Saep 329

Previous Issue: 23 November 2005 Next Planned Update: 1 December 2010
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Primary contact: Khory, Farouk J amshed on 966-3-8746622

CopyrightSaudi Aramco 2009. All rights reserved.

Engineering Procedure
SAEP-329 31 December 2008
Project Close-Out Report
Document Responsibility: Project Support and Controls Dept.

Saudi Aramco DeskTop Standards

Table of Contents

I Scope............................................................. 2
II Applicable Documents................................... 2
III General Instructions................................... 3
IV Specific Instructions....................................... 4
V Responsibility............................................... 17

Table 1 - Responsibility Matrix.. 18

Attachment 1 Executive Summary Template
Attachment 2 Cost and Schedule Template
Attachment 3 General Template

Document Responsibility: Project Support and Controls Dept. SAEP-329
Issue Date: 31 December 2008
Next Planned Update: 1 December 2010 Project Close-Out Report

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I Scope
This procedure provides detailed instructions and establishes responsibilities for data
collection, preparation and submittal of Project Close Out Reports.
The main purpose of these reports is to provide comprehensive, consistent and reliable
historical project information addressing all project phases, to benefit Project
Management and other associated entities in planning, appraising and executing future
projects.
Ancillary to this a Close Out Report should:
Foster in future projects the application of successes and lessons learned from
previous projects,
Help to develop best practices that later on will become Saudi Aramco
organizational process assets, and,
Serve as a key document for benchmarking, post-appraisal and audit purposes.
The preparation and submittal of Project Close Out Reports, in accordance with this
procedure, is required for all projects with an Expenditure Request (ER) value of $20
million, or greater. Projects with an ER value of $50 million or greater will also
conduct a Close-Out Appraisal Meeting chaired by the responsible Project Management
Department Head in accordance with Section 7 below. Projects with an ER value less
than $20 million will prepare an abbreviated report containing, as a minimum, Lessons
Learned as specified in Section 6.5 below.
In addition PS&CD will arrange for meetings with Project Managers to discuss project
close out information and share their experience. These meetings are intended to ensure
consistency in data collection and to increase understanding of best practices, successes
and lessons learned. This will enhance the potential to apply these lessons to other
projects.
Exception:
Maintain Potential projects and Third Party projects are excluded from the requirements
of this procedure.
II Applicable Documents
The requirements contained in the following documents and forms apply, to the extent
specified in this procedure.
Saudi Aramco References

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Saudi Aramco Engineering Procedures
SAEP-12 Project Execution Plan
SAEP-14 Project Proposal
SAEP-25 Estimate Preparation Guidelines
SAEP-26 Capital Project Benchmarking Guidelines
SAEP-122 Project Records
SAEP-360 Project Planning Guidelines
General Instructions
GI-0002.710 Mechanical Completion and Performance
Acceptance of Facilities
GI-0020.520-1 Instructions for Preparing a Project Change
Request
GI-0020.700 Post Project Appraisals
GI-0202.301 Definition of Property, Plant and Equipment
Accounts in the General Ledger
Other Documents
Cost & Scheduling Manual
AIM-201 Financial Close-Out of Capital/Non-Capital
Projects
III General Instructions
Closing-out related activities during the project life cycle are addressed or performed by
several stakeholders from different organizations, who are responsible for collecting
and preparing the different data sections comprising the Project Close-Out Report,
according to what has been established in Table 1 Responsibility Matrix.
Table 1 specifies SAPMT is responsible for collecting, preparing, issuing and
submitting the pertinent close-out information.
Prepare the Project Close Out Report following the specific instructions. The reports
shall be prepared in electronic format by filling in the templates contained in
Attachments 1, 2, and 3. Submit the completed report (electronic copy) to the
Supervisor, PCU of PS&CD. The Preliminary Engineering data is to be issued within 3
months after ERA. The remaining Project Execution information is issued within 2
months after Onstream. If required an addendum should be issued at Financial Closure
which would address the final cost information and any other pertinent information

