Project Management

1.0 Scope
This document establishes the procedure for project management of WesTech equipment.

2.0 Application
This procedure applies to project management for all WesTech equipment.
The information provided in this procedure is a sequenced activity list. There is some
overlap in the activities. The activities generally cannot begin until the previous activity is
completed.
Note that WesTech is a custom process equipment company. As such, the engineering
required to customize our standard products is part of a normal project. However,
equipment that is a ‘first of its kind’ and/or otherwise a new product must use the Design
and Development Procedure (QP-10023).

3.0 Responsibilities
Vice President (VP) of Project Management is responsible for:
 Approval and revisions to this procedure.
 Attending Job Reviews for projects over $1,500,000.
Functional Team Managers are responsible for:
 Ensuring that this procedure is followed.
 Assigning personnel to tasks outlined herein.
 Ensuring information is transferred in case project personnel change.
A Project Team is responsible for:
 Completing projects on time.
 Completing projects within budget.
 Meeting the project specifications and requirements.

4.0 Definitions
All definitions are controlled in the Company Glossary of Terms (QD-10645). Terms defined
in the company Glossary are indicated in bold at their first appearance in this procedure.
Subsequent uses of these terms appear in regular text.

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5.0 Procedure
5.1 General
The Project Manager (PM) is responsible for communicating all aspects of the project to
all stakeholders. The project team effort keeps activities on time, within budget and assures
that the product meets the requirements of the project. Several forms are used to track
progress and record activities. The Project Manager is required to keep these forms and the
supporting data on SharePoint in the job specific section, as identified by the Project
Manager Checklist (QD-10105), or other associated procedures.
The Project Manager Checklist or other method approved by the Quality Manager is required
for use by the PM to document project status. The PM or designee shall keep the Project
Manager Checklist current within one (1) week.
Project Plan and/or Job Schedule: This effort will make customer service easier for others
when the PM is not available. The PM shall mark tasks on the Project Manager Checklist
when completed and mark tasks N/A if not applicable.
Our Representative in the territory will have a designated person to help WesTech keep
the project on schedule and help communicate with the customer. This Representative may
or may not be the same salesperson who pursued and won the project. Please contact the
Representative Agency to determine how they want to be involved in project
communication.
Systems will track:
 All documentation through a database from which a Master Document Log can be
generated.
 All deliverables in a Master Scheduling Program that generates a Master Project
Schedule.
It is strongly encouraged to use the Document Control Team to assist with your job
documentation (i.e., submittals, O&M's, Specifications, technical documents, quality, etc.)
if any of the following relate to your job:
 The project has extensive documentation requirements (VDR, VDL, SDR, NMR, etc.).
 The project involves multiple project managers, teams and/or groups.
 The project involves multiple pieces of equipment.
 The project requires multiple sections.
 The Client is High Profile (Customer requiring more attention because of stringent or
complex job requirements and/or high dollar amount involved).
 Client with Documentation Requirements / Specifications included in the Contract.

5.2 Project Plan

A Project Plan helps map out the means (tasks or steps) to the end (objective or goal) of any
project. The Project Manager will produce an initial project plan before the Job Review
meeting where input/agreement from others on the project team will be obtained.
A complex plan may contain much greater detail such as: expected cost milestones,
resource allocation, percent complete of various tasks, and even expected vacation times

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for individuals. These types of plans often are managed with approved project planning
software.
The project plan, produced and maintained by the Project Manager, will include the following
as a minimum:
 Milestones and associated dates
 Resources (people, equipment, etc.)
It is recommended that the project team review the Project Plan at least weekly to evaluate
dates, resources, and needs for adjustment. This time should be spent identifying potential
roadblocks for upcoming tasks.

5.3 Lead Project Manager

When a job has multiple sections with more than one PM assigned, a Lead Project Manager
shall be selected by the PM Managers so there is one point of contact for the customer.
The criteria to select a Lead PM and responsibilities of a Lead PM are outlined in the Project
Manager Guidelines (QD-10544) Section A.

5.4 Project Manager Meeting Map

The Project Manager Meeting Map (QD-10589) is a useful reference for determining the
internal documentation needs and steps of a typical project. Systems projects may also
utilize Systems Meeting Map (QD-10705).

5.5 Job Kick-off Meeting

The purpose of the meeting is to hand off information from sales to the PM. Requirements
are detailed in Kickoff Meeting Agenda (QD-10157).
Upon completion of the Kick-off Meeting the Project Manager shall complete the Engineering
Request Form (QD-10157) to initiate Engineering engagement on the project.

