Saep 74

Engineering Procedure
SAEP-74 19 March 2018

Technical Services Technology Deployment
Document Responsibility: Technology Management Standards Committee
Contents
1. Scope ..................................................................................2
2. References..........................................................................2
3. Terminology ........................................................................3
4. Technology Deployment .....................................................7
5. Technology Deployment through Cataloging and
Standards .......................................................................... 9
6. Technology Master Appropriation Budget Items ..............10
7. Technology Deployment through Proponents ..................23
8. Technology Deployment through the Capital Program
Projects ............................................................................. 24
Exhibit B - Submission Letter Template ..................................33
Exhibit C - Concurrence Letter Sample...................................34
Exhibit D - RAPID Matrix .........................................................35
Exhibit E –Technology Brief ....................................................36
Saudi Aramco: Company General Use Page 1 of 36

Document Responsibility: Technology Management Standards Committee SAEP-74
Issue Date: 18 March 2018
Next Planned Update: 18 March 2021 Technical Services Technology Deployment
1. Scope
This SAEP defines the procedures and responsibilities for Technology Deployment by
Technical Services.
The objective is to deliver deployment of high impact innovative and commercially
proven technologies, company-wide to resolve corporate technical challenges and
improve the efficiency of field operations.
This procedure defines the process to be followed for deploying technologies through
any of the four deployment channels:
1. Cataloging & Standards
2. Technology Master Appropriation BIs
3. Technology Deployment through Proponents
4. Technology Deployment through Capital Program
2. References
The requirements contained in the following documents apply to the extent specified in
this procedure.
Saudi Aramco Engineering Procedures
SAEP-12 Project Execution Plan
SAEP-13 Project Environmental Impact Assessments
SAEP-14 Project Proposals
SAEP-25 Estimate Preparation Guidelines
SAEP-201 Saudi Aramco Engineering Reports
SAEP-303 Engineering Reviews of Project Proposal and Detailed
Design Documentation
SAEP-329 Project Closeout Reports
SAEP-360 Project Planning Guidelines
SAEP-367 Value Improving Practices Requirements
SAEP-1020 Capital Program Planning
SAEP-1350 Design Basis Scoping document (DBSP) Preparation and
Revision Procedure
Saudi Aramco Best Practices
SABP-A-042 Business Case Development Guidelines
Saudi Aramco General Instructions
GI-2.710 Mechanical Completion & Performance Acceptance of
Plant/Unit
GI-20.500 Expenditure Control
GI-431.001 Protection of Intellectual Property
GI-202.451 Engineering Work Order Authorization for Preliminary
Engineering Preparation
Saudi Aramco Manuals
Saudi Aramco Procurement Manual
Saudi Aramco Accounting Manual
Saudi Aramco Guidelines
Saudi Aramco: Company General Use

Page 2 of 36
CMS Book of Deliverables and RAPID® Matrix – FEL 1-3
Technology Selection Report – Deliverable Development
Guideline
FPD Project Justification Guidelines
Project Characterization Guidelines Preparation
Preparation Guidelines For Planning, Budget, And
Expenditure Request Briefs
Alternative Selection Report Guidelines
Project Prioritization Guidelines
Reference Forms
FPD Economic Model
3. Terminology
3.1 Definitions
9COM: Non-cataloged materials which are not stocked in Materials Supply but may be
stocked by suppliers. Potential manufacturer sources are maintained at the generic
material description level.
Approved Vendor List: List of suppliers approved for doing business.
The Approved Vendor List is usually created by procurement or sourcing and
engineering personnel using a variety of criteria such as technology, functional fit of the
product, financial stability, and past performance of suppliers.
Bid Package: The package of documentation supplied to a bidder to quote the job. A
Bid Package includes Instructions to Bidders, Pro Forma Contract, Job Specifications,
Functional Specifications Document, relevant Saudi Aramco standards and
specifications, and other documents as applicable.
Bid Evaluation Team: A team that reviews the contractor's or vendor's bids and
prepares technical and commercial recommendations. Refer to the Contracting Manual
for additional information.
Bid Slate: A list of qualified contractors or vendors eligible to bid on the project.
BoE Technology Committee: This committee is chaired by the Chief Engineer with
members from all BoE representative organizations and TS technology domains. The
objective of the committee is to govern the Technology Program through engagement
and collaboration between Technical Services & Field Operations, and also to
accelerate evaluation and deployment of technology.
Budget Item: A discrete project that has been defined and evaluated to the extent
required for management to include it in the Business Plan and commit additional
resources to further develop the information required by management, and if deemed
appropriate, the Board of Directors, to make reasonable business decisions regarding
the continued development of the project.
Conceptual: Early stage development of a deliverable based on conceptual
engineering analysis and study. Typically, a minimum of sketches, schematics,
outlines, block diagrams, descriptive narratives, lists, process simulation outputs,
drawings and documentation from analogous existing facilities or other similar levels of
early completion
Construction Agency: The organization assigned to execute the project.

Page 3 of 36
Design Basis Scoping Paper (DBSP): A document prepared that details the
complete scope of a given capital project in order to economically achieve the stated
business objective(s) in an anticipated operating environment. Refer to CMS Book of
Deliverables for details of the DBSP guidelines.
Expenditure Request: The Expenditure Request (ER) is a formal request for approval
of a budget item. The approval of the ER authorizes the project to proceed with the
detailed design process and construction. The life of an ER extends until it is financially
closed.
Expenditure Request Approval (ERA): The date the expenditure request is
approved to allow the project to proceed to the execution phase. The ERA is the date
project funding becomes available upon approval by the Executive Committee or the
Board.
Expenditure Request Completion (ERC): The date the expenditure request is
closed and project is handed over to the operating organization (proponent). The ERC
is the date on which the Performance Acceptance Certificate
(SA-7214) is signed off, for the project. It is close to, but need not match, the “beneficial
use” or “on-stream” dates for the facilities, which are the dates on which the proponent
begins to use the facilities.
Field Proponent: The Saudi Aramco organization that owns, operates, and maintains
the completed facility. The Proponent is responsible for signing the Mechanical
Completion Certificate as owner of the facility.
Front End Loading (FEL): A process that organizes the project life cycle
into phases, each with defined activities, deliverables and specific objectives.
Integrated Technology Team (ITT): A team composed of appointed members from
different organizations who work in an integrated manner and have clear roles and
accountabilities toward project planning and execution of technology projects.
Job Specification: The scope of the work to be performed pursuant to a contract. It
describes or refers to the applicable drawings, standards, specifications as well as the
administrative, procedural, and technical requirements that the contractor shall satisfy
or adhere to in accomplishing the work.
Lump Sum Procure Build: Contractor is responsible for procurement and
construction of a project.
Lump Sum Turnkey: Contractor responsible for design, procurement and construction
of a project.
Mechanical Completion: Achieved when the facility defined in the approved scope,
construction documentation, drawings, specifications and material requisitions has
been installed and tested (Pre-commissioned) and is available for commissioning and
start-up.
Non-Material Requirements (NMR): The complete set of documentation required
from the vendor and/or the contractor during the design and development phase of the
project. There are three categories of NMRs:
 601 NMRs Preliminary drawings for review and approval
 602 NMRs Certified drawings, literature, photographs, and spare parts
data/requirements
 603 NMRs Operations, maintenance manuals, installation instructions, test
certificates

