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December 2001

PROCESS INDUSTRY PRACTICES

Operations

Manual

December 2001

December 2001 2

Introduction Foreword

Since the beginning of the Process Industry Practices (PIP) initiative in early 1993, major progress has been made by more than 300 volunteers working together to harmonize a common set of written Practices for the process industry.

The PIP Operations Manual provides a single reference source for PIP policies, plans, procedures, guidance materials and other documents needed by all PIP participants. This December 2001, revision of the Manual is designed to provide an easily readable document so that familiarity with PIP background and Practices may be established quickly, especially for new team members.

Formerly available from the PIP office in paper format, the Manual is now available on the PIP website for the convenience of PIP members. Users can print copies of the Manual if the paper format is needed. The original notebook format has been continued so that topics may be added or modified as the PIP initiative evolves.

The Manuals Table of Contents (TOC) and individual section Contents pages are bookmarked, giving the user the option of navigating the Manual by using the mouse.

Clicking on section titles in the main TOC will lead to individual section Contents pages. Clicking on the icon labeled Return to Main Table of Contents on any sections Contents page will return the user to the main TOC.

Other headings on each sections Contents page will lead directly to the page in the section containing that topic. And, each page in the Manual has an icon labeled Go To Section Contents that will return the user to that sections Contents page.

Unless otherwise noted, See references and references to sections refer to this Manual.

See references and key titles throughout the Manual that are bookmarked with web addresses link directly to locations on the PIP website: www.pip.org

A link in this Manual to the Strategic Plan, will lead the user to the most current PIP Strategic Plan that is posted on the PIP website, and that replaces earlier versions of the Strategic Plan in previous versions of the Manual.

Please direct comments concerning this Manual, including suggestions for making it more useful, to the PIP staff at: http://www.pip.org/members/staff.

http://www.pip.org/http://www.pip.org/members/staff

December 2001

Table of Contents

Organizational Information.................... 4 Purpose of Process Industry Practices

(PIP)...................................................... 5 Position Paper ........................................5

Structural Organization of PIP..................... 6

PIP Strategic Plan....................................... 7 Organizational Chart ...............................7

CII / PIP Relationship.................................. 8

Member Information............................... 9 Membership Guidelines ............................ 10

Obligations ..........................................11 Subsidiaries/Affiliates ..........................11 Owner Profile Form ..............................13 Contractor Profile Form .......................14

Member Company List.............................. 15 PIP Roster............................................15

Website Information.................................. 15 Internal Electronic Forms ......................16

Obtaining Practices................................... 16

Business Guidelines............................ 17 Conducting PIPs Internal Business .......... 18

PIPs Business with Others....................... 19 Subscription Program ...........................19 Licensing Agreements ..........................19 PIP Relationship with Standards

Developing Organizations (SDOs) ....20

Meetings Arrangements ...................... 21 Meetings Locations................................... 22

Conference Calling ................................... 23

PIP Office .............................................. 25 Introduction to the PIP Office .................... 26

PIP Director Guidelines ........................26 Staff Guidelines and Responsibilities ....28

Guidelines for Participants.................. 29

Team Guidelines ...................................... 30 Steering Team Guidelines..................... 30 Function Team Guidelines .................... 34 Function Team Leader Guidelines......... 36 Task Team Guidelines .......................... 40 Discipline Contact Guidelines ............... 42 Liaison to Function Team Guidelines .... 42 Work Processes Team Guidelines......... 43 Function Team Leaders

Team Guidelines ............................. 44

Administrative Guidelines ......................... 46 Chair Guidelines................................... 46 Vice-Chair Guidelines ........................... 46 Financial Officer Guidelines .................. 47 Executive Committee Guidelines ........... 47 Strategic-Planning Team Guidelines ..... 48 Marketing Team Guidelines .................. 49 Legal Committee Guidelines ................. 49 Nominating Committee Guidelines ........ 50 General Meeting Committee

Guidelines ....................................... 50 Awards and Recognition Committee

Guidelines ....................................... 51

PIP Practices Procedure ..................... 55 PIP Practices Defined............................... 56

Practices Numbering System.................... 57

Practices Generation Process .................. 60 Practices Status Definitions .................. 60 Practice Generation Proposal ............... 62 Practice Revision Proposal ................... 62

Practice Review Process .......................... 63

Practices Approval Process...................... 66

Guidelines for Writing Practices......... 68 Practices Work Process............................ 69

Practices Format ...................................... 71

Guide Documents..................................... 74

Common Glossary............................... 76

December 2001

Contents

Organizational Information Purpose of PIP 5

PIP Position Paper 5

Structural Organization of PIP 6

Strategic Plan 7

Organizational Chart 7

CII/PIP Relationship 8

Return To: Main TABLE OF CONTENTS

Organizational Information

December 2001 5


Purpose of Process Industry Practices (PIP)

Process Industry Practices (PIP), founded in 1993, is a consortium of process industry companies sharing the goal of reducing process plant costs through the development and implementation of common industry Practices for detailed design, construction procurement, operation, and maintenance of manufacturing facilities for the process industry.

PIPs mission is to increase the value of the Engineering-Procurement-Construction (EPC) process and enhance achievement of safety, health, and environmental objectives. PIP will accomplish its mission through ensuring the availability of common Practices created by the PIP Initiative. The set of PIP recommended Practices would be adopted and widely utilized among owner, engineering and construction companies.

PIP Practices are similar in nature, scope and content to the internal technical specifications and standards that most large process industry companies maintain. PIP seeks to harmonize the internal company requirements that add little competitive advantage to any particular company to achieve a larger benefit for all.

PIPs vision is to deliver up to 6% reduction in Total Installed Cost (TIC) of facilities by voluntary acceptance and use of the common Practices.

Position Paper

The PIP Position Paper---PIP A Way to Achieve up to 6% Savings on Your Capital Projects, providing an overview of the PIP initiative is posted on the PIP website at:

www.pip.org/downloads/Position_Paper.pdf

Go To: SECTION CONTENTS

http://www.pip.org/downloads/Position_Paper.pdf


December 2001 6

Structural Organization of PIP

PIP is a self-funded initiative of owner and contractor companies working under the umbrella of the Construction Industry Institute (CII). CII is an officially designated, organized unit of the College of Engineering within the Bureau of Engineering Research at The University of Texas at Austin (UT). PIP is a sub-unit of CII.

PIP membership is voluntary and is open to all owner companies that are qualified for CII membership, or engineering design and/or construction contractors serving owner companies. Many PIP members are also members of CII, although this is not a requirement for PIP membership.

Members are classified as owners or contractors and membership is balanced with a goal of one contractor for two owners.

PIP maintains an office in Austin, Texas, and employs a full-time Director and small staff, all UT employees. Additional information on the PIP office and staff is available on the PIP website at: www.pip.org/contact/index.html#stafff

PIP Member Companies provide approximately 300 technical experts who develop Practices defined and approved by Member Company leadership. PIP Member Companies are committed to providing long-term support for updating the Practices.

Principal funding for PIP is derived from unrestricted grants from Member Companies. Each Member Company provides one representative to the PIP Steering Team, which is responsible for all activities of the Initiative. The PIP Director is a non-voting member of the Steering Team.

PIPs officers [Chair, Vice-Chair (Chair-Elect)] are elected by the Steering Team, from its members, to serve one-year terms. Chair-appointed committees with specific duties make policy recommendations for Steering Team approval.

The Steering Team creates and/or approves teams and advisory committees empowered to maintain the purpose of PIP.

From the Member Company volunteers, the Steering Team has commissioned eight technical Function Teams in the following disciplines:

Civil/Structural/Architectural (C/S/A) Piping & Instrumentation Diagram (P&ID) Coatings/Insulation/Refractory (C&I) Piping Electrical Process Control

Machinery Vessel


http://www.pip.org/contact/index.html#stafff


December 2001 7

Each Function Team is assigned a Sponsor who is a Steering Team member. The Sponsor serves as an ex-officio member of the Function Team and provides linkage to the Steering Team.

