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©2015–HervéBaron
Welcome to this tutorial
It shows the practical ways and tools to control the progress of an Oil &
Gas Project.
Please download this file so that you can see my trainer’s notes in the top
left corner – latest Acrobat Pro feature.
Hervé
Project Control
©2015–HervéBaron
Project Control
Place your
mouse over
here
Please download this file so that you can see my trainer’s notes
in the top left corner – latest Acrobat Pro feature.
©2015–HervéBaron
Please download this file so that you can see my trainer’s notes
in the top left corner – latest Acrobat Pro feature.
Project Control
Place your
mouse over
here
©2015–HervéBaron
Project Control
 Delayed Project completion are common place
What are your bad / good experiences?
Phase What happened? Why? How to prevent this?
Engineering
Procurement
Construction
©2015–HervéBaron
Project Control
 Delayed Project completion are common place
Phase What happened? Why? How to prevent this?
Engineering Engineering unable
to progress
Lack of information
from vendors
Early placement of POs,
identification + penalty
for late dwgs, follow-up
Procurement Supplier is late Supplier overloaded
Purchaser progress
control not effective
Ensure proper progress
data is requested, attach
to payments
Construction Construction
behind plan
Lack of accurate
progress control
Under estimation of
certain trades
Accurate (detailed) step-
wise item-wise progress
Eng/Constr interface
Construction Timely completion
of hydrotests
Incentive put in place N/A
©2015–HervéBaron
Training Objectives
 Share Good practices, highlight meaningful information and
good practices in:
• Planning
• Scheduling
• Progress measurement
 Provide you with benchmarks, to enable you to control the
execution of your CONTRACTOR
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
 Monitoring the compliance to the schedule
• Leading
• Lagging
 Progress measurement & control
• General
• Engineering
• Procurement
• Construction
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
− The contractor/supplier draws its plan as per its workprocess
− Risks should be identified
− The client reviews the plan
− The client monitors achievement against the plan
− Recovery/acceleration actions are identified
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
©2015–HervéBaron
Project Control: Starting point
 The plan
©2015–HervéBaron
Project Control: Starting point
 Basis of the schedule
©2015–HervéBaron
Project Control: Starting point
 Basis of the schedule
What are these assumptions
for an EPC Project?
©2015–HervéBaron
Project Control: Starting point
 Basis of the schedule
• Quantities
• Productivities
• CPY/Third party approvals
• Purchasing cycle
• LLI lead time
• Other eqt and bulk lead time
• Steel structures lead time
• Transportation duration
• TSF/camp
• Early works
• Pre-fab
• Heavy/large equipment Lifts
• Type of foundations
• Commissioning sequence: Power > Utilities > Process
©2015–HervéBaron
Oil & Gas Projects Most likely critical path
What is the most likely critical path of Oil & Gas Projects?
©2015–HervéBaron
Most likely critical path
Source: “The Oil & Gas Engineering Guide”, 2nd Edition, 2015, Hervé Baron, Editions Technip
©2015–HervéBaron
Most likely critical path
For the explanation and justification of the most likely critical path, please refer to:
”The Oil & Gas Engineering Guide”, 2nd Edition”, Hervé Baron, Editions Technip, Mars 2015
http://www.editionstechnip.com/en/catalogue-detail/1111/oil-gas-engineering-guide-the.html
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
What would you review in the CTR proposed initial schedule?