5.6 Job Review

Prior to submittal or starting details, a Job Review is to be performed. It is suggested that Job
Reviews are to be held within two (2) weeks after Kick-off. Job Reviews for standard designs
require only those attendees needed to relay the information outlined below, as determined
by the Project Manager. The Project Manager shall schedule and lead the Job Review
meeting. The required attendees are listed on the Job Review Meeting Agenda (QD-10157).
This section is not required for standard products ordered by licensees or standardized
products with minimal design changes to meet customer requirements. The Project Manager
shall make the request and PM Manager shall approve, if in agreement, and document the
decision not to hold the meeting on the job review form.
The Job Review shall establish:
 Project Plan (completed prior to the meeting and presented for agreement).
 All required design inputs. If field measurements are required, refer to Field
Measurement Request Form (QD-10212) to request and receive measurement
information.

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 Correct equipment for required application.

 Project budget.
 Job Review Component Checklist (JRCC) – if one has been created at this point,
review for correctness. If one has not been completed, Project Team to determine
level of detail required, who will complete, and who will check.
 Non-standard items in specifications.
 Special project needs.
 Any difference between the specifications, the proposal, and/or the purchase order.
 A confirmation that WesTech’ s equipment, electrical controls, processes, and
designs have the capacity to meet the customer’s requirements. Any deficiencies
shall be documented and remedied.
 Any potential cause of accident or injury associated with the installation or operation
of the equipment. If the risk cannot be eliminated through design, place warning
labels on equipment and/or in the Installation, Operation and Maintenance Manuals.
 Any applicable codes and standards needed.
 Review status of major buyouts and long-lead time buyouts.
The attendees and requirements for the Job Review shall be recorded on at least one of the
following:
 Job Review Meeting Agenda (QD-10548)
 Drive Team: Drive/Electrical Requisition-Aftermarket (QD-10254)
 Systems Jobs: Project Meeting “Kick-off” Agenda (QD-10435)

5.7 Project Specific Design Control (Calculations,

Designs, and Layouts)
The functional team Managers or designee shall assign personnel to complete all
calculations, designs, and layouts. See Project Engineering – Product Division procedure (QP-
10025) and Designing procedure (QP-10024) for specific details related to these functions. It
is recommended that the Project Team review product warranty history to avoid repeating
the same issues.

5.8 Document Submittal

Submit in compliance with the Submittals procedure (QP-10017) when required.

5.9 Squad Check

The Squad Check ensures that we are providing product as specified and as intended. This
meeting shall happen after the submittal has been completed, but prior to sending to the
customer; schedule the meeting at least two days before the submittal is due. Use the
General Squad Check form (QD-10156), or a product-specific squad check form, to
document the squad check. In preparation for the squad check, send drawings, calculations,
specifications, and the submittal at least one to two full business days prior to the scheduled
meeting time.
The Squad Check is a chance to:
 Share previous experiences with newer people.

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 Give us the best chance for first time submittal approval.

 Keep our design consistent.
 Provide additional coordination between project teams on multi section jobs.
Consider these items, at a minimum during the meeting:
 The equipment is for the intended application.
 All calculations have been completed, checked, and are reflected in the submittal.
Not limited to, depending on the product submittal:
o Process Calcs
o Hydraulic Calcs
o Structural Calcs
o Mechanical Calcs
 Electrical coordination is complete, checked, and reflect what is in the submittal.
 Automation team has reviewed the project drawings and information (when
applicable).
 Tie points between equipment outside our scope of work are checked.
 Review status of major buyouts and long-lead time buyouts.
 Review open items from the Job Review and ensure Request for Information (RFI)
responses have been incorporated.
When “catalogue” equipment is specified and there is little or no deviation from the
specifications, the squad check is required but may be very short and include minimal
attendees and discuss the above points.
Attendees list for the Squad Check Meeting can be found on QD-10156. Be aware of Drive
and Electrical portion of the equipment, review those portions first then allow those
individuals to be dismissed from the meeting. The Project Manager will schedule and lead
the meeting. Note taking may be assigned to another individual. Items to be saved in
SharePoint job folder and available for a Squad Check Meeting:
 Agenda
 Up-to-date As Sold Proposal for all the sections
 Up-to-date Job Review Component Checklist
 Up-to-date As Sold Job Control Sheet and executed change orders
 Proposed submittal document as described in the Submittals procedure (QP-10017)
 Pertinent Contract drawings and specifications
 Drawings of reference jobs that have been used for the project

5.10 Project Specific Design Changes

Changes to a Job Review Component Checklist shall be noted with:
 Source of change needed (i.e., Revision A: Engineers comments dated YYYY-MM-DD)
 Revision shall be marked according to the form revision block diagram.
 Date
 MY ID of the person making the change.

