered and monitored through Field Status Report (FSR) they are still regarded as MOC and must be included in the assurance plan activities.

HSE MS Audit and Operational Excellence (OE) Review teams should include independent reviewers/auditors i.e. MOC competent auditors/reviewers from outside the Asset being reviewed. Findings from the HSE MS Audit and against MOC related Production Engineering Minimum Requirements, which incorporate all HSE CF and AI-PSM mandatory requirements, shall be recorded in Fountain.

6.1 HSE MS Audit

Terms of Reference for HSE MS audits shall include the requirement to review the effectiveness of the MOC system and associated verification, applicable to mandatory scope of application. These audits are planned through the Shell Internal Audit planning process.

6.2 Operational Excellence Internal and External Reviews

Six yearly external and three yearly internal OE Reviews for each Asset must include the requirement to include assessment of Element 13 - Management of Change. Compliance of a Corporate MOC process and procedures will be reviewed as part of this assessment. More detailed sampling as part of the OE Review process will check compliance to the requirements of the Corporate and/or Asset’s MOC procedures.

6.3 Asset MOC Assurance Plan

The MOC Process Owner is responsible for developing and implementing the Asset MOC assurance plan. Each Asset will have its own MOC plan, which mirrors the generic Asset MOC assurance plan activities. The plan will be endorsed by the





Operations Manager, who will be the accountable body for MOC within the Asset. This Assurance Plan will include:

review of the integrity of the MOC process;

confirmation of change management procedure compliance to the MOC process steps, where required;

sample checking of compliance with procedural steps, including:

o audit trail from initiation to close out and archive;

o references to documented risk analysis outcomes;

o references to risk mitigation actions and associated verification;

o close out of Secondary Changes required as result of primary change, e.g. update of CMMS master data, updated competence requirements as result of a hardware change;

o confirmation that where requested a Post Implementation Review (PIR) has been carried out and the learning disseminated;

creation and subsequent monitoring of generic MOC KPIs for use by all Assets, which can be rolled up from facility to Asset level;

Creation and subsequent monitoring of generic MOC process indicators, which can be rolled up from facility to Asset level.





7 MOC Performance Monitoring

7.1 MOC Key Performance Indicators

KPIs reflecting the performance of the Asset MOC process and procedures must be established and should be reviewed monthly by the Operations Manager as part of the monthly Business Performance Review exercise.

The Operations Manager should use the findings from the assurance activities and the KPI results to drive compliance by demonstrating active interest in the process and making business decisions based on the indicators, e.g. prioritisation of MOC, matching resources supply to MOC demand.

MOC KPIs to be reviewed monthly include:

Temporary MOCs that will exceeded the stipulated approval duration within one month;

Temporary MOCs that have exceeded the stipulated approval duration;

Temporary MOC in place for longer than 12 months;

Number of active MOC Requests (i.e. between Concept Approval and Authorisation process steps) against risk criticality;

Number and duration (time) of active operational alarm inhibits;

Number and duration (time) of active operational trip overrides;

Number of MOC Requests awaiting close out i.e. from Authorisation to Close Out process steps;

Average number of days between Concept Approval and Close Out process steps for Process Changes;

Number of organisational changes being worked;

Number of organisational changes being worked that are following MOC.

Whilst there is no direct KPI to monitor any change derived from variations to the organisation there should be a standing item within the Asset Functional and Leadership Team meetings that 'flags' any relevant organisational changes to the MOC Process Owner, which would initiate the Organisational MOC. The same forum will act as the MOC Decision Team in the subsequent MOC process.

7.2 MOC Process Indicators

Generic MOC process indicators will be developed by the Asset MOC Process Owner and applied to the Asset. These indicators monitor the process of MOC Requests through the MOC procedures and allow Assets to identify and rectify MOC process bottlenecks. These should be reviewed weekly by the Owner of the specific change procedure, e.g. engineering modification team leader in an Asset will review the process indicators within the engineering modification process etc.

These indicators will include the number of MOC Requests:

at each stage of the MOC process;

against risk criticality – the risk of not executing the change;

at each stage of the MOC process against the individual currently working the MOC;

Stationary at specific MOC process steps for a significant period of time, which will be defined by MOC Process owner for each MOC type and scope.