©2015–HervéBaron
Project Control: Starting point
Schedule integrity
• No lags (which cannot be statused during schedule up-dates): to be
replaced by activity
• No open end, i.e., no activity without a predecessor, except Project
Start, no activity without a successor, except Project Finish
• No fixed constraints
• Resource levelling has been done
• Critical paths
• Compliance with CONTRACT Milestones, intermediate CD
• Float
• Number of critical activities (10-15%)
• Schedule logic
©2015–HervéBaron
Project Control: Starting point
Schedule integrity
• No lags (which cannot be statused during schedule up-dates): to be
replaced by activity
• No open end, i.e., no activity without a predecessor, except Project
Start, no activity without a successor, except Project Finish
• No fixed constraints
• Resource levelling has been done
• Critical paths
• Compliance with CONTRACT Milestones, intermediate CD
• Float
• Number of critical activities (10-15%)
• Schedule logic
©2015–HervéBaron
Project Control: Starting point
Checking the schedule logic: typical FEED Engineering schedule
Source:
“The Oil & Gas Engineering Guide”, 2nd Edition, 2015,
Hervé Baron, Editions Technip
http://www.editionstechnip.com/en/catalogue-
detail/1111/oil-gas-engineering-guide-the.html
©2015–HervéBaron
Project Control: Starting point
Checking the schedule logic: typical EPC Engineering schedule
Source:
“The Oil & Gas Engineering Guide”, 2nd Edition,
2015, Hervé Baron, Editions Technip
http://www.editionstechnip.com/en/catalogue-
detail/1111/oil-gas-engineering-guide-the.html
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
 Monitoring the compliance to the schedule
How would you ensure compliance with the schedule?
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
 Monitoring the compliance to the schedule
• Leading: look-ahead schedule / “to do” list
• Lagging: review schedule up-dates
©2015–HervéBaron
Example: FEED Project / Schedule set-up and monitoring
©2015–HervéBaron
Follow-up: the weekly “to do” list
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
 Monitoring the compliance to the schedule
• Leading: look-ahead schedule / “to do” list
• Lagging: review schedule up-dates
©2015–HervéBaron
Schedule up-dates: Milestones status review
©2015–HervéBaron
Schedule up-dates
 Review of she schedule up-dates
• Late actual starts % S slips, Avg # days delay
• Late actual finish % F slips, Avg # days delay
• Change of logic nb logic changes
• Change of duration
• Increase in number of activities with total float < 50 days
• Increase in number of activities with total float <= 0 days
• Change in critical paths
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
 Monitoring the compliance to the schedule
• Leading
• Lagging
 Progress measurement & control
• General
• Engineering
• Procurement
• Construction
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
 Monitoring the compliance to the schedule
• Leading
• Lagging
 Progress measurement & control
• General
• Engineering
• Procurement
• Construction
What is the worst measure of progress?
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
 Monitoring the compliance to the schedule
• Leading
• Lagging
 Progress measurement & control
• General
• Engineering
• Procurement
• Construction
What is the worst measure of progress?
Manhours spent
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
 Monitoring the compliance to the schedule
• Leading
• Lagging
 Progress measurement & control
• General
• Engineering
• Procurement
• Construction
Physical progress is better… here is how
we measure it
©2015–HervéBaron
Progress Measurement/The principles
 The various activities of a Project are weighted as per their $ value (common
denominator).
 They are broken down in elementary tasks, the progress of each one if tracked by work
steps. For instance, procurement of an equipment: 10% for placing of PO, 50% for raw
material at supplier’s shop etc.
 The Individual progress of each task are then integrated to give the overall progress.
 The schedule information (planned date for each of these activities/tasks) gives the
planned progress for each cut-off date and allows to compare planned vs actual
progress
©2015–HervéBaron
Progress Measurement
 The graphical depiction of the planned progress is the “S” curve,
 Plotting the actual progress allows to identify delay and cruising speed
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
 Monitoring the compliance to the schedule
• Leading
• Lagging
 Progress measurement & control
• General
• Engineering
• Procurement
• Construction
©2015–HervéBaron
Engineering Progress
©2015–HervéBaron
Engineering Progress
©2015–HervéBaron
Engineering Progress
What additional information do you need to assess Engineering
progress performance?
©2015–HervéBaron
Engineering Progress
What conclusions do you derive from the above Progress table?
©2015–HervéBaron
Engineering Progress
What additional information do you need to assess the reason for
the lag in Process progress?
©2015–HervéBaron
Process Progress vs Manhours
In your opinion, what is the reason of the lack of progress?
©2015–HervéBaron
Safety Engineering
In your opinion, how is Safety performing?
