Shell Petroleum Development COMPANY of Nigeria

Classification Status: RESTRICTED

Aug, 2019 DOCUMENT NUMBER:

GBU3A-NG01016919-GEN-AA5800-00001

GBARAN PHASE 3A- ENWHE PROJECT PACKAGE 2 (INSTALLATION OF PIPELINES AND INTERSITE
COMPOSITE CABLES)

INTERFACE MANAGEMENT PLAN

Proprietary Information: This document contains proprietary information and may not be partly or wholly
reproduced without prior written permission from Shell Petroleum Development COMPANY

Revision Date Description Originator Checker Approver

C01 16-08-19 Approved for Construction Adeoye.O Forster Aneke Sanjay. P

A01 03-06-19 Issued for SPDC Review Adeoye.O Forster Aneke Sanjay. P

R01 14-01-19 Issued for Internal Review Adeoye.O Forster Aneke Sanjay. P

GBU3A-NG01016919-GEN-AA5800-00001 Page 1 of 11 Interface Management Plan

 ADDITIONAL AGREEMENT/APPROVAL RECORD

Ref
Party Name Sign Date
Ind

Revision Philosophy
All revisions for internal review will be issued at R01, with subsequent R02, R03, etc. as
required.
All revisions issue for SPDC Review will be at A01, with subsequent A02, A03, etc. as required.
Documents approved for Construction will be issued at C01, C02, and C03 respectively.
Documents or drawings revised as “As built” will be issued as Z01, Z02 Z03 etc.
Narrative sections revised from previous approved issues are to be noted in the table
below and/or highlighted in the RH margin (using the appropriate revision status) thus:
A02 Previous revision highlighting to be removed at subsequent issues.
Drawings/diagrams revised from previous approved issues are highlighted by 'clouding' the
affected areas and by the use of a triangle containing the revision status.

Revision History

Revision No. Date of Reason for change

issue

C01 16-08-19 Approved for Construction

A01 03-06-19 Issued for SPDC Review

R01 14-01-19 Issued for Internal Review

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 TABLE OF CONTENTS

1.0 PURPOSE ………………………………...........………………………………………….......................4

2.0 PROJECT DESCRIPTION..........………………………………...………............................................4

3.0 REFERENCE DOCUMENTS………………………………………………………...............................4

4.0 DEFINITIONS……………………………………………………………………….................................5

5.0 GENERAL.........................................................…………………......………………..........................5

6.0 INTERFACE MANAGEMENT IN CONSTRUCTION ...........………………………...........................6

7.0 INTERFACE MANAGEMENT INPLEMENTATION......…………………….......................................7

8.0 GENERAL INTERFACE MANAGEMENT SYSTEM ……………………………................................8

9.0 ROLES & RESPONSIBILITIES FOR IMS..................................………………................................8

10.0 ELEMENT OF IMS......................................................................………………................................8

11.0 INTERFACE IDENTIFICATION ..................................................………………................................9

12.0 INTERFACE DOCUMENTATION ..................................................……………….............................9

13.0 INTERFACE ISSUING ...................................................................……………….............................9

14.0 INTERFACE COMUNICATION .....................................................……………….............................10

15.0 INTERFACE CLOSING...................................................................………………............................10

16.0 INTERFACE REQUEST FORM.......................................................………………............................11

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1.0 PURPOSE

The purposes of this document is to Identification of dependencies and interfaces, Scheduling of

interdependent activities to avoid standby and downtime issues, Procurement (Commonality) issues,
Document and data exchange, format, protocol and review duration, Planning and participation in design
reviews, Planning of concurrent construction activities and work permit system and Final documentation for
this Project “Gbaran Phase 3A- Enwhe Project Package 2 (Installation of Pipelines and Intersite Composite
Cables)”.