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 For Systems division: Data sheets take the place of the Job Review Component
Checklist which records all the changes and are noted in the revision blocks.

5.11 Detail Review

When submittal approval is received, the Project Manager shall notify the project team
including the applicable Design Manager. A Detail Review shall be led by the Design
Manager prior to starting detail drawings as described in the Designing procedure (QP-
10024). Detailing may begin prior to the submittal approval if deemed appropriate by the
Design Manager and a brief Detail Review is held. Once submittal approval is received, a
follow-up Detail Review will be held to confirm approved information and details are aligned.

5.12 Project Verification

Customer submittal approval and/or comments received up to this point (Change Orders,
resolved RFIs, etc.) shall be included in the final Project Verification (QD-10115).
All designs shall be reviewed using the Project Verification Form (QD-10115) prior to
approval and release of design details for fabrication or purchasing.
Project Verification shall confirm all associated Design Input Requirements have been
met. Project Verification shall be assigned by the PM Manager. Upon completion, the
approver shall sign and date the Project Verification Form (QD-10115). Please mark items
N/A that are not applicable.

5.13 Release for Purchasing

Plan, define, and identify all items to be purchased. For jobs requiring fabrication, fill out the
Fabrication Purchase Requisition Checklist (QD-10150) and submit it with your purchase for
review at the handoff meeting. Verify that all quality and execution requirements are called
out clearly on the requisition for carryover to the purchase order. “Date to Purchasing” is the
day the request, all forms, and completed detail drawings are sent to Purchasing.
All purchasing shall be done with final checked and approved drawings and following the
Purchasing Procedure (QP-10007). An ITP (Inspection and Test Plan) (QD-10190) shall be
submitted with final package at release to procurement.
Once PM provides purchasing package, the PM Manager or designee will review project
documentation to confirm all requirements are met. Wherever possible, request warranty
terms associated with significant buyouts to be equal or longer term than WesTech’ s
warranty terms required for the project.

5.14 Inspection and Test Plan (ITP)

Inspections must be documented per Inspections Procedure (QP-10009). Fabrication and
coating inspections shall be defined on the ITP with hold points identified. Procurement shall
manage and coordinate inspections through the Quality Department. All other Inspections
and Testing (i.e. FAT testing) should be coordinated by the project team.
Inspections may also be completed based on customer requirements. If there is a customer
requirement to attend an inspection, it must be noted on the ITP.
Create the Inspection Packet and save in the QA Documents folder and notify your buyer
when it is ready. The Project Manager may be required to create an equipment specific
checklist for the inspection if one does not exist.

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The WesTech Workmanship Standard (QD-10572) shall set the minimum acceptance criteria
for all shop inspections. Project specific inspections shall be identified on the Inspection and
Test Plan (QD-10190).
The Drive Team Manager, Electrical Team Manager, and Automation Team Manager shall
coordinate their respective inspections, assemblies, and testing.

5.15 Shipping
Upon notification of completion and passing of inspection the Project Manager is required to
provide authorization (if verbal authorization, documentation, i.e., email is required) to the
supplier for shipment. Documentation of the authorization to ship can be done on the
Shipping Release (QD-10195) or email release stating PO#, job#, and date of shipment must
be saved to SharePoint job files, Shipping section.
Project Manager shall communicate shipment details with the customer. Send them photos
of the assembled equipment (all large or critical items).
Check the project’s shipment requirements found in the Job Contract or Purchase Order
and make sure they are followed.
Check within the ERP system for the job to make sure everything has shipped.
See Packaging and Shipping procedure (QP-11-004) for information that involves the
WesTech Warehouse and Logistics procedure (QP-10028) for shipments between the shop
and the job site.

5.16 Invoicing
Confirm the terms of the contract for payments in the executed purchase order are followed.
Look for any special invoicing instructions, such as billing cycle (cutoff date), which if missed
can extend payment an additional 30 days. Prior to invoicing, verify that all work and
documentation associated with the invoicing milestones are complete and submitted with
the invoice, if required.
Project Managers are responsible to make sure their invoice forecast is accurate and correct
at the first week of the month for both the month and the quarter. See Invoicing and Job
Manager Resource (QD-10599) for further information.
Invoice milestones shall be released via the ERP system within 24 hours of milestone
achievement defined by contract payment terms.