©2015–HervéBaron
Engineering Progress Measurement
Know the limits of the % Progress measurement system
• based on manhours, not on criticality
• uses “internal progress steps”, such as “Started”, “IDC” difficult to
check
• Rather theoretical
Actual progress > Planned but the Project may still be in delay
It shall not be the only measure of progress…
Another way to measure progress?
©2015–HervéBaron
Engineering Progress Measurement
Know the limits of the % Progress measurement system
• based on manhours, not on criticality
• uses “internal progress steps”, such as “Started”, “IDC” difficult to
check
• Rather theoretical
Actual progress > Planned but the Project may still be in delay
It shall not be the only measure of progress…
Another way to measure progress?
Milestones!
©2015–HervéBaron
Engineering Progress Measurement
Source:
“The Oil & Gas Engineering Guide”, 2nd Edition, 2015, Hervé Baron, Editions Technip
©2015–HervéBaron
Engineering Progress Measurement
=> Request the schedule
up-dates to contain the
status of these MS
©2015–HervéBaron
Engineering Progress Measurement
Know the limits of the % Progress measurement system
• based on manhours, not on criticality
• uses “internal progress steps”, such as “Started”, “IDC” difficult to
check
• Rather theoretical
Actual progress > Planned but the Project may still be in delay
It shall not be the only measure of progress…
Another way to measure progress?
©2015–HervéBaron
Engineering Progress Measurement
Know the limits of the % Progress measurement system
• based on manhours, not on criticality
• uses “internal progress steps”, such as “Started”, “IDC” difficult to
check
• Rather theoretical
Actual progress > Planned but the Project may still be in delay
It shall not be the only measure of progress…
Another way to measure progress?
Workfront curves
©2015–HervéBaron
Engineering Progress Measurement
Available work front
©2015–HervéBaron
Engineering Progress Measurement
Available work front
How many such workfront curves do you draw?
©2015–HervéBaron
Factors that could delay Engineering
 Be vigilant with respect to the factors that can impact the
schedule
• delay in critical vendor drawings => check delays in submission are
penalized in POs, monitor timely submission
©2015–HervéBaron
Factors that could delay Engineering
 Be vigilant with respect to the factors that can impact the
schedule
• delay in critical vendor drawings => check delays in submission are
penalized in POs, monitor timely submission
Source:
“The Oil & Gas Engineering Guide”, 2nd Edition,
2015, Hervé Baron, Editions Technip
©2015–HervéBaron
Factors that could delay Engineering
 Be vigilant with respect to the factors that can impact the
schedule
• delay in critical vendor drawings => check delays in submission are
penalized in POs, monitor timely submission
Source:
“The Oil & Gas Engineering Guide”, 2nd Edition,
2015, Hervé Baron, Editions Technip
©2015–HervéBaron
Factors that could delay Engineering
 Be vigilant with respect to the factors that can impact the
schedule
• delay in critical vendor drawings => check delays in submission are
penalized in POs, monitor timely submission
• dragging pending technical issues, delays will lead to re-work =>
ensure resolution is expedited
• pending open points, e.g. deviation requests => demand a log and its
up-date
• delay in implementation of HAZOP, 3D model review, P&ID review
action points => ask for monthly status
 Delays in the definition of interfaces with third parties => demand
and check status
 Transfer from home office Engineering center to satellite office =>
check hand-over plan, detailed work instruction issued describing
work to be done, tools to be used, deliverables to be issued,
check adequate follow-up
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
 Monitoring the compliance to the schedule
• Leading
• Lagging
 Progress measurement & control
• General
• Engineering
• Procurement
• Construction
Wrap-up: the Project Control
dashboard of the Project during
Engineering phase….
