Project Quality Assurance: Dep Specification

DEP SPECIFICATION
PROJECT QUALITY ASSURANCE

Copyright Shell Group of Companies. No reproduction or networking permitted without license from Shell. Not for resale
DEP 82.00.10.10-Gen.
February 2012
ECCN EAR99
DESIGN AND ENGINEERING PRACTICE
2012 Shell Group of companies

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This document has been supplied under license by Shell to:

Wood Group-CCC Ltd. spatra@wgccc.com.om 14/11/2013 13:14:38
ECCN EAR99 DEP 82.00.10.10-Gen.
February 2012
Page 2
PREFACE
DEP (Design and Engineering Practice) publications reflect the views, at the time of publication, of Shell Global Solutions
International B.V. (Shell GSI) and, in some cases, of other Shell Companies.
These views are based on the experience acquired during involvement with the design, construction, operation and
maintenance of processing units and facilities. Where deemed appropriate DEPs are based on, or reference international,
regional, national and industry standards.
The objective is to set the standard for good design and engineering practice to be applied by Shell companies in oil and
gas production, oil refining, gas handling, gasification, chemical processing, or any other such facility, and thereby to help
achieve maximum technical and economic benefit from standardization.
The information set forth in these publications is provided to Shell companies for their consideration and decision to
implement. This is of particular importance where DEPs may not cover every requirement or diversity of condition at each
locality. The system of DEPs is expected to be sufficiently flexible to allow individual Operating Units to adapt the
information set forth in DEPs to their own environment and requirements.
When Contractors or Manufacturers/Suppliers use DEPs, they shall be solely responsible for such use, including the
quality of their work and the attainment of the required design and engineering standards. In particular, for those
requirements not specifically covered, the Principal will typically expect them to follow those design and engineering
practices that will achieve at least the same level of integrity as reflected in the DEPs. If in doubt, the Contractor or
Manufacturer/Supplier shall, without detracting from his own responsibility, consult the Principal.
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which requires that tenders for projects, materials supplied or - generally - work performed on behalf of the said
users comply with the relevant standards.
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All administrative queries should be directed to the DEP Administrator in Shell GSI.

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TABLE OF CONTENTS
1. INTRODUCTION ........................................................................................................4
1.1 SCOPE........................................................................................................................4
1.2 DISTRIBUTION, INTENDED USE AND REGULATORY CONSIDERATIONS .........4
1.3 DEFINITIONS .............................................................................................................4
1.4 CROSS-REFERENCES .............................................................................................6
1.5 SUMMARY OF MAIN CHANGES...............................................................................6
1.6 COMMENTS ON THIS DEP .......................................................................................7
2. QUALITY MANAGEMENT SYSTEM (QMS) .............................................................8
2.1 GENERAL REQUIREMENTS.....................................................................................8
2.2 QUALITY MANAGEMENT SYSTEM STRUCTURE ..................................................8
2.3 MANAGEMENT RESPONSIBILITY ...........................................................................8
2.4 PROJECT QUALITY PLAN (PQP) .............................................................................8
2.5 MEASUREMENT, ANALYSIS AND IMPROVEMENT..............................................11
3. PROJECT REALIZATION........................................................................................14
3.1 QUALITY PLANNING ...............................................................................................14
3.2 DESIGN AND DEVELOPMENT ...............................................................................15
3.3 QUALITY ASSURANCE AND QUALITY CONTROL REQUIREMENTS IN
CONTRACT AND PROCUREMENT ........................................................................17
3.4 QA AND QC REQUIREMENTS IN FABRICATION, CONSTRUCTION,
INSTALLATION AND MECHANICAL COMPLETION ..............................................19
3.5 INSPECTION AND TESTING...................................................................................20
3.6 NON-CONFORMITY MANAGEMENT AND CONTROL ..........................................23
3.7 QUALITY ASSURANCE IN COMMISSIONING AND HANDOVER .........................23
4. REFERENCES .........................................................................................................24
APPENDICES
APPENDIX A TYPICAL CONTRACTOR QUALITY PLANNING MATRIX FOR SMALL
PROJECTS .....................................................................................................25
APPENDIX B TYPICAL QUALITY PLAN MATRIX FOR ONE PHASE OF A MAJOR
PROJECT........................................................................................................26
APPENDIX C PROJECT QUALITY PLAN (PQP) STRUCTURE AND FORMAT ................27
APPENDIX D EXAMPLE PROJECT QUALITY POLICY ......................................................29
APPENDIX E TYPICAL DESIGN CONTRACTOR QUALITY PLAN ....................................30
APPENDIX F TYPICAL PROCUREMENT QUALITY PLANS..............................................32
APPENDIX G TYPICAL CONSTRUCTION QUALITY PLAN................................................33
APPENDIX H TYPICAL QUALITY-RELATED ACTIVITIES .................................................35
APPENDIX I EXAMPLE PROJECT KICKOFF MEETING...................................................36
APPENDIX J TYPICAL DRAWING/DOCUMENT DISTRIBUTION APPROVAL
MATRIX ...........................................................................................................37
APPENDIX K TYPICAL QUALITY KPIs................................................................................38
APPENDIX L EXAMPLE ITP TEMPLATE ............................................................................40

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1. INTRODUCTION
1.1 SCOPE
This DEP specifies requirements and gives recommendations for Quality Management
Systems (QMS) applied to Projects and/or product and service suppliers. The DEP also
provides guidelines for implementation of Quality within projects or Scopes of Work (SOW).
The DEP focuses on the quality activities that are performed on Projects or SOW and does
not discuss by whom (Shell or Contractor).
This DEP is aligned with Shell Project Standard 13 and Project Guide 13.
This is a revision of the DEP of the same number dated December 1995 (which included
DEP Circulars 24/98 and 70/03); see (1.5) regarding the changes..
This revision also replaces DEP 91.00.00.10-Gen. (now withdrawn).
1.2 DISTRIBUTION, INTENDED USE AND REGULATORY CONSIDERATIONS

Unless otherwise authorised by Shell GSI, the distribution of this DEP is confined to Shell
companies and, where necessary, to Contractors and Manufacturers/Suppliers nominated
by them. Any authorised access to DEPs does not for that reason constitute an
authorisation to any documents, data or information to which the DEPs may refer.
This DEP is intended for use in Scopes of Work or facilities related to oil and gas
production, gas handling, oil refining, chemical processing, gasification, distribution and
supply/marketing. This DEP may also be applied in other similar facilities.
When DEPs are applied, a Management of Change (MOC) process shall be implemented;
this is of particular importance when existing facilities are to be modified.
If national and/or local regulations exist in which some of the requirements could be more
stringent than in this DEP, the Contractor shall determine by careful scrutiny which of the
requirements are the more stringent and which combination of requirements will be
acceptable with regards to the safety, environmental, economic and legal aspects. In all
cases, the Contractor shall inform the Principal of any deviation from the requirements of
this DEP which is considered to be necessary in order to comply with national and/or local
regulations. The Principal may then negotiate with the Authorities concerned, the objective
being to obtain agreement to follow this DEP as closely as possible.
1.3 DEFINITIONS
1.3.1 General definitions
The Contractor is the party that carries out all or part of the design, engineering,
procurement, construction, commissioning or management of a project or operation of a
facility. The Principal may undertake all or part of the duties of the Contractor.
The Manufacturer/Supplier is the party that manufactures or supplies equipment and
services to perform the duties specified by the Contractor.
Note: In this DEP, the term Vendor shall be understood to mean the same as Manufacturer/Supplier.
The Principal is the party that initiates the project and ultimately pays for it. The Principal
may also include an agent or consultant authorised to act for, and on behalf of, the
Principal.
The word shall indicates a requirement.
The word should indicates a recommendation.

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1.3.2 Specific definitions

The following definitions are from ISO 9000:2005 (E).
Term Definition
Quality Degree to which a set of inherit characteristics fulfils a requirement.
Quality Assurance All the planned and systematic activities implemented within the
quality system, and demonstrated as needed, to provide adequate
confidence that an entity will fulfil requirements for quality.
Customer Recipient of a product provided by the Supplier. The 'product' may

be a piece of hardware or a service.
Non-Conformance Not meeting a specified requirement.
Non-Conformance Documents a specified requirement is not met.

Report (NCR)
Quality Control Operational techniques and activities that are used to fulfil the
requirements for quality.
Quality Improvement Actions taken throughout the organization, to increase the

effectiveness and efficiency of activities and processes to provide
added benefits to both the organization and customers. Reference
Quality Management All activities of the overall management function that determine the
quality policy, objectives and responsibilities, and implement them
by means such as quality planning, quality control, quality
assurance and quality improvement within the quality system. .
Quality Planning Determining and defining the customer's needs on quality, and
framing the objectives, standards and controls to meet them.
Quality Plan A document setting out the specific quality practices, resources and
sequence of activities relevant to a particular product, service,
contract or project. The plan for the project as a whole should be
termed the Project Quality Plan; plans prepared by the Contractors
or the Suppliers may then be termed Contractor or Supplier Quality
Plans.
Quality Management Organizational structure, procedures, processes and resources

System needed to meet the quality objectives.
Standard A document providing rules, guidelines or characteristics for

activities or their results, aimed at the achievement of the optimum
degree of order in a given context.
Requirement A need, expectation, or obligation, which can be stated or implied

by an organization, customers, or other interested parties.
Competence Demonstrated ability to apply knowledge and skills.
Scope of Work All activities and deliverables to be done for a client and the nature
(SOW) of how it shall be conducted. In some cases the SOW is the same
meaning as the Project in others it defines the work to be
conducted as part of a contract.