The Steering Team authorizes development of Practices by the Function Teams. Function Teams establish Task Teams consisting of technical experts with specific content knowledge to develop the recommended Practices. Task Team members may be selected from the Function Team membership or may be other technical experts from Member Companies assigned to work only on specified Practices. An identified Function Team member serves as an ex-officio member of the Task Team and provides linkage to the Function Team.

Roles and responsibilities of Teams may be found in the section titled: Guidelines for Participants.

PIP Strategic Plan

The PIP Strategic Plan describes the voluntary cooperative effort, the Process Industry Practices (PIP) Initiative, that was organized to meet the perceived needs for voluntary recommended Practices.

The first PIP Steering Team, consisting of a representative of each PIP member company, formally accepted the original PIP Strategic Plan as the basis for the organization on January 27, 1993.

The PIP Strategic Planning Team annually reviews and updates the PIP Strategic Plan that is that is used as a basis of PIPs planning to sustain its mission of increasing the value of the engineering-procurement process. The PIP Steering Team approves the PIP Strategic Plan.

A copy of the Strategic Plan can be found on the PIP website at: www.pip.org/members/downloads/StratPlan.pdf

Organizational Chart

A chart showing the organizational structure of PIP is located on the last page of the PIP Strategic Plan (See above web address for Strategic Plan.)


http://www.pip.org/members/downloads/StratPlan.pdf


December 2001 8

CII / PIP Relationship

PIP and The Construction Industry Institute

The PIP initiative recognized early in its development the value of a linkage to an established standards organization, an industrial trade organization, or an established industrial/academic consortium, and consulted with several organizations with interests similar to PIP.

In early 1993, the PIP Steering Team and the Construction Industry Institute (CII) Board of Directors mutually agreed upon a relationship between PIP and CII at The University of Texas at Austin.

CII is an officially designated, organized research unit of the College of Engineering within the Bureau of Engineering Research at The University of Texas at Austin. Its principal funding is derived from unrestricted grants by sustaining member companies in the construction industry. PIP is an officially recognized and separately funded sub-unit of CII.

Summary of PIP Organizational Information

PIP is legal ly a par t of CII/The Universi ty of Texas at Aust in

PIP is open to qual i f ied companies who part ic ipate voluntar i ly

PIP is self-funded by par t ic ipat ing companies (Member Companies)

PIP is guided by the par t ic ipat ing companies

PIP par t ic ipants are volunteers f rom sponsoring Member Companies

PIP is commit ted to producing and providing long-term support for updat ing Pract ices for the process industry

PIP is a separate consort ium operat ing on a break-even basis with the lowest reasonable overhead and adminis t ra t ive s taff

PIP is s taffed by a Director and off ice s taff , a l l UT employees


December 2001

Contents

Member Information Membership Guidelines 10

Obligations of Membership 10

Guidelines for Subsidiaries

and Affiliates 11

Owner Profile Form 13

Contractor Profile Form 14

Member Company List 15

PIP Roster 15

Website Information 15

Internal Electronic Forms 16

Obtaining Practices 16


Member Information

December 2001 10

Member Information

Membership Guidelines

Membership in the PIP initiative is open to those companies with a vested interest in the total quality and cost effectiveness of the process industries. Owner companies qualified for Construction Industry Institute (CII) membership, and engineering design and/or construction contractors serving those owners are eligible for membership in PIP.

The Initiative has one category of membership. Each Member Company is entitled to one vote on any team or committee, and each company is entitled to designate one principal and one alternate representative for each team. A quorum of at least half of the eligible voting members is required for action by any team or committee. Actions shall be approved by a vote of the membership.

Obligations of Membership

Acceptance of membership in PIP requires a commitment to participate in the activities of the Initiative. Fulfillment of these responsibilities is necessary to produce the high levels of Member Company and individual member commitment, participation and attendance that is required to achieve the PIP Vision and Mission.

All Members on PIP Teams or Committees are expected to attend at least 75% of all Team/Committee meetings (67% for people who travel from out of town to the meeting).

PIP participation and attendance are tracked and reported on a quarterly basis to Steering Team Members and Function Team Sponsors/Leaders as aids in helping Team Leaders fulfill their roles and responsibilities. Tracking criteria are as follows:

1. Steering Team attendance

2. Executive Committee attendance

3. Function Team attendance

4. Overall Participation by Member Companies

(Steering Team, Function Teams, Function Task Teams,

Executive/Other Committees)


Member Information

December 2001 11

Summary of PIP Membership agreement:

A commitment to improvement of the process.

Pay annual dues as prescribed.

Participation by senior company standards personnel on the PIP Steering Team, with the principal or alternate team member typically attending the four quarterly meetings per year. Steering Team participation contributes to the overall management of the PIP Initiative and involves the allocation of resources for PIP work.

Provide resources (personnel) who are fully qualified, available, and personally committed to meeting the expectations of participation in PIP. Participation of experienced company personnel on Function Teams and committees of the Initiative is crucial to the continued success of PIP.

Voluntarily adopt and implement PIP Practices

Voluntarily share for PIP purposes, under appropriate safeguard, non-proprietary information with Function Teams and with the membership in general.

Provide e-mail connectivity to all of their companys PIP participants.

Follow PIP Business Guidelines (See:Business Guidelines section).

Guidelines for Access to Process Industry Practices Among Subsidiaries and Affiliates of PIP Members - April 2000: PIP Member Companies/Subscribers are responsible for managing access to PIP Practices among their subsidiaries and affiliates. A one-step rule applies in all circumstances, to guide PIP members as they manage access of PIPs to their affiliates and subsidiaries. For example, PIP contractor members can use PIPs on a project with a non-PIP-member client (one step), but that client cannot extend the use of PIPs on subsequent projects with another non-PIP contractor (two steps). Where subsidiaries are granted rights to access PIP Practices from parent companies that are PIP members, and if those subsidiaries are jointly owned by PIP members and non-members, then access to PIP will not flow through the jointly-owned subsidiary to non-member parent companies.

Member Information

December 2001 12

PIP Member Companies may not provide access to PIP documents to third parties where there is no equity interest, other than on projects where either the contractor or the owner is a PIP member. PIPs are meant to be an integral tool in the members businesses, but may not be sold or licensed to third parties as a separate stand-alone product, or as part of a stand-alone set of standards. Any eligible company can join as a Member or Subscriber at any time if they elect to do so. Where PIPs are integrated into members internal standard, the PIP Practices format, look and feel, including the logo, must be retained.

Go To: SECTION

CONTENTS

Member Information

December 2001 13

Company Name: _______________________________________

Owner Profi le

COMPANY REPRESENTATIVE Name: _____________________________________________________________________________________ Title: ______________________________________________________________________________________ Address:____________________________________________________________________________________ Phone: _____________________________________________________________________________________ Will the above person be your Steering Team member? [ Yes ] [ No ] Parent Company (if applicable): _________________________________________________________________ Subsidiary Companies (if applicable): ____________________________________________________________

COMPANY INFORMATION Approx. Annual Revenue Estimate: $__________________ Approx. Number of Employees: ________________ Location of Facilities: _________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Describe the process your company uses to 1) develop new Engineering Standards and 2) update existing standards: ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Annual Cost to Develop/Maintain Standards (incl. work hours, materials, expenses, overhead, etc.): ____________

MARKETS SERVED Principal Products or Services: __________________________________________________________________ ___________________________________________________________________________________________ Locations Served: ____________________________________________________________________________ ___________________________________________________________________________________________ Customer/Client Types: _______________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________

OPERATIONS Average Annual Capital Program: $__________________ Industries Served: [ ] Refining [ ] Chemical [ ] Specialty Chemicals [ ] Pulp & Paper [ ] Other ______________ Number of Home Office Employees: __________________ S.I.C. Codes: ______________________________

PIP INTEREST What benefit do you expect from PIP membership? _________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ How many participants in PIP do you anticipate? __________________ Other Major Industry Organization Participation: ___________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Rev. 2/01