Appendix 1 – Change Management Recognition Tables

Recognition Table

The recognition table details some of the common changes by type and provides information on the need for a MOC process for that change. This table cannot be comprehensive, and is intended for guidance only.

Refer also to Section 4.1 – Change Recognition

Items Covered Changes Not Requiring MOC Changes Requiring MOC

Valves Change in valve brand that still meets design specification.

Replacing packing with the same type.

Changes in Type (i.e. gate to globe).

Changes in material (i.e. CS to SS).

Changes in rating (i.e. 150# to 300#).

Changes in size.

Change in packing type.

Adding any valve (for example adding an additional valve downstream of a leaking bleeder).

Piping and Flanges

Using current materials as noted in accurate piping specifications (for example, previous spec. “A” used Garlock gaskets – updated spec. “A” uses Flexitallic.

Rerouting heat tracing (steam or electric) on a line, valve or fitting.

Lines involved with a project (covered by the project’s MOC).

Any addition or change to the P&ID.

Change in size.

Change in piping schedule.

Change in material.

Change in flange rating.

Change in type or finish of flange facing.

Adding heat tracing to a line (steam or electric).

All hot taps and stopples.

All emergency piping clamps and or leak sealing devices.

Temporary piping that is installed and used while the plant is running.

All new lines, including bleeders & vents.

Adding insulation or changing type or thickness.

Changing coating type.






Pumps and Compressors

OEM parts that meet design specs.

Modifications to foundation to upgrade to standards.

Any change in material.

Change in flange rating, size, or facing.

Change in flow or head capacity.

Change in type of seals or material used in seals.

Change in packing material

Change in impeller size.

Change in coupling style.

Change in a component (i.e. pulsation dampener, scrubber, cooler, etc).

Modifications to lubrication / Oil system.

Modifications to foundation outside of design standards.

Turbines, Reciprocating Steam Drivers and Motors

Changing the brand for a motor to an approved one.

Changes in carbon rings on turbines.

Change in materials (including dynamic internals).

Flange rating, size and facing changes in turbines and steam drivers.

Change in flow or head capacity.

Change in a turbine’s nozzle size.

Change in electrical classification.

Changes in electrical rating.

Changes in lubrication system.

Pressure Vessels

Replacing corroded heads or plates with identical material.

Replacing weld overlays on corroded surfaces with the same metallurgy.

Cleaning or replacement to restore to design specs.

Replacement with identical vessel.

Adding nozzles.

Stress relieving an existing process vessel.

Rerating for higher or lower pressures or temperatures.

Modifying internals.

Modifying pressure containing components during turnaround (for example, different metallurgy for clad or weld overlay).

Adding or modifying internal coating.






Shell & Tube Heat Exchangers

Replacing the tube bundle with an identical design.

Adding a weld overlay of like metallurgy to a corroded surface.

Cleaning or replacement to restore to like new condition.

Replacing auxiliary heater/cooler with a comparable model.

Changing baffle arrangement.

Changing TEMA classification in any way.

Changing the materials.

Changing to finned tubes.

Stress relieving an existing process vessel.


Cladding overlays on the shell.

Changing pass flow arrangement.

Addition, removal, or modification of internal refractory or external insulation.

Air Cooled Exchangers

Adjusting fan blade pitch. Changing tube materials or type.


Fired Heaters Adjusting firing rates within defined operating limits.

Changing tube metallurgy, size, thickness, or studding.

Changing tube support metallurgy or spacing.

Changing the number of tubes.

Changing the burner model or tip model.

Changing the maximum heater firing rate.

Change pass configuration.

Changing refractory type.

Chemicals Changing chemical addition rates within the defined operating limits.

Replacing chemicals with a different chemical composition or brand.

Changing the technology associated with a chemical.

Adding a new chemical to the process.

Changing a chemical injection point.

Safety Equipment

Replacing safety equipment with similar equipment with an identical function

Adding or changing fixed safety equipment (for example H2S detectors, fire monitors).






Control Systems

Tuning changes.

Algorithm changes.

Changing DCS control strategies.

Changing DCS firmware or ROM.

Changing DCS alarm points to shutdowns.

Changing PLC logic affecting operator interface.

Changing PLC firmware.

Changing shutdown systems.

New Advanced control strategies.