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1.3.3 Abbreviations
Term Definition
HSSE Health, Safety, Security and Environment
HAZOP Hazard and Operability
HAZAN Hazard Analysis
ISO International Organization for Standardization
ITP Inspection and Test Plan
KPI Key Performance Indicators
MC Mechanical Completion
MOC Management of Change
NCR Non-Conformance Report
NDE Non Destructive Examination
PLAC Permits, Licenses, Approvals and Consents Register
PQP Project Quality Plan
QA Quality Assurance
QC Quality Control
QMS Quality Management System
RCA Root Cause Analysis
SCE Safety Critical Element
TIV Technical Integrity Verification
TPI Third Party Inspection
TS Technical Standard
1.4 CROSS-REFERENCES
Where cross-references to other parts of this DEP are made, the referenced section
number is shown in brackets ( ). Other documents referenced by this DEP are listed in (4).
1.5 SUMMARY OF MAIN CHANGES

This DEP is a revision of the DEP of the same number dated December 1995. The
following are the main, non-editorial changes.
Note: Due to the number of changes that have occurred in the 1995 version, only the significant changes in
content are listed below.
Old New Change

section section
2.0 N/A Removed section discussing the role of Quality Assurance, the need
for Quality Assurance, and the link with Quality Management, and
links with ISO 9000 Standards.
3.0 N/A Implementation of Quality Assurance (activities, staff, and

documentation) were removed.
6.6 N/A Reliability, Operability, Maintainability (ROM) Engineering was

removed.

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8.0 N/A Construction and Commissioning Quality Assurance. Construction

was retained in (3.4) but Commissioning was removed as
Commissioning activities are managed by Operational Excellence.
3.1.2 Quality Risk Assessments content was added.
3.5.2.1 Verification activities by the Principal (need for 5 % verification of

manufactured and shop fabricated equipment/skids/Vendor
packages.
App B N/A Appendix B, Procedures and Work Instructions, was removed.
App C Appendix C, Contents Requirements for Project Quality Plan, was

added.
App L Appendix L, Example Inspection and Test Plan, was added.
App K Appendix K, Example Project Key Performance Indicators, was

added.
App I Appendix I, Example Checklist for Project Kickoff Meetings, was

added.
1.6 COMMENTS ON THIS DEP

Comments on this DEP may be sent to the Administrator at standards@shell.com, using
the DEP Feedback Form. The DEP Feedback Form can be found on the main page of
DEPs on the Web, available through the Global Technical Standards web portal
http://sww.shell.com/standards and on the main page of the DEPs DVD-ROM.

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2. QUALITY MANAGEMENT SYSTEM (QMS)
2.1 GENERAL REQUIREMENTS

Quality Management Systems shall be in compliance with ISO 9001:2008 and Technical
Specification ISO/TS 29001:2010 which expands ISO 9001:2008 to include additional
requirements specific to petroleum, petrochemical and natural gas industries.
API Specification Q1 has also adopted ISO/TS 29001:2010 in its entirety.
2.2 QUALITY MANAGEMENT SYSTEM STRUCTURE

The QMS Structure should consist of quality planning, control, assurance and continuous
improvement processes. The structure may either be managed on behalf of the project
centrally by the organization or independently by the project. The QMS systems shall be
integrated with other management systems which properly interface with the Principals
management systems and does not give rise to conflict or duplication.
The QMS Structure shall be explained in the Project Quality Plan (PQP).
2.3 MANAGEMENT RESPONSIBILITY

2.3.1 Management commitment
Project management shall communicate commitment to quality to all parties and personnel
involved in the Project through the publication and communication of the Project Quality
Policy, Quality Objectives and approval of the Project Quality Plan. Management shall also
ensure that sufficient resources are available for quality management.
2.3.2 Management review
The Quality Management System supporting the project shall be reviewed at least once
every 12 months. The plan for reviewing the system shall be documented within the PQP
as detailed in (2.5).
The results (specifically highlighting those areas that need further improvement) of
Management Reviews should be presented to the Principal for review.
2.4 PROJECT QUALITY PLAN (PQP)

Each project shall develop a project-specific PQP that is consistent with the requirements of
this DEP. The PQP shall fully describe how quality objectives will be managed for the
duration of the Scope of Work including those for the Contractors, the Subcontractors
and/or the Suppliers. The PQP shall also be developed during the earliest stages of the
Scope of Work and cover the following sections including the applicable Project Realization
section (3). ISO 10005 should be used as guidance. Example content of a Project Quality
Plan is included in (Appendix C).
2.4.1 Project quality policy and objectives
The Project should align with and adopt the organizations overarching Quality Policy and
objectives or adopt new policy statements when necessary. The Project Quality Plan
should reference the Quality Policy and objectives and contain the additional statements if
applicable. An example of a Project Quality Policy is included in (Appendix D).
The quality objectives should be monitored for effectiveness. The objectives should link to
metrics, which measure the projects performance against objectives. Metrics shall be
documented in the Project Quality Plan (PQP).
2.4.2 Project quality organization
Project organization charts should show how the quality function is organized and
structured. The organization charts shall show reporting relationships, how the quality
organization functions and connects to other dependent quality organizations (e.g., other
Contractors and Subcontractors, matrix organizations, or divisional resources supporting
other divisions of a company).

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2.4.3 Project resource management

2.4.3.1 Project roles, responsibilities, and authorities
The organizational roles, responsibilities, authorities and authority delegation that have a
role within QA/QC shall be listed and documented in the PQP.
2.4.3.2 Project quality resources
The Project quality organization shall contain quality resources having the requisite
experience and competency to support the Project or Scope of Work. Adequate quality
resources shall be in place to ensure that the Quality Assurance activities are performed in
accordance with the requirements.
A Project Quality Manager/Lead role shall be allocated to the Scope of Work and to each
site where significant work is performed. The Project Quality Manager/Lead should report
directly to the Project Manager or assurance manager (independent from responsibility for
delivery). The Project Quality Manager/Lead shall have the authority and the responsibility
to assure the quality requirements are achieved. The Project Quality Manager/Lead should
have worked in a similar role on previous similar projects and have experience with and
competency in the preparation and implementation of a Quality Management System in
accordance with ISO/TS 29001 or ISO 9001.
Qualification procedures and records should be maintained for the following quality roles:
a) Quality Managers/Leads
b) Quality Engineers
c) Inspectors
d) Non-Destructive Examination (NDE) Technicians
e) Dimensional Control Coordinator/Lead(s)
f) Lead Auditors
2.4.3.3 Training and competency
The PQP should reference or contain a system for managing and assuring the competence
of those responsible for executing and controlling the quality. All persons responsible for
executing and controlling the work should be competent, properly qualified, skilled and
experienced in accordance with the requirements.
Training needs should be identified and provided when a gap in competency is identified as
needed. Training methods should also be evacuated for effectiveness. All qualification,
training and competency records shall be maintained. All records shall be made available to
the Principal for verification as and when required by the Principal.
Awareness programs should be made available to those persons who are responsible for
controlling the quality of the work to ensure that they are aware of the quality management
system requirements.
2.4.4 Information management
2.4.4.1 Control of documents
The Project Quality Plan shall contain or reference established procedures for controlling
project documentation. The document control procedures shall cover how documents are
prepared, reviewed, approved (internally and externally) and issued by authorised
personnel. The document control procedure shall specifically cover how reviews and
approvals are managed with internal and external technical authorities.
2.4.4.1 Control of software
The Project Quality Plan shall contain or reference established procedures for control,
verification and record of all project software. The procedures shall address, as a minimum,
the following:
a) Project control of authorized users.

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b) Formal registration of all versions of software in use.

c) Antivirus controls
d) Back-up controls
The measures shall be established and controlled to ensure that software used for
calculations and analysis are authorized and that all results can be traced to the software
type and version that was used for the task. Effective validation of these controls shall be
demonstrated through validation certificates, manual spot checks of calculations and
checking validity at the numerical limits of the input/output.
2.4.4.2 Quality records and certification
A procedure shall be established to control quality.
Where legal and/or regulatory requirements apply, procedures shall be provided to ensure
conformance to the legal and regulatory requirements. Procedures shall cover quality
record storage of: document hardcopies (primarily wet-signed originals), reviewed
check-prints, and final handover documents.
Quality records and certification should demonstrate evidence of: project activities
performed, effective implementation of the QMS, technical integrity requirements,
compliance of project requirements, record of changes, non-conformities including
deviations and waivers, assurance and verification results achieved, and traceability.
2.4.4.3 Handover Dossier
The Project Quality Plan shall contain or reference established procedures for preparing
and submission of Handover Dossiers to the Principal in accordance with the Project Scope
of Work.
An index or table of contents of the Handover Dossiers shall be prepared and submitted to
the Principal for review within the time stated in the Project Scope of Work.
A final documented in-house quality check on each Handover Dossier shall be conducted
to ensure that all vital and essential non-conformance items have been closed out and
evidence provided.
Documents formally handed over to Principal shall be indexed in accordance with the
Project Scope of Work.
2.4.5 Project codes, standards and specifications
Project Codes and Standards shall be listed for each Project Scope of Work and referenced
or contained within the PQP. The project codes, standards and specifications shall be
accessible to all Project resources and included in all contracts and/or purchase orders.
New Codes and Standards shall not be used unless first approved by the Principal.
Requests for concessions or deviations from approved project codes and standards, project
specifications, data sheets, drawings or specified construction material shall be submitted
to the Principal for review and approval. The project codes, standards and specifications
shall also be managed by the projects Management of Change (MOC) procedure (2.4.7).
Should there be any conflict between the contractual documents, the requisition, data
sheets, drawings, specifications, or lack of clear definition as to the applicability of any
codes and standards; this shall be identified to the Principal in writing for
resolution/clarification.
2.4.6 Permits, licenses, approval and consents register and regulatory legislation
compliance
Permitting is the process by which authorities ensure that project activities comply with
laws and regulations.
When regulatory and legal authorities are involved, a plan is required. Example titles
include Permits and Consents Plan, Third-Party Permit and Approvals Plan, and/or Permits,
Licenses, Approvals and Consents (PLACs) Register. The plan shall be identified and