Member Information

December 2001 14

Company Name: _______________________________________

Contractor Profi le

COMPANY REPRESENTATIVE Name: _________________________________________________________________________________________ Title: __________________________________________________________________________________________ Address:_______________________________________________________________________________________ Phone: ________________________________________________________________________________________ Will the above person be your Steering Team member? [ Yes ] [ No ] Parent Company (if applicable): ________________________________________________________________ Subsidiary Companies (if applicable): ____________________________________________________________

COMPANY INFORMATION Approx. Annual Revenue Estimate: $_________________ Total Installed Value of Projects: _______________ Location of Facilities: _________________________________________________________________________ ___________________________________________________________________________________________ Approx. Number of Permanent Employees: _____________ S.I.C. Codes: ______________________________ Number of Home Office Employees: _____________________________________________________________ Describe the process your company uses to 1) develop new Engineering Standards and 2) update existing standards: ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Annual Cost to Develop/Maintain Standards (incl. work hours, materials, expenses, overhead, etc.): ____________

MARKETS SERVED Principal Products or Services: __________________________________________________________________ ___________________________________________________________________________________________ Locations Served:_____________________________________________________________________________ ___________________________________________________________________________________________ Customer/Client Types: _______________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Industries Served: [ ] Refining [ ] Chemical [ ] Specialty Chemicals [ ] Pulp & Paper [ ] Other ________________

PIP INTEREST What benefit do you expect from PIP membership? _________________________________________________ ___________________________________________________________________________________________ How many participants in PIP do you anticipate? __________________ Other Major Industry Organization Participation: ___________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Rev. 2/01

Member Information

December 2001 15

Member Company List

A current list of PIP Member Companies is shown on the PIP website at:

www.pip.org/membercos/index.html

PIP Roster

The PIP Roster lists all PIP Team Members with mailing addresses, phone and FAX numbers and e-mail addresses. A key on the cover page of the Roster lists the abbreviations used to show information about each entry in relation to PIP participation.

The Roster is maintained by the PIP office and is available to PIP participants from the PIP website at: www.pip.org/members/roster/index.html

The Roster is updated monthly by the Teams and committee leaders.

Website Information

The PIP website ( www.pip.org/ ) was established to keep industry informed about the PIP initiative and to provide PIP information and electronic access to Practices for Member Companies and Subscribers. (Print versions of Practices are available for sale to non-members. (See: Obtaining Practices in this section and Subscription Program in the Business Guidelines section.)

Any web user can access the PIP website for information about PIP and for a listing of published Practices. Members have access to the Practices and to additional information about PIP through the website section Members Area.

The PIP Members Area requires a login user-name, and a password that is changed quarterly. Passwords are communicated to PIP Steering Team members and Function Team Leaders by the PIP Office Manager. Team Leaders distribute passwords to their Team members. Team members can also contact the Team Leader or their companys Steering Team member to obtain the current password. The importance of maintaining security of the Members-only area of the website should be emphasized when the PIP password is released to users within Member Companies.

Access to the PIP Subscription Programs website area requires user-names, unique to each Subscriber, and passwords that are changed quarterly. Passwords are communicated to a designated company contact for each Subscriber company. The importance of maintaining the security of each Subscribers password is emphasized when the PIP password is assigned to each Subscriber Company.

PIP is utilizing the eRoom software program as the standard electronic file cabinet system for Function Teams and as a method for electronic team collaboration and Go To:

SECTION CONTENTS

http://www.pip.org/membercos/index.htmlhttp://www.pip.org/members/roster/index.htmlhttp://www.pip.org/

Member Information

December 2001 16

communication. An interactive tutorial is available at: www.instinctive.com. Instructions for using eRoom are also shown on the PIP website at: www.pip.org/members/erooms/index.html

Although PIP continues to maintain the latest in virus protection for the PIP website, it is impossible to guarantee the complete safety of any electronic file. Users of electronic medium should know the risks and employ the latest up-to-date virus protection.

PIP uses McAfees Virus Scan, updating the Virus Scan data files as necessary. Visit Network Associates website at: networkassociates.com for information on current computer viruses and information on how to repair virus damage.

Note: In 2000, PIPs website address (url) changed. PIP documents referred to in earlier versions of the Manual may reflect the url for PIPs original website (pipdocs) which is no longer a valid website for Process Industry Practices (PIP).

Internal Electronic Forms

Internal forms PIP uses are available electronically through the PIP website at: www.pip.org/members/forms/index.html. Sections of the Manual that describe the use of PIP forms will show specific urls and refer the Manual user to the forms section of the PIP website.

Obtaining Practices

PIP Practices are copyrighted and are available for purchase by any interested party. The website listing of published Practices, with abstracts and prices, is open to any user at: www.pip.org/practices/index.html.

PIP Member Companies have perpetual, royalty free, non-exclusive use of PIP publications. All published Practices are available to PIP members in .pdf format through the PIP website at: www.pip.org/practices/index.html.

PIP Members Area pages on the website are password protected. Information on accessing the protected part of the PIP website, including obtaining Practices from the Members Area of the PIP website can be found in the section Website Information.

PIP Member Companies also have access to the Practices in the native file format through a separate password that is communicated to Steering Team members only. Practices in native file format are provided only for convenience of the Member Companies. Steering Team members can designate participants within the Member Company to receive the password for the native files, as their company need arises. PIP policy does not authorize changes to published PIP Practices and Member Companies who choose to change a native file document for their internal use must re-designate such file as internal and not maintain the PIP identity of the document.


http://www.instinctive.com/http://www.pip.org/members/erooms/index.htmlhttp://networkassociates.com/http://www.pip.org/members/forms/index.htmlhttp://www.pip.org/practices/index.htmlhttp://www.pip.org/practices/index.html

December 2001

Contents

Business Guidelines Conducting PIPs Internal Business 18

PIPs Business with Others 19

Subscription Program 19

Licensing Agreements 19

PIP and Standards Developing Organizations (SDOs) 20


Business Guidelines

December 2001 18

Business Guidelines

Conducting PIPs Internal Business

PIP Member Companies are competitors in the process industry, therefore PIP must conduct its business in a manner in compliance with business law.

As a reminder of this important element of PIP business, each PIP meeting and teleconference begins with a brief review of PIP Business Guidelines for general meetings and/or meetings conducted by telephone.

The General and Teleconference Meeting Guidelines are listed on the web at: http://www.pip.org/members/meetings/guidelines.

.


http://www.pip.org/members/meetings/guidelineswww.pip.org/members/meetings/guidelines

Business Guidelines

December 2001 19

PIPs Business with Others

PIP conducts business with other organizations and has appropriate formal agreements to define the relationship with those entities. This section contains information on PIPs relationship with other organizations.

PIP Subscribers are listed on the PIP webpage at: www.pip.org/subscr/index.html. For a list of PIP Licensees go to: www.pip.org/licensees/index.html.

Subscription Program

The PIP Subscription Program (PIP-SP) makes PIP Practices available to non-member subscribers as an entire set of published Practices or in sets by engineering discipline. Subscribers access Practices in .pdf format via the PIP website, and receive notification from the PIP webmaster as the Practices are published. Subscribers also have access to published PIP Electronic Entry Data Sheets (EEDS).

PIP membership is not included with the purchase of a subscription, and membership is not a prerequisite to becoming a Subscriber. The Subscription Program does not include PIP voting rights or participation on PIP teams/committees.

Subscribers have the opportunity to attend PIP functions by special invitation and will receive acknowledgement from PIP for post-publication comments to Practice content.

Potential subscribers include suppliers and vendors serving the process industry, who are not eligible for membership in PIP, and owners and contractors who have a use for the Practices but do not choose to allocate resources for participation in the Practice development process (i.e. PIP membership).

Information on the Subscription Program is available from the PIP office and on the PIP website at: www.pip.org/subscribers/.

Licensing Agreements

PIP has and continues to develop licensing agreements with other industry-related organizations. PIP has cooperative agreements and/or contract agreements with Standards Developing Organizations (SDOs) and with technical companies who are incorporating the Practices in their products.