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which occurred between MC and Financial Closure.
The data should be in electronic format utilizing MS Word and Excel.
IV Specific Instructions
The following instructions are numbered to match the corresponding sections and
paragraphs found in the Attachment 1, 2 and 3 templates.
1. Executive Summary (See Attachment 1)
1.1 Project Description/Approved Expenditure Request
Attach electronic copy of the project approved Expenditure Request
package and any other amended authorizations, should they have
occurred (Supplement, Redefinition, Partial Cancellation, Cancellation,
Redefinition and Supplement, Redefinition and Partial Cancellation).
1.2 Project Execution Plan
Attach electronic copies of all versions of the Abbreviated and Full
approved Project Execution Plans.
1.3 Final Reports
Attach electronic copies of the final cost rack-up and its corresponding
final Project Planning Update Report (PPU), final Monthly Project
Update Report (MPU), final Project Completion Schedule (PCS), final
Proposal Engineering Statistics Report (PES), final Design Engineering
Statistics Report (DES), up-to-date accounting cost reports (AGLI9,
AFTF and ACAC-series expenditure reports), Mechanical Completion
Certificate, and Performance Acceptance Certificate.
2. Preliminary Engineering (See Attachment 2)
Preliminary engineering is defined within Saudi Aramco as the engineering
activities that lead up to Expenditure Request Approval. All these activities are
based on a DBSP and a preliminary project execution plan, documents that
provide the basis for requesting preliminary engineering funds to subsequently
develop a project proposal and an ER estimate.
2.1 Cost
2.1.1 PMT - Preliminary Engineering (See Template 2.1)
Represents the total Project Management Team cost associated

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with the Preliminary Engineering effort. The cost should
include Saudi Aramco labor, relocation cost, uplifts at foreign
locations, vehicles, business trips SMP charges, and other
associated PMT costs.
IK and OOK costs must be kept separate. PMT's should have
segregated the Preliminary Engineering costs utilizing the 01X
tertiary phases for Project Proposal (In-Kingdom) and phase
02X tertiary phases for Project Proposal (Out-of-Kingdom).
For OOK locations PMT should indicate the work location and
include total man-hours associated with the above costs to be
able to determine an average cost per man-hours or equivalent
man-hours for the preliminary engineering location.
2.1.2 Contractor - Preliminary Engineering (See Template 2.1)
Represents the Preliminary Engineering contractors name or
the PMC contractor, if they are performing the Preliminary
Engineering effort, work location, type of contract, contract
number, and the total engineering contractor cost associated
with the Project Proposal effort. The cost should include,
labor, relocation uplifts at foreign locations, vehicles and other
associated costs.
A copy of the final Proposal Engineering Statistics (PES)
report should be attached. If the PES report is not included the
total project proposal man-hours should be included to
determine average cost per man-hour.
2.2 Schedule
2.2.1 Key Project Milestones (See Template 2.1)
Provide original and final dates for the following milestones,
should they apply:
Approved DBSP
Approved PEP
Approved PAER
Project Proposal Start
Project Proposal Completion
ERA

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2.2.2 Man-hours Histogram for Engineering (See Template 2.3)
Provide total plan and actual percentage man-hours and man-
hours histogram for the engineering developed during the
project proposal for each contract/contractor location.
3. Detail Engineering (See Attachment 2)
Prepare a separate spreadsheet for each Design Engineering Contractor /
Contractor location.
3.1 Cost
3.1.1 PMT - Detail Engineering (See Template 2.2)
Represents the total Project Management Team cost associated
with the Detail Engineering effort. The cost should include
Saudi Aramco labor, relocation cost, uplifts at foreign
locations, vehicles, business trips SMP charges, and other
associated PMT costs. PMC associated cost and man-hours in
support of PMT at the contractors design office should be
identified separately.
IK and OOK costs must be kept separate. PMT's should have
segregated the Detail Design costs utilizing the 03X tertiary
phases for Detail Design (In-Kingdom) and phase 04X for
Detail Design (Out-of-Kingdom)
For OOK locations PMT should indicate the work location and
include total man-hours associated with the above costs to be
able to determine an average cost per man-hours or equivalent
man-hours for the design engineering location.
3.1.2 Contractor - Detail Engineering (See Template 2.2)
Represents the name of the contractor, type of contract, work
location and the total Detail Engineering contractor cost
associated with the Detail Engineering effort. The cost should
include, labor, relocation uplifts at foreign locations, vehicles
and other associated costs.
A copy of the final Design Engineering Statistics (DES) report
should be attached if available. If the DES report is not
included the total Detail Engineering man-hours should be
included to determine average cost per man-hour. This is
applicable to LSTK, so long as the applicable contract clauses