Page 4 of 36
Operating Organization: The organization responsible for operating the facility.
Performance Acceptance: The process of demonstrating via performance tests that
the facility can operate successfully at the design conditions established by the
approved Project Scope.
Proponent: The customer (end user) of the equipment, spare parts and operating
materials.
Project Execution Plan: A document prepared by the Technology Project Manager
during FEL and developed further by the Technology Execution Leader during
Execution Phase to define the objectives, plans, requirements, and related information
necessary for optimum project execution.
RAPID (Recommend, Agree, Perform, Input, Decide): A methodology that clarifies
roles and responsibilities in the work process related to the development of a
deliverable.
Restricted Vendor List (RVL): Subset of approved suppliers considered for bid slate
development when material requirements are specific (applicable for all types of
material procurement: 9CAT, 9COM, inspectable, non-inspectable).
Senior Operations Representative: The Proponent Business Line representative
involved in all phases of the project, to ensure the short- and long-term objectives of
the Operations Business Line(s) are incorporated during the project development
process.
Technology Execution Leader: A representative from Field Proponent, who leads
the Integrated Technology Team (ITT) during Execution and Operations phases after
ERA project funding and prior to ERC.
Technology Project Coordinator: Engineering Services representative responsible
for coordinating all aspects of the Technology MA BI.
Technology Selection Reports TSR’s: CMS deliverable related to technology
selection for fixed scope BI’s.
Technology Readiness Level (TRL): Method of estimating technology maturity. The
use of TRLs enables consistent, uniform, discussions of technical maturity across
different types of technology. The TRL scale used in Engineering Services is aligned
with Saudi Aramco R&D Center and US DoD Technology Readiness Assessment
(TRA) Deskbook (July 2009).
TRL 1: Basic technology principles observed and reported.
TRL 2: Technology concept and/or application formulated.
TRL 3: Analytical and experimental critical function and/or conceptual concept proof.
TRL 4: Component and/or breadboard validation in laboratory environment.
TRL 5: Validation in relevant environment.
TRL 6: System/subsystem model or prototype demonstration in a relevant
environment.
TRL 7: System prototype demonstration in an operational environment.
TRL 8: Actual system completed and operated through test and demonstration.
TRL 9: Actual system proven through successful operations.

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Technology Sponsor (TS): An Executive from Engineering Services who is
accountable for meeting project objectives and steering the Integrated Technology
Team (ITT) towards maximizing investment value.
Technology Steering Committee (TSC): This committee is chaired by Engineering
Services Vice President/Executive Director. The vice chair is the Chief Engineer and all
the Engineering Services Managers are members. The function of the TSC is to
provide strategic direction and key decisions on the evaluation and deployment of
technologies. The TSC is responsible for approving the selection of the technologies to
be included in the ES Technology Deployment Master Appropriation BIs.
Value Improving Practices (VIPs): Are out-of-the-ordinary practices used to improve
project performance, and they are primarily used during the FEL of a project. Within
Saudi Aramco, the term VIP encompasses Value Engineering, a group of other value
management techniques called Best Practices, Project Risk Management and
Interface Management.
Waiver: The formal approval to waive one or more specified Mandatory Saudi Aramco
Engineering Requirements (MSAERs) on a project basis.
3.2 Acronyms
BI Budget Item
BISI Budget Item Supporting Information
DBSP Design Basis Scoping Paper
ERA Expenditure Request Approval
ERC Expenditure Request Completion
ER Expenditure Request
ES Engineering Services
CSD Consulting Services Department
CMS Capital Management System
EPD Environmental Protection Department
FEL Front End Loading
FPD Facilities Planning Department
ITT Integrated Technology Team
LSPB Lump Sum Procure Build
LSTK Lump Sum Turnkey
MA Master Appropriation
NPV Net Present Value
OPPM Oracle Primavera Portfolio Management
PMOD Project Management Office Department
RAPID Recommend, Agree, Perform, Input, Decide
SAEP Saudi Aramco Engineering Procedure
TMD Technology Management Division
TS Technology Sponsor
TSC Technology Steering Committee
VIP Value Improving Practices

Page 6 of 36
4. Technology Deployment
The next section of this procedure describes the company-wide deployment of
technology solutions that have been successfully tested (piloted) and proven within
Saudi Aramco or are off-the-shelf technologies that do not require testing, and have
been approved by the relevant technical engineering disciplines.
The Technical Services Technology Domains prepare company-wide deployment
plans for all technologies and prioritize them based on their impact (cost/benefit and
applicability).
TMD compile and manage the portfolio and database of deployable technologies
identified and developed throughout Saudi Aramco through the technology knowledge
base.
TS Technology Domains ensure that technology deployment is channeled through:
 Cataloging and Standards
 Technology Master Appropriation BIs
 Technology Deployment through Proponents
 Technology Deployment through Capital Program
The Technology SME or lead professional will issue an updated deployment plan to the
Technology Domain Leader with the technology evaluation completion report. The
plan should include the deployment channel(s) to be adopted (cataloging and
standards, capital, proponent or TS MA BIs), and a detailed brief on the benefits of
deploying the technology along with the expected costs and other resource
requirements. The deployment plan should also include the potential field partner
locations and number of times that the technology can be deployed to enable the
calculation of companywide deployment benefits.

Page 7 of 36
Next Planned Update: 19 March 2021 Engineering Services Technology Deployment
Figure 1: Flowchart of Technology Deployment

5. Technology Deployment through Cataloging and Standards

The establishment and maintenance of a comprehensive Materials & Product
Catalogue to support Saudi Aramco operations covering all operational, maintenance
and supporting activities is managed by the Procurement & Supply Chain Management
(P&SCM) organization. The procurement processes ensure timely supply and services
of the right products from the right sources. Additionally, these processes provide
standard product specification in line with approved company or international (API,
ASTM, BS, and JIS & DIN, etc.) standards and categorize and integrate product
catalogues into user’s parts list of equipment/plants and machinery.
5.1 Technology Cataloging
The existing P&SCM systems for unique product/ catalogue identification code/ Part ID
for all products and technologies will be utilized.
The technology domains will coordinate the collection of relevant data, service, location
details, parts lists and drawings of equipment technologies; and parts to check with
respective vendors and Purchasing Agents for technology solutions, and to coordinate
with field partners the deployment of new technologies as required.
P&SCM and TS technology domains will review and analyze the existing stock line
technology items for its adequacy and completeness of specification, catalogue group,
validity and its linkage to new technologies to be deployed.
TS technology domain will provide data with regards to their related non-stock
technologies (direct purchase materials) for integration into the master product
catalogue.
The technology domains will provide standard technical specifications and acceptable
quality standards in line with the P&SCM system, and will prescribe the storage and
handling procedure as per manufacturer’s guidelines.
The technology domains will participate in developing alternative specification and
alternative sources of technologies to enhance the catalogue in order to reduce
monopoly by single source suppliers.
The technology domains will coordinate with field proponents, P&SCM/Standardization,
and manufacturers to assist in identifying all hazardous substances and recommend
any modifications to the purchasing requirements to comply with the relevant safety,
engineering standards, codes of practices and material safety data sheets (MSDS).
The technology domains will review and process generalization of proprietary materials
in order to reduce inventory cost and to provide technical support on materials
specification and catalogue references.
5.2 Technology Deployment through Existing and New Company Standards
Saudi Aramco uses various programs for monitoring compliance with new and existing
company and industry requirements. Correcting situations where existing standards
are not currently being met may require implementation of new technologies or
improvements to existing ones.
The company’s engineering professionals can use the Technical Services Technology
Program to anticipate changes in practice where new solutions might be appropriate as
they plan for up-coming revisions or additions to standards. Imposing any revisions to
these standards and codes of practice requires the solution to be proven in the field
through successful delivery of a pilot application before introducing revised company