Information on the PIP Licensing program is available from the PIP Director and on the website at: www.pip.org/licensees/licensprog/index.html.


http://www.pip.org/subscr/index.htmlhttp://www.pip.org/licensees/index.htmlhttp://www.pip.org/subscribers/http://www.pip.org/licensees/

Business Guidelines

December 2001 20

PIP Relationship with Standards Developing Organizations (SDOs)

PIPs purpose is to eliminate variation among Member Company internal standards that are often overlays to SDO standards. PIPs intended role is complementary, not overlapping or competitive to SDOs.

The process industry benefits when PIP appropriately influences SDO standards. This influence is achieved by collaborating with SDOs to integrate PIP content into their standards, reducing the requirement for overlay documents. The result is a consolidation of technical requirements applicable to the process industry. For this consolidation to be successful, all involved should have a clear understanding of PIPs goals, and there must be a close working relationship between PIP and the SDOs.

For more information on PIPs relationship with SDOs, see the website at: www.pip.org/members/resources/index.html#sdorelation


http://www.pip.org/members/resources/index.html#sdorelation

December 2001

Contents

Meetings Arrangements Meetings Locations 22

Conference Calling 23


Meetings Arrangements

December 2001 22


Meetings Locations

Because several PIP Member Companies are located in the area, Houston, Texas, has been designated a convenient site for meetings. Utilizing the hotels located in the Bush Intercontinental Airport area makes car rental optional for members flying to Houston.

PIP pays for team meeting costs at hotels in the vicinity of the airport. PIP negotiates for special overnight and meeting room rates; a fixed, person/day rate includes meeting room, continental breakfast, refreshments, and lunch in the hotel.

Team meetings for an entire year are scheduled annually through the PIP office. Notification for scheduling the next years meetings is sent to each Function Team Leader in November of each year. The meetings schedule for the current year is posted on the PIP website at: www.pip.org/members/meetings/schedules/index.html.

To make arrangements for special meetings or additional meetings during the year, call the PIP office at 512-232-3041.

Teams exercising the option of meeting in the facilities of a Member Company should make those arrangements through the host company. Notification and meeting details should be sent to the PIP office so that meeting information made available to the membership on the website can be kept current.

Occasionally a team may choose to meet at the PIP office in Austin, Texas. Teams are welcome to meet at the PIP office. Arrangements for meetings in Austin must be made in advance through the PIP Secretary at 512-232-3041. Rental cars are necessary for air travelers to Austin.

Teams may consider conference calls as a meeting alternative Details on arranging conference calls through the PIP office can be found in this section in Conference Calls.


http://www.pip.org/members/meetings/schedules/index.html


December 2001 23

Conference Calling

Meet Me conference calling, a service available to PIP through The University of Texas phone service, allows individuals to dial without the help of an operator into a pre-set group call. Callers can be physically located anywhere. Each caller is billed separately to the callers number as with any long distance phone call. There is no charge to PIP for the service.

Meet Me calls must be scheduled in advance through the PIP office. Any group leader can call the PIP office with the information* required to set up the call. *(See next page.)

The PIP Secretary will schedule the Meet Me call and transmit via phone or e-mail to the group leader setting up the call, the phone number to use for the call. The group leader transmits the phone number to all other call participants. The phone number is assigned for one conference call only.

Meet Me conference calls should be scheduled as early as possible to assure availability of UT phone lines dedicated to this service. Last-minute calls can be arranged if lines are available; however, a minimum of 24 hours prior to conference call time is recommended.

The call originator is advised to check the Meet Me call line during the 15-minute period prior to the call starting time. (UT telephone services sets-up the call 15 minutes prior to call time). The call is set up properly if the caller checking the setup hears the phone number ring. A problem is indicated if the caller hears: Were sorry your number cannot be completed as dialed. Please check your number and dial again.

Please call the PIP office (512/232-3041) immediately to report any problem. The PIP office will contact UT telephone services to clear the problem in time for the scheduled conference call.

At the time of the conference call, each participating individual will dial the designated phone number and will be automatically connected to the call. The first person dialing the number will open the conference line but will continue to hear the phone ring and should remain on the line until additional callers dial in. While the Meet Me call is in session, participants can hang up, make other calls, and redial the conference call number and be reconnected. Participants will hear a slight noise as callers are connected and disconnected.

The call is completed when the last caller hangs up.


December 2001 24

Summary of Meet Me Conference Call procedure:

Call the PIP office at 512/232-3041 with the following information:

1. Date and time of call (Start, End) If ending time is scheduled, the call will be cut off with no warning at the scheduled ending time. If ending time is not scheduled, a contact person must call the PIP office to say the call has been completed. An estimate of the calls length is required to set up the call.

2. Number of callers (Maximum number estimate is OK) The telephone numbers are assigned according to line-volume capabilities.

3. Name and phone number of call originator (group leader)


December 2001

Contents

PIP Office Introduction to the PIP Office 26

Director Guidelines 26 Roles and Responsibilities of the PIP Director 27

Staff Guidelines and Responsibilities 28


PIP Office

December 2001 26

PIP Office

Introduction to the PIP Office

PIPs office in Austin, Texas coordinates the activities of the volunteer organization. The PIP Director and a small staff maintain the office.

Contact information for the PIP office and staff is available on the PIP website at: www.pip.org/contact/index.html

PIP Director Guidelines

The PIP Director reports to the PIP Executive Committee and Steering Team. The Director is the principal point of contact with The University of Texas at Austin and is PIPs principal contact with industry.

The Director provides day-to-day leadership and manages ongoing activities of the Initiative and, to the extent consistent with the law and University of Texas policy, implements decisions made by the Steering Team and the Executive Committee. The Director solicits Member Companies to supply qualified Steering Team members who will champion the PIP initiative within the Member Companies.

The Director responds to financial management and administrative guidelines required by the University of Texas and by CII. The Director serves as an Associate Director of CII and, as such, has a reporting relationship to the CII Director.

The PIP Director shall be a non-voting member of the PIP Steering Team. The Director records and maintains the minutes of the Steering Team meetings, monitors overall participation of Member Companies and recognizes performance of members in leadership roles.

The Director is responsible for recruiting, supervising, and directing the PIP staff in performance of its duties.


http://www.pip.org/contact/index.html

PIP Office

December 2001 27

Roles and Responsibil i t ies of the PIP Director

Manages, supervises and provides support, guidance, and recommendations to PIP organizations as directed by the Steering Team; maintains contact with PIP member representatives; orients new members as required; and responds to potential member inquiries

Works with volunteers and attends the organization's meetings to remain current in volunteer effort status, problems and progress

Plans and executes tasks in support of meetings, workshops, symposia, etc.

Conducts activities to conform with the PIP Strategic Plan and principles

Represents PIP to industry representatives and the general public through writing, speaking and media inquiry responses

Develops and implements appropriate metrics to measure PIP effectiveness.

Develops procedures for management of preparation, reproduction, marketing and maintenance of PIP products

Ensures appropriate legal review of PIP activities and products as required

Has computer knowledge sufficient for managing graphics and publishing techniques

Plans and executes work independently to maintain a central PIP office, files and records, and product inventory

Develops the annual budget, supervises account maintenance and reporting, and conducts activities within approved budgetary limits

Has experience in process industry capital project development and delivery as an owner representative, designer or builder

Has knowledge of standards procedures for designation, availability and components

Has previous exposure to legal concepts dealing with intellectual property and industry competition

Has managerial or supervisory experience to provide staff support and guidance

Has experience in a university campus environment

Non-voting member of PIP Steering Team, Executive Committee, Legal Committee, Marketing Team, and Strategic Planning Committee.

PIP Office

December 2001 28

Staff Guidelines and Responsibilities

The PIP staff performs the duties assigned by the Director. Included in the duties of the PIP office staff are:

Maintain membership information

Maintain business office for Initiative

Maintain Rosters

Maintain meetings calendar

Arrange meetings

Produce reports for quarterly Steering Team and Function Team Leaders meetings *

Maintain permanent files for Team meeting minutes

Edit and format Practices

Coordinate Member Company Review (MCR) and Steering Team (ST) ballot of approved Practices

Electronically publish Practices

Maintain database containing records for Practices

Maintain permanent and archival files for Practices

Maintain the PIP website

Interface with volunteers from the Initiative to resolve issues

* For specific reports, see also the section Steering Team Guidelines.