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allow Saudi Aramco to retrieve such information from the
contractor.
3.2 Schedule
3.2.1 Key Project Milestones (See Template 2.2)
Provide actual milestone dates for the following milestones:
Detail Design Contract / Service Order Award
Engineering Start
90% Completed Design Reviews
First major equipment P.O. Issued
Last major equipment P.O Delivered
Engineering Completion of all IFC's issued / Specifications
3.2.2 Planned and Actual Progress
A copy of the final Project Completion Schedule (PCS) report
should be attached.
3.2.3 Man-hours Histogram for Engineering (See Template 2.3)
Provide total plan and actual percentage man-hours and man-
hours histogram for the engineering developed during the detail
engineering for each contract/contractor location.
3.2.4 CPM Schedule
Provide electronic copies of CPM work schedules:
Original approved schedule
Approved revised baseline schedules, as applicable
Last updated schedule
3.3 Project Change Request Detailed Engineering (See Template 2.4)
Attach PCR Log (electronic copy).
Select category of reason for PCR from the attached list in Template
2.4, Attachment 2 and provide number of PCRs falling in that
category and total value.

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Identify how many PCRs had schedule impact on the contract
completion date and what was the total schedule impact in months.
3.4 Change Orders
Attach Change Order Log for each long form contract (electronic copy).
4. Material (See Attachment 2)
4.1 Cost
4.1.1 Direct Charge (See Template 2.5)
Reflects the total material costs for Direct Charge material
booked to the project accounts for both expense and capital
items. For each equipment item with a unit value greater than
$250,000, attach selected vendor's final purchase order pricing
data and equipment spec sheets.
4.1.2 SAMS Material Charges (See Template 2.5)
Reflects the total material costs for SAMS material booked to
the project accounts for both expense and capital items.
4.1.3 Contractor Supplied Material (See Template 2.5)
Reflects the total contractor supplied material costs booked to
the project accounts for both expense and capital items. PMT
should have segregated the contractor supplied material
utilizing the appropriate entry code 7409307, 7409308,
7409309 and 8021007.
4.1.4 Quantity Metrics (See Template 2.6)
Provide actual data related to the quantities of the main
equipments and bulk materials acquired, finally installed and
used within the project.
4.2 Schedule
Engineered material / equipment duration (Long Lead)
Attach electronic copy of the latest DC material status report.
5. Construction (See Attachment 2)
Provide actual direct and indirect cost data allocated to the item phases

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corresponding to PMC, SAPMT SMP and contractors, including labor charges,
business trip expenses and air fares, In-Kingdom transportation and C&A,
SAPMT office supplies, fees, and other miscellaneous support and contractor
costs, SA equipment used in construction work, inspection, vendor
representatives, and consultants. The above mentioned item phases costs have
been collected through their corresponding construction ER category codes,
which in turn come from the appropriate charges to their related cost elements.
Any other miscellaneous support costs that cannot be specifically identified
above must be reported in any of the ER category codes available for
construction, related to item phase 055 to 093.
The report should also include the number of SAPMT, SMP, and contractor
man-hours associated with the above charges to be able to develop an average
hourly rate.
5.1 SAPMT Cost
5.1.1 SAPMT Cost (See Template 2.7)
Total Saudi Aramco Project Management Team costs including
Saudi Aramco labor, SMP charges supporting the SAPMT,
vehicles, aircraft business trips, any consumable or non-
consumable office supplies or material (SAMS, DC, or B2B)
and other associated PMT charges for the Project.
5.1.2 Project Contractor cost (See Template 2.7)
Total contractor related cost including labor, vehicles, business
trips and other associated charges for the Project by contractor.
Provide information concerning every LSTK contract involved
by reporting cost and man-hours employed on change orders,
manufacturer equalization, commissioning assistance, surplus
material, stand by time delaying costs, incidental services,
variations from targets quantities and other payments, should
they apply.
5.1.3 Other Miscellaneous Costs (See Template 2.7)
All other miscellaneous costs not identified above that may
include:
SA construction equipment, such as among others, rented,
leased and chartered vehicles, aircraft chartered, owned
aircraft, marine and construction equipment.

