Project Manager Guidelines

Mission Guidance
These guidelines are not the only way to manage a project. Use the guidelines—with your
intelligence and develop your own methods if they are in line with WesTech procedures. If you
have questions, ask.

Introduction
As a WesTech Project Manager, you’ll be responsible for ensuring that each project is completed in
a safe and timely manner within the:

• Company guidelines
• Cost estimates
• Project and product requirements
• Customer expectations
You’ll be responsible for and will need to coordinate:

• Engineering
• Design
• Procurement
• Shipments to the jobsite (possible buyouts & direct shipping)
• Installation coordination with the customer
• Field service (mechanical checkout, start-up)
• After-sale/warranty customer assistance

Purpose
If you are a new Project Manager, use the guidelines to identify where to start, what to do, and
how to complete the project.

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If you are an experienced Project Manager, use the guidelines as a quick reference.
We have arranged the guidelines in chronological order.

Refer to the Project Manager Meeting Map (QD-10589) to assist you with meetings and tasks.

Set Up the Process

Coordinate the Documents
Several forms are used to track progress and record activities. The project manager is required to
keep these forms and the supporting data in DocCentral in the project specific section current.
Refer to the Project Manager Checklist (QD-10105) and other associated procedures.
Confirm your project is in Business Central. Check that the information is correct. A few critical
items to review are:

• Project Name (by plant name)

• Address for delivery
• Main contacts (engineer, contractor, end user)
• The quantity
Other critical items for your project:

• Store your documents in the project file in DocCentral. Your Project Manager Checklist
(QD-10105) will help you determine where to store required documents.
• Use the folder format in DocCentral.
• Use the prescribed file-naming convention mentioned in the Document Control procedure
(QP-10001) and Document Naming (QD-10582).
• Be sure to use the correct method for document versions and document changes. When
you change a document, do not save it as a separate file. You can find training on how to
do this here.
• Consider using the Document Management Team to assist you with your project
documentation (i.e., submittals, O&M’s, and other customers communication) if you have
any of the following related to your project:
o The customer has given you extensive requirements for documentation (sometimes
called VDRs, VDLs, etc.)
o The project involves multiple Teams
o The customer is considered high profile (an example of this would be a customer in
the power industry, a customer we have worked with in the past who we know has
stringent requirements, etc.)

Project Plans
A powerful advantage is gained by taking the time to step through a project plan at the beginning
of the project. This helps you as a Project Manager spend more of your energy in a proactive way
that you are controlling rather than reacting to events outside your control.

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Project plans can differ in degree of detail. The critical aspects of a project plan will be elaborated
upon below, but they should include: the sequence of steps identified, the resources (people,
machines, companies) that will perform the steps, and the dates that they should be completed.

Milestones
A good rule of thumb to consider when creating the minimum steps in a project is to look at when
the critical steps of a project change hands or focus.
Milestones, steps, or tasks should have at least a due date, but it’s usually helpful to give a start
date and an end date or duration of time the task should take.
Recommended milestones for WesTech projects may include Job Review, Submittal, Squad Check,
Detail Review, Job Verification, Release, Inspection, Shipping and especially all Invoicing.

Resources (people, equipment, etc.)

Who? What? and Where? are critical questions to ask as you map out the project and identify and
reserve those resources for your project.

Dates
The most critical aspect of a project plan is dates. Time is your most restrictive resource in project
execution. Planning with dates, even approximate, will help a Project Manager achieve project
goals.

Lead Project Manager

The preferred guidelines for selecting the Lead PM are as follows:

• If the project is in one of the Systems groups, the System Project Manager will be the Lead
PM.
• If a WesTech team has a piece of equipment and will be responsible for installation as well,
that Project Manager will be Lead PM.
• If WesTech is not responsible for installation, whichever team’s equipment interfaces most
with the other equipment on site will be lead, subject to mutual agreement by associated
Group Managers.

The Lead Project Manager will be communicated to the customer.