December 2001

Contents

Guidelines for Participants Team Guidelines 30

Steering Team Guidelines 30 Roles and Responsibilities -Steering Team Member 32 Role and Responsibilities - Sponsor to Function Team 33

Function Team Guidelines 34 Function Team Leader Guidelines 36

Role and Responsibilities - Function Team Leader 37 Sample Letter of Welcome to Team Member 38 Forms Submitted By Function Team Leader 39 Function Team Co-Leader Guidelines 39

Task Team Guidelines 40 Role and Responsibilities - Task Team Sponsor 41

Discipline Contact Guidelines 42 Liaison to Function Team Guidelines 42 Work Processes Team Guidelines 43 Function Team Leaders Team Guidelines 44

Administrative Guidelines 46

Chair Guidelines 46

ViceChair Guidelines 46 Financial Officer Guidelines 47 Executive Committee Guidelines 47 Strategic-Planning Team Guidelines 48

Role of the Strategic Planning Team 48 Marketing Team Guidelines 49 Legal Committee Guidelines 49 Nominating Committee Guidelines 50 General Meeting Committee Guidelines 50 Awards and Recognition Committee Guidelines 51

Description of PIP Awards 51


Guidelines for Participants

December 2001 30


Team Guidelines

PIP Member Companies provide the technical experts who write PIP Practices.

Each Member Company can designate one principal and one alternate representative to any team or committee; however, the company is entitled to only one vote on each Team issue. A quorum of at least half of the eligible voting members is required for action by any team or committee. Actions shall be approved by vote of the members present.

For more information on PIP Teams, see the PIP Strategic Plan at: www.pip.org/members/downloads/StratPlan.pdf

Steering Team Guidelines

The Steering Team, comprised of a representative from each Member Company, is the leadership and policy-making group responsible for direction of all activities of the PIP Initiative. Steering Team participation contributes to the overall management of the Initiative.

The PIP Strategic Plan states that Steering Team members shall be technically qualified, empowered to act decisively, and positioned within their companies to influence resource allocation and adoption of the Practices. Acceptance of the Steering Team position implies a commitment to participate in the activities of the Initiative.

The Steering Team Chair and Vice-Chair shall be elected by the Steering Team and shall serve also as Chair and Vice-Chair of the Executive Committee. The PIP Director shall be a non-voting member of the Steering Team, Executive Committee, Legal Committee, Marketing Team and Strategic Planning Team. The PIP Director is responsible for recording and maintaining the minutes of the Steering Team and Executive Committee.

The Steering Team creates the Function Teams and other teams or advisory committees as needed, and approves formation of Task Teams by the Function Teams. The Steering Team approves Chairs of all committees and Leaders of all Function Teams. A Steering Team representative may be a member of any committee or Task Team.

Steering Team members elected as Function Team Sponsors provide linkage from the Steering Team to the Function Teams. Steering Team members submit names of technically qualified representatives as Function Team members from their companies to


http://www.pip.org/members/downloads/StratPlan.pdf


December 2001 31

the Function Team Leaders, Sponsors, PIP Chair, Vice-Chair, and PIP Director. The Steering Team member is responsible for keeping current the information shown on the PIP roster to reflect company participation. The Steering Team member serves as default recipient of a Function Team request for material and reviews of material if there is no representative from the Member Company on the Function Team. In this capacity the ST Member becomes the Discipline Contact for that company on that Function Team. The Steering Team member assures that all Function Team members and other participants from their companies understand expectations of their roles.

The Steering Team shall convene at least once per quarter. The Steering Team Member or Alternate is committed to attend at least three of the quarterly meetings each year.

An Action Register of items from previous Steering Team meetings is maintained in the PIP office, with individual items on the list remaining active until the issue is resolved.

Prior to each quarterly Steering Team meeting, the PIP office e-mails to each Steering Team member the following information (items shown with * are transmitted two weeks prior to meeting):

Agenda for the Steering Team meeting *

Function Team Report (FTR) completed by the Function Team Leaders *

Practice Generation Proposals and Practice Revision Proposals received from Function Teams *

Additional/background information on agenda items

For more information see Roles and Responsibilities of the Steering Team Member and Role and Responsibilities of Steering Team Sponsor to Function Team on the next pages.



December 2001 32

Roles and Responsibil i t ies of the Steering Team Member

Manage participation/supply resources

Work with my company's PIP team members to identify problems/issue

Sponsor continuous improvement - including establishing expectations/monitoring performance

Champion awareness and implementation of PIP including sense of urgency in company for PIP; set goals, educate people and pioneer

Funding focal point

Participate as Function Team sponsor

Participate on Steering Team Subcommittees

Provide recognition and support of my company's participants

Represent my company position/vote

Represent PIP to and within my company

Critically analyze/authorize Function Team activities

Set direction/map strategy to optimize owner/contractor interaction

Assure reduction in costs (>2%)

Spearhead company adoption/internalization

Recruit new members provide contacts for Marketing Team

Promote industry-wide acceptance of Practices

Sell to customer

Set overall strategy of PIP

Assure adoption principals are understood by their company participants

Assure company provides standards for harmonization


December 2001 33

Role and Responsibilities of Steering Team Sponsor to Function Team

Attend at least part of each Function Team meeting (at least by teleconference)

Communicate Steering Team direction and administrative directives to Function Team (e-mail, phone, fax, meetings)

Participate on Executive Committee/represent Function Team Motivate Function Team Offer direction to Function Team Offer management perspective Communicate expectations of membership Work with Function Team Leader to promote participation/attendance Be a facilitator of:

Internal Function Team issues TOC and schedule forecast Team meetings The Team's processes

Ensure Team focuses on Team charter Pay attention to process rather than be a Subject Matter Expert Interface with other Steering Team members to:

encourage participation of Discipline Contacts encourage participation of Function Team/Task Team members encourage funding to allow participation convey levels of Function Team member participation help obtain resources for Function Teams report Function Team activities and be an advocate for Function Team

Sell participation to Team's company management Encourage Function Team members to communicate with their Steering

Team members Resolve issues/provide liaison between Function Teams and PIP office Observe/benchmark other Function Teams for best Practices Referee disputes between Function Teams Attend Function Team Leaders meeting


December 2001 34

Function Team Guidelines

PIP Function Teams (FT)s are technical teams organized along engineering disciplines or major areas of engineering technology Civil/Structural/Architectural (C/S/A), Electrical, Coatings, Machinery, Piping and Instrumentation Diagram (P&ID), Piping, Process Control, Refractory, Vessel. Member Companies can best influence the content of Practices in a specific technology by having a representative on the FT for that discipline.

The FTs, the primary link to the Member Company technical communities, are charged with the creation of Practices, including obtaining input and gaining consensus within their companies on all technical issues and with promotion of adoption of all approved Practices.

FTs are responsible for the technical content of Practices, and for periodic review and maintenance of Practices. The FTs develop and maintain an internal list of the Practices in each discipline, identifying and referencing appropriate materials from existing sources, such as technical societies and from collections of Member Company internal standards.

FTs identify and prioritize the lists of recommended Practices to be compiled and harmonized. FTs are responsible for following the procedure in the Practices Generation Proposal (PGP) and the Practices Revision Proposal (PRP) to secure Steering Team approval for work to begin on Practices. See PGP and PRP in the section PIP Practices Procedure. FTs are responsible for responding to comments on Practices as shown on the Responses to Member Company Review (Action Chart) in the Work Process section and to comments of the Subscriber as described in the Business Guidelines and Practices Review sections.

Members of the FT are experienced technical people who are thoroughly familiar with the technology in their disciplines and with their internal company standards as well as industry codes and standards. FT Members are engaged in the design, procurement, and construction activities of their companies and are empowered to represent their companies in technical areas.