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Miscellaneous direct costs, such as, among others, living
and transportation expense-IK and OOK, miscellaneous
invoiced costs, employee business assignments outside SAO,
SEC power and service income outsiders.
Prorates, miscellaneous reallocated costs and other indirect
costs , such as, among others, engineering and construction
overhead.
5.2 Construction Contractor Man-hours Histogram (See Template 2.3)
Provide total plan and actual percentage man-hours and man-hours
histogram for the work developed during the construction for each
contract/contractor location.
A separate template should be prepared for each major contractor.
5.3 Project Change Requests (See Template 2.4)
Attach PCR Log (electronic copy).
Select category of reason for PCR from the attached list in Template
2.4 and provide number of PCRs falling in that category and total
value.
Identify how many PCRs had schedule impact on the contract
completion date and what was the total schedule impact in months.
5.4 Key Construction Milestones (See Template 2.7)
Provide original and final dates for the following milestones, should they
apply:
Construction Contract Award
Construction Start
Hydrotest Start & Finish
Loop Check Start & Finish
Mechanical Completion
Onstream
5.5 Change Orders
Attach Change Order Log for each long form contract (electronic copy).

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6. General (See Attachment 3)
Note that this section applies to both the Project Proposal and Final issues of the
close-out report.
6.1 Achievements & Success
Briefly address any achievements and successes experienced by the
project.
6.2 Project Performance
Briefly describe the project accomplishments and compare to:
Initial scope
Original cost & schedule
Original Premises for financial evaluation as an input for the Post
Project Appraisal to be carried out later usually during the second 6
months of operation, to measure the final rate of return and net
present value achieved.
In addition, address the following, as applicable:
Special project execution techniques
Major deficiencies, if any
6.3 Contractor Performance
Provide copy of Final Release Agreement/s (SA Form 5715-3) or
Contract Close-Out Document/s (SA Form 8287) which ever
was/were used.
Provide copy of final Performance Evaluation Report for each
contractor (Project Proposal Contractor, Detail Engineering
Contractor, Construction Contractor, & Project Management
Contractor).
Provide copy of PMT evaluation of detailed design contractor at 90%
construction stage.
In addition, include a narrative to address each contractor's final
performance in schedule, cost, quality, and safety as viewed from the
PMT's end-of-project perspective.

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6.4 Best Practices and Value Improving Practices Implementations (VIPs)
Attach FPOD letter to SAPMT recommending the best practices and
VIPs selected to be implemented in the candidate project. A Best
Practices Implementation Schedule must have been provided with the
PEP. Briefly address any achievements and/or experiences by the project
in implementing best practices. Document which best practices were
used, and benefits realized (cost reduction, schedule shortening, quality
requirements compliance, safety performance improvement, etc.).
Show evidences that the following best practices have been addressed
within the corresponding implementation timing as applicable:
Project Execution Planning Workshop (PEPW). At the start of
Project Proposal and at the start of the detailed engineering or the
LSTK contract, should it be deemed necessary.
Project Definition Rating Index (PDRI). Include scoresheets from
PDRI scoring exercises. At 60%-70% of Project Proposal.
Scope Definition & Control + Change Management. At 60%-70% or
at 90% of Project Proposal and at 0% of the LSTKs detail design.
Constructability (Also considered VIP). Include final constructability
log. Targeted at 30% Project Planning and again at 20% of Detail
Design.
Schedule Optimization. Between the 60% and 90% of Project
Proposal design reviews.
Planning for Startup. At 30% of Project Proposal and is followed by
a second facilitation at 20% of Detail Design (when requested).
Value Engineering (Also considered VIP). At 90% of the design
basis and no later than the 30% of project proposal design review
point.
Lessons Learned Implementation. After the start of each project
phase DBSP, Project Proposal, Detail Design, Procurement, and
Construction.
Lessons Learned Collection. One to two months before end of each
project phase DBSP, Project Proposal, Detail Design, Procurement,
and Construction.
Benchmarking. Include benchmarking report. To be addressed during
the latter part of the Study Phase (FEL 1), at first draft of DBSP

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(FEL 2), at 90% of Project Proposal (FEL 3), at Project Close-out,
with an Operability Review after facility has been in operations for
12 months.
Also show evidences that the following value improving practices (VIPs)
have been addressed as applicable:
Design to Capacity.
Technology Selection.
Classes of Facility Quality Process and Plant Performance
Characteristics.
Process Simplification.
Energy Optimization.
Waste Minimization.
Process Reliability Modeling.
Design Tools (3D CAD).
Customizing Standards and Specifications.
Predictive Maintenance.
6.5 Lessons Learned
6.5.1 Lessons Learned Collected
A lesson learned is defined as knowledge gained from
experience, successful or otherwise, for the purpose of improving
future performance. The objective of Project Managements
lessons learned program is to capitalize on successes and avoid
past mistakes. It is recommended to regularly submit lessons to
Project Management Lessons Learned Knowledge Base as
lessons are learned during all phases of the project.
At project close-out, consolidate into a single report any
previously submitted lessons together with new lessons generated
at close-out. Lessons should cover design, procurement, and
construction, and startup issues.
Emphasize quality over quantity of lessons. Consider the
expected value and applicability of lessons to improve Saudi
Aramco processes or other projects. Write each lesson to be a
stand-alone item that can be easily understood and implemented
by a person unfamiliar with the subject.