Relief Systems Using an approved temporary or emergency procedure to operate during PRD removal for maintenance.

Leaving a relief valve locked closed for testing.

Adding an additional relief valve.

Changes (up or down) of a relief valve setting.

Instrumentation Changing to an instrument with the same range.

Changing from a coupled to a remote mount.

Changing the range of an instrument.

Changing a multiplier.

Changing sensing element or controller type.

Changing the measurement units.

Significant transmitter model changes (for example analogue to smart).

Changing body types.

Changing the control valve capacity, characteristics, or metallurgy.

Changing the length of thermowells in critical service.

Disconnecting instrument air from a control valve to make it inoperable.

A change in the operational software that can affect plant operations, including computer control schemes.

Electrical Distribution

Replacing switchgear with an identical model.

Single line drawing changes.

Uninterruptible Power Supplies & Emergency Backup Systems

Replacing components with identical function.

Adding a permanent new load.

Building or Cabinet Purge and Pressurization Systems

Replacing components with identical models.

Change or addition to a pressurised system.






Organisational Movement of an individual in a different job position for very short period (less than shift duration). .and approved by line authority

Movement of individual, or individuals, without HSE or Production critical responsibility to a different job position.

The establishment of a new job role within a chartered team for a specific 'one off' task or function that will not be repeated.

Changes to the responsibilities or activities of an existing job role, including movement of activities from one job role to another

Movement of an individual with HSE and/or production critical responsibilities to a different job position.

Changes to the organisational structure, including the addition or reduction of the number of employees in a job position or group.

More field based HSE critical role stand-ins with no specific site knowledge than defined for specific facility.

Procedural Changing pressures, temperatures, or flow within the defined operating limits.

Using an approved temporary operating procedure (including start-up and shutdown).

Changes to procedures affecting way work executed.

Changes to manuals affecting way work executed.

Changes to standards affecting way work executed.

Changes to work instructions affecting way work executed.

Change in defined operating limits.

Test runs.

Resetting alarm limits.

Any new method of configuring the plant.

All new bypasses, including stopples.

Change in operational software.

Change in computer control schemes changing process control strategy (for example, reconfiguring control loops).

Locking closed a pressure relief device.

Change in End of Field Life or Cessation of Production dates.

Operational Alarm Inhibits.

Operational Trip Overrides.





Appendix 2 – Documents Referenced in CoP

The following PDO Documents will reference the Management of Change Process detailed in this Code of Practice.

Code of Practice

CP-177 Overseas Assignment CoP

Specifications

SP-1131 Handover and As-built Documentation

SP-1221 Well Suspension and Abandonment

SP-2047 Preparation & Content of Engineering Drawings

SP-2061 Technical Authority System

SP-2065 Document Management for Projects

SP-2120 Specification for Change Management and Operations Variance

Procedures

PR-1001a Facilities Change Proposal

PR-1001c Temporary Override of Safeguarding System Procedure

PR-1001e Operations Procedure Temporary Variance

PR-1005 Maintenance and Inspection Activity Variance Control Procedure

PR-1010 Pipeline Derating Procedures

PR-1029 Competence Assessment and Assurance

PR-1088 Organisational and Staff Changes Process Control

PR-1153 Field Trouble Reporting

PR-1164 Fixed Asset Abandonment Procedure

PR-1247 Project Change Control & Standards Variance

PR-1344 Asset and Activity Registration

PR-1419 Abandonment and Restoration Procedure

PR-1528 Z6 Notification

PR-1960 Control of Portable Equipment

PR-1961 Process Leak Management

Guidelines

GU-379 Pipeline Emergency Repair Manual

GU-556 Guideline for Vendor Project Document Deliverables

http://mus-ws-003/livelink/livelink.exe?func=ll&objAction=download&objId=4000347




























Appendix 3 – Abbreviations

AI-PS Asset Integrity – Process Safety

ASAP As Soon As Possible

CoP Code of Practice

Cv or CV Flow coefficient or flow capacity rating of valve

DCAF Discipline Controls and Assurance Framework

FSR Field Status Report

HSE Health Safety and Environment

HSE MS Health Safety and Environment – Management System

KPI Key Performance Indicator

MOC Management of Change

OE Operations Excellence

OU Operating Unit

TA Technical Authority

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