A few things Engineering must do to enable the fast track execution of projects

- a good system in place for design changes. First, develop a strong resistance to design change and habit to strive to find alternatives. For changes that cannot be avoided, early implementation by means of identification of all impacts, prompt actions (E, P, C) and precise dedicated follow-up of implementation of all actions,

- focus and control of key vendor drawings (interface dwgs: GA, foundation and loads, piping connection, load list, PID, control narrative, C&E), avoiding engineering hold up due to vendor information,

- proper organisation for spooling, reducing the lag between design and shop ISOs, such organisation integrates both engineering and the construction contractor,

- definition of relevant early work packages, with construction, during construct-ability workshop,

- maintain up-to date bill of quantities, e.g., list of steel structures to be erected, with dwgs and material delivery dates, for Site to plan adequate resources,

- provide Site with adequate and updated list of items, material take-of, item count etc. to enable an accurate monitoring of the construction progress. The Construction progress shall indeed be measured against the up-dated work volumes. The later, which constitutes the "100%" will keep changing up to the end of Engineering. It is necessary that such changes are incorporated in the Construction progress measure in order to reflect the progress against the actual work volume,

- Implement a precise Engineering progress monitoring. Such as precise progress monitoring is one where steps are precisely and indisputably identified, such as with a binary status 0/1 (document not issued/document issued). Intermediate statuses, such as "document started" etc. shall not not considered. The individual document status is weighted by the number of documents to give the progress of a task consisting of the issue of multiple documents, such as P&IDs.