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Use the following format when writing lessons learned:
Title
Be brief, but tell the full story. Convince reader that this lesson is
something they need to know.
Background (What/where/when/how?)
Context:
The purpose of this section is to provide the context of this
learning to enable other project teams to adapt this knowledge for
implementation on their project. Briefly describe the background
and events surrounding the problem or success that occurred.
Cost/Schedule/Safety/Quality impact:
Describe in general terms the positive or negative impact of this
experience on your projects cost, schedule, safety, or quality.
Mention any scope changes, rework, or other impacts associated
with this lesson.
Reference to applicable SAES, SAEP, SAMSS, GI or other
Saudi Aramco process:
Include number, issue date, and paragraph.
Root Cause/Benefit (Why did this happen? If positive
experience, what were the benefits?)
If the lesson is about a problem, isolate and briefly describe
specific causes of the problem. Do not point fingers or imply
blame.
If the lesson is about a positive experience, briefly describe the
resulting or expected benefits.
Recommendation (How would you handle this next time to
prevent problem or repeat success?)
Make specific, action-oriented recommendations to guide other
users to adapt your lesson for implementation on their project.
Include:
Timing in project life cycle for optimum implementation
Responsible parties for implementation
Key points to ensure successful implementation

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Is revision required to SAES, SAEP, SAMSS, GI or other
Saudi Aramco process?
If Yes, provide your specific revised language. Also, provide
supporting data to convince responsible standards committee or
other Saudi Aramco authority to implement your recommended
revision.
Attachments
Attach photos, sketches, or other reference materials that will
help explain your lesson learned.
6.5.2 Lessons Learned Implemented
Provide feedback to improve the value of existing lessons the
project team selected from Project Management Lessons Learned
Knowledge Base and implemented during this project.
Include a section in the consolidated lessons learned report listing
the selected lessons implemented. Indicate the specific actions
taken to implement such lessons, the challenges encountered with
implementing the lessons, if any, and the benefits (reduction in
cost/schedule or improvements in quality) realized from
implementing the lessons.
Also, provide recommendations on how to successfully
implement the lessons in future projects and how to address any
challenges arising from implementing the lessons. Finally,
indicate those lessons considered to be especially useful or not
useful and provide suggest improvements as applicable.
6.6 Waivers
Provide electronic copy of the waivers log.
6.7 Geotechnical Report Summary
Provide copy of geotechnical report summary.
7. Close-Out Appraisal Meeting
Projects with an ER value of $50 million or greater will conduct a Close-Out
Appraisal Meeting chaired by the responsible Project Management Department
Head. The timing of the meeting will support the requirement to issue the close
out report within 2 months after Onstream. The purpose of the meeting is to
identify and record lessons learned that could be used to improve the planning

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and execution of future projects.
The Post Project Appraisal Team members should be invited to attend the Close-
Out Appraisal Meeting as part of the compliance with the section 4.3.3 of
GI-0020.700. This meeting will give the Post Project Appraisal Team an
opportunity to get a better understanding of the project execution.
Participants in the meeting will include:
Proponent Operations Manager
Maintenance Superintendent
Commissioning Team Leader
SAPMT
Post Project Appraisal Team Representative (Finance)
Representatives from other concerned organizations as appropriate
The meeting will address the following subjects, as a minimum:
Contracting strategy (type of contracts)
Execution of contracting plan
Selection of contractors (engineering and construction)
Contractor performance
Material procurement strategy
Manning of the project (size of team, discipline mix, etc.)
Interface with Proponent
Planning for commissioning and start-up
Actual cost collection compliance with Saudi Aramco Code of Account
Item Phase Cost allocation alignment between WBSs adopted for actual
costs and Original 56D cost estimate.
QA/QC compliance
Safety performance
Expected facility performance after startup
Use of value improving practices
Other items deemed useful for improving planning and execution of future
projects

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Meeting minutes will be prepared and included with the close out report.
8. Records Disposal
The disposal of all the vital related documentation produced during the whole
project cycle such as, among others, Facilities Operating Instructions Manual,
Design Calculation Books, Vendor Equipment Operating Instructions &
Maintenance Manuals, Vendor Inspection Record Books, Operating Instructions
& Maintenance Manual for Process Automation Systems, Plant Inspection
Book, Construction Inspection Records, Precommissioning Record Book, etc.,
must be coordinated according to what is stated in SAEP-122 and its applicable
documents.
V Responsibility
- The Project Manager is responsible for the issuing information per Table 1.
- PS&CD/PCU is responsible for issuing information per Table 1.