policies, standards, and procedures, especially as any changes and revisions must
meet or exceed the requirements for safe and cost effective operation.
The technology domains will participate in developing alternative specification and
alternative sources of technologies to enhance the standards in order to reduce
monopoly by single source suppliers.
Once the technology solution has been proven in the field, it will be considered for
companywide field deployment. Deployable technologies can be deployed through
company standards in collaboration with the appropriate standards committees.
The technology domains will be responsible for identifying the standards affected or
linked to the approved technology. Once the technology evaluation has been
completed, the technology SME or Domain Leader will apply to the relevant standard
committee to incorporate their technology item(s) into the appropriate standard. This
channel of deployment represents the most direct method to deploy technologies in
new projects and existing facilities.
6. Technology Master Appropriation Budget Items
6.1 Introduction
This section defines the procedures and responsibilities for Technology Deployment
Master Appropriation projects by Technical Services. The objective is to deliver
accelerated deployment of high impact innovative and commercially proven
technologies, company-wide to resolve corporate technical challenges and improve the
efficiency of field operations.
This section also defines the process to be followed during the Initiation, ER Submittal,
Execution, and Operations Phases of Technology Deployment Master Appropriation BI
projects.
INITIATION BP ER SUBMITTAL ERA EXECUTION ERC OPERATIONS
Figure 2: Technology Deployment Phases

The Execution Phase, led by the Field Proponent with Technical Services technical
support, is used to execute the technology project, including detailed design,
procurement, and construction, in accordance with the project requirements developed
during the Initiation Phase and with project funding provided through the Technology
Master Appropriation BIs.
The Operations Phase, led by the Field Proponent with Technical Services, in an
advisory role; is used to carry out the commissioning and start-up, performance
acceptance criteria, and post-project completion evaluation.
The technology master appropriation BIs are normally launched every two years. The
BI preparation and the entire process is managed through the following calendar:
Table 1: Technology MA BI Calender
Milestone Description Date

TMD solicits MA Technology Deployment
1 September
Proposals from TS departments
TS Departments Complete Submission of
2 October
Technology Deployment Proposals
3 First Level Screening by TMD & FPD November
Second Screening by BoE Technology
4 December
Committee and Approval by TSC
Investment Planning Profile – Technology BI
5 January
added to OPPM by TMD & FPD *
6 Approval of OPPM Submission by FPD February
7 Corporate Staff Review for Annual Capital BIs August
Management Committee Approval of Capital
8 October
BIs
9 Board Approval of Capital BIs December
10 PEP completion by All Stakeholders January
11 Actual Bids prepared by Field Proponents May
12 ERA for the MA BI June
* The dates of the OPPM opening is based on Finance and FPD cycle. For exact dates please consult FPD.
6.2 Technology Initiation

The Technology Initiation Phase, led by Engineering Services, is used to select the
technologies and corresponding deployment locations to be included in a Technology
Deployment project and prepare the necessary deliverables, including conceptual
scope, business cases and cost estimates, to support inclusion in the Capital Program
Business Plan. The conceptual scope in most cases will be based on the technical
report issued after the completion of piloting or evaluation of the technology proposed
to be deployed.

Figure 3: Technology Initiation Phase – Stages and Gates
6.2.1 Technology Submittal

The deployment proposal starts with the TS organization submitting a
Technology Item letter to TMD (see Exhibit B). For technologies proposed
by organizations outside TS, a TS department will act as a sponsor and
submit items on their behalf. The submittal package shall include the
following information as attachments:
 Detailed description of the technology with illustrations if necessary.
 Technology justification as per FPD Project Justification Guidelines
specifying the corporate technical challenge being addressed.
 Alternative technology used in Saudi Aramco if available.
 Technology Readiness Level (TRL) supported by references to
worldwide utilization of the proposed technology.
 Potential deployment locations.
 Budgetary Business Case Cost estimate (±50% accuracy) in
accordance with SAEP-25.
 Economic evaluation (revenues, costs, NPV) to be filled-in using
FPD Economic Model with a description of the main assumptions for
the economics.
 Applicable 9COM number with a list of the approved suppliers. If any
material is a single sourced, it has to be indicated and justification
has to be provided.
Gate I-1
The Technology Submittal gate is complete upon an Organization
submitting the Technology Item Deployment letter. At this gate it is the
responsibility of the submitting department to insure the quality of the
proposed technology deployment package.
6.2.2 Technology Management Division Review
TMD is responsible for reviewing all the submitted technologies to ensure
that they meet the approved MA BI technology selection criteria, before
presenting them to the BoE technology Committee and the Technology
Steering Committee. In general, the following are the main criteria for
technology selection:

 Addresses one or more of the company’s technical challenges.
 Proposed technology provides better performance vs existing used
technology with respect to compliance, economics, loss control and
maintain business.
 Cost of the technology deployment does not exceed $4 MM per
technology item per location.
 Exceptional items: $ 4-6 MM can be accepted if:
o Standardized, modular and prefabricated skids
o No customized engineering or construction
o More efficient to be funded by MA vs Fixed Scope BI
 The Technology does not require a plant shutdown period of greater
than 7 days for installation or tie-ins. For any technologies requiring
plant shutdowns, a plant manager concurrence letter confirming the
shutdown timing and duration is required.
 The Technology Readiness Level (TRL) for a technology shall be
nine (9); or eight (8) in exceptional circumstances when other risks
are very low (low cost and schedule impact).
 The final list of the proposed technologies has to be endorsed by the
Chief Engineer, as the sponsor of the Technology Master
Appropriation BIs.
 Once the Chief Engineer endorses the technologies to be included
in the Master Appropriation, the organization that initiated the
Technology Item Request has the responsibility to submit to TMD a
concurrence letter by the Field Proponent Department to carry out
the Execution Phase for deploying the technology.
 The concurrence letter shall be submitted to TMD within two (2)
weeks from the Chief Engineer’s endorsement. The concurrence
letter will also include the approval of technology submitter
department manager, TMD division head, with final endorsement by
the Chief Engineer, see sample letter Exhibit C. The concurrence
letter is to insure the field proponent’s commitment and does not
guarantee funding for the technologies.
Gate I-2
The Technology Submittal gate is completed upon TMD jointly reviewing the
Technology Item with the Organization submiting the technology item. At
this gate, FPD and PMOD will support the evaluation, economics business
case and cost estimate of the submittal.
6.2.3 Board of Engineers (BoE) Technology Committee
The BoE Technology Committee was established to increase engagement
and collaboration between Technical Services and Field Operations to
accelerate evaluation and deployment of technologies. The BoE
Technology Committee will conduct the second screening of the proposals
submitted for deployment through the technology BIs.