Responsibilities
• All communication with the customer
• Knowledge of all spec sections as necessary
• Review customer documentation for cohesiveness
• Coordinate the overall project schedule
• Ensure client is notified of upcoming inspections as required
• Ensure all ITPs and inspection plans are followed
• Manage customer expectations-prevent scope creep

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• Know any safety/entrance requirements for the jobsite

• Track RFIs
• Track Change Orders
• Communicate any information or changes from the customer to other teams involved.
• Schedule regular meetings with other teams involved to check on the status of equipment
(may be a phone call)
• Attend all Squad Checks
Responsibilities of each equipment team Project Manager when reporting to a Lead PM include:

• Treating the Lead PM as your customer

• Coordinating everything with Lead PM
• Communicate all dates and equipment specific information
• Run your project per the procedures as usual

Line of Communication for multi-team projects

Step 1: Kickoff
The purpose of the Kickoff is to explain and review preliminary project information and hand-off
As-Sold documents to production team for preparation of Job Review. The AE/Estimator is
responsible for scheduling and conducting this meeting.
It is important to have a Kickoff Meeting (QD-10582) with the AE/Estimator to:

• Discuss challenges during the bidding phase

• Talk about the proposal
• Discuss in detail the exceptions found in the proposal

During the Meeting

Identify discrepancies, changes, or exceptions. All discrepancies between the Spec, the Proposal
and the Purchase Order, when resolved, should be noted in the As Sold Proposal by the
AE/Estimator. Verify that the AE/Estimator has removed and compiled all outdated scopes,
proposals, specs and correspondence and put them in the folder labeled “Pre-award Information”
in the Opportunity directory.

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Review applicable plans and specifications with addendums. Highlight any non-standard items.
Review the specs and PO for discrepancies and changes. For example, review:

• Hydraulics profile
• Equipment interfaces
• Expected Submittal date
• Title block information
• Shipping date or requirements
• Note any non-standard items or coatings
• Send the Engineering Request form (QD-10224) to the appropriate teams; you may want to
contact them to confirm receipt and scheduling.
• Process Performance Guarantees – In cases of projects with a PPG (QD-10224). See
additional resources here.
• Make sure sufficient material costs are included and that there are enough working hours
for the submittal, calculations, detailing, and project management. If the project requires
double checking (see QP-10025 for when needed), make sure to include more hours to do
that.
• Research in ERP and Quality system for any past warranties on similar equipment to
identify any risk and avoid any potential problems for this project. Research the past
warranties on the reference project or equipment. Training on how to do this is found in
UKG. Search for Warranty training in the Course library.
• Follow up with your contact on all requested additional information.

Customer/Project Information
• Identify your point-of-contact for the project (from submittals to delivery and installation).
• Find out who the plant or onsite contact is, and if they are already on site.
• Get a feel for what the project is like. Is it a long project with many phases? Or is your piece
of equipment the only project?
• What is the delivery address for the documents and for the equipment? (They may be
different)
• Any special delivery requirements?
• Store your updated files and documents in your project file on DocCentral and update the
Project Manager Checklist and Project Plan.

Step 2: Job Review

Review the Project (QP-10004). A best practice is to hold the Job Review within two weeks of
receiving the order.
The meeting should be led by the PM and attended as required on Job Review Meeting Agenda
(QD-10548).

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Before the Meeting

• Prepare a Job Review Component Checklist (JRCC) – The form will be specific to your
equipment.
Note: If a Job Review Component Checklist does not exist for the product (in the case of a
new product for example), use the Job Review General Checklist (QD-10116). Begin your
checklist before the job review meeting.
• Prepare the Project Plan. This should be completed prior to the meeting and presented for
agreement.
• If applicable, review the Coatings and if non-standard, review with Quality Control.

During the Meeting

Hold the Job Review meeting using the Job Review Meeting Agenda (QD-10548 QD-10548) or the
JRCC

Discuss:
• Are the submittal, approval, detailing, fabrication and shipment dates feasible?
• Are we meeting the customers’ expectations?
• The project plan - can it be met?
• Any differences between the contract drawings and the specs. Specifically review
elevations, connecting pipe schedule, etc.
• Any clarifications you may need for the design. Use the Request for Information (RFI) form
(QD-10149) to request additional information.
• Any differences between the Spec, the Proposal, and the Purchase Order. Confirm that
these differences have been resolved and documented in the As Sold Proposal, are still
outstanding in contract negotiation or with an open RFI or should be documented in the
submittal Letter of Clarification.
• The scope of supply/As Sold Proposal.
• Items to include in letter of clarification.
• Major buyout and Long Lead items.
• Any special/out of the ordinary requirements that the designer should be aware of
(materials, elevations, codes, etc.).
• Submittal package requirements.
• Are all costs accounted on the Job Control Sheet (JC Sheet)?
• Surface preparation and painting requirements.
• Any bolt, anchor bolt, and fastener requirements. Look at type (hook, wedge, or epoxy),
material and sizing.
• Past warranties on the equipment – review to avoid duplication of issues.