2.0 PROJECT DESCRIPTION

The Enwhe field is located in the south western corner of SPDC license OML-22 Extending into OML-23
to the east and is located about 35km to the east of Gbaran CPF. The field is part of the Gbaran Ubie Node
which is a multi-field oil and gas asset.
The Enwhe field development project is part of Gbaran Phase 3 developments in continuation of the
planned phased development of the Gbaran Node to supply gas and grow oil production. There will be two
well locations, namely Enwhe East and Enwhe West with three NAG wells per location with 6” flowlines.
The three NAG wells in the East will be hooked up to a manifold in the East location and then bulked to the
Enwhe West NAG manifold via a 12” Carbon Steel circa 5.5km.
The three NAG wells in the West location will be hooked up to the Enwhe West NAG manifold which will
be installed near the Enwhe West cluster well location. The combined flow from the six wells will be bulk
flowed via a 36 km long, 12-inch bulkline to the Gbaran CPF. The Bulkline would tie to the Koroama II Slug
catcher inlet header with a flexibility to also produce to the EPU Slug catcher.

3.0 REFERENCE DOCUMENTS

• GBU3A-NG01016919-GEN-QA5798-00001- Project Quality Plan

• GBU3A-NG01016919-GEN-QA5760-00001- Project Execution Plan
• DEP 31.40.00.10-Gen Pipeline Engineering
• DEP 30.10.02.31-Gen. Metallic Materials Prevention of Brittle Fracture in New Assets
• DEP 30.10.60.18-Gen Welding of Metals
• DEP 61.40.20.30-Gen Welding of pipelines and related Facilities
• DEP 30.10.73.31-Gen Design of Cathodic protection system for onshore Buried Pipelines
• DEP 34.11.00.11-Gen Site preparation and earthworks.
• DEP 33.64.10.10-Gen Electrical Engineering Design

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4.0 DEFINITIONS

• SPDC Shell Petroleum Development Company of Nigeria

• MORPOL Morpol Engineering Services Ltd
• PQP Project Quality Plan
• CSP Commissioning and Start Up
• DEPs Design Engineering Practice Engineering
• IS Information Specification
• EIA Environmental Impact Assessment
• FAT Factory Acceptance Test
• FEED Front End Engineering Design
• FTO Freedom to Operate
• HAZID Hazard Identification
• HOZOP Hazard and Operability
• HSE Health Safety and Environment
• MTO Material Take Off
• ORA Operation Readiness & Assurance
• QMS Quality Management System
• RSU Ready for Start Up
• ROW Right of Way
• IM Interface Management
• IMS Interface Management System
• WBS Work breakdown structure

5.0 GENERAL

The importance of industrial facilities to our economic prosperity and quality of life is a well-accepted fact.
These facilities are becoming more complex and larger in scale due to advances in technology and
operations. Furthermore, project processes are increasingly being delivered remotely, involving
collaboration of several mega contractors linked via the internet. “Therefore, effective planning, designing,
constructing, operating and maintaining these facilities requires good management and sound
technological foundation” In response to this change, electronic product and process management systems
(EPPMS) have emerged to facilitate execution of mega projects by linking project stakeholders over a range
of distances via the internet and system servers, formalizing and automating work processes, and
automating the document management system. An important aspect of EPPMS is ability to manage the
interfaces between stakeholders, project phases, and construction elements. Interface Management (IM),
as an effective method in recognizing and communicating interfaces between project parties and
construction components, is an essential tool in successful execution.

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Industry leaders in mega construction projects believe that IM will improve alignment between parties and
reduce project issues and conflicts. Through effective IM, project parties not only get a better understanding
of the objectives, but also gain better insight into their responsibilities in achieving those goals. Although
the importance of IM is becoming more widely accepted in today’s construction, owners still debate on how
to implement IM. Therefore, the main purpose of this study is to develop a systematic approach for IM in
construction projects, which leads to delivering the project within specified cost and time constraints.