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maintained that is related to the Projects activities and Scope of Work to ensure that all
permitting requirements are consistently and correctly included in plans, schedules,
procedures, work instructions, deliverables, contracts and purchase orders.
The PLAC may include, but are not limited to, licenses to design, construct, commission,
permits to erect temporary facilities, work permits and professional licenses required for the
work at all worksites.
Requests for waivers from Legislations, Regulations, Codes and Standards shall be raised
to the Principal for review and approval.
2.4.7 Management of change
The Project Quality Plan shall reference or include a procedure for Management of Change
(MOC). The principles of change management requirements should be included in
contracts and purchase orders.
The current agreed baseline should be summarised and maintained in a controlled
document such as a Design Data Book or Basis of Design. A procedure is required
whereby effects of all proposed changes are assessed in multidisciplinary way before
approval is to proceed. Proposed changes which would modify the form, fit, function, design
concept, have HSSE implications, increase cost or adversely affect schedule shall be
referred to management for authorisation via the established MOC procedure.
2.4.8 Control of deviations and concessions
The Project Quality Plan shall reference or include a procedure for management of
deviations, waivers, concessions and derogations from the Shell Standards (DEP), Project
Specifications, Statutory regulations or International Codes and Standards. The principles
of deviation and concession requirements should be included in contracts and purchase
orders. The deviations and concession processes shall be included in the procedures for
Technical Authority approval (3.2.3.1) and Management of Change (2.4.7).
A risk assessment for derogations to DEM-1 Mandatory DEPs and on the impact on
quality, cost, schedule and technical integrity shall be conducted by affected discipline
Principal representatives. Final judgment and deviation approval is made by the appropriate
level of Principal Technical Authorities, as listed in the project PCAP. (TA-1 for DEM-1
derogations). The Principal's Procedure for Derogation Management will be applied to any
technical deviations to the DEM1 and DEM2 per Shell HSSE Control Framework.
2.4.9 Interface management
The Project Quality Plan shall reference or include the process or Interface Management.
The Interface management processes should identify the important external and internal
interfaces and should consider the following: responsibility matrix, interface register,
interface meetings, technical query register, interface reporting, action items register,
outstanding work register, and open deficiency register.
2.5 MEASUREMENT, ANALYSIS AND IMPROVEMENT

2.5.1 General
The effectiveness of the quality management system and related processes shall be
reviewed to determine the effectiveness, suitability and improvements needed. The results
(specifically highlighting those areas that need further improvement) should be presented to
the Principal and shall be contained in the Management Review.
Review methods may include auditing, heath checks, quality surveillance, inspection, and
testing. Resulting review data should provide information on:
a) Customer satisfaction and/or dissatisfaction
b) Conformance to customer and quality requirements
c) Cost of quality, including monitoring of failure, lost time and repair costs
d) Process or product non-conformities and their trends

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e) Root cause analysis or corrective actions results

f) Lesson learned process or project reviews
g) Subcontractor and vendor performance
2.5.2 Quality performance monitoring and continuous improvement
Quality Key Performance Indicators (KPIs) shall be established and implemented to report
and monitor performance. Examples of typical KPIs provided for guidance only are listed in
(Appendix K).
The Contractors shall submit the list of proposed Quality KPIs to the Principal for review
and approval within the timeframe defined in the contract.
The Contractor shall establish and implement a process for making use of audit results,
analysis of data and records from management reviews to monitor and, where appropriate,
improve the effectiveness of the project QMS. This shall include data from Subcontractors.
The Contractor shall report to the Principal on regular basis as defined in the Project Scope
of Work on its improvement effort showing results trends against established KPIs and
quality objectives. This shall also include Subcontractors.
2.5.3 Quality audits
Project Quality Plan shall make reference to or include a project-specific Audit Plan and/or
Procedure. ISO 19011 should be utilized as a guide for auditing procedures. The Audit Plan
shall be submitted to the Principal for review and approval within the timeframe defined in
the contract.
Quality audits shall check compliance with requirements to verify effectiveness of systems
and processes and to identify opportunities for improvement. Quality audits shall be based
on the criticality and risk assessment of the Scope of Work. All audit findings shall be
recorded and followed up to confirm timely close out.
The audit plan should include an audit schedule of activities performed by the Contractor
and the Subcontractors. The Principal shall have the right to initiate or request audits on
areas or activities that are identified as having potential adverse effect on quality. The
Principal shall have the right to attend the Contractor audits as an observer and shall be
given adequate notice to attend upcoming audits. The Principal or nominated
representative shall have full access to all Contractor/Subcontractors work locations for the
purpose of audit and surveillance activities. The Principal shall be provided with a copy of
all audit reports if requested.
Lead Auditors and Auditors shall be qualified and certified by an international recognised
body or otherwise approved by the Principal.
2.5.4 Lessons learned and corrective and preventive actions
The Project Quality Plan shall make reference to or include a procedure for mitigating
previous lessons, recording new lessons, and conducting corrective and preventive actions.
Corrective and preventive actions are needed when non-conformances occur.
Root Cause Analysis (RCA) should be used to ensure that preventive actions are taken to
eliminate root causes and prevent recurrence of significant non-conformities. Significant
non-conformances shall be designated as a lesson learned/flaw to be mitigated on future
projects if a Corrective Action/RCA was not performed to eliminate it from re-occurring in
other projects (institutionalise).
Recording lessons learned shall be documented during lesson-learned workshops/reviews
and at the completion of the Scope of Work. Non-conformances shall be reviewed during
the lesson-learned workshops/meetings and/or project closeout meetings. A Closeout
Meeting Report shall be produced documenting the learnings at the completion of the
Scope of Work.
The Quality Manager/Lead shall be the focal point for ensuring the procedure for mitigating
previous lessons, recording new lessons, and conducting corrective and preventive actions

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are conducted effectively and reporting out to P&T, to ensure institutionalising in Shell
processes, or capturing in lessons learned. All actions shall be tracked, monitored, and
reported in accordance with an established procedure.

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3. PROJECT REALIZATION
In addition to the elements of the quality management systems identified in (2), the Project
Quality Plan shall address how the Project will deliver the Scope of Work. The Scope of
Work may include one or more of the following Project segments: Conceptual design, front
end engineering, detail design, procurement, construction and fabrication, and
commissioning. Each segment has quality elements that must be managed. The processes
that manage these elements shall be defined or described by the Project Quality Plan
(PQP).
The following sections describe how quality is managed for specific project segments.
Where there are good examples of how to execute these items, they are contained within
the appendices.
3.1 QUALITY PLANNING

3.1.1 General
The Project Quality Plan shall document how the project will manage the quality of the
Scope of Work. (Appendix C) contains example content.
The following processes in (3.1.2) and (3.1.3) shall be conducted for adequate planning of
quality activities within the project.
3.1.2 Quality risk assessment
A Quality Risk Assessment as part of the Project Quality Planning process shall be
conducted. The assessment shall be conducted in alignment with the Principals risk
assessment approach specified in the Scope of Work and shall consider the following:
a) The overall Scope of Work of the project
b) Identification of critical management activities
c) Contracting strategy (with respect to the Subcontractors)
d) Selection of the Contractors and Subcontractors
e) Work performed in immature manufacturing locations
f) Impact of quality defects of commodity items in large quantities
g) Ability to recover from quality incidents if a quality issue is encountered (time and
cost to repair or replace)
h) Local content requirements
i) Novel equipment design, manufacturing, or operating procedures
j) Complex equipment design, manufacturing, or operating procedures
k) Quality risks associated with cleanliness, tightness (leakages), and testing
l) Risks associated with coinciding events or schedule risks
m) Impact of poor quality from lower-tier subcontractors or past poor performance from
Suppliers
n) Areas where work may be executed outside of established work procedures
o) Vertical contractual interfaces
p) Inadequate resources (quantity and competency)
q) Requirements from or involvement of National and International Regulatory
Authorities
The results of the Quality Risk Assessment shall be reported to the Principal and risks
recorded in the Project Risk Register. Shell has a quality program (titled Flawless Project
Delivery) that is used as a tool to help identify and mitigate the quality risks associated with:

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novelty, complex systems, integrity, tightness, cleanliness, testing, coinciding events,

information management, and operability/maintainability.
3.1.3 Quality intervention and criticality rating
The purpose and objective of the criticality rating of equipment and systems is to assist in
determining the individual level of quality management, control and monitoring required
during the phases from detail engineering and design, procurement, fabrication,
construction, installation to commissioning start up.
The risks associated with the likelihood and consequences of failure of procured material,
equipment and services shall be assessed in order to determine the Criticality Rating and
level of Quality Intervention needed. The level of Quality Intervention needed directly
impacts a portion of the Inspection and Test Plans for the Scope of Work. Guidance on how
to perform Quality Intervention and Criticality Ratings can be provided by the Principal.
The Principal shall have the right to participate in the quality risk and criticality assessment
events performed by the Contractors.
The Criticality rating and quality intervention programs shall be established prior to
procurement from the Contractors or Subcontractors.
3.2 DESIGN AND DEVELOPMENT

3.2.1 Design planning
The Project Quality Plan shall refer to or include engineering procedures to manage the
engineering Scope of Work to ensure adherence to the project baseline, specifications,
codes and standards and all statutory and technical requirements. Additionally, the
procedures shall include requirements, methods for measuring, controlling and approval of
the design, Technical Authority approval procedures, and integrity control and verification.
The plan shall describe the Scope of Work to be executed by each engineering office and
the organizational interfaces between them (if relevant).
3.2.2 Design deliverables
The design deliverables shall be managed in accordance with the established information
management plan/document control procedures. The document control procedures should
include a document register to enable planning of resources / technical assurance to
perform QC of design deliverables. All deliverables shall be checked and approved in
accordance with approved procedures and technical assurance procedures before
submittal to the Principal. The document control procedure shall contain a system for
control and tracking of design holds on issued documents. The tracking shall be registered
such that parts of a document which are not approved for use are clearly marked and
controlled. There shall be a register of the design holds.
3.2.3 Design review
A design review program shall be established and conducted out at appropriate stages of
the engineering work. Design reviews shall include peers, interfaces, technical authorities,
operations and customers where appropriate.
The approved Design Review Procedure shall cover the following:
a) Compliance with the contracts, requirements and Basis of Design
b) Optimisation for minimum lifecycle costs
c) Verification of technical and process integrity (3.2.5)
d) Mitigation of Lessons Learned and quality risks identified
e) Completion of documentation in readiness for the next project phase
All design review results shall be documented and maintained. An action tracking system
should be established to ensure design review actions were properly closed.