6.2.4 Technology Steering Committee
TMD regularly presents the latest “Technology Deployment Update” to the
Technology Steering Committee with TMD’s technology deployment
recommendations.
The Technology Steering Committee consist of the following members:
 Chair: Vice President Engineering Services
 Vice Chair: Chief Engineer
 Secretary: TMD Coordinator
 Manager, Consulting Services
 Manager, Environmental Protection
 Manager, Facilities Planning
 Manager, Inspection
 Manager, Process & Control Systems
The TSC endorses the deployment of technologies under a Master
Appropriation capital project.
If following the TSC meeting, insufficient technology deployment
opportunities have been identified to support initiating a Technology
Deployment Master Appropriation BI in the Capital Program, the OPPM
submittal can be deferred to the following year.
Gate I-3
The Technical Services Review gate is completed upon TSC endorsement
of the technology item presented by TMD.
6.2.5 Technology BI Appropriation Request
Once the proposed technologies have been endorsed by the BoE
Technology Committee and TSC, TMD will initiate a Technology
Deployment BI “Appropriation Request” to include the Technology
Deployment Master Appropriation BI in the Capital Program Business Plan
following the process in SAEP-1020.
TMD initiates the Appropriation Request for Technology Deployment Master
Appropriation project to Facilities Planning Department (FPD) via OPPM.
The Appropriation Request submittal shall be submitted in line with the FPD
Capital Program Processing Schedule (Planning Calendar) which includes
deadlines for submission into OPPM. Late Appropriation Request submittals
will require a waiver from FPD.
TMD is responsible to coordinate with FPD and PMOD to ensure the
Business Case including estimated Net Present Value and Cost Estimate
are of sufficient accuracy and will support the Capital Program Business
Plan submission.
The Board Review and approval of the 3-year Capital Program Business
Plan occurring annually in December according to Capital Program
Planning Calendar will determine whether the Technology Deployment
Master Appropriation BI is included in the Business Plan.
6.3 Project Execution Plan

Following the Board Approval, a Project Execution Plan will be developed. The Project
Execution Plan describes the execution plan for the deployment of various
technologies at several Saudi Aramco sites under the MA BI, under development for
agreement amongst the technology stakeholders as designated in the RAPID Matrix.
The Project Execution Plan will define all the elements of the BI prior to seeking ERA.
The functions of the Technology Deployment stakeholders and support functions is
given in the RAPID matrix in Exhibit D - RAPID (Recommend, Agree, Perform, Input,
Decide) Matrix. The Technology Project Coordinator determines the specific list of
deliverables for each individual technology project to be deployed and lists these in the
Project Execution Plan.
6.3.1 Developing Invitation to Bid Package(s)
The Facility Proponent will be responsible to prepare a “Bid Package”,
which has the necessary deliverables required for the EPC contractor to bid.
Project proposals document described in SAEP 14 paragraph 3.2.2. can be
used as a guideline for developing Invitation to Bid packages, which will
include drawings, specification, referenced standards, etc. Technical
services will provide technical support upon request to the proponents to
prepare the packages.
The “Bid package” shall include sufficient detail to allow LSTK Contractors
to competitively bid. The package shall include all necessary details to
enable the Contractor to have an accurate estimate for the project
magnitude to reduce uncertainty. This package can be prepared in-house
by the facility proponent organization or by utilizing a general engineering
services contractor. The project scope shall include, but not limited to the
following:
 Project Overview: This to explain the project location, function,
size, major equipment and construction contractor responsibilities. It
shall include high level explanation about mechanical, electrical,
instrument and civil work.
 Equipment Sizing: The data sheets for major equipment (DAT)
shall be developed according to the project requirement. If there is
no applicable Saudi Aramco data sheets for the requested
equipment, then the main process parameters shall be specified
such as equipment type, pressure, flow, temperature, service fluid,
contamination quantity, required performance, etc. Any required
equipment spares shall also be specified.
 Mechanical Scope: All mechanical jobs shall be identified in terms
of size, length, type and metallurgy. This should includes all
equipment under the mechanical discipline such as piping, pumps,
compressors, fans, chillers, valves, vessels, heat exchangers, etc.
The modifications shall be indicated with a red lining on the P&ID’s,
PFD’s, and PPL’s. The locations of the equipment shall be also
indicated in the FPP’s.
 Electrical Scope: All electrical jobs shall be identified in terms of
type, size, length and capacity. This should include all equipment
under electrical discipline such as cables, circuit breaker, lighting,
motor control center, motors, batteries, transformers, etc.

Modifications shall be indicated with a new or modified CBL and
E1L. The location for connecting any new loads shall be identified.
 Instrument Scope: All instrument and control jobs shall be
identified in terms of type, quantity and redundancy. Also, all DCS
and ESD connectivity shall be specified as well as local field
instruments. The modifications shall be indicated with a new or
modified ILD and ISS.
 Civil Scope: All civil jobs shall be identified in terms of type, size
and locations. Any requirement for excavation shall be identified in
terms of length and depth.
 Required Studies: All required studies to be conducted by EPC
Contractor during detailed design shall be specified such as PHA,
HAZOP, SIL, ETAP, constructability, EIA, etc.
 Procurement: All the material under this project will be supplied by
the EPC Contractor, unless specified to be supplied by Saudi
Aramco in the scope. It is part of the scope to specify the applicable
9COM number with the list of the approved supplier(s). If any
material is a single source, it has to be indicated and justification has
to be provided.
 Duration: 60% Project Design Package shall be completed as per
the milestones indicated in Table 1. The project scope shall include
a detailed milestone schedule for completing the detailed design,
procurement, construction works, and specified T&I planned dates
for necessary tie-in work.
 Standards: List of all applicable Saudi Aramco standards and
specifications applicable to this project should be provided.
 The Integrated Technology Team (ITT) is a temporary project
team, formed and led by the Field Proponent from needed functional
departments. The ITT shall be formed to suit the deployment of
technologies considering complexity, value, facility location, and
technical expertise of the team. Not all technology deployments will
require ITT’s to be formed. The ITT members will represent the
various functions of the company and work within the team
coherently and responsively. The ITT can be formed at the start of
the contracting process by the assigned Proponent Technology
Execution leader. The ITT will vary in size according to the
technology and project requirements.
6.3.2 Contracting Strategy and Development
The Facility Proponent is responsible for procuring the EPC contract in a
timely manner according to the developed Bid Package. The contractor will
detail the design, may procure the material and perform the required
construction. The main equipment can be purchased by Saudi Aramco or
contractor. The contract processing involves the following:
 Contracting Strategy: The Facility Proponent needs to select the
best contracting strategy that fits their scope in terms of short form,
mid form or long form. Some projects within the same admin area