Each Member Company may appoint a representative and an alternate to each of the FTs. When the FT member is not available, the Alternate serves in place of the FT member, attending meetings and representing the Member Company with the same rights and responsibilities as the FT member.

A Function Team Leader (FTL) is elected by the FT. The FTLs responsibilities are shown under FTL Guidelines in this section.

FTs charter Task Teams to harmonize the source standards that are the basis of the PIP Practices. The Task Team member does not have to be a member of the Function Team. A Function Team as a whole or in part may serve as a Task Team or may identify persons



December 2001 35

within the FT members company to serve as Task Team members. See more information on Task Teams in this section.

A Sponsor, appointed by the Steering Team and responsible for linkage to and communication with the Steering Team, serves as an ex-officio member of each Function Team. The Sponsor is both a Steering Team member and a member of the Executive Committee. For more information on the Sponsor, see Role and Responsibilities of the Steering Team Sponsor to the Function Team in this section.

A Member Company may choose to appoint a Discipline Contact for a FT in lieu of active participation on the FT. The Discipline Contacts is expected by communication conduit between the company and the FT. The Discipline Contact will review the written and online material generated in the Team meetings and provide input to the FT. Although the Discipline Contact does not normally attend FT meetings, the Discipline Contact has the option to attend.

A FT may appoint a liaison to another FT when the level of mutual interest or scope of work in a Practice is high enough to suggest a relationship.

Each Member Company has one vote in the activities of the FT. Liaisons and Discipline Contacts have input but no vote on FT issues. Alternates vote only in the absence of the FT member.

Steering Team members have the right and obligation to provide FT members from their companies. Steering Team members communicate complete Roster information for each Team to the PIP office. The PIP office maintains the official Roster containing Team members names, mailing addresses, telephone and FAX numbers, and e-mail addresses. The roster is posted on the PIP website at: www.pip.org/members/roster/index.html.

FT meeting schedules are determined by each team. Teams are encouraged to set meeting dates as far in advance as possible to accommodate Team members work schedules. FT members are expected to attend 75% of the Teams meetings (67% for those members traveling from out of town). FT members commit to out-of-meeting work and preparation.

Some FT work may lend itself more to teleconferencing, the use of eRoom, and other electronic means of communication. A meetings schedule, maintained by the PIP office, is posted on the website. Minutes of FT meetings are recorded and a copy sent to the PIP office.

FTs prepare a Function Team Report (FTR) to be presented by the FTL, or his/her designee, at the FTL meeting each quarter. For more information on the Function Team Report, see FTL Guidelines in this section.

Visitors from prospective member companies may, at the discretion of the FTL and Sponsor, attend a reasonable number of Team meetings. Visitors should obtain consent


http://www.pip.org/members/roster/index.html


December 2001 36

from the FTL or Sponsor before attending a FT meeting. Draft documents will not normally be distributed to visitors.

Function Team Leader Guidelines

Function Team Leaders (FTL)s are responsible for chairing or leading all groups within their respective Function Teams (FT)s or designating an alternate chair or leader, and for soliciting FT members, or obtaining other qualified members, to serve on Task Teams. FTLs are charged with the responsibility for all actions of their respective FTs and for ensuring that PIP procedure is followed in the FTs production of the Practices. FTLs are responsible for submitting Function Team Reports to the Steering Team, and Practice Generation Proposals (PGP) and Practice Revision Proposals (PRP) for Steering Team approval to begin work on Practices. (See PGP and PRP in the section on PIP Practices Procedure.)

FTLs are elected by their respective FTs to serve a two-year term. The Steering Team must approve the election of FTLs. FTLs may be re-elected and confirmed by the Steering Team for reappointment. FTLs attend at least 75% of their FTs meetings.

FTLs, or their designees, are responsible for planning Team meetings and for checking and initialing hotel bills for accuracy of services received. FTLs are responsible for transmitting FT meeting dates and schedule changes to the PIP office for the composite meetings schedule.

FTLs are responsible for appointing a recorder of FT meeting minutes and for transmitting a copy of the minutes to the PIP office or posting the minutes in eRoom and notifying the PIP office.

FTLs are responsible for maintaining a FT Roster and for submitting Roster changes to the PIP office in a timely manner. A sample letter of welcome to new FT members for FTL use is included in this section.

FTLs attend at least 75% of all quarterly meetings of the Function Team Leaders Team. FTLs, their representatives, or the FT Sponsors report information requiring Steering Team action from the FTLs Team to the Steering Team at quarterly meetings.

For a summary of the primary responsibilities of the FTL, see Role and Responsibilities of the Function Team Leader, on the following page. For additional information see also the following sections:

Function Team Guidelines

Task Team Guidelines




December 2001 37

Role and Responsibil i t ies of Function Team Leader

Schedule, Chair, Lead/Facilitate Function Team meetings

Lead Team to timely completion of tasks and monitor status of tasks

Determine and communicate resource needs/Team needs

Identify Task Team Leaders

Communicate behavioral expectations to members

Monitor/encourage/motivate Function Team

Bring closure to unresolved issues

Recognize/Reward Team accomplishments

Practice efficient use of communication

Solicit Member Company specs for harmonization

Maintain technical and functional content of all documents to PIP standards

Assure that all Practices receive a comprehensive final edit before submission

Report for Function Team at Function Team Leaders meeting

Observe/benchmark other Function Teams for best Practices

Sell participation to own company/encourage Team members to do same

Promote implementation in own company and Team members' companies

Encourage Team members to communicate issues to their own Steering Team members

Maintain Team Table Of Contents

Maintain Roster

Receive/distribute key correspondence from PIP office

Communicate all activities, including attendance and minutes, to PIP Office

Work with PIP Staff to arrange meeting facilities/agenda

Control costs

Sell PIP to the industry



December 2001 38

(Sample Letter for Function Team Leader to Welcome New Members)

TO: DATE: FROM: (Function Team Leader) (Function Team)

I am very glad to welcome you to the ____________ Function Team.

Thank you for joining us in developing the Process Industry Practices that we all need to stay competitive. The PIP Operations Manual, available on the PIP website at: www.pip.org contains PIP background information and operating guidelines. I recommend that you read the Manual and use it as a reference. Some of the information will be more helpful to you after you have attended some Function Team meetings. (Paragraph by Function Team Leader describing work of the Function Team)

Information on the Task Teams working along with our Function Team will be given to you at a Team meeting or in Team meeting minutes. Please consider joining or leading one of our Task Teams.

A Function Team Roster is available on the PIP website at www.pip.org/members/roster/index.html

Please call me to discuss any questions you have.

Again, welcome to the ____________ Function Team.


http://www.pipdocs.org/http://www.pipdocs.org/ma/ma_documents.htm#Roster


December 2001 39

Forms Submitted by the Function Team Leader

FT information, including action required by the Steering Team, is reported by the FTL on the Function Team Report (FTR) submitted to the PIP office two weeks prior to each quarterly Steering Team meeting. An online FTR is available on the PIP website at: www.pip.org/members/forms/index.html

The FTL submits a Practice Generation Proposal (PGP) or a Practice Revision Proposal (PRP) to obtain approval for the FT to begin work on or to revise a Practice. The FTL includes the PGP/PRP when the FTR is submitted to the PIP office two weeks prior to each quarterly meeting to provide time for the Steering Team to assess the need for the Practice and assess the resources requirement.

Online copies of the PGP and PRP are available on the PIP website at: www.pip.org/members/forms/index.html.

For more information on the PGP and the PRP, see the sections PIP Practices Procedure.

Note: The Function Team Report was formerly titled Common Reporting Form.

Function Team Co-Leader Guidelines

Function Team Co-Leaders are elected by their respective Function Teams (FT)s to serve a two-year term to assist the Function Team Leader (FTL) in administrative tasks as determined within each Team.

The FT Co-Leader assumes the role of Team Leader at the request of the FTL or whenever the FTL is absent from a Team meeting.


http://www.pipdocs.org/ma/ma_submenu.htm#Formshttp://www.pip.org/members/forms/index.html


December 2001 40

Task Team Guidelines

Task Teams write the Practices. Task Teams are chartered by Function Teams to work on one or more specific Practices, as defined in the Task Team charter, but may be assigned additional subjects during the life of the Team.