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A Quality Planning Matrix is a good method for documenting the agreed activities requiring
design reviews and/or design verification. (Appendix A) and (Appendix B) contain Quality
Planning Matrixes examples for a small project and a FEED project.
3.2.3.1 Technical assurance
A system for technical assurance shall be maintained to ensure that all design deliverables
are prepared, reviewed, approved and signed off by technical personnel who meet the
minimum competence requirements.
The technical assurance program is typically project-specific and shall provide an overview
and timeline of assurance events/activities, including main controls and design reviews.
The technical assurance system should be monitored and audited to ensure compliance
with the requirements. Shells technical assurance system is the Discipline Controls and
Assurance Framework and is documented via the Project Controls and Assurance Plan.
(Appendix J) contains a drawing/document distribution and approval matrix template as a
tool/guide for documenting the technical authority approval requirements when a Project
Controls and Assurance Plan (PCAP) is not generated or to supplement the PCAP.
3.2.3.2 Design and novelty validation
As a part of the Design Review activities, the Project shall identify activities, equipment and
procedures that are novel, cumbersome and/or complex and which represent a particular
risk to the project during design, fabrication, construction, installation and operation. The
risks associated with such items shall be assessed and mitigated.
3.2.4 Design verification
The design verification procedures shall be referenced and/or included in the Project
Quality Plan. The purpose of the design verification is to validate that the design
requirements have been met on completion of design. The program should check that the
engineering and design outputs are appropriate, as expected and consistent with the
requirements defined in the Scope of Work and Specifications. A Quality Planning Matrix is
a good method for documenting the activities for design verification and reviews.
(Appendix A) and (Appendix B) contain examples of Quality Planning Matrixes for a small
project and a FEED project.
Design verification shall provide:
Confirmation that agreed Standards (per 2.4.5) are met
Confirmation that any deviations to Codes and Standards have been approved by
technical authority (2.4.8)
Confirmation that the Process Safety and Operational Requirements defined in
Performance Standards (for SCEs) have been addressed
The Principal has the right to participate in the design review and verification events.
The Scope of Work requirements shall be verified by the design verification process and
may include the following verification activities:
a) Inspection and Test Plans
b) Including requirements from Safety Critical Elements (SCEs) performance standards
(3.2.5)
c) Factory Acceptance Test
d) System Integration Tests
e) Simulations
f) Constructability, maintainability, operability and safety reviews
g) Novelty and complexity reviews

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3.2.5 Technical integrity verification

A Technical Integrity Verification (TIV) program shall be implemented for all Safety Critical
Items under a Scope of Work through all phases of the work, including work carried out by
the Subcontractors.
The TIV is the Principals process that ensures technical integrity from concept through
design and construction and that the knowledge (systems, people, tools) required to
maintain integrity during operation is delivered. The purpose of the TIV process is to
provide assurance and verification to ensure that the systems defined as critical to the
safety of the facility are suitable, i.e. appropriate for their intended purpose, dependable
and effective when required to perform their intended function. The TIV applies to
components that the Principal designates as Safety Critical Elements (SCEs). Each SCE
has a Performance Standard that describes the performance requirements of each SCE as
well as how these requirements are to be verified. The performance standards include
information that shall be used in the creation of Inspection and Test Plans, equipment
requirement/specification documents, preservation and maintenance requirements.
The following items shall be documented starting in the design phase and shall have the
Principals approval for any items designated as Safety Critical Elements:
a) Establish and implement a TIV Plan for design, procurement, manufacturing,
installation and construction work
b) Comprehensive List of Safety Critical Elements
c) Real limits of safe operation (not just normal operating range) for each SCE
d) Preservation and maintenance requirements including procedures, explicit pass/fail
criteria and frequency
e) Procedures specifying actions needed and frequency needed to preserve equipment
safety when SCE is not fully functional or in operation
If the TIV is conducted by a Subcontractor, the Principals Quality Lead role is to define
SCE groups, Performance Standards, and define boundaries of the SCE groups, and
support, facilitate and provide resources during the development of the verification and
assurance steps used to ensure that the performance standards are met. This consists of
providing inspectors, templates, input to or reviews of test and inspection plans, and
performing audits of the TIV process. Guidance is available via the Principals manual on
SCE items.
3.2.6 Weight control
For offshore projects, the Project Quality Plan shall refer to or include procedures for
maintaining weight control from early design through construction. The procedures shall
cover quantity estimating, growth allowances, weight trend reports, deviations, corrective
actions and weight measurement.
A weight and measuring control system and procedure shall be sent to the Principal for
review and approval.
3.3 QUALITY ASSURANCE AND QUALITY CONTROL REQUIREMENTS IN CONTRACT

AND PROCUREMENT
3.3.1 General
The objective of Quality Assurance (QA)/Quality Control (QC) requirements in Contracts
and Procurement is to ensure that the orders are placed with the most suitable bidder; that
materials are provided to the correct specifications; that contracts contain the Principals
expectations; and, that procurement risks are managed to acceptable levels.
The Project Quality Plan shall refer to or include Contract and Procurement Control
procedures. The Contract and Procurement Control procedures shall cover the contract
and procurement processes including preparation of requisitions, tender documents,
prequalifications, tender evaluation and selection, preparation of contract and purchase

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order documents, quality intervention program, criticality ratings, performance monitoring,

contract compliance control and expediting. The procedures shall be provided to the
Principal.
The level of criticality of the items being supplied shall determine the requirements and
extent of Quality Assurance, Surveillance, Inspection and Testing and Control. The quality
assurance and control requirements (documented in this DEP) shall be contained in
contracts, purchase orders with the Contractors and sub-tier contracts.
3.3.2 Prequalification requirements
The work shall have a documented process of tender evaluation and selection of the
Contractors and Subcontractors. The prequalification assessment shall cover the quality
management system, technical capabilities, production capabilities, HSSE history and
financial status.
All parties contracted or subcontracted by Shell shall have a Quality Management System
certified to ISO 9001 or ISO 29001. Certification must be gained by an accredited
Certification Body, recognised by the International Accreditation Forum. The certificate
should be current, valid and applicable to the Scope of Work. Contracts shall require
ISO 29001 or ISO 9001 certification and should grant waivers to this requirement when
non-certified Contractors/Subcontractors have been validated by a prequalification process
or through successful past performance on related scopes of work.
For the Contractors and Subcontractors that do not have a certified Quality Management
System, the risks associated with the lack of a formal Quality Management System should
be assessed to determine if a mitigation plan should be developed to align the
Subcontractor Quality Management System with ISO 29001 or ISO 9001. If Contractors or
Subcontractors are identified that are non-compliant with ISO 29001 or ISO 9001, the
Principal should be informed and approval requested.
The Contractors and Subcontractors shall be selected from the Principals List of Accepted
Suppliers where available. The Principals List of Accepted Suppliers which consists of a
suite of pre-qualified Technically Accepted Manufacturers and Products (TAMAP) accepted
Contractors and Vendors for use by Principal's projects. The Principal also has a number of
Enterprise Frame Agreements (EFA) with Suppliers of major equipment, systems and
services. These two sources will be used, and provided to Contractors for their selection of
Subcontractors and Suppliers to avoid extensive prequalification step.
If the proposed Contractors or Subcontractors are not in the Principals List of Accepted
Suppliers, the Principal shall be informed prior to issue of the Request to Tender. If a Third
Party Inspection (TPI) is specified in the Scope of Work, the Contractor shall select the TPI
Subcontractor from the Principals List of Accepted Suppliers where available, or as
approved by the Principal.
For large contracts, prequalifications may consist of prequalification questionnaires or
prequalification audits to a short list of suppliers to receive the Request for Quotation
(RfQ)/Invitation to Tender (ITT) packages.
3.3.3 Contract pre-award requirements
a) Tender Documentation
Pre-qualified Contractors and Subcontractors that are invited to tender should
include the following quality assurance and control documentation in their Tender
Submission for evaluation:
1) Quality System Certificate (valid for the specific scope and location of work)
2) QMS Manual including the Subcontractor Qualification and Management
procedures
3) Proposed Project Quality Assurance and Control Organization
4) Proposed Project key quality personnel and experience

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5) Draft Project Quality Plan. May include item 6) below.

6) Specimen of applicable or draft Inspection and Test Plans (ITPs)
7) Draft Quality Audit Plan for the Scope of Work
8) List of previous projects. Indicate which had a Project Quality Plan and the
number of Quality Audits planned and number completed (if necessary).
9) List of Quality Key Performance Indicators and trends from a recent project
(if necessary)
b) Tender Evaluation
The Project Quality Lead/Manager role or authorised representative shall review the
quality part of the tender. The evaluation results shall be rated in accordance with
the tender evaluation process requirements.
The Evaluation process shall perform the following:
1) Definition of criteria and acceptance levels
2) Review of historic data from records of previous contracts and assessments
3) Review of current documents provided
4) Review of compliance with specific requirements for quality management
5) Document the results
3.3.4 Contract post-award requirements: contract and scope of work review
Contract and Scope of Work reviews shall be performed and documented at the beginning
to become familiar with the contractual requirements such as applicable codes and
standards, specifications, requirements, drawings, and any other documents referenced in
the contract. This review is typically conducted during the Kickoff meeting. See (Appendix I)
for a typical kickoff meeting checklist.
3.3.5 Performance monitoring
The Contract and Procurement Control procedures referenced or included in the Project
Quality Plan shall cover the Contractor/Subcontractor performance monitoring.
Performance monitoring should include a standardized system for executing the
vendor/supplier assessments, which links into an approved vendors list. The performance
monitoring should include the following:
Evergreen feedback mechanism in which vendor performance is tracked/monitored
including previous incidents/non-conformances/concerns/risks.
Tracking mechanism such that the vendors performance can be shown per product
category (i.e., valves, fittings, vessels, etc.).
3.4 QA AND QC REQUIREMENTS IN FABRICATION, CONSTRUCTION, INSTALLATION

AND MECHANICAL COMPLETION
3.4.1 Material management
The Project Quality Plan shall make reference to or include procedures in order to ensure
that all materials and equipment are properly identified, verified as conforming to this DEP,
properly documented, preserved and stored prior to incorporation in the scope of work.
The procedures shall ensure that:
a) Adequate protective materials to preserve equipment and materials during transport
and field installation are provided.
b) Procedures are established and implemented for checking incoming materials and
associated documentation against the purchase order requirements to ensure that
the materials are free from damage/corrosion and are properly stored and preserved.

