Operations Manual Update - PIP

PIP Operations Manual December 2020

December 2020

PIP Operations Manual Page 1 of 46

PIP Operations Manual

Table of Contents

Introduction ...................................... 2

Organizational Information .............. 3 Purpose of Process Industry Practices (PIP) ............. 3 PIP Practices Scope and Content .............................. 3 UT / CII / PIP Relationship ......................................... 5 Organization of PIP.................................................... 5 Summary of PIP Organizational Information .............. 6 PIP Strategic Plan ..................................................... 8

PIP Office .......................................... 9 Introduction to the PIP Office ..................................... 9

PIP Director ......................................................... 9 PIP Associate Director ....................................... 10 PIP Administrative Manager .............................. 11 PIP Marketing Manager ..................................... 12 PIP Editor .......................................................... 13 PIP Applications and Systems Specialist ........... 14 PIP Events Coordinator ..................................... 15 PIP Marketing Coordinator ................................. 16 PIP Administrative Associate – Accounting ........ 17

Business Guidelines ...................... 19 Membership Guidelines ........................................... 19

Obligations of Membership ................................ 19 Summary of PIP Membership Requirements ..... 20 Guidelines for Access to Practices among

Subsidiaries and Affiliates of PIP Members 21 Non-Active Members ............................................... 21 Licensing Agreements ............................................. 22 Practices Pricing Guidelines .................................... 22 Relationship with Standards Development

Organizations (SDOs) ........................................ 22

Online Resources ........................... 22 PIP Website ............................................................. 22 Accessing Practices................................................. 23 Electronic Document Sharing................................... 23 Member Company List and Roster........................... 23

Guidelines for Participants ............ 24 Function Teams & Committees Descriptions ........... 24 Conducting PIP Meetings ........................................ 24

Meeting Arrangements ...................................... 24

Annual Conference ............................................25 Team Guidelines ......................................................25

Steering Team ...................................................25 Function Team ...................................................27 Task Team and Joint Task Team .......................30 Function Team Leaders Team ...........................31

Leadership and Committees.....................................32 PIP Chair ...........................................................32 PIP Vice-Chair ...................................................32 PIP Membership Chair .......................................32 Financial Chair ...................................................33 Executive Committee .........................................33 Strategic Planning Committee ............................34 Marketing Committee .........................................35 Membership Committee .....................................35 Legal Committee ................................................35 Globalization Committee ....................................36 Nominating Committee .......................................37 Work Processes Committee ...............................37 Awards and Recognition Committee ..................38

Practices ......................................... 39 Premises ..................................................................39 Work Process Overview ...........................................39 Internal Administrative Practices ..............................39 Practice Generation and Review Process ................40 Practice Generation / Revision Proposal ..................42 Function Team Review.............................................42 Member Company Review (MCR) ............................42

Process ..............................................................42 Commenting.......................................................43 Comments Resolution ........................................43

Steering Team Ballot (STB)......................................44 Process ..............................................................44 Commenting & Resolution ..................................44

Approvals Summary .................................................44 Approval for a Practice to be Developed

or Revised ..................................................44 Approval of Content by Function Team Voting ...45 Approval for Publication .....................................45

Practices Status Report ............................................45

Adoption ......................................... 46

Process Industry Practices December 2020


Introduction

The PIP Operations Manual provides a single reference source for PIP policies, plans,

procedures, guidance materials, and other documents needed by all PIP members. The manual

is available in the members’ area of the PIP website, www.pip.org. The “Table of Contents” is

bookmarked for ease of navigation.

Please direct comments concerning the Operations Manual, including suggestions for making it

more useful, to [email protected].



Organizational Information

Purpose of Process Industry Practices (PIP)

Process Industry Practices (PIP), founded in 1993, is a consortium of process industry

companies sharing the goal of reducing process plant costs through the development and

implementation of common industry practices for detailed design, procurement, construction,

operation, and maintenance of process industry facilities. To provide the opportunity to achieve

a larger benefit for all, hundreds of Member Company volunteers have harmonized their internal

company requirements that add little competitive advantage to any particular company. This

harmonization provides the set of written PIP Practices (Practices) for the process industry. The

current PIP purpose, mission, vision, and values are stated in the PIP Strategic Plan.

PIP Practices Scope and Content

PIP Practices are similar in nature, scope, and content to the internal standards that most of the

process industry companies maintain. Practices are recommendations for voluntary use that

may include but are not limited to engineering guidelines, engineering criteria, specifications,

drawings, and internal PIP procedures.

