General responsibilities of Engineering and Design personnel Following are the key responsibilities

applicable to all individuals participating in Engineering and Design Project Delivery activities.
Quality – ensure that the quality and consistency of the input data and deliverables is maintained.
Health and Safety – ensure safe design and compliance with relevant codes and standards in
conformance with project requirements, ensure that the product is safe to use and operate and
ensure that the product can be safely constructed, maintained, decommissioned and abandoned.
Environment – ensure that the Customer is aware of the environmental effects of the delivered
product and provide sufficient information to the Customer that they can make informed
investment decisions. Risk – ensure all risks are identified and communicated and comply with
any risk mitigation measure that are put in place. Integrity of Design – the following
responsibilities apply: o Ensure conformance with relevant regulatory and project standards and
guidelines. o Ensure the correct input data has been used. o Ensure “holds” and areas of
uncertainty are highlighted. o Ensure the deliverable is constructible, operable and maintainable
and can be safely demolished. o Ensure appropriate design methods are used. o Ensure
appropriate design checks are undertaken. o Ensure correct materials are specified.

On ‘miscellaneous’ sized projects, generally the projects cannot justify either a Project Engineering
Manager or a Project Engineer. In this instance, the Project Manager assumes all responsibilities
associated with the management of the overall project activities and the specific engineering
coordination activities.

Technical Peer Reviews Technical peer reviews are undertaken to assure the projects are
positioned for success and any issues are identified early to provide for effective corrective
measures. The technical peer reviews are normally undertaken using location staff but in some
circumstances it is necessary to utilize independent reviewers. These may be from other offices in
the organization or from outside the organization. Circumstances where this may be necessary
include: Large and complex projects Where suitable independent reviewers are not available
(e.g. small office, special project office, expertise limitations etc) Major projects will be reviewed
as the design effort reaches prescribed milestones of completion. Ongoing services programs will
be reviewed on a periodic basis with sampling of individual projects reviewed based on the
percent complete at that point in time. Different types of review are available depending on the
project size and risk classification and can include 20%, 60%, 90% reviews. Coordination and
tracking of technical peer reviews is lead by the location Quality Management team in
consultation with the location engineering management team, Where possible, technical peer
reviews, project peer reviews and project quality assessments shall be combined to minimize the
impact on project resources. N.B. Project Management teams will need to ensure that any
required reviews are included in the project schedule and covered in the estimate of hours / costs.

Nueva área de conocimiento de Gestión de Interesados. Alineado al ISO 21500. 2. Nuevos

Procesos de Plan de gestión de alcance, Plan de gestión de Cronograma y Plan de gestión de
costos, que en la versión actual no está explicito pero implícitamente siempre estuvo, con eso
quedaría más explicito que todos los procesos de planificación tienen 1ro un plan. Son en total 47
procesos. 3. Se ha integrado más la ejecución con el control en Dirigir y Gestionar el Trabajo del
Proyecto. 4. Los Procesos de Gestionar las expectativas de los interesados e Identificar Interesados
se trasladan a la nueva área de conocimiento de gestión de interesados aunque con otro nombre.