may be combined together for better cost optimization or contract
management.
 Contract Development: The contract development has to follow the
Saudi Aramco Procurement Manual. The Facility Proponent has to
ensure the following prior to processing the contract:
o Completed Project Construction Contractor scope reviewed
by all technology stakeholders. Proponent shall send the
scope to TMD for review with TS SME within one week.
o Completion of a proper selected bid slate to avoid open
bidding. The bid slate has to be based on acceptable
contractor rating for recent and relevant projects.
o Provide contractors with at least 8 weeks advance notice
from the invitation date to review the scope and prepare their
offers.
o The Invitation to Bid or “bid package” should be assembled
and transmitted by Contracting Department (SACM
Procedure 7). All communications with the bidders should be
through the Contracting Department. However, the Field
Proponent and the Technical SME (and other organizations)
can participate in the Job Explanation Meeting and Site Visit
(if any).
o A comprehensive bid review program, including criteria for
evaluating technical and commercial bids, must be finalized
and approved prior to the opening of any bids (SACM 8).
o The bid review program should address how any “low ball”
bids will be identified.
o Bids will be received and opened by the Contracting
Department (SACM Procedure 10).
o Evaluation of bids and drafting of an Award
Recommendation are handled by the appointed Bid Review
Team(s) (SACM Procedure 11).
o Contract should only be awarded once the MA BI ER is
approved.
6.4 ER Submittal
Figure 4: ER Submittal Phase
The ER Submittal Phase, led by Technical Services, is used to prepare the Master
Appropriation BI submittals ready for approval by Executive Management. Actual bids
submitted by EPC contractors will be be utilized as the basis for the project’s ER cost
estimate in order to receive ERA approval. The Facility Proponent will be responsible
to prepare a “Bid Package”, which has the necessary deliverables required for the EPC

contractor to bid. The contractor’s actual bid cost will be utilized as the basis for the
project’s ER cost estimate in order to receive ERA approval.
The Expenditure Request Phase occurs after the actual bids for the deployment of all
technologies are received. Similar to all project types, FPD will be responsible for
initiating the Expenditure Request (ER) for the whole Master Appropriation BI. The
Expenditure Request is initiated by FPD with the supporting documentation provided
by TMD.
TMD will be responsible for preparing the necessary requirements for the MA BI
funding in order to support Expenditure Release approval (ERA). This includes the
following:
 Initiating a ER quality (±10%) cost estimate request to PMOD Estimating
Division. This estimate will be based on the actual received bids provided by
the Facility Proponents. PMOD will request 4 weeks in order to review the
package and issue an approved 56-D cost estimate form for the whole BI.
 Business Case Assessment Reports for approval by FPD and Corporate
Planning.
 Draft Budget Item Brief and Budget Item Supporting Information (BISI).
 The ER Submittal Phase is complete upon Expenditure Request Approval of
Budget Item. The approved ER Brief and BISI are available as attachments in
SAP PRC using transaction CJ03.
 Upon Master ER approval; TMD will initiate ER quality cost estimate requests to
PMOD for each individual MA ER Releases (if > $1MM). Following this, TMD
will initiate the ER for the individual MA releases for review and approval in
SAP.
The Executive Committee will decide whether funding is provided for the Master
Appropriation in the quarterly ER approval cycles. Following approval of Master
Appropriation BI, Expenditure Releases may be initiated.
Contract Award
Following the ER approval TMD will communicate with the Field Proponent
Departments to initiate the contract award based on the recommendation of the bid
review team. Once the contract is awarded the project execution phase will
commence.
6.5 Technology Project Execution
The Execution Phase is carried out in accordance with the Project Execution Plan
developed for the deployment of technology in the Field Proponent facility.
Figure 5: Execution Phase
Figure 5 shows the Execution Phase with respect to the overall initiation, planning,
execution and operations process. The Execution Phase is led by the Technology
Execution Leader (TEL) from the Field Proponent department who is responsible for

executing the technology project including procurement and construction in accordance
with the project requirements developed during the Front End Loading Phase and with
project funding provided by Technology Management Division of Technical Services.
At the kick off of the project Execution phase, Technology Execution leader will
develop a baseline level 3 project schedule which needs to be approved by the
respective Division Head, and concurred by the TMD coordinator. This schedule will
be the basis for reporting progress on the project to all stakeholders.
6.5.1 Expenditure Release
The Execution phase starts upon release of funds by TMD to the Field
Proponent. The ER funds are initiated via the Expenditure Request Fund
Releases System, SAP Transaction ZP0400.
The release of funds in the Master Appropriation is governed by GI-
0020.500 Expenditure Requests.
All expenditure releases shall be initiated with preparation requirements
detailed in GI-0020.500. Additionally, a technology deployment letter
initiated by TMD for concurrence to the Field Proponent and Engineering
Services Department attaching the technology Project Execution Plan is
required prior to initiating the Master Appropriation Expenditure Release
(ER).
6.5.2 Management of Change
The Field Proponent is responsible for ensuring that all changes associated
with the technology project are carried out in accordance to the Field
Proponent facility Management of Change processes, Element 5 of the
Saudi Aramco Safety Management System (SMS); ensuring that all
changes to existing assets have been properly evaluated, authorized,
implemented, and documented.
6.5.3 Project Controls
As the BI Proponent, TMD will monitor the individual ER project activities
with input from the Technology Execution Leaders on the cost, scheduling,
and QA/QC functions throughout the Execution Phase.
TMD will prepare reports at BI level on monthly basis, addressing planned
versus actual and forecasted progress, in addition to highlighting
achievements, objectives, and areas of concern covering the project for
management reviews. The monthly reports are to be distributed to all
concerned stakeholders.
6.5.4 Mechanical Completion
The execution phase is complete upon achieving Mechanical Completion as
defined in GI-0002.710. The Construction Agency is responsible for
delivering a completed facility as defined in the project scope of work.
In addition to the requirements in GI-0002.710, the Mechanical Completion
Certificate shall be routed to the Technology Deployment BI Proponent
(TMD) in addition to the facility Field Proponent.

6.6 Risk Management

The project will conduct an initial project risk management, with reference to the
tabulated generic risk factors below. The Execution Leader is to develop risks and an
issues list to be reviewed with TMD on a monthly basis. The top risks and issues to be
included in the monthly progress report include the following:
Table 2: Technology Risk Management
Risk Description Risk Response

If following completion of Detailed Design work, technology
Scope specifications are not sufficiently defined, or additional project
Definition risks identified are high after necessary risk mitigations, then the
project element will be deferred to a later Master Appropriation.
The organization responsibilities are defined in the RAPID
Responsibilities/
matrix. These are to be concurred by all SA stakeholder
Accountability
organizations.
Single Source procurement justification shall be developed prior
Single Source
to initiating Expenditure Release for procurement of any
Procurement
applicable items.
Incorrect assignment of 9COM commodity number can lead to
significant procurement delays. This is especially the case
Specifications where the applicable 9COM is not clear for new technologies.
9COM The Responsible Standardization Agent (RSA) shall review
design package and concur 9COM allocation for all applicable
material.
A delay in one ER can delay the entire execution of the BI ERC
date. By ensuring the viability of the technologies early in the
detailed design stage, high-risk technologies can be postponed
to the next MA cycle.
MA Schedule During the Detailed Design stage, it may be determined that
deployment of a technology unit(s) for an operation facility will
not be achievable without high risk to the overall BI ERC date. In
this case, deployment for that technology unit(s) may only be
deferred to the next Master Appropriation cycle.
SA All materials shall be procured by the Contractor unless
procurement otherwise mentioned
Technologies are to be deployed in operating plants with
restricted accessibility and work permit issuance during
Live Plant (work
construction. By applying the recommended contracting
permit and
strategy, the Field Operations department can more efficiently
accessibility)
execute the work permit, as it is responsible and accountable for
the construction and commissioning scope.