PIP develops recommended Practices based on Member Companies’ existing internal

standards. PIP “harmonizes” the Member Companies’ detailed, nonproprietary technical

requirements to produce Practices.

PIP is not a standards developer and does not intend to overlap traditional industry standards

developed by Standards Development Organizations (SDOs). Most Practices reference existing

industry standards.



PIP is not a software development organization. The following points provide clarification

regarding PIP’s position regarding software:

• PIP does not develop software.

• PIP may incorporate by reference software schema developed by others.

• PIP may develop terms related to software (e.g., metadata identifiers)

• PIP may establish the human-readable format for software output (e.g., data sheets,

piping material specifications)

• PIP may define categories or lists used by software

• PIP may license Practices to software development companies for incorporating PIP

requirements into their software products

• PIP may incorporate limited standard software features (e.g., dropdown lists in Excel)

into PIP data forms

• PIP may develop more complex design spreadsheets (e.g., anchor bolt spreadsheet) for

member-only distribution if maintained by associated Function Team

• PIP may define relationships with standards development organizations involved in

specifying industry standards related to information systems.

A Practice is reviewed every 5 years, but may be revised at any time.



UT / CII / PIP Relationship

Early in its development, PIP recognized the value of a linkage to an established standards

organization, an industrial trade organization, or an established industrial/academic consortium,

and consulted with several organizations with interests similar to PIP. In early 1993, PIP and the

Construction Industry Institute (CII) agreed to a relationship between PIP and CII at The

University of Texas at Austin (UT). CII is an officially recognized research unit of the Cockrell

School of Engineering at UT. PIP is a separate, self-funded initiative operating under the

umbrella of CII.

Organization of PIP

PIP membership is voluntary and open to all owner companies that are qualified for CII

membership and engineering design and/or construction contractor companies serving owner

companies. Many PIP members are also members of CII, although this is not a requirement for

PIP membership. PIP Member Companies are classified as “owners” or “contractors.”

PIP maintains an office in Austin, Texas, and employs a full-time Director and a small staff who

are all UT employees.

Through the Steering Team, PIP Member Companies provide operational direction. PIP

Member Companies provide technical experts who develop Practices defined and approved by

Member Company leadership. PIP Member Companies are committed to providing long-term

support for maintaining the Practices.

Each Member Company provides one representative to the PIP Steering Team, which is

responsible for all activities of PIP.

PIP Officers (i.e., Chair, Vice-Chair, Membership Chair) are elected by the Steering Team from

its members to serve 1-year terms. Chair-appointed committees with specific duties make policy

recommendations for Steering Team approval. If an officer is unable to serve in a position in the

succession plan, Steering Team may select a replacement.

The Steering Team approves the formation of teams and advisory committees to execute the

mission of PIP.

From the Member Company volunteers, the Steering Team has established technical Function

Teams (FTs) in the following disciplines:

• Civil Structural Architectural (CSA)

• Coatings Insulation (CI)



• Data Management (DM)

• Electrical (EL)

• Hygienic Process (HP)

• Machinery (MA)

• Piping & Instrumentation Diagrams and Process Design (P&ID)

• Piping (PI)

• Pipeline Systems (PL)

• Process Control (PC)

• Project Engineering (PE)

• Refractory (R)

• Vessel (VE)

Each Function Team is assigned a Sponsor who is a Steering Team member. The Sponsor

serves as an ex-officio member of the Function Team and provides linkage to the Steering Team.

Summary of PIP Organizational Information

The following summarizes organizational information of PIP:

• PIP is legally a part of The University of Texas at Austin

• PIP is open to qualified companies that participate voluntarily

• PIP is self-funded

• PIP is guided by Member Companies

• PIP participants are volunteers from Member Companies

• PIP is committed to producing and providing long-term support for maintaining Practices

for the process industry

• PIP is staffed by a Director and office staff who are all UT employees

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Organizational Chart

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PIP Strategic Plan

The PIP Strategic Plan describes the goals and objectives for the organization to accomplish

our mission of providing a library of Practices encompassing globally relevant guidance and

technical criteria that is Good Engineering Practice.

The Strategic Plan is produced by the Strategic Planning Committee through a cooperative

effort with the Function Team and Committee leadership. Updates to the Strategic Plan are

issued annually and approved by the Steering Team.

The Strategic Plan is available on the PIP website under PIP 101 > Organizational Documents.

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PIP Office

Introduction to the PIP Office

The PIP office located in Austin, Texas coordinates the activities of the volunteer organization.

The PIP office consists of the Director and a small staff. An organizational chart of roles of PIP

Staff is available on the PIP website members’ area under PIP 101>Organizational Documents.