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c) Procedures are established and implemented for the release of material and
equipment for incorporation into the work and quarantine procedures are established
for the control of non-conformances, unidentified, suspect or damaged materials.
d) Procedures are established and implemented for preservation and maintenance of
equipment and material during and after manufacture, installation and
commissioning and until hand over to the Principal.
e) Procedures are established and implemented such that materials can be traced back
to the original batch documentation (certificate). All items shall have the identification
marked on the item itself.
f) Records of transfer of ownership of material from the Principal to the Contractor, or
vice versa, are available.
g) The Principals free-issued materials and equipment are properly maintained and
controlled in accordance with approved procedure.
h) Procedures are established to identify substandard or counterfeit materials.
3.4.2 Traceability control
All records pertaining to the quality or inspection status of systems, equipment, components
or parts shall be clearly displayed and provide full traceability. The traceability shall be
maintained from receipt of materials through fabrication, construction and commissioning
and shall accompany the item (or parts of the item) upon delivery.
A material identification and traceability philosophy for fabrication and construction scopes
of work shall be developed by the Contractor and/or Supplier, and approved by the
Principal and satisfy DEP 31.10.00.10-Gen. The identification and traceability of critical
materials, equipment or components must provide for easy retrieval of the test
certificates/records etc. such that in the event of failure or replacement, requirements can
readily be established. The level of identification and traceability will be related to the
criticality of the material, component or equipment.
In circumstances where it is inappropriate to deliver this documentation with the product,
alternative arrangements shall be agreed to with the Principal prior to delivery/shipment.
The Contractors/Subcontractors shall not utilise materials that are substandard or
counterfeit and that do not meet the requirements of the Technical Specifications.
3.4.3 Mechanical completion
Mechanical Completion (MC) takes place through the fabrication, construction and
installation stages up to the commissioning stage and encompasses all disciplines. The
Mechanical Completion and punch list items shall be managed using procedures that
ensure all MC activities are controlled and documented in accordance with the Scope of
Work. The Mechanical Completion controls should ensure that checking and approval of
documentation occurs through work completion. The acceptance criteria for completion
shall be defined. At completion, the Scope of Work shall have a document stating that the
MC is complete (i.e., MC certificate). The Principal shall be notified upon MC for final
approval.
After MC, Pre-commissioning, commissioning, and preservation and start-up activities shall
be accomplished in accordance with the associated requirements for the Scope of Work
and are not covered as a part of this DEP.
3.5 INSPECTION AND TESTING

3.5.1 General
The Project Quality Plan shall make reference to or include procedures for generating
Inspection and Test Plan and Procedures. The Inspection and Test Plan and Procedures
shall be submitted to the Principal for review.
Procedures for generating ITPs should include, but not be limited to the following:

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a) Determination of the type and level of inspection and testing to be applied to each
element of the Scope of Work including work undertaken by the Subcontractors.
b) Determination of the type and frequency of inspection and testing of critical
manufacturing, assembly, installation, and construction processes and activities. A
quality intervention and criticality rating system should be used to help identify the
inspection needs for the Scope of Work.
c) How the Principal will perform the 5 % verification activities of manufactured goods
d) Scheduling of inspection and testing activities
e) Safety Critical Element verification activities in accordance to their respective
Performance Standard (these activities should be denoted as such)
f) Procedures or reference materials to be used during testing or inspection activities
g) Scheduling of inspection visits at the Subcontractors and all worksites
h) Inspection and testing equipment suitability and calibration
i) Inspection Reports and Test Records
j) Requirements for inspection release
k) Clear and concise instructions for quality control personnel performing quality
surveillance, inspection and witnessing of inspections, and tests
l) Ensuring that identified inspection and tests are carried out and documented in
accordance with the contract
m) Ensuring that any re-work is carried out in a satisfactory manner and re-inspected.
3.5.2 Inspection and test plan
The Inspection and Test Plan shall be submitted to the Principal for review and approval.
The Inspection and Testing shall be adequately performed at the appropriate moments to
confirm and certify that the work/materials provided are in accordance with the
requirements.
Inspection and Test plans should include the following:
a) Title, description, and scope
b) Reference to the contract, purchase order
c) List of Activities to be performed and deliverables (required)
d) SCE references noted
e) Controlling Reference documents for the activity/deliverable (required)
f) Associated codes and standards for the activity/deliverable
g) Person responsible for the activity/deliverable
h) Person responsible for verifying the activity/deliverable
i) Frequency or schedule for verifying the activity/deliverable
j) Indication that activities/components associated with manufactured goods are
subject to a 5 % verification by the Principal during the inspection and testing phase
(required)
k) Resulting Documentation required for verifying the activity/deliverable
l) Acceptance Criteria for verifying the activity/deliverable
m) Inspection Intervention Points (required)
1) Principal involvement
2) Quality involvement

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3) Third Party, Regulatory or Certification authority involvement

An an example ITP format and content are provided in (Appendix L) of this DEP.
Note: Where regulatory authorities or third-party inspection agencies are required to witness or endorse
inspection or testing actions. These shall be identified in the ITP and adequate notification allowed for
such witness inspection or test.
3.5.2.1 Verification activities by the Principal

Contractors shall re-inspect or re-test any materials or equipment provided by the
Contractor/Subcontractors to confirm that the requirements of the contract are met. The
Principal shall be required to perform a 5 % verification of activities on pre-identified
manufactured and shop-fabricated equipment/skids/vendor packages. The 5 % verification
activities may be performed via additional third-party inspection services at the time of or
immediately following the ITP activity or through the Principal inspection witness of the ITP
activities.
The procedures for 5 % verification activities on manufactured and shop-fabricated
equipment/skids/vendor packages should include the following:
a) NDE activities via a qualified person witnessing the test or the Principal or third party
re-performing the activity
b) On items identified during risk assessments based on manufacturing risks, Vendor
performance history or novelty reviews
c) Processes should be included to progressively increasing the 5 % sample if issues
are identified.
d) Requirement for 5 % verification within contracts and purchase orders
3.5.3 Inspection function and competency
The inspection function should be part of a Quality Assurance Organization and should be
completely independent of the fabrication and construction functions and reporting to senior
project management. The inspection function should have a recognised leadership position
with the organization.
Inspection and testing personnel should be qualified in accordance with internationally
recognized standards/guidelines, defining at least education, experience, training and
knowledge of applicable codes and standards.
Qualification records, personnel resumes and certification of inspectors, either from the
Contractors own organization or from the Third-Party Subcontractor should be requested to
be reviewed by the Principal for verification prior to commencement of work.
3.5.4 Pre-Inspection or quality alignment meeting
In a Pre Inspection or Quality Alignment Meeting, stakeholders involved may include
representatives from the Principal or the authorised representative, the Contractor, any
Third-Party Inspection Authority (TPIA) or Certification Verification Authority (CVA), and any
major Subcontractors. The timing of this formal meeting should be as soon as possible after
review and general acceptance of the ITP by the stakeholders. Pre-inspection or Quality
Alignment meetings are typically identified during a quality intervention and criticality rating
exercise.
The following should occur at the meeting:
a) Review the plan for ITP execution
b) Finalize the Principals Quality Assurance, Inspection, Testing and Certification
requirements prior to commencement of manufacture or construction.
c) Establish working procedures for notifications, reporting, non-conformities, required
approvals, and quality issues.
d) Document the meeting minutes and have the minutes endorsed by the
Contractor/Subcontractors and the Principal and distributed to all stakeholders.

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3.5.5 Inspection and test records and performance reporting

A system for tracking and reporting the status and performance of the inspection and
testing activities should be established and implemented.
Records of all tests and inspections shall be maintained and should contain the necessary
signatures of endorsement and acceptance where required. All inspection and testing
records shall be compiled, indexed, maintained and stored in an easily retrievable system
such that they are available at all times to the Principal and regulatory or certification
authorities (if applicable).
The Principal shall obtain certified copies of all certificates, reports and records of any test
or inspections by the time stated within contracts or as soon as they become available.
The records shall be incorporated into the manufacturing data books as defined the SOW.
3.6 NON-CONFORMITY MANAGEMENT AND CONTROL

The Project Quality Plan shall make reference to or include procedures for managing
non-conformances. The procedure should be reviewed by the Principal and agreed to
during kickoff, pre-inspection or quality alignment meeting(s).
The procedure shall explain how non-conforming products are managed, including
identification, dispositioning, approvals, Principal approvals, root cause analysis and
incorporation of corrective and preventive actions. The procedure shall explain how the
non-conformances are documented, reported, tracked and closure verified. The procedures
shall also identify when and how continuous improvement activities are generated from
significant non-conformance events or trends. Significant non-conformances shall be
designated as a lesson learned or flaws that shall be mitigated on future projects.
Non-conformances shall be reviewed during lesson learned workshops/meetings and/or
project closeout practices.
The Principal shall be notified immediately when non-conformities occur that may impact
contractual requirements or schedules. Dispositions requiring re-work, use of as-is, or
deviations from technical specifications shall be approved by the Principals Technical
Authority before being implemented. The Principal approvals requirements shall be clearly
stated in contracts and sub-tier contracts.
Statistical analysis and non-conformance trends should influence continuous improvement
processes and be presented in Management and Principal Reviews.
3.7 QUALITY ASSURANCE IN COMMISSIONING AND HANDOVER

Commissioning takes place when Mechanical Completion and pre-commissioning (if
applicable) is completed and the Ready for Commissioning Certificate is approved and
issued. Commissioning and Handover are not covered as a part of this DEP. The
commissioning activities are managed through Operational Excellence. For informational
purposes only, (Appendix G) contains example Quality Plan contents during
Commissioning and Handover.