©2015–HervéBaron
Project Control dashboard
Source:
“The Oil & Gas Engineering Guide”, 2nd Edition,
2015, Hervé Baron, Editions Technip
http://www.editionstechnip.com/en/catalogue-
detail/1111/oil-gas-engineering-guide-the.html
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
 Monitoring the compliance to the schedule
• Leading
• Lagging
 Progress measurement & control
• General
• Engineering
• Procurement
• Construction
©2015–HervéBaron
Procurement Progress
©2015–HervéBaron
Procurement progress control
 % Progress
 Milestones
How do you measure Procurement Progress?
What are the meaningful Procurement progress Milestones?
©2015–HervéBaron
Procurement schedule Benchmarks
 All LLI POs placed
• Month 3
 Last GADs for LLI Equipment
• Month 9
 1st Piping Inquiry
• Month 6
 1st Piping PO
• Month 10
 Last Equipment PO
• Month 10
©2015–HervéBaron
Procurement follow-up table
Item RFQ BCD TBT Clarif PO Ex-
Works
ROS
TC
GTG
Centrif
pumps
Piping bulk
Etc.
©2015–HervéBaron
Critical Equipment
In your opinion, which equipment are critical?
©2015–HervéBaron
Critical Equipment
 LLIs
How are LLI identified?
©2015–HervéBaron
Critical Equipment
 LLIs
How are LLI identified?
Which other equipment are critical?
©2015–HervéBaron
Critical Equipment
 LLIs
 Equipment critical for site delivery
• Heavy or high and large Equipment, for
heavy lift
• Columns requiring pre-dressing
• Pressure vessels for nozzles availability for
Piping erection
©2015–HervéBaron
Critical Equipment
 LLIs
 Equipment critical for site delivery
• Heavy or high and large Equipment, for
heavy lift
• Columns requiring pre-dressing
• Pressure vessels for nozzles availability for
Piping erection
What else?
©2015–HervéBaron
Critical Equipment
 LLIs
 Equipment critical for site delivery
• Heavy or high and large Equipment, for heavy lift
• Columns requiring pre-dressing
• Pressure vessels for nozzles availability for Piping erection
 Equipment critical for vendor information
• Rotating
• Packages
• Fired Equipment
©2015–HervéBaron
Procurement benchmarks
 Purchasing cycle: from inquiry to PO
 Lead Time
• Equipment (except LLI): 10-18 months
• Piping Bulk: 7 months for pipe, 8 months for fittings, 9 months for
valves
• Electrical equipment: 10-16 months
• DCS: 17 months (including FAT)
• Control - Safety - On/Off Valves: 9 to 12 months
 Transportation
©2015–HervéBaron
Supplier Progress Control
 The principle:
• A supplier draws its schedule
• The Purchaser monitors compliance
 Critical points
• Learn the work sequence: different actors, critical activities
• Monitor closely: you get what you inspect, not what you expect!
 Monitor, i.e. upon receipt of progress report:
• Analyze the data critically,
• Identify bottlenecks,
• Draw list of actions required from the supplier
• Request supplier to implement mitigations
Progress Report
Ensure the supplier puts the priority on your job!
©2015–HervéBaron
Supplier’s workprocess and reporting tool
©2015–HervéBaron
Supplier Progress Control
Exercise: analyze the steel structure manufacturer’s reports and draw
conclusions and recommendations
©2015–HervéBaron
Supplier Progress Control
How are the various parties involved performing?
• Drafting office
• Planning Dept
• Fab shop
• Galvanizer
What would you recommend?
©2015–HervéBaron
Incident in supply – case study
CTR Material Requisition specifies flanged valves as per CPY spec
 Vendor offer is based on sandwich type, without flanges, this
point is not picked up by purchaser during bid review & clarif
 The PO is placed with reference to the MR, supplier acknowledges
the PO without comment
 Vendor drawing, showing valve without flange, is approved by
purchaser
 CPY identifies the issue and requests compliance
 This comes very late => 1 year delay + > 1m USD extra cost
In your opinion, how will the problem be solved? Who will pay?