PIP staff are nonvoting members on teams and committees.

Contact information for the PIP office and PIP staff is available on the PIP website public area

under About > About PIP.

PIP DIRECTOR

Definition The Director provides day-to-day leadership and manages ongoing activities of PIP and reports

to the PIP Executive Committee and Steering Team. The Director is the principal point of

contact with UT and the PIP principal contact with the industry. To the extent consistent with the

law and the UT policy, the Director implements decisions made by the Executive Committee

and the Steering Team. The Director serves as an Associate Director of CII and, as such, has a

reporting relationship to the CII Director.

Roles and Responsibilities – PIP Director • Serve as a nonvoting member of the Steering Team, Executive Committee, Legal

Committee, Marketing Team, and Strategic Planning Committee

• Serve as a voting member of the Nominating Committee and Awards and Recognition

Committee

• Conduct the Executive Committee meetings and record and maintain the minutes of the

Steering Team and Executive Committee meetings

• Maintain an action register of items from Steering Team and Executive Committee meetings

• Solicit Member Companies to provide qualified Steering Team members to champion PIP

within Member Companies

• Respond to financial management and administrative guidelines required by UT and CII

• Ensure appropriate legal review of PIP activities and products as required

• Develop the annual budget, supervise account maintenance and reporting, and conduct

activities within approved budgetary limits

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• Represent PIP to industry contacts and the general public through writing, speaking, and

media inquiry responses

• Respond to potential PIP membership, subscription, and licensing inquiries

• Respond to technical inquiries in accordance with PIP policies and guidelines after

obtaining sufficient input from appropriate Function Team resources

• Manage, supervise, and provide support, guidance, and recommendations to PIP

committees and teams as directed by the Steering Team

• Welcome new Function Team members

• Monitor overall participation of Member Companies and recognize performance of

members in leadership roles

• Work with volunteers and attend team and committee meetings to remain current

regarding volunteer effort status, problems, and progress

• Use managerial and supervisory experience for recruiting, supervising, and directing PIP

staff in performance of duties

• Develop and maintain procedures for PIP office activities, files, and records

• Develop and maintain procedures for preparation, marketing, distribution, and

maintenance of Practices

• Conduct activities to conform with the Strategic Plan

• Provide process overviews to obtain appropriate metrics to measure PIP effectiveness

• Plan and execute tasks in support of meetings, workshops, symposia, etc.

• Reports to CII Director

PIP ASSOCIATE DIRECTOR

Definition The Associate Director is the technical resource for PIP and reports to the PIP Director for all

business matters. The Associate Director also holds the title of Associate Director of the

Construction Industry Institute (CII). The Associate Director provides the main interface between

the PIP office and the Function Teams and Committees for matters concerning the

development, adoption, and implementation of Practices.

Roles and Responsibilities – PIP Associate Director

• Support PIP Director in addressing and facilitating the resolution of technical questions and issues

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• Serve the QA/QC role by providing overview, guidance, and direct support to the technical editing process for the development of Practices, data forms, and drawings

• Ensure that quality abstracts are published for all Practices • Provide overview and technical support to the PIP Work Processes Committee and the

PIP office for gathering, consolidating, analyzing, and publishing data metrics as requested by the membership (e.g., adoption metrics)

• Provide overview and support of Practice implementation activities • Serve as a nonvoting member of the Steering Team, Executive Committee, and

Function Team Leaders Team and attend various team and committee meetings as required

• Facilitate the Function Team Leaders Team meeting • Provide overview for Practices status reporting • Report to PIP Director

PIP ADMINISTRATIVE MANAGER

Definition The Administrative Manager provides oversight of administrative functions for PIP to ensure

operations are managed efficiently, in accordance with policy and law, and in concert with

strategic objectives for the PIP sub-unit.

Roles and Responsibilities – PIP Administrative Manager • Oversee day-to-day operations, including developing work priorities/supervision of

support staff

• Primary financial representative for PIP, includes monthly reconciliation, certifications

and budget reports

• Facilitate coordination of PIP Annual Conference, quarterly meetings, and industry

events, including planning/budgeting and monitoring associated industry events,

consulting on related contracts, POs and service agreements

• Oversee Practice development, publishing, and delivery process to foster editorial

consistency and a timely revision schedule

• Supervise IT systems administration and facilitate technical improvements, including

formulating strategies for project funding and implementation, including management of

contracts and service agreements

• Build and maintain effective working relationships with volunteers and consultants

• Coordinate with Function Team Leaders to obtain quarterly status reports and resource

needs for each team

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• Manage PIP Emeritus and Consulting programs