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4. REFERENCES
In this DEP, reference is made to the following publications:
NOTES: 1. Unless specifically designated by date, the latest edition of each publication shall be used,
together with any amendments/supplements/revisions thereto.
2. The DEPs and most referenced external standards are available to Shell staff on the SWW (Shell
Wide Web) at http://sww.shell.com/standards/.
SHELL STANDARDS
Shell Project Standard and Project Guide 13,
Project Quality Management for internally managed Projects
Positive Material Identification (PMI) program DEP 31.10.00.10-Gen.
AMERICAN STANDARDS
Specification for Quality Programs for the Petroleum, API Specification Q1
Petrochemical and Natural Gas Industry
INTERNATIONAL STANDARDS
Quality management systems - Fundamentals and vocabulary ISO 9000:2005 (E)

Quality management systems - Requirements ISO 9001
Quality management systems Guidelines for Quality Plans ISO 10005
Guidelines for auditing management systems ISO 19011
Petroleum, petrochemical and natural gas industries, Quality ISO 29001
Management Systems

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APPENDIX A TYPICAL CONTRACTOR QUALITY PLANNING MATRIX FOR SMALL

PROJECTS
Supplier/Contractor Quality Planning
Certified to: Suppliers/

Quality or Inspection/
Critical Equipment ISO 9001 Contractors to be Plan to be
Inspection Test to be
Item or Contract Pre-Qualified monitored by:
Plan Req'd? carried out by:
Required NR (Names)
Compressor Skid X All Certified Quality Plan Mech. Eng. Company A
Switchgear X Company B Inspection Elect. Eng Company C

(new factory) Plan
Control Valves X All Certified No N.A. SHEMS (U.S.)
K.O. Vessel X Company D Inspection Mech. Eng. Company C

(if OK will waive Plan
need for ISO)
Detailed Design X All Certified Quality Plan Project Eng. N.A.
Piping Fabrication X Call-off Contract Inspection Mech. Eng. Mech. Eng.

Plan
N R = Not Required

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APPENDIX B TYPICAL QUALITY PLAN MATRIX FOR ONE PHASE OF A MAJOR PROJECT
Quality Plan Matrix - Front End Engineering
Activity Execution Responsibility Opco

ISO 9001 Standard, Quality
Quality Related Activity Section Control or Record
Specific Staff to be nominated Reference Project of Activity
Procedure No.
Petroleum Eng. Design Basis 7 e.g., FDP
Engineering Design Brief 7 e.g., Data

Book
Design Control Procedure 7.3.1
Design Verification 7.3.5

Interdisciplinary Review 7.3.4
Design Approval 7.3.6

Design Review Actions 7.3.4
Weight Control
Technical Interface Control

Engineering Change Control 7.3.7
Regulatory Approvals
Reliability/Operability Assessment
Maintainability Assessment
HSSE Case 7.1
HAZOP, HAZAN, etc. 7.7

Software Validation and Control 7.3.1
Contract Specifications Prep/Cont.
Document Control 4.23
QA Review/Audit 8.22
Pipeline Activities
Contractor Appraisals
P = Responsibility for execution of activity

S = Supporting role as defined in procedures.

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APPENDIX C PROJECT QUALITY PLAN (PQP) STRUCTURE AND FORMAT

Contents of the PQP shall follow the following structure and contents (where applicable).
A. Purpose and Scope
B. Special Terms, Definitions, Acronyms and Abbreviations
C. References
D. Requirements
1. Project Codes and Standards
2. Regulatory, Legislation, Permits and Consents Compliance
E. Quality Policy and Objectives
F. QMS Structure
G. Management Responsibility
1. Management Commitment
2. Management Review
H. Quality Organization
1. Roles and Responsibilities and Accountabilities
2. Project Quality Organization and Quality Function Organization Charts
3. Quality Resources
4. Training and Competency
I. Information Management
1. Document Control
2. Quality Records Management and Certification
3. Control of Software
J. Communication and Interface Control
K. Management of Change
L. Continuous Improvement
1. Audits
2. Health Checks
3. Corrective and Preventive Actions
4. Lessons Learned
5. Quality Metrics and KPIs
M. Project/Product Realization
1. Quality Planning
2. Quality Risk Assessment
3. Equipment Criticality Rating
4. Design/Engineering Management (If applicable)
I. Design Planning
II. Engineering Deliverables
III. Design Reviews
IV. Technical Assurance

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a) Technical Integrity Verification

b) Design and Novel Technology Validation
V. Technical Deviations
VI. Weight Control (if applicable)
5. Contracting and Procurement (If applicable)
I. Prequalification Requirements
II. Contract Quality Requirements
III. Tender Documentation and Assessment
IV. Post Contract Award Requirements
V. Performance Monitoring
6. Fabrication, Construction, Assembly, Mechanical Completion (if applicable)
I. Material Management
a)Control of Principal Supplied Materials
b)Packaging and Preservation requirements
7. Inspection and Testing
I. Inspection and Test Plan
II. Inspection and Test Execution and Monitoring
III. Verification Activities by Principal
IV. Inspection Function and Competency
V. Pre-inspection and Quality Alignment
VI. Inspection and Test Records
VII. Control of Measuring and Testing Equipment
8. Hook-Up, Commissioning, Start-up and Handover (If applicable).
I. Commissioning Planning
II. Commissioning Execution
III. Completion and Handover
N. Non-Conformance Management and Control
O. Appendices (as needed)

February 2012
Page 29
APPENDIX D EXAMPLE PROJECT QUALITY POLICY
Quality Policy Statement
PEOPLE
We will provide adequate resources throughout the project organization and ensure
competencyofpersonnel.
WewilldevelopandmaintainahealthyskillpoolofQualityprofessionals.
We will ensure understanding of this Quality Policy and reward good Quality
performance.
QUALITY MANAGEMENT SYSTEM

We will establish, maintain and continually improve a Quality Management System
thatisriskedbasedandmeetstherequirementsofISO9001andProjectStandard13.
REQUIREMENTS
The Engineering Design will be clearly documented, meet DEM1 and DEM2
requirements as well asoperating performance requirements, and allow the asset to
bebuilt,startedup,operated,maintainedandabandonedsafelyandefficiently.
The completed work will comply with the requirements of the Engineering Design,
ProjectSpecificationsandRegulations.
CONTINUAL IMPROVEMENT
We will continually improve our performance through a variety of means, including
Eliminate,Simplify,StandardizeandAutomate(ESSA)andaneffectiveLessonsLearned
program,bothwithintheProjectStreamsaswellaswithourContractors.
CONTRACTORS AND SUPPLIERS

WewillensurethatContractorsandSuppliersmanageQualityinlinewiththisPolicy,
throughinclusionofeffectiveQualityrequirementsinContractsandPurchaseOrders
andverificationofcompliancewiththeserequirements.
ASSET OWNER
The future asset owner and operator will be involved in and contribute to project
definitionanddeliverytosupporttheFlawlessProjectDeliveryProgram,startupand
operationoftheasset.

February 2012
Page 30
APPENDIX E TYPICAL DESIGN CONTRACTOR QUALITY PLAN

In addition to (Appendix C), additional design-related activities may be addressed in the
Design focused Quality Plan. The following checklist may be used which may be relevant to
the agreed Scope of Work. The Plan needs to contain only an index to the detailed
procedures; however, the procedures shall be readily available for reference but need not
form part of the document itself.
A. DESCRIPTION OF THE ORGANIZATION AND PROJECT

1. Brief description of scope of work, references the Basis of Design.
2. Positions of staff responsible for design and support functions, including
filing and document control.
3. Person responsible for monitoring QA system effectiveness.
B. IDENTIFICATION OF CRITICAL SYSTEMS

1. Systems and sub-systems which are critical for safety, reliability or requiring
external certification or approval (e.g., Lloyd's, Stoomwezen).
2. Codes, standards and procedures which will be used.
C. INDEX OF RELEVANT PROCEDURES

1. Tender and Contract Review
2. Training/qualification required for key staff
3. Control of the preparation of design briefs and engineering specifications
4. Control of documents, including requisition, transmittal, review, approval,
revision and distribution
5. Control of weight and Centre of Gravity for offshore installations
6. Review of ergonomics of design
7. Control of interfaces between engineering disciplines, Contractors, systems,
structures
8. Control of computer software
9. Control of the Specialist Subcontractors (e.g., process consultants,
architects)
10. Review and approval of original design work and of proposed changes to
approved baseline
11. Concessions and deviations
12. Review of overall design by experienced personnel
13. Qualitative or quantitative assessment of reliability
14. Assessment of maintainability and operability
15. Assessment of HSSE threats through HAZOP, HAZAN, quantified risk
assessment, etc.
16. Procurement, as described in (Appendix D)
17. Control and validation of certification for Hazardous Area equipment
18. Control of Engineering Dossier content, status, storage and retrieval
19. Control of documentation required for certification/approval by Government
depts. or their agents

February 2012
Page 31
D. QA ACTIVITIES
1. Index of activities for the QA group, derived from the procedures identified
above.
2. Formal audit of design control, follow-up of corrective actions
3. Cost, Time, Resource Sheets and plan for Quality activities, linked to project
network