Review each of these items and decide how to handle any exceptions. Note: If you take exception-
describe to the customer how the change will be better for the product, performance, quality,
durability, etc. Give clarification, describe how the alternative will perform the same function but
may look different.

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If you need to make changes to any information on your JRCC, make sure you document the
changes using the revision blocks on the form.

After the Meeting

General Arrangement (GA) Drawings are prepared. Note: Depending on the situation, this step may
come after the calculations. GA Drawings shall include Minimum Process Design Information (see
QD-10550).
Note: Work from the product-specific design manuals (where available). They are established and
proven. If you have a new design or changes to standard design, get a Product Manager’s
approval. Prepare scaled layout.

Don’t assume anything. If you don’t have the information to complete the layout, find it first:

• Have the designer prepare a scaled layout, connection point between our equipment and
others, including tanks.
• Star all exceptions to the engineer’s specifications and plans. Note: Avoid re-work. The
Drive and Electrical teams should prepare their own list of exceptions to the specification.
Work with them up front to have the exceptions in the proper format, and all exceptions
agreed upon.
• Cloud any elevation or dimensions needing customer confirmation.
Complete the required calculations for the equipment:

• Make sure the equipment meets the load requirements.

• Make sure you do the calculations according to the specification requirements. Check
loadings, L/R, corrosion allowances, etc.
• Make sure all calculations are checked, signed, and dated. The checker should always be a
different person than the one who prepared the calculations.
• Have another person check the calculations and document with MYID and date. See QP-
10025 for specifics.
• In some cases, the project will require a P.E. stamp. This will be in the specs. Make sure to
allow for the extra time needed for this requirement. Note: A list of PE Licenses is found on
WesTech Connect under Human Resources.

Duplicate Projects
When we sell a project that is a duplicate of another project, our standard verification processes
still apply. This includes but is not limited to:
• Calculations
• Effluent/influent/underflow conditions
• Verification of instruments and valves, grating, and handrail
• Any coating and surface preparation requirements
• Verify all locations where our equipment connects or interfaces with other equipment,
structural, electrical, and mechanical.
• Verify P&ID and PFD for the current project.

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• Verify any external conditions that may be different from the original project.
• Review original project for warranty or other issues that may affect the design.
• Confirm changes in codes and standards are still met with the existing design.

Prepare the Submittal Package per QP-10017

Order Long-Lead Buyout items:

• For long-lead items, have your Purchasing Buyer send out quotation requests with copies
of the specifications to vendors as soon as possible.
• Communicate with the customer your intensions to purchase these long-lead items before
submittal approval. Upon customer request, promptly provide details for engineering pre-
approval of long-lead buyouts to expedite approval.
• Have the Purchasing Buyer issue the POs to vendors to lock prices contingent on
engineer’s approval. Include applicable specifications.
• Where needed, request catalog and submittal information from vendors to arrive before
submittal date. Let them do their part of the submittal preparation for you.
• Organize all buyout information, and make sure we comply with specifications.
• Inform Purchasing of any selected vendor involvement during estimating, copying them on
any quotes received.
• Order Drive and Electrical equipment [Engineering Request Form (QD-10224)]
• Work with Drive and Electrical to ensure that the required submittal documentation will
arrive before the submittal date.
• Review the information for completeness, correctness, and compliance with the
specifications.
• Prepare any required calculations that will need to be submitted.
• Include an explanation or summary sheet for all calculations.

If calculations require a Professional Engineer (PE) stamp, allow three to five days for the PE to
check them and make any changes. You might need a little extra time with some PE stamps,
especially when it is from another state.
Note all exceptions directly on the specifications using a publishing program (Publisher, PDF X
Change) by each specification section and paragraph number, state in detail what the exception is
and give a reason for the exception: better technology, better performance, etc.