• Attend PIP quarterly meetings, Annual Conference and supporting virtual meetings,

including offering administrative support to PIP Function Teams, Committees and Staff

• Support Work Processes and Globalization Committees

• Primary HR Coordinator and WorkDay Administrator, including maintenance of

personnel files, executing annual performance evaluation processing, coordinating title

and compensation adjustments (includes managing all aspects of hiring and exit process

as well as recruiting, hiring and training of PIP Staff)

• Coordinate all administrative elements of PIP’s operations and facilities, including

coordination of annual space allocation and equipment inventory

• Manage Editor, Systems Applications Specialist, Accounting Associate, and dotted line

from Events Coordinator (for Events accounting only)

• Report to PIP Director

PIP MARKETING MANAGER

Definition The PIP Marketing Manager is responsible for overseeing marketing and membership

programs, increasing visibility and developing strategies to evaluate program results. This

individual plays a key role in communicating with established members to increase participation

and visibility of the program.

Roles and Responsibilities – PIP Marketing Manager

• Develop exhibiting schedule, including exhibiting at industry conferences as well as current and potential Member Companies to continually promote PIP membership and use of PIP Practices

• Drives new membership sales and maintaining existing member and licensee relationships, includes initiating contract process and managing formalization of appropriate agreements

• Oversee marketing program which includes developing marketing plan, budget, revenue projections, and initiatives as well as strategic communications and alliances

• Serve as primary contact for distributors and website storefront, includes managing contracts, developing strategic alliances with other SDOs, and monitoring trends and new technologies for Practice delivery

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• Implement strategic communications and determines target markets for promotional materials, including print, electronic, and social media as well as assisting with PIP website content

• Attend and participate in PIP quarterly meetings, Annual Conference and supporting virtual meetings

• Assist with facilitation of Marketing and Membership Committee meetings • Monitor dues and annual invoice processing, receivables verification, and past due

accounts • Manages Marketing Associate, Events Coordinator, and student interns • Report to PIP Director

PIP EDITOR

Definition The PIP Editor provides support to numerous engineers, consultants, and draftsmen to ensure

quality PIP documentation from draft phase through publication.

Roles and Responsibilities – PIP Editor

• Coordinate and manage process of publication of PIP’s 500+ Practices using a Documentation Management System (DMS), to include communication with Team Leaders, members, and non-members as well as CAD providers

• Manage DMS tracking through Member Company Review (MCR) and Steering Team Ballot (STB), file and publish documents from proposal to final publication as well as post published practices to PIP website, DMS, and PIP archive to include pricing and abstract

• Edit new Practice drafts for editorial consistency, correctness, grammar, and format at each stage of development to prepare for the next stage of publication (includes obtaining PGP/PRP and Globalization checklists from FT Leaders)

• Work with webmaster to make website more usable to members • Track number of Practices published monthly/quarterly and send notification of recently

published Practices to members and distributors. • Cross-check and review Practice for consistency in memberand public areas, to include

verification of posting, checking links, and dates • Attend PIP quarterly meetings, Annual Conference, and support virtual meetings, to

include offering administrative support to PIP Function Teams, Committees, and Staff • Support Work Processes Committee • Assist with design layout and editing of exhibiting and marketing material • Report to PIP Administrative Manager

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PIP APPLICATIONS AND SYSTEMS SPECIALIST

Definition The PIP Applications and Systems Specialist directs the day-to-day operation and use of

database, applications, and systems as well as PIP website. This position also acts as primary

SharePoint Administrator.

Roles and Responsibilities – PIP Applications and Systems Specialist

• Create and maintain existing databases with the ability to migrate data between applications and analyze data.

• Serve as primary point person for PIP IT issues, to include interfacing with UT and vendors regarding website, SharePoint, DMS, and other applications

• Oversee development and enhancement of DMS • Work with Editor and DMS developer to drive new initiatives for improved metrics tracking

and functionality • Site Administrator for SharePoint, to include maintaining PIP information and roster within

UT Active Directory/EID databases. • Interface with Member Companies to add and remove members and companies, change

permissions, and track meeting attendance • Point person for [email protected] to include responding to password changes and resets,

maintaining and updating internal PIP roster in Excel database and website • Oversight and day-to-day maintenance of website • Maintain log and serve as liaison between PIP, UT, and website developer • Manage web conferencing system, including troubleshooting issues, distribute licenses

and meeting links, contract negotiation, and billing • Research, design, and implement process improvements • Analyze division reporting and data management needs • Develop and present reports to member companies • Manage Member Company software surveys and software updates • Coordinate PIP adoption metrics program to generate and revise Excel spreadsheets and

associated macros for annual data gathering from members to include posting metrics to PIP website

• Attend PIP quarterly meetings, Annual Conference, and supporting virtual meetings, to include offering administrative support to PIP Function Teams, Committees, and Staff

• Support Work Processes Committee and Data Management Function Team • Report to PIP Administrative Manager

mailto:[email protected]

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PIP EVENTS COORDINATOR

Definition The PIP Events Coordinator supports events and exhibit coordination, manages marketing and

promotional materials, and coordinates related payables and purchasing. Provides general

administrative support to staff and volunteers of PIP.