February 2012
Page 32
APPENDIX F TYPICAL PROCUREMENT QUALITY PLANS

In addition to (Appendix C), additional procurement-related activities may be addressed in
the Procurement-focused Quality Plan. The following checklist may be used where
appropriate to the agreed Scope of Work. The Plan needs to contain only an index to the
detailed procedures; however, the procedures shall be readily available for reference but
need not form part of the document itself.
Production Schedule
1. Where quality-related processes, tests and inspection occur
2. Proposed hold-points for witness and approval
Index of Procedures
1. Preparation of requisitions
2. The quality of sub-supplier products
3. Qualification of work, inspection and test procedures
4. Qualification and identification of operators
5. The quality and identification of incoming material
6. Calibration and maintenance of inspection and test equipment
7. Packing, shipping, protection and preservation of finished products
8. Preparation and supply of finished documentation
CONTENTS OF TYPICAL SUPPLIER QUALITY PLAN

A satisfactory Quality Plan from a Supplier should address all the items in the checklist
below which are relevant to the agreed scope of supply. The Plan needs to contain only an
Index to the detailed procedures; however, the procedures shall be readily available for
reference but need not form part of the document itself.
Description of the QA organization

1. Resources
2. Position in the management structure
3. Procedures for review of effectiveness
Production Schedule
1. Where quality-related processes, tests and inspection occur
2. Proposed hold-points for witness and approval
Index of Procedures
1. Quality-related processes tests and inspections
2. The quality of sub-supplier products
3. Qualification of work, inspection and test procedures
5. The quality and identification of incoming material
6. Calibration and maintenance of inspection and test equipment
7. Packing, shipping, protection and preservation of finished products
8. Preparation and supply of finished documentation

February 2012
Page 33
APPENDIX G TYPICAL CONSTRUCTION QUALITY PLAN

In addition to (Appendix C), additional construction related activities may be addressed in a
construction focused Quality Plan. A satisfactory Quality Plan from a construction
Contractor may address all the items in the checklist below which are relevant to the
agreed scope of work. The Plan needs to contain only an Index to the detailed procedures;
however, the procedures shall be readily available for reference but need not form part of
the document itself.
A. DESCRIPTION OF THE ORGANIZATION
1. Responsibility of key functions.
2. Procedure for review of effectiveness of the Quality System.
B. CONSTRUCTION SCHEDULE
1. Milestones where quality-related construction activities, inspection and tests
occur.
2. Hold-points for witness and approval (e.g., for critical interfaces, weights,
hydrotesting).
C. INDEX OF CONSTRUCTION CONTROL PROCEDURES
1. Review of contract requirements
2. Preparation and circulation of drawings, specifications and work procedures
3. Specification of conditions under which work may be performed
4. Specification of criteria for workmanship and inspection
5. Selection and control of the Subcontractors and the Suppliers
6. Control of engineering documents, their supply, transmittal, review, approval
and distribution
7. Control of the Engineering Dossier
8. Control of uncompleted work punch-lists
9. Control of activities required for certification by Government departments, or
their agencies
10. Control of weight and Centre of Gravity locations, including weighing
procedures
11. Control of interfaces between disciplines, structures and systems
12. Formal review and submission of proposed changes to approved contract
drawings or specifications, including minor changes
D. INDEX OF MATERIALS CONTROL PROCEDURES
1. Control of purchased goods and services
2. Control of the quality and identity of incoming materials
3. Protection, preservation, handling and storage of material
4. Rejection of non-conforming material
5. Control of material documentation
E. INDEX OF QC PROCEDURES for each DISCIPLINE
1. Qualification of work processes (e.g., welding, non-destructive testing)
2. Surveillance and control of work procedures (e.g., welding)
3. Final inspection of completed items
4. Indication of inspection status

February 2012
Page 34
5. Effective communication between QC personnel and those involved in

construction and materials control concerning concessions and corrective
actions
7. Control, calibration and maintenance of inspection and test equipment
8. Recording the results of inspections and tests
9. Review of commissioning plans, requirements and resources
F. QA ACTIVITIES
1. Index of activities for the QA group, derived from the procedures identified
above
2. Cost, Time, Resource Sheets

February 2012
Page 35
APPENDIX H TYPICAL QUALITY-RELATED ACTIVITIES
Engineering Procurement Construction
Design input and design basis Appraisal/approval of Suppliers Preparation of specifications and
control contract documents
Software validation Review of requisition documents Prequalification of Contractors
Design verification Tender evaluation Tender evaluation, review and
award of contracts
Interdisciplinary design review Approval of Supplier QA or Inspection Quality Plan review/approval
Plan
Design approval Deviation control Variation control
Control of design output Technical interface control Engineering Change Control
Weight control (offshore projects) Change Control Deviation requests
Technical interface control Certification Non-conformance
Engineering change control Reliability/Maintainability Corrective action
Certification Operability/Safety review Review of contract deliverables
Reliability Technical audit of packages Preparation of Quality Practices
(e.g., welding procedures)
Operability/Maintainability Review/Approval of Supplier data Selection/control of Subcontractors
Constructability Document control Technical interface control
Safety Case Non-conformance Certification
HAZOP/HAZAN Corrective action Document control
Criticality evaluation Quality records Incoming materials control
CADD specification QA audit of Supplier Material identification/traceability
Specification preparation and control Quality surveillance Preservation/storage of materials
Control of the Principal's 'free issue' and equipment during construction
items
Control of codes, standards, etc. Product identification and traceability Qualification of special processes
Preparation of Quality Practices Qualification/Monitoring/Acceptance of Testing and Inspection witnessing/
special processes (e.g., weld acceptance
procedures)
Document control Testing and inspection Witness/release Quality records
Non-conformance Storage, packaging/preservation QA audit of construction
Corrective action Incoming material control/ Quarantine Quality surveillance
Quality records Vessel design review (for code stamp) Training
Quality audits Control of spares Statistical sampling techniques
Training Quality alerts Records Handover
Statistical techniques
Prequalification of Design
Contractors
Quality alerts
Consents/Approvals

February 2012
Page 36
APPENDIX I EXAMPLE PROJECT KICKOFF MEETING

A Kickoff meeting agenda should be customized for the Scope of Work and shall meet
formally with the contractor after award with the following objectives:
A. Review the project definition information provided in the CONTRACT
B. Confirm clear understanding of the contents and requirements of the CONTRACT
C. Outline Principal HSSE goals and expectations for the project
D. Principal confirm nomenclature for drawings and documents, unique tag
name/numbers
E. Identify and discuss interface information deficiencies and implications
F. Define outstanding interface information milestone dates related to free issue
equipment
G. Review the first draft quality plan and other project management documents listed in
the Principal specifications
H. Perform a detailed specification review and ensure alignment (document any further
concessions or deviations agreed to the Principal specifications in the CONTRACT)
I. Discuss any key Subcontracted Scope of Work process and approvals
J. Discuss first draft of the Risk List
K. Review project organization chart and introduce the Principal and the contractor
personnel as necessary
L. Prepare project team contact list for all key personnel on the organization chart,
including street mail address, e-mail address, office/mobile/home phone numbers,
and pager numbers
M. Review in detail the proposed Project Schedule
N. Contractor submit schedule for all work
O. Review the proposed Document Register
P. Agree on Document Distribution Matrix and ensure recipient electronic and office
address details are accurate
Q. Agree to review period for Principal review and comment of project documents
R. Discuss reporting requirements and frequency
S. Customize final documentation
T. Discuss Inspection and Non-conformance Notification Procedures including
distribution lists, inspection waiver procedures, notification timelines, and approval
process

February 2012
Page 37
APPENDIX J TYPICAL DRAWING/DOCUMENT DISTRIBUTION APPROVAL MATRIX

This drawing/document distribution and approval matrix template is provided as a tool/guide
for documenting the Technical Authority approval requirements for a scope of work. This
matrix may be utilized for projects or subcontractors not utilizing Shells Discipline Controls
and Assurance Framework, Project Controls and Assurance Plan. If subcontractor utilizes
this form and there is a Project Discipline Controls and Assurance Framework, Project
Controls and Assurance Plan, discipline engineers must ensure the two are aligned.
Drawing/Document Distribution and/or Approval Matrix

Doc./Drg. Rev. Interdiscipline Distribution Equipt. Project Opera- Design Constr. Suppl- Cert.
Category Level P M C E I S Lead Eng.2 Eng. tions Cont. Cont. iers Auth.
Eng.1
Basis of A/B R R R R R R R P R
Design C I I I I I I A P A Action
C+ I I I I I I A P A Action
Design A/B P P P P P P C R R Action
Philosophy C P P P P P P A I I Action P
C+ P P P P P P A I I Action P
Layouts A/B C R R P
C R A A P R
C+ R A A P R
Shutdown A/B R P R R R
Philosophy C R P A R A Action R
C+ R P A R A Action R
Electrical A/B C I P
Drawings C A I P Action
C+ A I P Action
Vendor A/B R R R P
Drawings C R I A P
Manuals C+ R I A P
NOTES 1: Issued to specific Lead discipline engineer to check output of subordinate.

2: Each major equipment item allocated to one of the discipline engineers who is made responsible for
all technical aspects of the order (e.g., changes, vendor drawings, manuals).
LEGEND: P Prepares document
C Single-discipline check of the Contractor or the Principal's engineer's work
R Review and Comment
I Information issue, no follow-up for comments
A Approval
Action: Issued to the Contractor for design or construction, or to the Supplier as part of Requisition.