6.0 INTERFACE MANAGEMENT IN CONSTRUCTION

The Pipeline construction — poorly controlled pipeline environment, complexity of construction, temporary
multi-organization, and subcontracting and interdisciplinary nature — increase the number and types of
interfaces in a project, and cause various interface issues”. Interface management is claimed to be “an
effective tool in proactive avoidance or mitigation of any project issues, including design conflicts,
installation clashes, new technology application, regulatory challenges, and contract claims, and would
enhance the successful delivery of construction projects”. Interfaces are defined as the contact point
between relatively autonomous organizations which are interdependent and interacting to achieve some
larger system objectives”. In general, interfaces are considered either internal (within a single contract or
scope of work) or external (between contracts or scopes of work). However, there is a significant amount
of interactions between each party directly involved in the project and the other independent entities
outside of the project, including government, local infrastructure systems, local and international
organizations. To address all types of interfaces, the project interfaces are analyzed at three levels:

•Inter-Project Interface: Interfaces between different parties directly involved in project planning and
execution.
•Intra-project Interface: Interfaces within the organization of each independent party, involved in a
project.
•Extra-project Interface: Interfaces between the project parties and other parties/organizations which are
not directly involved in project execution. (e.g. permits from government or environmental organizations.)

Interfaces are further classified into different categories to serve specific purposes. These categories are
included but not limited to physical, contractual, organizational, functional, resources, and social
interfaces.
Interface Management: - is considered as the process of managing communications, responsibilities and
coordination of project parties, phases, or physical entities which are interdependent. IM is an ongoing
process and should be considered dynamic throughout the life of project with the goal of maintaining the
balance between scope, time, cost, quality, and resources. The reason is that as a system grows, its
interfaces change; new relationships are established and new interfaces are generated.
In construction, IM is applied in different areas to improve the project performance by increasing alignment

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between project parties. Examples of IM applications in construction are creating effective and timely
communication between Phase-1 contractor, improving project safety and reducing the effect of hazardous
processes, defining the human dynamics and communication strategies in agile project management, and
establishing error-free communication between Phase-1 contractor and SPDC and intra departments of
MJZA. A generic approach is introduced here for IM, which includes four steps:

• Interface Finding and Identifying: Checking for new or existing interfaces.

• Interface Communicating: Requesting, responding and tracing the needed information/tasks
between inter-related parties.
• Interface Recording: Recording of information about the interface.
• Interface Closing: Closing action when the interface is reconfirmed without further identification
or tracing.
The main issue with the current models proposed for IM is that they do not address the interfaces of the
whole project; instead, they are mainly focused on managing the interfaces between a couple of internal
departments of a project. An Interface Management System (IMS) is proposed as a systematic framework
for managing different levels of project interfaces, with the purpose of increasing alignment between
stakeholders and facilitating communication through formalized workflow processes. The scope of
proposed IMS is on the mega projects, because of the numerous stakeholders and the complexity of
interactions. However, the IMS is applicable to different project types and sizes.

7.0 INTERFACE MANAGEMENT IMPLEMENTATION

Several studies emphasized that implementing IM at the early stages of the project will result in higher
performance in terms of scope, time, and schedule. However, not all of the conventionally executed, early
IM implementation practices were successful. Several studies show the factors resulting in IM failure during
planning and execution phases.
The reasons for IM failure could be because of two factors: Know-how and environmental.
Know-how factors are the result of management, experience and coordination problems. Management
problems such as lack of communication, alignment and coordination between parties, inefficient decision
making, mismanagement of responsibilities and poor definition of project scopes and interfaces introduce
inefficiencies in IM models. Furthermore, non-acquaintance of stakeholders with the scope and definition
results in inaccurate budget, schedule, inappropriate selection of technologies, and constant changes to
the project processes. Environmental factors are imposed on a party by other project parties or external
parties, and they include contract obligations, acts-of-god, and regulations. Incomplete contracts, unclear
details in drawings, and constant changes to the design documents result in interface issues between
stakeholders. Moreover, weather conditions, geological problems and unexpected changes in the materials
supply cause delays to the interfaces. Finally, delays are imposed on successful execution of interfaces by
the unfamiliarity of the related parties with local rules, including local laws or regulations as well as the local
government audit system.