Roles and Responsibilities – PIP Events Coordinator

• Coordinate PIP events to include planning and setting work priorities for quarterly meetings, Annual Conference, offsite member meetings, and staff events

• Secure contract with hotels and various vendors • Coordinate PIP Annual Conference (AC), to include directing AC Planning

Committee meetings, and working with AC Planning Chair to develop theme, speakers, agenda and promotional items

• Coordinate AC Awards Program • Support Marketing Manager and Director to schedule exhibits and conferences to

include completing conference registration and invoicing, procuring booth/exhibit-related rentals and required supplies, and coordination, preparation, and shipment of PIP exhibit materials

• Serve as primary point of contact for event and exhibit-related vendors • Process purchase orders, payment vouchers, ProCard documents, and credit card

payments as it relates to events and exhibits • Support marketing program by managing promotional materials, to include

coordinating with vendors as well as purchasing, centralizing, and tracking inventory • Attend PIP quarterly meetings and Annual Conference as on-site coordinator • Serve as first point of contact for hotel, catering ad AV vendor to include coordinating

related staff assignments • Develop and maintain PIP AC schedule, to include teleconference and web

conferences scheduling • Support Marketing Committee • Provide backup support for equipment inventory and ordering office supplies, kitchen

supplies • Report to PIP Marketing Manager and to PIP Administrative Manager for accounting

functions

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PIP MARKETING COORDINATOR

Definition The PIP Marketing Coordinator is responsible for implementing marketing plans by participating

in strategy development and analysis. Coordinates with industry to identify initiatives and

accomplish program objectives. Prepares marketing reports and develops promotional

materials. Responsible for all requests for general information and program services.

Roles and Responsibilities – PIP Marketing Coordinator

• Serve as the primary membership contact for PIP, promoting awareness of PIP initiatives, and increasing membership throughout existing, new, and developing markets

• Monitor and respond to all incoming inquiries related to PIP membership. • Develop relationships and maintain communication with existing and prospective

members • Implement marketing communication plans to engage target audiences by creating

compelling and engaging content to promote PIP • Manage social media messaging and develops/maintains website content • Research and recommend other strategic marketing resources • Support marketing, outreach, and new member recruitment efforts • Executes membership agreements, quotes, and invoices • Initiates and manages all administrative aspects of new member onboarding • Attend and participate in quarterly meetings and Annual Conference • Provides administrative support for PIP Events • Provide customer service and new Member Company and participant welcome and

training • Manage member orientation meetings, to include maintaining guest list, preparing

material, and serving as on-site assistant • Contribute to the Annual Conference planning process and recommends marketing

strategy • Support Membership Committee by monitoring roster, and report new and departing

members • Reviews membership dues payments and website access • Measures attendance per requirements and reports on participation statistics and

trends • Maintain membership history and assist with annual attendance awards • Support Marketing Committee by executing membership surveys and maintaining

membership demographics

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• Researches and reports on engagement, industry trends, and market conditions • Identifies potential growth opportunities and proposes program enhancements • Analyze and report on distributor Sales and Non-active member statistics • Participates in developing PIP’s industry conference calendar • Attend and exhibit at trade shows to promote awareness and use of PIP Practices • Prepare and coordinate exhibit packing, execution, and shipment • Recommend trade display and related promotional items • Conduct market research and makes recommendations to PIP leadership about

marketing strategies. • Identify opportunities to improve marketing programs and works with PIP leadership

to implement changes • Report to PIP Marketing Manager

PIP ADMINISTRATIVE ASSOCIATE – ACCOUNTING

Definition The PIP Administrative Associate-Accounting provides PIP with financial and administrative

support and serves as the primary accounting contact for PIP.