Risk Description Risk Response

The shut down and tie-in requirements shall be clearly specified
Shut down
in the Construction Contractor scope, and a shutdown window
requirement
shall be secured by proponent from OSPAS if required.
Use of ‘as-built’ drawings is essential to ensure accurate work
packages are developed during the Detailed Design. Early on
As-built
during Detailed Design development, concurrence on use of
drawings
drawing revisions with Field Operations are to be secured, in
case of discrepancies with drawings in iPlant.
6.7 Scope Change

Up until the ERA approval, more items can be added or removed from Technology MA
BIs.
Changes to the scope are possible in accordance with GI20.500 with approval by the
Technology Steering Committee.
6.8 Project Organization, Logistics and Interface

The project engineering, procurement and construction responsibilities are as per the
RAPID Matrix in Exhibit D.
6.8.1 Technology Management Division (TMD)
 TMD acts a single point of contact for Technical Services to
coordinate the required support to the Construction Agency during
the procurement, construction and pre-commissioning stages.
 TMD will act as the supervisory entity throughout the project to
ensure the ER funds are utilized in line with the project requirements
including cost, schedule, quality and safety.
 Technology Project Coordinator is responsible for developing the
project deliverables to support ER Approval funding.
6.8.2 Technology Subject Matter Expert (TS Technical Departments)
 Approves key project deliverables and decisions.
 Identify applicable 9COM(s) for procurement of technology.
 If none exists, development of 9COM with approved vendors and
manufacturing facilities
 Prepare single source procurement justification if necessary
 Identify applicable Saudi Aramco Engineering and Materials System
Specification standards, and process waivers as required.
 Provide Technical Support throughout the project development,
Execution and commissioning.
 Participate in post-project evaluation review meetings to identify and
capture lessons learned.
6.8.3 Facility Proponent

The Proponent Construction Agency is responsible for the execution of the
whole project including the following:
 Developing Project Design Package.
 Developing the Construction Contractor project scope.
 Processing the contracts for engineering, procurement and
construction.
 Processing project cost estimate and providing TMD with an
approved 56-D cost estimate.
 Weekly project updates to technology stakeholders.
 Managing the e-review process for the detail design.
 Review and coordinate major equipment approval.
 Managing, coordinating and identifying any shut down requirements
either for the tie-in period or extended duration.
 Managing the ER within budget and execution duration. Part of this
is to maximize the utilization of the company internal resources such
as heavy equipment and inspection in order to reduce the overall
project cost.
 Sr. Operations Rep: provides input to the Technology Project
Coordinator regarding the Field Proponent operations facilities
including ‘as-built’ drawings and process operating conditions.
 Pre-commissioning of the new facilities.
 Completing the MCC and project handover to operation.
6.8.4 Other Organizations and Projects
 FPD: Agrees on Business Case Assessment and developed by
Technology SME and the Technology Project Coordinator.
 PMOD: Agrees on Cost Estimates developed by the Field
Proponents and submitted Technology Coordinator.
 Representatives of Purchasing, Material Control, Inspection, Loss
Prevention, Contracting, Consulting Services, Project Support and
Control and Contract Review and Cost Compliance Departments, as
well as other Saudi Aramco organizations will be called upon to
provide support and expertise as required.
6.9 Technology Project Commissioning
Figure 6 shows the Operations Phase with respect to the overall initiation, planning,
execution and operations process. The ERC shall be completed for all expenditures.
Figure 6 Operations Phase
6.9.1 Performance Acceptance Certificate

The Performance Acceptance Certificate (PAC) ensures that the equipment
installed has been demonstrated to perform within Saudi Aramco standards,
project drawings, and specifications. It includes the signatures of the
relevant stakeholders including TMD.
The Technology Execution Leader is responsible for initiating the PAC to
the requirements in GI-0002.710 and shall be routed to Technology
Deployment BI Proponent (TMD) in addition to the facility Field Proponent.
Signing of the PAC marks the completion of the technology project. All
technology projects shall be completed to achieve the Technology
Deployment Master Appropriation BI Expenditure Request Completion.
6.9.2 Project Close-Out Report
The Project Close-Out Report will be compiled by the Technology SME with
input from the Technology Execution Leader. It will include project actual
technical and economic performance against predicted performance after
the commissioning of the technology and reaching operational steady state.
The report shall include the Realized Value achieved from all technology
deployments. This document will be issued as a Saudi Aramco Engineering
Report (SAER) and will also be archived in the TMD Technology Database
for evaluating and promoting future technology projects.
6.9.3 Assets transfer
After completing the project close out report, TMD has to work with
Finance/Fixed Asset Work in Progress (FAWIP) to transfer the assets to the
proponent organizations. Saudi Aramco Form 630 (08/04) Capital Assets
Change Authorization has to be completed and approved. In case of a long
assets list to be transferred, an equipment list can be prepared to be
attached to single Form 630.
6.9.4 Financial Close-Out
The Financial Close-Out Report evaluates the elements of the project’s
work breakdown structure; determines if there are any additional
commitments and their corresponding costs, as well as provides key data
regarding the project (including staffing, lessons learned, etc.) and any
information from project execution that could have impacted the project’s
finances.
7. Technology Deployment through Proponents

The Lead Professionals will be responsible for promoting their respective completed
technology evaluation items to field partners and other interested parties at technology
program arranged awareness events by developing a one page technology brief, see
Exhibit E.
TMD facilitates technology deployment by coordinating communications with field
partners and Admin Areas and issuing Technology Deployment Briefs.
TMD will incorporate all the approved technology briefs into the technology knowledge
base.

TMD will incorporate the deployable technology into the appropriate awareness
program related to deployment through Proponent into specific road shows or BoE
events.
Proponent Area Representative(s) on the BoE Technology Committee will incorporate
the deployment of the technologies into their business plans.
The field proponents will fund the selected technologies in their business plans with BI-
19 funds. The BI-19 funds will be appropriated by the field proponents through Capital
Program managed by FPD.
Once the Technology Item has been fully deployed (either incorporated into company
catalogues and standards or deployed at all possible operating sites and locations, the
Technology Domain leader can archive the item.
8. Technology Deployment through the Capital Program Projects
8.1 Technology Investment Planning
PXP Lenses Analysis is the examination of the company’s 10-Year IP to identify
opportunities or candidate projects for savings/efficiencies under specific "lenses" at
the earliest meaningful stage in the project’s lifecycle; and the analysis of these
opportunities by the IPT through the project’s FEL leading to the optimal decision in
each case. The objective is to capture financial and strategic benefits in capital
projects planning and delivery through timely & focused identification and analysis of
opportunities under certain lenses as follows:
1. Strategic Category: Synergies
2. Strategic Category: Outsourcing
3. Technical Category: Technology Deployment
4. Technical Category: Standards and Codes
5. Execution Category: Execution Optimization
PXP reviews the IP to flag potential opportunities under various lenses. This
information is available to the IPT and VA teams when the projects begin going through
the FEL. During FEL, the opportunities flagged by PXP are assessed by each IPT.
This assessment as well as the outcome is documented in the appropriate FEL
deliverables. The deliverables are reviewed by the VAR team as part of the Value
Assurance process. Value Assurance therefore acts as a check to ensure that all
flagged opportunities are investigated with the necessary due diligence to arrive at the
most appropriate justified decision. The following figure presents an overview of the
PXP Lenses Analysis process and its alignment with the CMS enablers.
The PXP Lenses identification is aligned with the annual PXP process. In general,
work on opportunity identification is done mainly between April and August each year
resulting in opportunities under each lens which are then consolidated with the other
inputs in the PXP process. All PXP recommendations including candidate project lists
under the various “lenses” are presented to the Committee for endorsement. Progress
of the “lenses” opportunities are tracked and reported by the Lens Champions as part
of the PXP Quarterly Reporting cycle.