• Clarify any ambiguous words, conflicting statements, or contradictions.

• List any exceptions to the plans, drawing by drawing.
• Point out any dimensional (clouded) information we need to supply the correct equipment.
• Make sure that any special customer requests, such as brand or model are identified and
note the advantage to the one being provided.
• Have the reviewer (assigned by the MANAGER of the preparer) review the submittal for
completeness and correctness. Note: this person has the best opportunity to look at the
submittal as a customer and ensure that we are providing what was asked for.

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• Before the submittal goes out, perform the Squad Check. Hold this meeting after you have
completed and compiled the submittal but before you send it to the customer. Send the
compiled Submittal out to the Squad Check invitees 24 hours prior to the scheduled Squad
Check.

Step 3: Squad Check

Project Management procedure (QP-10004)
A Squad Check is a cross-coordinating meeting prior to the submittal to review and confirm that
the equipment meets the specifications/customer order. Communication and coordination are
required for projects that involve multiple teams. Problems that were encountered on similar
projects should be reviewed.

The squad check is a chance to:

• Share previous experiences with newer people.

• Give us the best chance for first time approval.
• Keep our design consistent.
• Ensures we are providing what was specified.

Before the Meeting

Ideally the Squad check is accomplished one to three days prior to the submittal date. The PM
should set up the meeting and may request the team admin to help. Schedule to ensure the
minimum attendees list is met.
What to have available in DocCentral for the Meeting:

• The Squad Check Agenda. Use an equipment specific form to capture the Squad Check or
use the generic Squad Check form (QD-10156)
• Up to date As Sold Proposal. You may find after the project hand-off from sales that things
had to change due to customer request, design requirements or other reasons. These
updates must be included in the As Sold Proposal. This is the responsibility of the PM.
• Up to date Job Review Component Checklist
• Up to date As Sold JC Sheet and Accepted Change Orders
• The Consolidated Submittal including:
o Drive Drawings (if applicable)
o Electrical Drawings (if applicable)
o Equipment General Arrangement Drawings
o Any other GAs being submitted by WesTech teams
o Buyout cutsheets indicating correct model numbers and/or selected options
o The Inspection and Test Plan (ITP) (QD-10190). Consult the QC Department for any
questions regarding the Inspection and Test Plan.
o Schedules, instrument lists, P&IDs and other documents being submitted by
WesTech
• Pertinent Contract drawings

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• Drawings of reference projects that have been used for the project
• The specifications (at least applicable parts)

During the Meeting

Order the Review
• The Drive and Electrical drawings should be reviewed first. If P&ID, instrumentation, and
extensive submittal documents for drives or electrical are required, review them with the
drive and electrical members.
• Then General Arrangement drawings; As you move on to elevation and plan view drawings,
compare any interfacing equipment supplied by WesTech (i.e., tank, piping, capital
equipment).
• Continue through all drawings and submittal documents to review all.
• Take note of what you learned. Summarizing what was changed, why, and the details
involved will help you learn and be better equipped next time.

After the Meeting

• You will need to list actions to take, assign them to responsible parties, and list due dates.
• Assemble your notes together with notes offered by others. If you are not a great note
taker, ask your team admin to attend to take notes.
• Assemble all the drawings and mark-ups for the designer into one package. This may take
time to do it right, this is why having a squad check a few days prior to submittal is best.
• Get the final drawing changes to the designer ASAP.
• Send the Submittal by the required date. Copy the agent and save it to the project file in
DocCentral. Use Letter of Transmittal (QD-10108) to send submittal. Make sure the return
date is filled in. Provide your contact information (your phone number and your e-mail
address.) Let them know you are available to answer questions.

Next Steps
Contact the customer and make sure they received the submittals.
Note: Clarification on Customers: We work for Contractors, Owners, Cities, Engineers, and other
entities, and they are all customers. We use the term customer broadly in this document.
When the customer approves your submittal without comments:

• Update the Schedule – with approved submittal date.