Roles and Responsibilities – PIP Administrative Associate-Accounting

• Processes transactions and performs data entry related to accounts payables and receivables in both QuickBooks and UT-specific database

• Monitor and respond to all incoming inquiries related to PIP accounting • Liaise with UT Cockrell School of Engineering Office of Business Affairs as well as

UT Office of Accounting, Industry Engagement, and Sponsored Projects • Work with internal and external vendors to procure and receive supplies and

equipment • Manage existing supplier contracts and process purchase orders while adhering to

UT policies • Execute annual invoicing and collection of membership dues and licensing fees • Assist members and licensees with completing or obtaining required documentation

related to PIP receivables and UT bank details • Manage annual contract and monthly invoicing process for PIP’s technical

consultants • Track and report consultant hours to Function Team Leaders for approval • Manage PIP member attendance roster and reporting functions • Perform accounting related data entry and review for accuracy • Prepare quarterly and annual attendance reports for membership

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• Prepare all attendance-related materials for meetings • Perform miscellaneous administrative tasks and maintain filing system in accordance

with UT records retention policies • Assist with preparation for quarterly meetings. • Processes travel authorization documents and travel and entertainment

reimbursements for PIP Staff • Regularly monitor and audit PIP’s distributor websites to ensure all current Practice

revisions are published and properly listed and priced • Compile quarterly royalty reports and tabulate data on revenue statistics

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Business Guidelines

Principal funding for PIP is derived from unrestricted grants by Member Companies and

Licensees, and royalties received from the sale of Practices through third party distributors.

Membership Guidelines

Membership in PIP is open to companies with a vested interest in the total quality and cost

effectiveness of the process industry. Owner companies qualified for CII membership and

engineering design and/or construction contractor companies serving those owner companies

are eligible for membership in PIP.

PIP has two categories of membership, active and non-active. Each active Member Company is

entitled to one vote on any team or committee. All actions except those noted in the “Practices”

and “Approvals Summary” sections are approved by a simple majority vote of meeting

attendees.

Active Member Companies have perpetual, royalty free, nonexclusive use of Practices.

OBLIGATIONS OF MEMBERSHIP Active membership in PIP requires a commitment to participate in the activities of PIP.

Attendance and participation are necessary to realize the PIP Vision and Mission.

Each Active Member Company provides a minimum of two separate people: one to represent

the Company on the Steering Team, and the other to be a Regular member on a Function Team

or Committee. Participation in scheduled meetings at the minimum level qualifies the active

Member Company for a dues discount.

PIP participation and attendance are reported quarterly to Steering Team members and

Function Team sponsors and leaders to help team and committee leaders fulfill their roles and

responsibilities. Attendance is awarded through participation in the following:

• Steering Team

• Executive Committee

• Other committees

• Function Teams

• Task Teams

• As determined by appropriate team leader based on work outside of regular meetings

(“effective participation”)

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SUMMARY OF PIP MEMBERSHIP REQUIREMENTS • Commitment to improve the process

• Payment of annual dues as prescribed within in the PIP tiered dues process for active

Member Companies

• Participation by senior company standards personnel or equivalent on the Steering

Team, with the regular or alternate team members (two alternates maximum) typically

attending each of the quarterly meetings per year (Steering Team participation

contributes to the overall management of PIP and involves the allocation of resources for

PIP work)

• In addition to the Steering Team member, each active Member Company will provide

resources who are fully qualified, available, and personally committed to meeting the

expectations of participation in PIP. Participation of separate, experienced company

personnel on Function Teams and committees of PIP is crucial to continued success.

• Opportunities for active Member Companies to receive a dues discount exist based

upon meeting the expected (Gold Level) or minimum (Silver Level) level of PIP

participation.

Requirements are:

o Gold Level Participation

(1) Steering Team Representative attending 75% or more of the quarterly meetings in the four-quarter attendance period

(1) separate function team / committee representative attending 67% or more of the quarterly meetings in the four-quarter attendance period

Dues discount of 2x Silver Level member discount

o Silver Level Participation

(1) Steering Team Representative attending at least 50% of the quarterly meetings in the four-quarter attendance period

(1) separate function team / committee representative attending at least 33% of the quarterly meetings in the four-quarter attendance period

Dues discount based upon PIP dues (historically 33% of full non-active Member Company dues)

• Voluntarily adopt Practices and provide metrics to PIP office

• Share for PIP purposes nonproprietary information with Function Teams, committees, and membership in general

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• Provide electronic connectivity to company PIP participants

• Follow PIP Business Guidelines

GUIDELINES FOR ACCESS TO PRACTICES AMONG SUBSIDIARIES AND AFFILIATES OF PIP MEMBERS

• Member Companies are responsible for managing access to Practices among their subsidiaries and affiliates

• A “one-step” rule applies in all circumstances to guide Member Companies as they manage access to Practices by their affiliates and subsidiaries. For example, PIP contractor members can use Practices on a project with a non-PIP member client (one step), but that client cannot extend the use of Practices on subsequent projects with another non-PIP contractor (two steps).