5.17 Document Control

Capital job files shall include, but are not limited to, all project-related documents as defined
by the Document Control procedure (QP-10001) and the Quality Records procedure (QP-
10013).

5.18 Installation and Startup

Ensure Installation, Operations and Maintenance Manuals (QP-10018) have been received by
site one month prior to equipment delivery.
Review and identify contract requirements for field service.

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Complete equipment specific installation or startup checklist. Complete Field Service

Request Form (QD-10403) and deliver to Customer Support.
Field Service work shall follow Field Service procedure (QP-10037).
NOTE: If equipment issues arise during the install phase of the job or later that you feel are a
result of a fabrication error, PM shall notify the Buyer immediately. Any correspondence with
the fabrication shop shall include the Procurement Department. Procurement shall initiate
contact with the supplier to inform them of the issue(s) and allow them the opportunity to
remedy the error. Procurement, PM Manager and Project Manager will determine the best
course of action.
Once start-up is complete, issue Warranty Letter (QD-10560) to customer. In cases where
multiple job sections or equipment items are included, individual warranty letters may be
issued.

5.19 Follow-up on Project

Enter final Owner Information in ERP system.
Contact the customer to make sure they are satisfied with the equipment.

5.20 Projects with Expedited Schedules (Fast-Track Job)

If the customer requires WesTech to meet a schedule that will not allow us to complete our
normal process, the customer must be notified via the Fast Track Letter Format (QD-10113)
or equivalent. Use the Project Quality Plan Outline (QD-10109) to determine any
deviations from a normal project plan.
Approval of all detail drawings shall include verification of all associated design input
documents including job review checklists, document submittals, general arrangement and
detail drawings, bill of materials, calculations, and buyout specifications. Approval of all
such documents shall be a final verification that all Design Input Requirements have been
met. Regardless of other deviations for a fast-track project. Project Verification (QD-10115)
shall be required to ensure that all Design Input Requirements have been met.
All engineering details that are a product of a fast-tracked Project Quality Plan must be
approved by the respective Engineering Manager or their designee.
If an accelerated purchasing schedule is required, the PM shall discuss this topic to the
Buyer in the Job Review Meeting and via the Fabrication Purchase Requisition Checklist (QD-
10150).

5.21 Project Manager Transfer Mid Job

Changing the Project Manager during the project requires careful coordination to ensure a
successful hand-off. When the change is under WesTech’ s control, the following items must
be considered and reviewed to transfer critical information:
 Review Job schedule information – confirm all dates are current.
 Review Project Plan.
 Complete the Project Manager Checklist (QD-10105) PM transition tab, determined by
phase and previous information as dictated. On Solutions jobs use Solutions PM
Checklist (QD-10542).

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 For additional resources see Transferring a Project Manager Checklist (QD-10197) for
determination of reducing risks associated with this transition.

5.22 Final Documents

A Final Installation, Operation and Maintenance Manual shall be supplied to the customer
prior to project completion which contains:
 General arrangement drawings
 Assembly drawings and parts lists
 Electrical schematics (if applicable)
Additional documents may be required by the customer. These documents shall be provided
when identified in the specifications and accepted with the order.

5.23 Records Review

Records shall be reviewed upon completion of each section of the Project Manager Checklist
(QD-10105) by the person designated by the PM Manager.
The Job Closeout portion shall be completed before the project can be closed.
The primary purposes of the Records Review are to:
 Take care of any overlooked step in a timely manner.
 Ensure that all documentation has been properly completed and contains accurate
information.
 Ensure accurate and complete information for Aftermarket Sales to provide superior
service to our customers in the future.
Once the Records Review is complete, the PM Manager is to report completion on the Job
Schedule and may then remove the job from the Job Schedule or Job Board.
In order to facilitate this, the Project Manager or other as designated by the PM Manager
shall complete the following steps:
 Check with the PM Manager to determine if a Post Job Review is required or not. If it
is required, verify that this step has been completed using the Post Job Review
Checklist (QD-10107) or an equivalent form. (Typically, a post job review is held if the
Contribution Margin has increased or decreased significantly.)
 Update all customer information (Name, contact, email, phone, etc. for the Owner
and the Plant) in the ERP system.
 Verify that all Drawings (PDF) have been put in SharePoint for that job (Detailer
responsibility).
 Verify that the bill of materials is correct and current.
 Verify that all parts list items and drawings match and show the same revision level.
 Verify all Engineering Change Requests (ECR) are complete and ‘As Built’ drawings
are complete.
 Verify that Field Service has been completed, and that all records associated with
field service are in the file (trip reports, checklists, certificates, and appropriate serial
numbers are recorded for pumps and reducers, motors over 5 HP, and
instrumentation equipment, etc.).