• Notify the Design, Engineering, Drive and Electrical teams of the approval.
• Notify outside vendors of approval so they can begin their process (i.e., Nordic Products,
full buyouts, etc.).
• Set the release date – Choose a release date that allows for fabrication, detailing, checking
and double checking (if required, see QP-10025) and drawing approval. The schedule
should allow for 2 weeks for the Purchasing process and actual fabrication, painting,
inspection and/or rework prior to contractual delivery requirements. Report this date in
your schedule meeting.

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• Work with your customer and set a shipping date. Make sure the equipment arrives on site
when the customer wants it. Allow for holidays and the usually busy spring season. Report
this date in your schedule meeting.
• Record the contract ship date (approval date plus contractual requirements, 18-20 weeks,
etc.) Note: If it ever looks like we won’t meet the requested date, let the customer know
immediately.

When the customer approves your submittal, but with comments:

Note: A Caution – Remind the customer we can’t begin work until they approve the submittal. One
way to do this is to tell the customer, “If you approve today, we can ship on May 14th, 2025” (or
whatever the terms of the contract are). Mentioning a date rather than a time frame may prompt
the customer to act.
The customer may require a re-submittal but will expect that their comments be incorporated in
the design or other aspect of the project. Make sure all changes are transferred to the JRCC
and/or the Project Manager Checklist.

• Address the comments in an updated submittal.

• Review all customer comments and notes.
• Notify the Drive/Electrical teams and affected Vendors of the changes so they can work on
their re-submittals with enough time for you to compile it all and resubmit.
• Coordinate any changes to the drawings with the designer.
• If any points are going to be difficult to resolve, get on the phone and discuss them with
your customer and reviewing engineer.
• Write your response listing in detail your explanation on each of the customers comments
and notes.
• Copy the agent and save a copy to the project file on DocCentral when you send the
resubmittal. Identify the version on the Submittal cover and on the Letter of Transmittal.
• Communicate at least weekly with the customer and the agent regarding the submittal’s
status.

Step 4: Detail Review and Project Verification

Project Management procedure (QP-10004)
The Detail Review is the meeting that helps the exchange of information with the Project Team and
is to be conducted by the Design Team Manager.

Before the Meeting

It is recommended that this meeting be held within 2 days after the submittal comments are
received.
Use the Detail Review Meeting Agenda (QD-10184).

During the Meeting

• Review the approved submittals, paying attention to customer comments, notes, or
changes.

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• Go over the reference project(s) to determine which drawings you’ll use, and which
changes to include.
• Make sure the designer has all the needed information on member sizes, thicknesses,
connections, elevations, etc. This should include copies of all applicable, updated, checked
calculations.
• Review unique design features, problems, etc. Pay close attention to those items that are
different from the standard or reference project.
• Review estimated hours, available time, and have the designer and the checker set due
dates and commit to them.
• Review and identify all applicable codes and standards.

Next Steps
• Compare the JRCC with the final detail drawings. Make sure they agree.
• Check with the designer and your checker often to answer questions, lend support, ensure
the design is being followed, and see how the project is progressing.
• Make sure your checker has received the current JRCC, calculations, and revisions from
the customer.
• If the project falls under “double check” category, have a second set of competent eyes
look over the detail drawings, as directed by the Design Manager.

Get the Details Approved/Project Verification

This is the final review and approval prior to releasing a project for procurement and fabrication.
This step establishes that the design output meets the design requirements. In this step, the final
design must be reviewed against all customer input including, but not limited to, the customer
purchase order, specifications, accepted change orders, project design criteria, and approved
submittals.
This step should be completed by someone familiar with the equipment. Follow carefully the items
listed on the Project Verification form (QD-10115).

• Ask your Manager (or someone appointed by them) to approve the details after you have
checked them.
• Make sure the installation drawings are completely detailed, including close ups on hard to
see areas of connection.
• Make sure all connections fit, especially the first components being put together
(cage/rake arms, etc.).
• Make sure the detail drawings conform to the approved submittal.
• Check for interfaces (examples: drive to cage/center column or drive shaft/walkway), if
applicable.
• Check quantities. Do they match the proposal/ Purchase Order/approved
submittal/accepted change orders?