• If subsidiaries are granted rights to access Practices from parent companies that are PIP members, and if those subsidiaries are jointly owned by PIP members and non-members, then access to PIP does not flow through the jointly owned subsidiary to non-member parent companies

• Member Companies may not provide access to PIP documents to third parties in which there is no equity interest, other than on projects in which either the contractor or the owner is a PIP member

• Practices are meant to be an integral tool in the Member Companies’ businesses, but may not be “sold” or “licensed” to third parties as a separate standalone product or as part of a standalone set of standards

• Any eligible company can join as a member at any time if it elects to do so

• If a Practice is integrated into members’ internal standards, the Practice format, style (including the logo), and functionality must be retained.

Non-Active Members

Non-active members have Practices available as an entire set of published Practices or in

engineering discipline sets. Non-active members access Practices in PDF format via PIP’s

website, and receive notification from the PIP office when Practices are published. Non-active

members also have access to published PIP Electronic Entry Data Sheets (EEDS).

Non-active members do not have PIP voting or participation rights on PIP teams or committees.

Non-active members have the opportunity to attend PIP functions by special invitation and

receive acknowledgement from PIP for post-publication comments to Practice content.

Potential non-active members include:

• Suppliers and vendors serving the industry who are not eligible for membership in PIP

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• Owners and contractors who have a use for PIP Practices but do not choose to allocate

resources for participation as PIP members

Licensing Agreements

PIP continues to develop licensing agreements with other industry-related organizations. PIP

has cooperative agreements and/or contract agreements with SDOs and companies

incorporating Practices into their products.

Practices Pricing Guidelines

Guidelines used for determining the price of Practices are provided in PIP ADG003.

Relationship with Standards Development Organizations (SDOs)

PIP strives to eliminate variation among Member Company internal standards that are often

overlays to SDO standards. The intended role of PIP is complementary, not overlapping or

competitive with SDOs.

The industry benefits when PIP appropriately influences SDO standards. This influence is

achieved by collaborating with SDOs to integrate PIP content into their standards, reducing the

requirement for overlay documents. More information concerning PIP’s relationship with SDOs

is available on the PIP website under PIP 101>Organizational Documents.

Online Resources

PIP Website

The PIP website (https://www.pip.org) keeps the process industry informed about PIP. It provides

information and electronic access to Practices for active and non-active Member Companies.

Any web user can access the PIP website for information about PIP and for a listing and

abstracts of published Practices. Active members access published Practices through the

Members’ area. This area also includes other significant information such as the PIP roster,

meetings, Operations Manual, acronyms and FAQs, Practice implementation resources, PIP

software application guides, and access to both the SharePoint working area and the Document

Management System (DMS).

The PIP website members’ area requires a login username and a password specific to each

Member Company which is communicated to Steering Team members. The importance of

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maintaining security of the “members-only” area of the website should be emphasized when the

PIP password is released to users within Member Companies.

Member Company representatives shown on the PIP Roster are required to obtain individual

IDs (UT EID) for their convenience in providing input to Member Company Reviews (MCR) and

Steering Team Ballots (STB).

Questions or comments about the website can be directed to: [email protected].

Accessing Practices

Practices are copyrighted and available for purchase electronically by any interested party. The

public area of the website lists published Practices with abstracts and sample Practices, and is

available to any user. Published Practices are available to PIP members in PDF format on PIP’s

website in the Practices area.

Member Company representatives shown on the PIP roster with individual IDs also have access

to the Practices in the native file format in the DMS. Practices in native file format are provided

only for the convenience of the Member Companies. PIP policy does not authorize changes to

published Practices, and Member Companies that choose to change a native file document for

their internal use must re-designate such file as internal and remove the PIP identifiers from the

document.

PIP provides an archive of past published Practices to Member Companies in the DMS.

Electronic Document Sharing

PIP provides SharePoint sites for PIP teams and committees to use as a method for electronic

team collaboration and communication. User instructions and information for requesting

SharePoint access are available on the PIP website in the members’ area under PIP 101 >

SharePoint.

Member Company List and Roster

The list of Member Companies is available on the PIP website in the public area under Our

Members.

The roster lists all PIP participants, positions on the various teams and committees, and contact

information. Updates to the website are sent to the PIP office by team and committee leaders.