Revision Summary
23 November 2005 Revised the "Next Planned Update". Reaffirmed the contents of the document, and
reissued with no other changes.
31 December 2008 Minor revisions.

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Table 1 Responsibility Matrix

Data Responsibility Data Source
1. Executive Summary
1.1 Project Description/ER Approval Package
1.2 Project Execution Plan
1.3 Final Reports

SAPMT/PS&CD
SAPMT
SAPMT

ER Package
PEP
SAP reports
2. Preliminary Engineering
2.1 Cost
2.1.1 SAPMT Preliminary Engineering
2.1.2 Contractor Preliminary Engineering
2.2 Schedule
2.2.1 Key Project Milestones
2.2.2 Man-hours Histogram for Engineering

SAPMT
SAPMT

SAPMT
SAPMT

PPU Rack-up/SAP
PPU Rack-up/SAP

P.P. Schedule/SAP/MSS
SAPMT/Contractors man-
hours data reports
3. Detail Engineering
3.1 Cost
3.1.1 SAPMT- Detail Engineering
3.1.2 Contractor - Detail Engineering
3.2 Schedule
3.2.1 Key Project Milestones
3.2.2 Planned and Actual Progress
3.2.3 Man-hours Histogram for
Engineering

3.2.4 CPM Schedule (electronic copy)
3.3 Project Change Request
3.4 Change Orders

SAPMT
SAPMT

SAPMT
SAPMT
SAPMT

SAPMT
SAPMT
SAPMT

MPU Rack-up/SAP
MPU Rack-up/SAP

P.P. Schedule/SAP/MSS
SAP/PCS
SAPMT/Contractors man-
hours data reports CPM
Work Schedule
PCR Log
Change Orders Logs
4. Material
4.1 Cost
4.1.1a Direct Charge
4.1.2b DC Cost Data & Spec Sheets
4.1.2 SAMS Material Charges
4.1.3 Contractor Supplied Material
4.1.4 Quantity Metrics
4.2 Schedule
Engineered Material/Equipment Duration

SAPMT
SAPMT
SAPMT
SAPMT
SAPMT

SAPMT

ACAC and AGLI9 reports
Project Material Files
Project Material and
equipment Files
D/C Matl Status Report
5. Construction
5.1 SAPMT Cost
5.1.1 SAPMT Cost
5.1.2 Project Contractor Cost
5.1.3 Other Miscellaneous Costs
5.2 Contractor Cost & Man-hours Histogram

5.3 Project Change Requests
5.4 Key Construction Milestones

5.5 Change Orders

SAPMT
SAPMT
SAPMT
SAPMT

SAPMT
SAPMT

SAPMT

MPU Rack-up
MPU Rack-up
MPU Rack-up
MPU Rack-up
Contractors man-hours data
reports
PCR Log
SAP/PCS/Contractor
Schedule reports
Change Order Logs

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Data Responsibility Data Source
6. General
6.1 Achievements & Success
6.2 Project Performance
6.3 Contractor Performance
6.4 Best Practices & Value Improving Practices
Implementation
6.5 Lessons Learned
6.6 Waivers
6.7 Geotechnical Report Summary

SAPMT
SAPMT
SAPMT

SAPMT
SAPMT
SAPMT
SAPMT

7. Close-Out Appraisal Meeting SAPMT

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Attachments for SAEP-329

Attachment 1 Executive Summary Template

- Hold down Ctrl key and click => SAEP-329A1 for Attachment 1.

Attachment 2 Cost and Schedule Template
Preliminary Engineering
Detail Engineering
Material
Construction


Attachment 3 General Template


- To obtain a hardcopy of the attachments contact the Standards Coordinator, Engineering
Services.

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Previous Issue: 23 November 2005 Next Planned Update: 1 December 2010

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