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8.0 GENERALIZED INTERFACE MANAGEMENT SYSTEM

IMS is defined as a systematic approach to effectively identify and handle interfaces (especially critical
ones) through the whole project lifecycle, with the objective of facilitating the alignment process between
stakeholders by defining the interface characteristics, responsibilities of involved parties, and the need time
of deliverables. IMS framework will be executed through five main steps:

•Step 1- Interface Identification: This step includes identifying as many interfaces as possible in the project.
•Step 2- Interface Documentation: Interface information is defined in this step. This information includes the
interface characteristics, involved parties, deadlines, needed documents, etc. It should be mentioned that
this step is an ongoing process during the whole IMS.
•Step 3- Interface Transferring/Package issuing: When the contract has been awarded, all the identified
interfaces and their documented information are being transferred to the appropriate parties.
•Step 4- Interface Communication: During this step, parties will start communicating with each other through
issuance of Interface Agreements, to effectively manage the interfaces. This step will be executed under
the jurisdiction of the Interface Manager and involve all interfacing parties.
Step 5- Interface Closing: The interface is considered closed if all involved parties agree on the efficiency,
accuracy and completion of communicated information/tasks and deliverables.

9.0 ROLES AND RESPONSIBILITIES FOR IMS

In order to effectively manage interface points, an Interface coordinator is assigned in the organization of
each contracting party. The Interface coordinator is generally a high-level manager or his/her delegate.
The Interface coordinator is responsible to formally initiate the IMS process, including working with his/her
team to identify and generate Interface Points, interface agreements, work with other parties to ensure
timely responses to requests, assign tasks to team members and to monitor the status of all interfaces
thru to closure.
In fact, Interface coordinator are the contact bridge between the other team members of contracting
parties, involved in every interface point. All interface communication goes through the interface
coordinator of interfacing parties. In addition to the Interface coordinator at each contracting party’s
organization, the owner will assign Interface Coordinator(s) to various interface points, based on the
area/functionality/discipline and with regard to the complexity and number of interface points of each
contract package.

10.0 ELEMENTS OF IMS

Several interfaces are created in a construction project because of its complexity and the needs of various
stakeholders. Since the interfacing parties may need several pieces of information, or tasks to efficaciously
handle the interface point, in every interface point, numerous interface agreements are generated. An
interface agreement is a two-sided arrangement between interfacing parties. The interface agreement will
document the deliverables required by one party of another party, in order to effectively handle the
interface. As a result, each contract package consists of interface agreements, coupling with several

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interface points.

11.0 INTERFACE IDENTIFICATION

To identify the interfaces, it is necessary to introduce the definition of an interface. For the scope of this
model, interfaces are considered as physical or virtual points. Therefore, an interface point is a meeting
point (physical or virtual) between stakeholders, systems, organizations, equipment, construction
components and people. These interface points could be created because of contractual obligation, actual
connection of two objects, or regulations. In this model, the inter-project interfaces will be analyzed. The
three levels of interfaces are Inter project, intra project, and extra project interface points.
Project interfaces are identified through the whole project life cycle. In fact, interface identification is an
ongoing process; however, the early identification of interfaces will lead to better understanding of potential
project risks and promoting project success. Interfaces are typically identified by a group of experts of the
project, using the design documents, work breakdown structure (WBS), contract documents, project
specification, etc.

12.0 INTERFACE DOCUMENTATION

Once the interface points are identified and approved by the responsible party, the information related to
each interface point must be defined. This information includes the level of interface point (inter-project,
intra-project and extra-project), its related discipline/area/department and the interconnecting parties. The
responsibilities of the interconnecting parties involved in interface point execution are identified using a
matrix.
The description of roles for the interface execution is as follows:
Responsible: The party responsible for the interface overall performance, and approves the accuracy of
interface point characteristics.
•Accountable: The party, who generates the interface agreement, has the legitimate authority to approve
the adequacy of the work and make the final decision to close the agreement.
•Supportive: The party who gives support to facilitate the process accomplishment (e.g. the party who may
have to grant the other parties access to the site).
•Consulted: The party who responds to the interface agreements and provides the deliverables.
•Informed: The parties who need to know the status of the interface agreement, whether it be a matter of
courtesy or to help them better schedule their own work or the work of others

The purpose of using a matrix is reducing risk by increasing visibility and eliminating ambiguity of the roles
and responsibilities related to each interface point identification and execution. The visibility is achieved
by clear definition of roles and responsibilities, boundaries between roles, balancing of the responsibilities
and regular controls.
13.0 INTERFACE ISSUING