©2015–HervéBaron
Training Agenda
 The plan
• The Principle
• Planning assumptions
 The schedule
• Schedule integrity
 Monitoring the compliance to the schedule
• Leading
• Lagging
 Progress measurement & control
• General
• Engineering
• Procurement
• Construction
©2015–HervéBaron
Construction progress
©2015–HervéBaron
Construction progress
How to monitor construction progress, the case of cables for a FPSO:
254 km of Electrical cables, 166 km of Instrument cables and 69 km of Telecom cables to
pull, gland, terminate. What is the progress?
©2015–HervéBaron
Construction Reporting: overall progress
©2015–HervéBaron
Construction Reporting: overall progress
How to get an accurate progress of each trade?
©2015–HervéBaron
Construction Reporting: overall progress
How to get an accurate progress of each trade? Break the work in
elementary steps.
©2015–HervéBaron
Piping progress
You must have a report down to
elementary steps, i.e., status of each
weld for piping, to actually monitor
progress.
©2015–HervéBaron
E&I cable progress
Individual item (cable) and work step (pull/gland/terminate) status
Σ
©2015–HervéBaron
Work steps
For various construction activities
 Foundations
• Excavation / Re-bar / Formwork & Anchor bolts / Concrete Placing / Backfill
& Compaction
 Pre-cast concrete
• Re-bar / Formwork / Concrete Placing / Excavation / Installation / Backfill
 Steel Structure
• Main steel erection / Bolting & Alignment / Grating / Hand rails, ladders,
stairs /QC release (punch cleared)
 Equipment installation
• Pump, Skid: Chipping & padding / Rigging / Leveling & Grouting / First
alignment
• Pressure vessel: same + Stage & ladders / Internals / Clean-out & box-up /
Final check
• Air-Cooler: Structure / Tube bundle / Mechanical part / Alignment
©2015–HervéBaron
Work steps
Example: PR column
Preparing the foundation to
receive the Column
Chipping process to enhance bond
between column and foundation Erecting the Column
Holding the Column
with shims
Mixing the Grout Pouring the GroutMixing the Grout
Column pre-casting
©2015–HervéBaron
Construction pre-requisite
 Start activities at Site
• Camp and TSF installed
 Start Civil works
• Batching plant ready + on-spec
 Start Piping Pre-Fab
• WPS and Welders qualified
 Start loop tests
• Buildings completed incl. HVAC
• DCS installed
©2015–HervéBaron
Construction schedule Benchmarks
 Start Civil works with good productivity
• 30% IFC dwgs
 Start Piping Pre-Fab
• 50% IFC ISOs
• 70% Material (all types) delivered
 Start Piping erection
• 30% Piping pre-fabricated
 Piping erection cruise
• 60% Equipment erected
• Civil works completed - area backfilled
©2015–HervéBaron
Construction
 The sub-contract arrangement:
• Sub-contractor is paid installed quantities x agreed rates
©2015–HervéBaron
Construction
 The sub-contract arrangement:
• Sub-contractor is paid installed quantities x agreed rates
©2015–HervéBaron
Construction
 The sub-contract arrangement:
• Sub-contractor is paid installed quantities x agreed rates
• This is regardless of resources employed
• Hence productivity risk lies with sub-contractor
Can you identify the conflict of interest?
©2015–HervéBaron
Construction
 The sub-contract arrangement:
• Sub-contractor is paid installed quantities x agreed rates
• This is regardless of resources employed
• Hence productivity risk lies with sub-contractor
Can you identify the conflict of interest?
How would you avoid this conflict of interest?
©2015–HervéBaron
Construction
 Good Engineering / Construction communication
• regular up-dates of work volumes to construction contractor for proper
planning by SUB and avoid idle resources
Check what information (list of steel structures, MTO with work volumes
etc.) is exchanged and how frequently
 Engineering commitments to construction contractor
• check the schedule commitments in construction sub-contracts for date
of issue of drawings and delivery of equipment and materials (Work Time
Schedule Exhibit of Sub-Contract)
• Monitor the achievement of these commitments by the EPC contractor
Control the timely deliveries of the EPC to its SUBs
 Good Engineering / Construction work process intergation
• transfer of design ISO to construction contractor for spooling
• organization for pipe supports mass and on-time fabrication
©2015–HervéBaron
Schedule commitments in sub-contract: sample
©2015–HervéBaron
Thank you for having gone through this tutorial
It deals only with control of progress, i.e., schedule, but remember that if
you are on-time you will also be on-budget as you will not need to
extend mobilization of people and equipment!