Task Team members are technical representatives from the Member Companies, chosen for their competence in the target subject area, and for their experience and expertise necessary to compile and harmonize PIP Practices.

Task Team members do not have to be members of Function Teams; however, a Function Team as a whole or in part may serve as a Task Team, or a Task Team may include other Member Company personnel chosen for expertise in the subject area of the Practice. Task Team members are appointed by the Steering Team member after consultation with the Function Team and with concurrence of the respective Function Team Sponsor.

A Function Team member is appointed by the Function Team Leader to act as Sponsor for the Task Team. The Task Team Sponsor acts as liaison between The Task Team and the Function Team.

A Task Team Leader is selected by the Function Team Leader, after consultation with the Function Team and Task Team Sponsors when Function Team charters the Task Team. Task Team Leaders serve for the duration of the Task Teams charter.

When a Task Team is chartered, a Practices Generation Proposal (PGP) that includes a request for Task Team members is transmitted by the Function Team Leader to the PIP office via the PIP website. If Task Team members are know, names of the Task Team members are submitted with the PGP. The PGP received from the FTL is submitted to the PIP Steering Team at its quarterly meeting by the PIP office. Approval of the PGP implies approval of the Task Team that will develop the Practice. Task Teams should be constructed to assure liaison with Function Teams of other disciplines.

Task Teams submit drafts of proposed Practices to the chartering Function Team, are guided by the Function Team, and respond to comments from the Function Team. The Task Team owns the particular proposed Practice until consensus on the content is reached.

Task Team members are expected to attend at least 75% of all Task Team meetings (67% for those traveling from out of town), and to meet all commitments regarding completing work outside of meetings and preparation for meetings.

See also: Role and Responsibilities of the Task Team Sponsor on the following page, and Practices Work Process in the section Guidelines for Writing Practices.



December 2001 41

Role and Responsibil i t ies of Task Team Sponsor

Attend at least part of each Task Team meeting (at least by teleconference)

Communicate expectations of membership

Facilitate internal Task Team issues

Offer direction to Task Team

Ensure Team focuses on Team Charter

Be a process observer - facilitator in Team meetings

Motivate Task Team

Work with Task Team Leader to promote participation/attendance

Encourage Task Team members to communicate with their Function Team members

Work with Function Team Leader to communicate roster information to PIP office for recording Member Company participation

Be attentive to process rather than be a Subject Matter Expert

Observe through Function Team meetings other Task Teams for liaison

Resolve issues/provide liaison between Task Team and PIP office

Attend Function Team meetings

Report Task Team activities, and be an advocate for Task Team at Function Team meetings

Interface with other FunctionTeam members to:

- encourage participation of Task Team members

- convey levels of Task Team member participation

Help obtain resources for Task Team through Function Team Leader

Communicate Function Team direction and administrative directives to Task Team (e-mail, phone, fax, meetings)



December 2001 42

Discipline Contact Guidelines

Member Companies not participating in a Function Teams efforts should provide a Discipline Contact to that Function Team. The Discipline Contact is not expected to attend Team meetings but is not prohibited from attending meetings and/or teleconferences. Discipline contacts are expected to provide timely input but have no vote on any Team action.

The Discipline Contact is expected to provide, at the Function Team Leaders request, company standards that relate to a Practice to be developed.

The Discipline Contact can access from the PIP website all written information from the Function Team for the Team activities and for Member Company Review (MCR). The Discipline Contact is expected to facilitate Member Company Review within the Member Company, and to be available to the Function Team for feedback. Response to Discipline Contact input is at the discretion of the Function Team Leader (FTL).

A Member Company may appoint alternate Discipline Contacts from various locations within its company if the number of contacts is not an excessive burden to the Function Team Leader. A Member Company representative must reconcile input from multiple Discipline Contacts (within that company) prior to transmitting the companys single response to the FTL. The alternate Discipline Contact(s) can also access from the PIP website all Team minutes and Practices for review.

The Steering Team Member serves as Discipline Contact for Members Companies with no company representative on a Function Team if no Discipline Contact has been appointed. In this capacity the Steering Team Member is default recipient of requests from the Function Team and reviews of Function Team material.

For more information on Discipline Contact responsibilities, see the section: Function Team Guidelines.

Liaison to Function Team Guidelines

When the level of mutual interest or activity is high enough to suggest a relationship, a Function Team Leader may, with input from the Function Team and Sponsor, appoint a Liaison to interact with another Function Team.

The Liaison is the primary link with the appointing Function Team and is charged with representing the interest of the appointing Team and reporting results to the appointing Team on all technical issues of the assigned Practice.



December 2001 43

The Liaison should be an experienced technical person, familiar with industry codes and standards and internal standards in the area of appointment.

The scope of potential liaison activity within Practices topics is large. The limiting factors are cost to the Liaisons company and the perceived benefit to PIP.

The Liaison is a non-voting member of a Function Team.

Work Processes Team Guidelines

The Members of the Work Processes Team (WPT) are selected by the Member Companies for expertise in the area of electronic publishing and distribution.

The WPT is responsible for authoring, publishing, and distribution solutions of PIP products in proven technology that is readily available to Member Companies. Areas covered in the work of WPT are: non-Practice documents, PIP work processes, information technology, and education/awareness.

The WPT maintains the guide documents used in the development of PIP Practices. The review and approval process for guide documents is outlined in Guide Documents in the Guidelines for Writing Practices section.

The WPT serves as a resource to the PIP Staff and to the Function and Task Teams, particularly in the use of electronic technology for the development and use of the Practices. The WPT also maintains a prioritized work plan based on the needs of PIP.

The WPT operates within Function Team guidelines. Team members are appointed based on demonstrated expertise in the objectives of WPT and willingness and availability to actively participate in PIP.

The WPT meets through quarterly face-to-face meetings and monthly teleconferences. The WPT is accountable to the Steering Team and, through the Team Leader and Sponsor, reports quarterly to the Steering Team. The Team Leader and Co-leader are elected by the WPT membership.

The WPT Charter and membership definition follow. Note:

The Work Processes Team (WPT) was created April 8, 1999 by PIP Steering Team approval of the merger of the Document Management Team (DMT), the Work Process Improvement Team (WPIT) and Information Technology. Go To: SECTION

CONTENTS


December 2001 44

Work Processes Team (WPT) Charter Develop and improve policies and work processes for authoring, editing,

formatting, publishing, and distributing Process Industry Practices (PIP). Create and maintain guideline and specification documents for PIP

authors and editors. Serve as a consultant to the Function Teams, Task Teams and PIP

Staff in the development and publication of the Practices. Serve as a consultant to the Member Companies in the adoption and

implementation of Practices. Provide guidance for the selection and implementation of Information

Technology (IT) solutions relating to PIP work processes, and Practice generation and distribution.

WPT Membership Guidelines

Membership should be a balance of owner and contractor companies

with a target of 12-14 active participants. A Member Company may appoint a representative to the WPT, either as an active participant or as a Discipline Contact.

PIP staff members are ex-officio members of the WPT.

Function Team Leaders Team Guidelines

The Function Team Leaders (FTL)s Team was established to ensure uniformity of operational Practices, appropriate cross-function makeup of Task Teams, and development and monitoring of compliance with guidelines for the quality of Practices developed within the PIP Initiative. The FTL Team meeting permits face-to-face interaction between FTLs to define and achieve a uniform process for gaining consensus within the Function Teams (FT)s.

The FTLs Team is composed of the FTLs, Co-Leaders and Sponsors of the FTs. The PIP Program Coordinator is an ad hoc member of the FTL Team. Sponsors are in an advisory role in FTL Team membership. Each FTL or designee has one vote on every FTL



December 2001 45

meeting issue. A quorum of at least half of the eligible voting members is required for action. All actions shall be approved by a simple majority of voting members present.