Figure 7: PXP Lenses Analysis Timelines
8.2 Technology Deployment PXP Lens

Technology opportunities in the context of Portfolio Execution Plan (PXP) Lenses
Framework can be defined as the potential to deploy new or improved technologies in
projects in order to address the company’s known technical challenges and/or improve
the quality and longevity of the company’s assets and/or provide increased economic
benefits. The PXP Technology lens supports the company to implement its overall
technology strategy by providing a robust process to deploy technologies in projects
and to identify technology related opportunities for use by the Subject Matter Experts,
to develop and scout for new technologies.
Based on the authority from the TSC, and the delegation from the Chief Engineer, TMD
works with the domain leaders to recommend the prioritization, planning and
deployment of technologies in facilities and projects. For the purpose of PXP, the CE
representative into the PXP process is TMD.
8.2.1 Projects in scope
All projects in the 10-Year Investment Profile are considered to identify
technology related opportunities at a portfolio level and to identify candidate
projects for technology deployment. BI-33, BI-34 and BI-60 and outsourced
projects are excluded from this review. Additionally, where projects have
completed DBSP, these will not generally be proposed for deploying major
new technologies impacting scope definition. However, minor technology
such as specific equipment use (for example) can be identified past the FEL
2 stage and in early FEL 3.
8.2.2 Required Inputs
The required inputs for the identification exercise are:
1. The 10-Year Investment Profile

2. Technology Knowledge Base which includes relevant information on

all TS approved and available technologies (technical, economic and
commercial)
3. Subject matter expertise from technology domain leaders & the
technology lens team consisting of FPD, TMD, PMOD and TS
Departments. CPED can provide input if required.
4. Project detailed information to the extent available.
8.2.3 Identification Process
On behalf of the Chief Engineer, TMD coordinates the process of matching
candidate projects with applicable technologies based on evaluation
information in the Knowledge Base, define a criteria to enable matching of
technologies with projects as well as the subject matter expertise of the
domain leaders.
The anchor of the technology deployment program is the Technology
Knowledge Base which is setup by TMD as a Share K based resource.
During each year’s PXP implementation, the Technology Domains will use
the relevant information from the IP and propose projects to potentially
deploy specific technologies.
After a preliminary matching of IP projects with technologies, TMD may
organize and conduct workshops with FPD, PMOD and TS departments to
get their input and shortlist candidate projects to potentially investigate
using these technologies.
The output of this exercise is the “20XX-20XX IP –Technology Deployment
Candidate Projects List” which will be provided each year to CPED in
August as input to the PXP DPM. The PXP technology process flowchart is
shown in Figure 8.
Figure 8: Technology Process Flowchart

8.2.4 Identification Roles and Responsibilities
TMD, on behalf of the Chief Engineer, manages the initial identification
exercise. The CE will retain the Agree role “A”.
Table 3: Technology Deployment Opportunity Identification RAPID
The RAPID® for identification of Chief Domain

FPD PMOD
technology opportunities Engineer leaders
Recommend technologies based on
Asset type or other defined criteria A
(project subtype, process or system)
Candidate projects for identified
A I I I
technologies
8.2.5 Identification Outputs and Timelines

TMD will provide to CPED the deliverable “20XX-20XX IP –Technology
Deployment Candidate Projects List” in August each year which contains
the list of projects in the IP recommended for specific technologies to be
deployed.
While the process as described here mainly addresses deployment of
approved technologies, the intent of the Technology lens is also to review
the IP and make recommendations which will provide benefits to company
projects on cost, schedule or quality. Such recommendations could include
for example:
 Actions to improve commercial/economic viability (including
localization potential) of desirable technologies in the short term and
longer term based on the company’s technical challenges and
needs.
 Recommendations to focus technical scoping on certain kinds of
technologies based on portfolio composition, company strategy and
technology priorities.
These recommendations may be endorsed and actioned within the
Technical Services organization under the authority of the Technology
Steering Committee or, if the recommendations impact other organizations
outside ES, they may be presented to the PXP Committee for endorsement.
8.3 Deployment of Identified Technology Opportunities
8.3.1 Technology Deployment Process
The identified PXP technology opportunities are communicated to the IPT
leaders by TMD. The IPT will record the PXP recommendation in the
Technology Selection Report Deliverable at the stage of the project
immediately following the assessment and then proceed to assess it
through subsequent FEL stages to arrive at a decision.
The Technology Selection Report will be modified to include a section
named “PXP Lenses Opportunities” where the IPT will record identified
opportunities as well as the analysis, decision and implementation of these
opportunities.

8.3.2 Fixed Scope BI – Technology Specific
For technology specific BIs defined as the entire project being developed to
deploy a specific technology. Usually, the scale of technology specific BIs is
much larger and requires the full application of the capital management
system and the relevant FPD procedures. Based on this any technology
specific BIs will therefore be handled in the same way as any other fixed
scope capital project.
8.3.3 Fixed Scope BI – Within a Project
In most cases, the process of technology selection starts before the project
has kicked off and continues through to detailed design, with distinct
activities at each stage. The details of the technology selection process will
vary depending on the project size, complexity, and technology area but all
projects shall follow the same basic process.
8.3.4 Technology Selection Reports (TSR’s)
The purpose of Technology Selection Report is to ensure that the selected
technology is the most competitive available technology that meets the
business objectives and fulfils Saudi Aramco mandatory requirements. It is
essential to complete the deliverable at each stage as these decisions are
made because these decisions have a major impact on the project design
and success.
The process of technology selection starts before the project has kicked off
and continues through to detailed design with distinct activities at each
stage. The Capital Management System RAPID and book of deliverables
manual details the requirements for the activities and reporting required at
each stage. The details of the technology selection process will vary
depending on the project size, complexity and technology area but always
follow the same basic process. The main technology selection report
deliverable is developed at FEL 2 – Study phase to document the basis
behind the selection of project alternatives. The activity and report is the
repeated in FEL-2 DBSP and FEL-3 PP for additional technology selections
that are made in those phases as the design develops.
8.3.5 Objectives
The objectives of the Technology Selection Report is to clearly state the
result of the Technology Selection activity and to detail the process by
which the result was reached. This is the main deliverable from the FEL-2
Study Phase related to the specific objective of the phase and hence
documents all of the activities related to the selection of alternatives to be
presented at the GAS gate. Since not all technology decisions are made in
FEL-2 Study, the activity and report must be updated at each subsequent
phase in which a major technology decision is made.
8.3.6 Responsibilities
For the full set of deliverables, roles & responsibilities, please refer to the
RAPID matrix on the CPED website:
https://sharek.aramco.com.sa/Orgs/30026862/Pages/Manuals.aspx
In addition to the Study phase, the Technology Selection Report will also be
produced at DBSP and at PP. This report will include all the technologies

identified for the particular project by the PXP as well as their analysis and
outcome. The proposed and agreed RAPID® is shown below. The Chief
Engineer has the “A” role.
Table 4: Technology Selection Report RAPID® FEL 1-3
Integrated Project Team Function and Technology