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The major portion of the information related to the interface point is gathered during the FEP (Front End
Planning) stage and prior to contract award. When the contracting party has been awarded the contract,
all the identified interface points and related information are transferred to that party. This includes all the
interface points for which the contracting party is responsible, accountable, consulted, or support. In other
words, the interface points, and roles of the contracting party with regard to each interface point should be
transferred to that party. The awarding contractor will review the interface points, their description and
related information, and will approve their adequacy and accuracy. The contractor may also identify new
interface points, or may modify some of the existing interface points. Any modifications to existing interface
points, or newly identified interfaces may require approval by the Interface Coordinator at the owner’s
organization.
14.0 INTERFACE COMMUNICATION
After the identified interfaces are transferred to the awarded parties, all involved parties should review the
identified interface points, and approve the accuracy and sufficiency of provided information. This step can
be a risk itself, and it is necessary to assure that the involved parties are responding to this step. If new
interfaces are recognized during this stage, the Interface coordinator of the responsible party requests to
add more interface points, and this request is required to be accepted by respondent party, and approved
by Interface Coordinator for issuance.
The interface communication is done through issuing Interface Agreements. An Interface Agreement is
issued by the accountable party, and the consulted party reviews the agreement, and accepts whether
he/she can provide the deliverable within the mentioned timeframe. He/she may also ask for more
clarification or request a change to the deadline. This process is a negotiation between parties and
continues until all involved parties are satisfied with the content of agreement and deadline.
The communication process works as follows: A specific deliverable is requested by a team member of
accountable party through an Interface Agreement form, and sent to the accountable Interface coordinator.
She/he reviews the details of the agreement, as well as the required date. Then this agreement is sent to
the Interface coordinator of consulted party, and he/she reviews the requirements of the agreement. With
collaboration of team members, Interface coordinator of consulted party accepts the agreement, or
requests clarification. The interface agreement goes back and forth between the two parties, until they
agree on the requirements of the agreement. At this time, the Interface coordinator of the consulted party
is responsible for providing deliverables by the agreed upon deadline. This process is time bonded:
involved parties must come to an agreement within a certain time frame in order to prevent any unwanted
delays. If they do not come to an agreement within the allocated time frame, the owners’ Interface
Coordinator is notified and becomes involved.
15.0 INTERFACE CLOSING
The interface agreement is considered closed if the accountable party approves the accuracy and
adequacy of the received deliverables. If the accountable party is not satisfied with the provided service,
the Interface coordinator along with his team members will update the interface agreement, and will ask

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for more appropriate information/task. The consulted party will review the updated interface agreement
and inform the accountable party of his acceptance, objections or concerns. The deadline for the interface
agreement can be rescheduled with the acceptance of both parties, and the other involved parties will be
informed of the modifications and updates. In fact, this process is a negotiation between parties involved
at the interface point. If the accountable and consulted parties are not able to resolve the issue and accept
the response provided to the agreement, the owner’s Interface Coordinator is notified and can step in to
help in the conflict resolution process.

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 GBARAN PHASE 3A- ENWHE PROJECT PACKAGE2 (INSTALLATION OF
PIPELINES AND INTERSITE COMPOSITE CABLES)

Interface Request Form

Request for Information
Request Originator
GBU3A-NG01016919-
IRF ID: Requesting Party Request By (Name)
GEN-AA5800-00002
Project Engineer Sabo Ismaila
Date 18-01-19
Priority Reason for RFI Required Raised Status
high Technical 21-01-19 Open
Title:
Description (add attachements where required) Action / Decision Deadline Remarks

Configuration
System
Discipline Area Description No. Description

Response
Responding Party Response By (Name) IR Reply Date

Reference Documents
(Mark ''X'' as appropriate)
Document Number Document Title Rev. Preliminary Final Delievery Format

*Preliminary means information/Data known to date that can be passed to progress work while awaiting final delievery
Originator Response (Information Close-out)
(Mark ''X'' in appropriate Box)
Yes No
1: Final Information Accepted for Close-out:

2: Comments are appended or attached and require further action:

Originator Party Response By (Name) IR Close-out Date