The FTLs Team meets quarterly, at a minimum, on the day preceding the Steering Team meeting. Participants other than Team members may be invited to attend by the leader (moderator) of the meeting. FTLs attending the quarterly FTLs meeting will elect a moderator and a recorder of the meeting minutes for the next quarterly meeting.

The FTLs Team may have scheduled time on the Steering Team agenda to present items requiring Steering Team action and/or input.

The purpose of the FTLs Team meeting includes:

Communication/Sharing of internal work process successes and shortcomings between Team Leaders

Communication with PIP Director and office Guidance to PIP office regarding FTL/office work process

interaction Guidance to PIP office regarding website Update on status of Practices Coordination of new Practices Identification of issues that are/may impact production of

Practices Presentation by vendors or service providers The products of the FTL Team meeting include: Meeting minutes Action items Decisions on plan of action for proposals brought before the FTLs Recommendations/guidance to Steering Team

Note: The FTLs Teams name was changed in April 1998 from Practices Coordination Team.



December 2001 46

Administrative Guidelines

Chair Guidelines

The Chair of PIP is responsible to the PIP Steering Team for the general operation of the Initiative. The Chair is responsible for assuring that all functions, activities, and products are in accordance with the Strategic Plan.

To fulfill these responsibilities, the Chair will:

Chair all meetings of the Executive Committee and the Steering Team. Interface with the Director in all PIP matters. Oversee the activities of the Function Team Leaders, Function Teams and Committees. Serve as an ex-officio member of all committees and teams, whether elected or appointed. Appoint all Chairs not elected, approve membership appointments to operating elements of

PIP, and create ad hoc committees when it is deemed necessary.

The Chair shall continue to serve as a member of the Executive Committee for one year following his/her term.

Vice-Chair Guidelines

The PIP Vice-Chair (Chair-elect) selected from Steering Team members, shall be nominated and elected by the Steering Team for a two-year term. After serving one year as Vice-Chair, the ST confirms election as Chair in the second year of the two-year term.

Selection of the Vice-Chair is based on:

Knowledge and interest in achieving the mission and the vision of PIP. Demonstrated leadership in the activities of PIP. Commitment of his/her Member Company to PIP.

The Vice-Chair of the Initiative will assume the responsibilities of the Chair in the absence of the Chair or when so requested by the Chair, the Director or the Executive Committee.

The Vice-Chair may be asked by the Chair to lead a PIP General Meeting, held at 18-month intervals.

The Vice-Chair also will perform additional duties as delegated by the Chair.



December 2001 47

Financial Officer Guidelines

The Finance Officer will monitor the income and expenses of the Initiative, including examination of staff-prepared budgets, funding of appropriate activities and auditing of all financial transactions.

The Finance Officer is appointed by the PIP Chair and shall be a member of the Executive Committee. Committee members to work with the Finance Officer may be appointed by the PIP Chair.

The Finance Officer will report to the Steering Team at the Teams quarterly meetings.

Executive Committee Guidelines

The Executive Committee provides leadership and direction for all Initiative activities and provides input and guidance to the Steering Team and to the Strategic Planning Team.

The Executive Committee consists of PIP officers (Chair, Chair-elect, immediate past Chair), Function Team Sponsors, and major committee chairs. The PIP Director is an ex-officio member of the Executive Committee. Members are eligible for re-election in a rotating, staggered term philosophy.

Each Executive Committee Member is entitled to one vote. A quorum of at least half of the eligible voting members is required for action by the committee. All actions shall be approved by a simple majority of voting members present.

The Executive Committee shall meet at least quarterly. Executive Committee meetings shall be called by the PIP Chair or the PIP Director.

The Executive Committee relationship with the Steering Team (ST) is identified as:

Identify/discuss issues facing PIP Develop recommended positions Frame issues to be addressed by appropriate PIP groups Make recommendations to Steering Team Create appropriate Teams or Committees for PIP issues Address long-range planning issues Manage the Practices generation process Analyze issues to aid the Steering Team in forming decisions Solicit Member Companies to supply qualified PIP participants

Note:

In the original PIP Strategic Plan, the Executive Committee consisted of approximately nine members with a target ratio of two owners per contractor, the Steering Team Chair and Vice-Chair, and the PIP Director. The Executive Committee makeup was changed by that committee on Oct. 6, 1998.



December 2001 48

Strategic-Planning Team Guidelines

The Strategic-Planning Team (SPT) regularly reviews the role of PIP in meeting the needs of the process industry. The SPT develops and updates PIPs Strategic Plan.

The SPT is sponsored by and reports to the Executive Committee and the SPT chair is an Executive Committee member. The SPT is responsible to the Steering Team, through the Executive Committee, for the development and maintenance of the Strategic Plan. The SPT shall meet at least twice annually.

The SPT is appointed by the Executive Committee with members selected for two-year tenures, with overlapping membership. SPT members shall include PIP Chair, immediate past PIP Chair, PIP Director, and four members of the PIP Steering Team. The SPT chair will rotate every two years. The four members from the PIP Steering Team shall serve two-year staggered terms and one of the four shall be selected as chair of the SPT. If the immediate past Chair is unable to serve, an additional member from the PIP Steering Team may be selected to serve.

For more information see Role of the Strategic-Planning Team immediately following.

Note: The SPT was originally titled the Long-Range Planning Committee.

Role of the Strategic-Planning Team

Manages the strategic-planning process.

Identifies and evaluates trends and anticipated changes in the industry.

Develops and updates the Strategic Plan, and recommend it to the Executive Committee for approval.

Ensures PIP core values.

Assesses progress of strategic initiatives, and reports results to the Executive Committee.

Annually recommends to the Executive Committee resource considerations for the budget-planning process to support strategic-planning initiatives.



December 2001 49

Marketing Team Guidelines

The Marketing Team responsibilities include monitoring membership balance and extent of member participation, solicitation of new members, qualifying new applicants, preparing recommendations for admission to membership, new member orientation, involvement/support for existing members, and, when appropriate, recommending termination of membership.

The Marketing Team Chair and members of the Marketing Team shall be appointed by the PIP Chair.

The Marketing Team, composed of five to seven members, was created to market PIP internally to Member Company personnel and to the industry in general.

Note:

In April 1998, the Steering Team approved the merger of the Membership Committees activities with the responsibilities of the Marketing Team.

Legal Committee Guidelines

The Legal Committee will monitor processes and products to assure compliance with appropriate federal and state laws, and recommend to the Steering Team when and to what extent to engage independent counsel.

The Legal Committee consists of three to four volunteer Member Company attorneys, the Chair of the Marketing Team, and at least one member from outside counsel. The PIP Director serves as a non-voting member of the Legal Committee.

Role of the Legal Committee as defined by the Executive Committee in its October 6, 1998 meeting as:

To avoid anti-trust litigation Avoid tort cases for Member Companies Avoid favoring one supplier over another (giving one an advantage) Advise PIP when to seek outside legal advice.

Recent additional roles also include:

Review and comment to offers for Subscription Agreements and Licensing Agreements outside established pro forma agreements

Respond to other associated issues where a legal concern has been raised by a PIP Member Company



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Nominating Committee Guidelines

The Nominating Committee is responsible for nominating members for all elective offices in the Initiative.

The Nominating Committee is appointed by the PIP Chair and the Director.

The Nominating Committee will be attentive to the participation of candidates when recommending nominees for PIP office and will strive to maintain representation in PIP offices according to membership guidelines.

General Meeting Committee Guidelines

PIP General Meetings are held at 18-month intervals and scheduled in April and October of the appropriate years. The General Meetings focus on topics of current interest to PIP participants. The Vice-Chair may be asked by the Chair to lead a PIP General Meeting.

The one-day General Meetings have traditionally consisted of morning workshops followed by a general session in the afternoon.

The general session presentations may consist of reports from PIP officers, including the Chair, Director, and Finance Officer, short video presentations, and panel discussions, followed by a question and answer period. A guest speaker may be contracted to participate in the general session.

Workshop Leaders are selected by the General Meeting Chair from PIP participants, and may include Team Sponsors, Team Leade