Project Domains
Phase Deliverable Project Sr.
Chief
Sponsor FPD CSD ID P&CSD Ops CSD P&CSD EPD ID
Engineer
Rep
Study Technology
Selection
A D I I I I I I I I A
Report
(TSR 1)
DBSP Technology
Selection
Report
(TSR 2)
Project Technology
Proposal Selection
Report
(TSR 3)
The Technology Selection Report deliverable is developed at FEL-2A

(Study) phase to document the key decisions that are taken at this point that
shape the design basis developed in FEL-2B - DBSP. The document is then
updated in FEL-2B (DBSP) to reflect the decisions made in that phase and
again in FEL-3 (PP) if further technology decisions are made at that stage.
The first step is for the IPT to identify what technologies are involved in
each project and then to identify the SME for each of those technologies
who must be contacted to contribute to the Technology Selection.
A starting position for this is to consider the preliminary determination of the
technology recommendation by PXP during the Portfolio characterization.
For such projects, the IPT members shall seek input to the Technology
Selection report from the Technology Domain SME’s, the proven technology
database as well as external technology vendors and contractors.
The Technology Selection Report will be based on the template issued
under the CMS book of deliverables:
https://sharek.aramco.com.sa/Orgs/30026862/Pages/Book%20of%20Delive
rables.aspx
The report must contain, as a minimum, the following sections:
1. Documented design basis with reference to the Basis of Design
document.
2. List of evaluation team members, positions, departments.
3. Explanation of the technical criteria used to evaluate each technology
option
4. Explanation of the weighting factor selected for each technology option
5. Explanation of how the minimum qualifying score was determined
6. Details of sources of data for each technology representations

7. SME evaluation of technology option
8. Explanation of the scoring of each option individually and as a team
9. Documentation of the technically qualified options.
10. Explanation of the economic evaluation process and results
11. Documentation of the selected option
12. Plan for technology selections remaining in DBSP, Project Proposal and
Detailed Design.
8.3.7 TSR Tracking Reporting and Approval
A copy of the final Technology Selection Report at each stage will be made
available to TMD for information purposes, lessons learned, tracking and
reporting. TMD will track the outcome of the recommended opportunities
and provide a quarterly update to CPED on the progress of the
opportunities to include in the PXP Quarterly Update report to the PXP
Committee.


Revision Summary
30 January 2017 New document that defines the procedures and responsibilities for Technology Deployment
Master Appropriation projects by Engineering Services.
19 March 2018 The updated document now includes - Technology MA BI’s submission process &
requirements, RACI matrix that clearly defines the roles and responsibilities of all
stakeholders for Technology MA BI’s, Enhancement of existing project controls for
Technology MA BI’s (Project Execution Plans, Contracting Strategy) and Technology
deployment through standards and the Capital Program.

Exhibit B - Submission Letter Template
Saudi Aramco: Company General Usee Page 33 of 36

Exhibit C - Concurrence Letter Sample

Exhibit D - RAPID Matrix
Technology Stakeholders Function of origin legend

Technology Sponsor (Chief Engineer)
Technology Project Coordinator (Technology Management Division)
Technology Execution Leader (Facility Proponent Department)
Technology SME (Technical Department)
Others TECHNOLOGY DEPLOYMENT TEAM MEMBERS SUPPORT FUNCTIONS
Construction
Procurement
Technology
Technology
Technology
Contracting
Inspection
Operations
Prevention
Specialist
Execution
PC (TMD)
Sponsor
Material
Finance
Agency
Leader
Coord.
Coord.
Safety
PMOD
Phase
SME.
Loss
FPD
Sr.
Deliverables
Contractor Project Scope of Work D R P A I A I I

Development
Schedule Level II (Initial) D P I A

Scope
Final Cost Estimate (±10%) based on Contractor

D R P I I A
bids
Economic Evaluation (Final) D I I I I I P
LSTK EPC Contractor Kick-Off Meeting I P I I I I P
Execution (Detailed
VIP - Constructability Review Report A D A I P

Design)
Detailed Design - eReview by Detailed Design

I D A I I A P I
Stakeholders
Construction Package I D A I I A P I
Schedule Level III (Updated) A D I A
Purchase Requisition A D R I I
Execution (Procurement)
Technical Submittal Reviews I D A I R

Inspection Assignment Packages D R I I
Spare Parts Data Packages D I I R
Materials Final Disposition Report D R I I
Materials Reports D I I R
Asset Record (Fixed Assets Work In Progress) D I I R
Schedule Level IV I D I I
Capital Assets List I D A I I
Construction Progress Reports I D
Execution (Construction)
Request for Inspections (RFIs) D

Safety Management System (SMS) - Final D R
Inspection Record Books D R
Mechanical Completion Certificate D A R I I A P
Project Records Book Submittals D R I
As-Built Schedule D P
Exception Items Completed D A R I I A P
Contract Close-Out D A R I I A P I
Performance Acceptance Criteria A D A A
Operation
Financial Close-Out Report D R P A I I

Post Project Appraisal Report D A R P I I I
R-Recommend A-Agree P-Perform I-Input D-Decide

Exhibit E –Technology Brief

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Engineering Procedure

SAEP-74 19 March 2018

Saudi Aramco: Company General Use Page 1 of 36

Saudi Aramco: Company General Use

Saudi Aramco: Company General Use

Saudi Aramco: Company General Use

Saudi Aramco: Company General Use

Saudi Aramco: Company General Use

Saudi Aramco: Company General Use

Figure 1: Flowchart of Technology Deployment

Saudi Aramco: Company General Use Page 8 of 36

5. Technology Deployment through Cataloging and Standards

Saudi Aramco: Company General Use Page 9 of 36

Figure 2: Technology Deployment Phases

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Table 1: Technology MA BI Calender

Milestone Description Date

6.2 Technology Initiation

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Figure 3: Technology Initiation Phase – Stages and Gates

6.2.1 Technology Submittal

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Saudi Aramco: Company General Use Page 13 of 36

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Figure 4: ER Submittal Phase

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Figure 5: Execution Phase

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6.6 Risk Management

Table 2: Technology Risk Management

Risk Description Risk Response

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Risk Description Risk Response

6.7 Scope Change

6.8 Project Organization, Logistics and Interface

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Figure 6 Operations Phase

6.9.1 Performance Acceptance Certificate

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7. Technology Deployment through Proponents

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Figure 7: PXP Lenses Analysis Timelines

8.2 Technology Deployment PXP Lens

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2. Technology Knowledge Base which includes relevant information on

Figure 8: Technology Process Flowchart

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Table 3: Technology Deployment Opportunity Identification RAPID

The RAPID® for identification of Chief Domain

8.2.5 Identification Outputs and Timelines

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