February 2012
Page 38
APPENDIX K TYPICAL QUALITY KPIs
Quality Indicator Measure Threshol Review Report

Note: Assume a meaningful population size. d Freq Format
Audits and reviews. Performed/Planned > 90 % Quarterly Statistic/

Highlight those re-scheduled Trend
KPI 01 QMS
Effectiveness
Closure of audit findings No. cleared in month 100 > 90 % Quarterly Statistic/
No. req. by due date* Trend
Quality Resources No. of resources 100 > 90 % Quarterly Statistic/

No. of planned Trend
Confirm establishment positions
HAZOP actions No. outstanding 100 > 90 % Monthly Statistic/

outstanding No. raised Trend
KPI 02 Quality in Design
Highlight by type (e.g., HAZOP / HAZID)
Holds outstanding No. design issues/queries closed in month 100 > 90 % Monthly Statistic/
Total number raised Trend
Design Changes and/or No. cleared in month 100 > 90 % Monthly Statistic/
Deviations No. req. by due date* Trend
Note: Separate reports will be required for each.
Design deliverables No. of document delivered late 100 <5% Monthly Statistic/
No. required by schedule Trend
Closure of Supply Chain No. closed in month 100 > 90 % Monthly Statistic/
NCRs No. req. by due date* Trend
KPI 03 Quality in
Holds outstanding No. interface issues/queries closed in month 100 > 90 % Monthly Statistic/
Supply Chain
Total No. outstanding Trend
Vendor ITP witness and No. of witness & hold points missed 100 <5% Monthly Statistic/
hold points No. of witness & hold points scheduled Trend
Vendor Quality Records No. of documents delivered late 100 <5% Monthly Statistic/
& Data outstanding No required by schedule Trend
Construction Process Performed/Planned > 90% Monthly Statistic

KPI 04 Quality in Fabrication, Construction &
Assessments
Contractor/ Inspectors/planned (by discipline) > 90 % Monthly Statistic

Subcontractor
Inspection resourcing
ITP witness and hold No. of witness & hold points missed 100 <5% Monthly Statistic/
points No. of witness & hold points scheduled Trend
Site Queries No. cleared in month 100 > 90 % Monthly Statistic

Total No. outstanding
NCRs No. open/No. raised < 10 % Monthly Statistic/

Trend
Installation
Open > 30 days > 60 days > 90 days
Weld repair rate No of welds rejected in week 100 < 3% for Weekly Statistic/
Total No of welds in week RT Trend
For 100% NDE specifically to
RT (or PAUT) < 5% for
PAUT

February 2012
Page 39
Quality Indicator Measure Threshol Review Report

Note: Assume a meaningful population size. d Freq Format
Hand-over No. of documents delivered 100 > 95 % Monthly Statistic/

documentation No required Trend
By Contractor/if required
Note: *Cumulative figure and shall include those not closed by the due date in the previous month.

February 2012
Page 40
APPENDIX L EXAMPLE ITP TEMPLATE

This Inspection and Test Plan is an example format. Each Manufacturer/Contractor
typically has their own process and template. The Inspection and Test Plan should be
completed as follows:
Note: the numbers below refer to those on the ITP (next page).
1. A brief description of the activity being performed.

2. Contract number or purchase order number. The name of the Manufacturing
Supplier or the Construction Principal. The address (City and Post Code) where the
item is being manufactured or the Job Site, in the case of construction.
3. Sequential number. Each entry in the ITP shall have a unique number. This shall
be used when notifying inspection parties of an impending inspection or test.
4. Description of the activity being inspected, tested or documented. All operations
shall be listed in the sequence in which they will be performed and shall include the
inspection method to be used. The activity should indicate if Safety Critical
Elements or the Principal 5 % verification requirements are contained in the
activity.
5. Reference to the form to be used to record the results of the inspection and/or test,
and the controlling procedure.
6. Either the specification and clause that provide the acceptance criteria or the
criteria itself.
7. The inspection and test interventions M, W, H, R or A. The inspection and test
mark-up of all parties involved shall be finalised during the pre-inspection meeting
and typed under each inspection partys column and this shall then become the
master document. Each party shall be presented with the master document
immediately following an inspection or test point. Once they are satisfied that the
inspection and/or test activity has been successfully completed, they shall sign and
date the inspection or test report relevant to that activity.
8. Comments or remarks relevant to the inspection or test if applicable.
9. On completion of the Inspection and Test plan, all involved parties shall sign the
master document indicating their satisfaction with the product and the
corresponding documentation. This document shall be signed-off by all parties
before final shipment to site or to another supplier.
The following definitions shall apply:
Hold Point (H): A critical step in fabrication and testing where it is mandatory that
the Principal inspect the component/equipment or witness an activity. Activities
designated as a Hold Point shall not proceed unless the Principal/Representative
is present or the Hold Point is formally waived. The Principal shall be notified at a
duration specified in the contract in advance of the activity.
Witness Point (W): A critical step in fabrication and testing where it is desirable
that the Principal/Representative inspect the component/equipment or witness an
activity. The Principal shall be notified at a duration specified in the contract in
advance of the activity. Once proper notification is given, the activity may proceed
according to the schedule regardless of the Principals attendance.
Monitor Point (M): A critical step in fabrication and testing where it is optional that
the Principal inspect the component/equipment or witness an activity. The Principal
shall be notified at a duration specified in the contract in advance of the first
occurrence of the activity at each worksite. No further notification for like activities
at each worksite shall be required. The activity may proceed with or without the
Principals attendance.
Approval Point (A): A critical step in design, procurement, and or fabrication and
testing where it is mandatory that the Principal approve a document/qualification/

February 2012
Page 41
equipment/or activity. The Principal shall be notified at a duration specified in the

contract in advance of the first occurrence of the activity or provided the document
in a period of time specified by the contract. The activity may not proceed without
the Principals approval.
Review Point (R): A critical step in design, procurement, and or fabrication and
testing where it is desirable that the Principal review the document/qualification/
equipment/or activity. The Principal shall be notified at a duration specified in the
contract in advance of the first occurrence of the activity or provided the document
in a period of time specified by the contract. The activity may proceed with or
without the Principal comments or review.

February 2012
Page 42
Inspection & Test Plan Contract/PO No.:

Project Name X Activity: Principal:
ITP No: Location:
Controlling Specification Intervention (M, H, W, R or A)* Comments/Remarks
Description/Activity Acceptance
Seq. Procedure Form rd
(Denote if SCE or 5 % V) to record results Criteria Supplier/ Contractor 3 Principal Other
No
* of compliance Reference Subcontractor Party
Rep.
Example Only
*Inspection and test mark-up legend: I = Inspect/Test, M = Monitor, W = Witness, H = Hold Point, R = Document Review, A= Document Approval, SCE = Safety Critical Item, 5 % V 5 % Principal Verification
required
Inspection and testing activities completed
Supplier/
Signed on behalf of: Contractor 3rd Party Principal Other
Subcontractor
Signature:
Print Name:
Date:


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DEP SPECIFICATION

PROJECT QUALITY ASSURANCE

DESIGN AND ENGINEERING PRACTICE

2012 Shell Group of companies

This document has been supplied under license by Shell to:

This document has been supplied under license by Shell to:

This document has been supplied under license by Shell to:

1.2 DISTRIBUTION, INTENDED USE AND REGULATORY CONSIDERATIONS

This document has been supplied under license by Shell to:

1.3.2 Specific definitions

Quality Degree to which a set of inherit characteristics fulfils a requirement.

Customer Recipient of a product provided by the Supplier. The 'product' may

Non-Conformance Not meeting a specified requirement.

Non-Conformance Documents a specified requirement is not met.

Quality Improvement Actions taken throughout the organization, to increase the

Quality Management Organizational structure, procedures, processes and resources

Standard A document providing rules, guidelines or characteristics for

Requirement A need, expectation, or obligation, which can be stated or implied

Competence Demonstrated ability to apply knowledge and skills.

This document has been supplied under license by Shell to:

1.5 SUMMARY OF MAIN CHANGES

Old New Change

3.0 N/A Implementation of Quality Assurance (activities, staff, and

6.6 N/A Reliability, Operability, Maintainability (ROM) Engineering was

This document has been supplied under license by Shell to:

8.0 N/A Construction and Commissioning Quality Assurance. Construction

3.1.2 Quality Risk Assessments content was added.

3.5.2.1 Verification activities by the Principal (need for 5 % verification of

App B N/A Appendix B, Procedures and Work Instructions, was removed.

App C Appendix C, Contents Requirements for Project Quality Plan, was

App L Appendix L, Example Inspection and Test Plan, was added.

App K Appendix K, Example Project Key Performance Indicators, was

App I Appendix I, Example Checklist for Project Kickoff Meetings, was

1.6 COMMENTS ON THIS DEP

This document has been supplied under license by Shell to:

2. QUALITY MANAGEMENT SYSTEM (QMS)

2.1 GENERAL REQUIREMENTS

2.2 QUALITY MANAGEMENT SYSTEM STRUCTURE

2.3 MANAGEMENT RESPONSIBILITY

2.4 PROJECT QUALITY PLAN (PQP)

This document has been supplied under license by Shell to:

2.4.3 Project resource management

This document has been supplied under license by Shell to:

b) Formal registration of all versions of software in use.

This document has been supplied under license by Shell to:

2.5 MEASUREMENT, ANALYSIS AND IMPROVEMENT

This document has been supplied under license by Shell to:

e) Root cause analysis or corrective actions results

This document has been supplied under license by Shell to:

This document has been supplied under license by Shell to:

3.1 QUALITY PLANNING

This document has been supplied under license by Shell to:

novelty, complex systems, integrity, tightness, cleanliness, testing, coinciding events,

3.2 DESIGN AND DEVELOPMENT

This document has been supplied under license by Shell to:

This document has been supplied under license by Shell to:

3.2.5 Technical integrity verification

3.3 QUALITY ASSURANCE AND QUALITY CONTROL REQUIREMENTS IN CONTRACT

This document has been supplied under license by Shell to:

order documents, quality intervention program, criticality ratings, performance monitoring,

This document has been supplied under license by Shell to:

5) Draft Project Quality Plan. May include item 6) below.

3.4 QA AND QC REQUIREMENTS IN FABRICATION, CONSTRUCTION, INSTALLATION