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Step 5: Release to Purchasing

Project Management procedure (QP-10004)
The Release date to Purchasing is the day the requisition, all forms, and completed detail drawings
are sent to Purchasing.
Complete the Purchase Requisitions. Use the Fabrication Purchase Requisition Checklist (QD-
10150). Work with Purchasing to determine how to group equipment items together.
Have a formal meeting with the Purchasing Buyer. In this meeting you will:

• Use the Purchase Requisition Checklist as an agenda for the meeting.

• A final Inspection and Test Plan (ITP QD-10190) shall be submitted with the final drawings
when released to Purchasing.
• Make sure the Buyer understands the requirements. Communicate special needs in writing.
• Work with the Buyer in choosing the best shop for the price and location. Notify the Buyer
of the location of any quotes received during the bidding and estimating phase.
• Set your purchasing delivery dates early enough to allow for scheduling shipment.
• Update and review as soon as Purchase Orders are issued and finalized.
• Save all the information to your project files in DocCentral.

Some things to remember:

• Keep inspection costs in mind when selecting your fabricators and vendors. Are the quotes
within budget? Can—and will—the fabricators and vendors meet schedule?
• Keep shipping costs in mind when selecting your fabricators and vendors. Is one shop less
expensive to fabricate but more expensive to ship, or vice versa?
• Ensure your vendors and fabricators are qualified to meet customer’s quality expectations.
• For any major fabrication, each applicable section of the WesTech Workmanship Standard
(QD-10572) must be called out on the Purchase Req.
• Include comments for:
o Special schedules
o Special shipping, tagging, or handling requirements
o Ship assembly requirements (define clearly)
o Grinding surface preparation
o Welding codes
o Coating system, galvanizing or special linings
• For long lead items (anchor bolts, pumps, special tanks, etc.) order as soon as you receive
the submittal approval.
• Major Buyouts are defined in the Company Glossary of Terms (QD-10645).

Anytime you have any problem that involves our suppliers, the Purchasing Department MUST be
included. They will take the lead in any communication with suppliers. We may have other projects
on the supplier’s schedule that you may not be aware of that could be affected by your interaction

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with the suppliers. It is in WesTech’s best interest that all supplier communication be handled
through the Purchasing Department.

Step 6: O&M Manuals

O&M Manuals
Prepare the O&M Manuals (use the procedure QP-10018 and style guide QD-10562). There should
be a template in your team’s files.

• Review for accuracy and compliance with the specifications.

• Include O&Ms from buyout equipment. These may range from simple handrail or grating
installation drawings to a complete installation and operation manual from the vendor.
Request with the PO.
Note: If the Buyout O&M Manual is too large to include within yours, refer to the material so
the user understands there’s additional specific instructions for the piece of equipment,
sent as stand-alone O&M.
• Have the O&M manual checked as directed by your manager.
• Send the manuals with a Letter of Transmittal (QD-10108).
• Save a copy to the project file in DocCentral.

Step 7: Shop Inspections

Project Management procedure (QP-10004)
Complete the Purchase Req and Inspection Test Plan (ITP) and provide to the Purchaser. During
the purchasing release meeting these will be reviewed to ensure requirements are understood.
Purchasing will coordinate with Quality Control to schedule inspections, complete forms, and file in
DocCentral. PM will be notified when inspection paperwork is available for review.
If any work requires changes to the original drawings or parts lists, the inspector will inform the
Purchasing Buyer and the Project Manager of the changes.
Save all files to the Project in DocCentral.

Inspection Buyouts
If buyouts are delivered to a WesTech warehouse, arrange inspection prior to your shipping date
for compliance on specifications, quality, and quantity.
Label parts and item numbers so your customer can identify the items we’re providing.

Step 8: Expediting, Shipping, and Invoicing

Project Management procedure (QP-10004)
Check the project shipment requirements found in the Project Contract.
Complete picking/packing activities in Business Central for items you need to ship. Make sure you
provide time to get the items to the site on time.

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Ship the Project

• Complete the picking and packing lists in Business Central before items are crated.
• Note: Arrange for the warehouse take pictures of the equipment and the crate contents
being shipped. These photos prove that specific items were in the crate at the time of
shipment.
• When possible, ship larger items direct from the vendor to the jobsite to avoid “double-
handling” at our warehouse.
• Put spare parts in a separate crate and mark the crate “Spare Parts”. Check project
specifications for additional requirements for spare parts shipment.
• Have Purchasing check with the direct-shipment suppliers. Confirm they’re shipping their
portion and that all items are in the shipment.
• Call the customer. Pass along the shipment and delivery schedule.
• Get a copy of each packing list. Send a copy to your contractors so they know what to
expect and can plan accordingly.