I will be happy to receive your comments which I will include after your
agreement.
Hervé
mailto:Hervé.baron@gmail.com
Project Control
©2015–HervéBaron
The Oil & Gas Engineering Guide - 2nd edition
A unique synthesis for the
busy Project professional
 270 pages
 300 illustrations
Interested and wanting to know more on Engineering?
©2015–HervéBaron
The Oil & Gas Engineering Guide - 2nd edition
Discipline presentation:
activities and
deliverables
Table of Contents
The overall process
Methods & tools
©2015–HervéBaron
The Oil & Gas Engineering Guide - 2nd edition
Table of Contents
Discipline presentation:
activities and
deliverables
©2015–HervéBaron
The work of each Engineering
discipline is described
©2015–HervéBaron
Design activities are
explained, e.g., Plant
Equipment layout
©2015–HervéBaron
Complex activities, such as
QRA, are explained through a
practical example.
©2015–HervéBaron
How are materials of
construction selected ?
©2015–HervéBaron
How and when are Piping
Materials ordered?
©2015–HervéBaron
A sample of all common
Engineering documents is
included
©2015–HervéBaron
A sample of all common
Engineering documents is
included
Use this to specify what you
want to your Engineering
supplier !
©2015–HervéBaron
Verify the contents of
engineering documents
with check lists.
©2015–HervéBaron
Difference between
Engineering and Shop
drawings
©2015–HervéBaron
Understand the main
technical aspects, e.g., DCS
vs ESD
©2015–HervéBaron
The common 2 types of
package control
©2015–HervéBaron
The different Plant drainage
systems
©2015–HervéBaron
The dynamic forces to
which an Off-Shore
Plant is subject
©2015–HervéBaron
The Oil & Gas Engineering Guide - 2nd edition
Table of Contents
The overall process
©2015–HervéBaron
Use this as standard,
question deviations.
©2015–HervéBaron
Understand the new
3D-model centered
engineering process
©2015–HervéBaron
Know the interfaces
between disciplines...
and with Vendors
©2015–HervéBaron
Understand what drives
the Project schedule
©2015–HervéBaron
The Oil & Gas Engineering Guide - 2nd edition
Table of Contents
Methods & tools
©2015–HervéBaron
Use these methods as
standard, question
deviations.
©2015–HervéBaron
Implement powerful
procedures
©2015–HervéBaron
Request meaningful progress
reports
©2015–HervéBaron
Implement effective Project
Control
©2015–HervéBaron
The Oil & Gas Engineering Guide - 2nd edition
This book is destined to both:
 Oil & Gas companies Project execution personnel
 Oil & Gas contractors Project execution personnel
Date of publication: March, 2015.
©2015–HervéBaron
The Oil & Gas Engineering Guide
2nd edition
If your are on the Client side, i.e., contracting Engineering services,
this book will help you to:
 Specify to an Engineering supplier what you want: what
deliverables and with what contents,
 Set a standard in Engineering execution that you and your
supplier can adhere to: design stages/gates, methods to be used,
etc.
 Specify the progress report you want, with the meaningful
indicators,
 Ask the right questions to assess the true progress,
©2015–HervéBaron
The Oil & Gas Engineering Guide
2nd edition
If your are on the Contractor side, i.e., performing Engineering
activities, this book will help you to:
 Understand the work of each discipline and the overall picture,
 Challenge what one discipline tells you,
 Understand the critical areas,
 Put in place the right methods to be successful,
©2015–HervéBaron
The Oil & Gas Engineering Guide
2nd edition
Order direct from the publisher:
http://www.editionstechnip.com/en/catalogu
e-detail/1111/oil-gas-engineering-guide-
the.html

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