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6.0 Risk Mitigation

The following elements associated with this procedure have an increased potential for risk
and consequently merit additional emphasis and attention to detail. Specific requirements
associated with these activities shall be defined and otherwise documented in the
associated procedures and forms. This section facilitates risk specific auditing activities and
ongoing efforts to eliminate or mitigate these risks.

6.1 Process Application

During both the Job Kickoff and the Squad Check, specifically verify that the proposed
equipment can meet the specified application and performance requirements.

6.2 Structural and Connection Design

During the Squad Check, identify the product’s past warranties and risk associated with the
structural elements of the equipment. Take the necessary steps to mitigate and/or eliminate
the risks.

6.3 Unique Materials of Construction

Verify that the design personnel have prior knowledge and experience using the specified
material of construction; otherwise obtain design resources and references and involve more
experienced personnel. Include Engineering Manager as required.

6.4 Coatings
Review the application and service environment during the job review and squad check to
verify that the proposed surface preparation and coatings are appropriate. See WesTech
Workmanship Standard (QD-10572) section 3.1 for additional information regarding
coatings.

6.5 Customer Plans and Specifications

Project Team shall review all plans and read all referenced specifications and incorporate
requirements into the equipment design. Exceptions shall be clearly noted in the submittal
process and shall have written acceptance by the customer.

6.6 Insufficient Warranty Terms for Buyouts

Project Managers shall review the warranty terms associated with significant buyouts and
shall request the vendor to match the warranty terms required for the project. Otherwise try
to limit the warranty period to that of the buyout.

6.7 Coordination of Buyouts and Required Lead Times

During the weekly review of the Project Plan, verify that the project timeline and overall
schedule can be accommodated by both WesTech and all the buyout vendors and suppliers.

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6.8 Safety
Identify any potential cause of accident or injury associated with the installation or operation
of the equipment. If the risk cannot be eliminated through design, place warning labels on
equipment and/or in the Installation, Operation and Maintenance Manuals.
Equipment must be reviewed at all points in the process to ensure safety is considered,
specifically during fabrication, shipping, installation, and operation. Corporate Safety can
provide guidance and technical expertise at any time.

7.0 Applicable Documents and Referenced

Forms
Company Glossary of Terms (QD-10645)
Design and Development (QP-10023)
Designing (QP-10024)
Detailing Handbook (QD-10545)
Document Control (QP-10001)
Drive Design Inputs (QD-10249)
Drive/Electrical Requisition-Aftermarket (QD-10254)
Engineering Request Form (QD-10224)
Fabrication Purchase Requisition Checklist (QD-10150)
Fast Track Letter Format (QD-10113)
Field Measurement Request Form (QD-10212)
Field Service (QP-10037)
Field Service Request Form (QD-10403)
Inspection & Test Plan (ITP) (QD-10190)
Inspections (QP-10009)
Invoice / Credit Memo Request Form (QD-10359)
Invoicing and Job Manager Resource (QD-10599)
Project Manager Checklist (QD-10105)
Job Review Meeting Agenda (QD-10548)
Kickoff Meeting Agenda (QD-10157)
Solutions PM Checklist (QD-10542)
Logistics (QP-10028)
Operation and Maintenance Manuals (QP-10018)

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Packaging and Shipping (QP-10041)

Post Job Review Checklist (QD-10107)
Process Performance Guarantee (QP-10050)
Project Engineering - Products Division (QP-10025)
Project Manager Guidelines (QD-10544)
Project Manager Meeting Map (QD-10589)
Project Meeting Agenda – Kickoff (Systems) (QD-10435)
Project Quality Plan Outline (QD-10109)
Project Verification (QD-10115)
Purchasing (QP-10007)
Quality Records (QP-10013)
Shipping Release (QD-10195)
Squad Check – General (or use equipment specific) (QD-10156)
Submittals (QP-10017)
Systems Meeting Map (QD-10705)
Transferring a Project Manager Checklist (QD-10197)
Warranty Letter (QD-10560)
WesTech Workmanship Standard (QD-10572)

8.0 Revision Log

Versio Description Autho Approv Effective
n r er Date
1 New Number, New Format SBART BANDR 2025-03-18

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