Invoicing the Project

Project Managers are responsible to ensure that their invoice forecast is accurate and correct no
later than the fifth business day of the month for both the month and the quarter. Review the
Invoicing and Job Manager Resource (QD-10599) for more help in this process. Also see Work
Instructions for Billing and Invoicing in Business Central.

• Confirm all work and documentation associated with the invoicing milestones are
complete.
• Confirm again the terms of the contract for payments. Look for any special invoicing
instructions, such as billing cycle (cutoff date), which if missed can extend another 30 days
for the invoice payment.
• Release the Invoice within 24 hours of shipment or milestone terms. Notify your Manager
and VP.
• Notify Collections of any relevant information via email at ar@[Link]. Include
relevant information regarding the collection status of each project and section.
Ask the customer: “Is there anything that may prevent this invoice from payment within the terms?
”If the answer brings to light any eventual problems, notify collections immediately.

Closing your Project

Help your Customer Install the Equipment
• Customers may call with questions on the assembly of the equipment, be ready to help
them. Involve others as needed.
• Answer questions quickly. Waiting for answers will cost our customer time, money, and
frustration.
• Avoid being defensive. Never assume we are not at fault. Listen to complaints or problems
and try to understand what the customer is telling us.

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Note: While in the field, if problems come up during this phase, use the Field Service Trip Report
(QD-10102) to document and correct problems. Use the form to resolve problems quickly and
define all extra charges before the work is authorized or done.
If the problem involves a warranty charge, have your Manager open a Warranty Number in the
Quality System, and complete all fields of the Warranty Card to the best of your knowledge. Get
approvals.

Inform the agent of all correspondence with the customer.

Help your Customer Startup the Equipment

• Confirm payment terms are current before sending personnel for startup.
• Identify the tests required to prepare the equipment for service.
• Try to get at least two weeks lead time to arrange field service. Use the Field Service
Request Form (QD-10403) to request the assistance of field service personnel. Review the
requirements with them.
• Make sure Field Service personnel understand aspects of the project and the service
requirement before they visit the jobsite.
• The Field Service personnel need to complete a Field Service Trip Report (QD-10102) with
photos. Note: If the customer asks us to use their completion form, ask your Manager to
review the form before you sign it. Hold on to the form until we have been paid in full.
• File these in the project file in DocCentral:
o Field Service Trip Report (QD-10102)
o Photos
o Torque Test Report complete and within WesTech’s tolerances (if applicable).
• Collect all retentions.

Note: As a last resort, use the field service as a leverage to collect payment. The quality of our
service will create – or curtail – return customers (the best kind). This is our last strong opportunity
to get paid. Arrange to have the customer pay before we provide the final field service.

Follow-Up with your Customer

Call the customer one month after startup. Make sure they are satisfied with the equipment and
find out what other needs they have (spare parts, future sales, process service).

Post-Job Review
• Help accounting collect any past due amounts.
• Close out project in Business Central. Accounting will “complete” the project once trailing
costs are in.
• If appropriate, hold a post project review with your Manager and the Project Team. Review
and discuss:
o Successes and challenges
o How to improve
o Budget vs. Actual

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• Update your Project Manager Checklist (QD-10105) and Project Plan with the final status
and submit to your Manager to review.

PM Procedures
As Project Manager, there are procedures that will help you if you have questions on how to
manage your project. Please refer to the following:
Designing (QP-10024)

Document Control (QP-10001)

Field Service (QP-10037)

Inspections (QP-10009)
O&M Manuals (QP-10018)
Packaging and Shipping (QP-10041)
Paint and Coatings (QP-10015)
Project Engineering – Products Division (QP-10025)

Project Management (QP-10004)

Project Manager Meeting Map (QD-10589)

Purchasing (QP-10007)

Quality Records (QP-10013)

Submittals (QP-10017)
Warranty Processing (QP-10034)

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