The Roster is available on the PIP website in the members’ area under roster.

December 2020


Guidelines for Participants

Function Teams & Committees Descriptions

The function team and committee descriptions provide information on team membership,

meetings, activities, collaboration and networking. The descriptions are published on the PIP

website members’ area under PIP 101.

Conducting PIP Meetings

Member Companies are competitors in the process industry; therefore, PIP must conduct its

business in a manner compliant with business law.

As a reminder of this important element of business, each PIP meeting and teleconference

begins with a brief review of PIP “Meeting Guidelines for Process Industry Practices” that are

available on the PIP website under Practice Implementation > Practice SOP.

MEETING ARRANGEMENTS

Location • Houston – PIP designated hotel

• Austin – PIP Office

• Other – For the location designated by the Function Team, notify the PIP office of

meeting details at 512.232.3043 or [email protected].

Cost • PIP pays meeting costs at the Houston and Austin sites

• Unless previously authorized by the PIP office, PIP does not pay meeting costs at other

locations

• PIP does not pay travel and lodging costs

Schedule • PIP office issues a draft annual meeting schedule in the third quarter for the next year

based on the past year’s arrangements. Function Team Leaders submit changes to the

PIP office, which are incorporated into the final schedule.

• To make arrangements for special meetings or additional meetings during the year,

contact the PIP office at 512.232.3043 or [email protected]

December 2020


• PIP office maintains the meeting schedule on the website in the members’ area under

PIP Meetings

Telephone and/or Web Conferencing PIP uses web conferencing as an online collaborative tool. The PIP office provides Function Team

Leaders and Committee Chairs information for setting up and conducting team conferences. The

Steering Team meeting is the only team that requires face-to-face participation.

ANNUAL CONFERENCE The PIP Annual Conference focuses on topics of current interest to PIP participants. The

success of the Annual Conference is dependent upon significant participation of active Member

Company volunteers. Attendance is by invitation and includes current and prospective active

and non-active members, licensees, media, and other guests at the request of Steering Team

members and PIP Director. The PIP Vice-Chair is the Chair of the Annual Conference, and

receives significant support in planning and implementation from the PIP office.

The Annual Conference includes keynote and special interest speakers, reports from PIP

leadership, and workshops that explore opportunities to improve PIP. All conference activities

provide networking opportunities. Most PIP teams and committees meet during the week of the

Annual Conference.

Numerous awards are presented during the Annual Conference. A detailed description of the

awards, criteria, and past recipients can be found on the PIP website members’ area under PIP

101 > Organizational Documents.

Team Guidelines

STEERING TEAM

Definition The Steering Team is the leadership and policy-making group responsible for direction of all

activities of PIP and is comprised of a representative from each active Member Company. The

Chair, Vice-Chair, and Membership Chair are elected by the Steering Team. Steering Team

members also may serve as Function Team Sponsors.

December 2020


Roles and Responsibilities – Steering Team • Approve annual dues, dues discounts, and budget

• Approve formation of Function Teams and other teams or ad hoc committees as needed

• Endorse the selection of Committee Chairs and Function Team Leaders

• Provide Sponsors for each Function Team

• Convene quarterly

Roles and Responsibilities – Steering Team Members

• Manage Member company participation • Supply resources and submit names of technically qualified representatives to Function

Team Leaders or the Director to serve as team and/or committee members • Ensure that all Function Team members and other participants from their companies

understand expectations of their roles • Authorize Practice development work through approvals of Practice Generation

Proposals and Practice Revision Proposals • Provide timely response to Steering Team Ballots for Practices • Serve as the Discipline Contact to any Function Team on which their company is not

represented, or appoint a Discipline Contact • To qualify for dues discount, attend the minimum required Steering Team meetings each

year (regular or alternate member) • Champion awareness, adoption, and implementation of Practices • Provide recognition and support of company participants • Identify issues associated with PIP membership • Establish expectations and monitor performance for PIP’s continuous improvement • Provide metrics regarding adoption of Practices by his company • Promote industry-wide acceptance of Practices • Serve as funding focal point • Participate as Function Team Sponsor as needed • Participate on Steering Team subcommittees as needed • Represent company position on Steering Team issues • Recruit new PIP members – provide contacts for the Marketing Team • Ensure adoption principals (e.g., value of utilizing Practices essentially “as is”) are

followed by company participants • Ensure company provides internal standards for harmonization

December 2020


FUNCTION TEAM

Definition Function Teams are technical teams organized along engineering disciplines or major areas of

engineering technology. Function Teams are comprised of active Member Company volunteers

who are experienced technical company employees who are thoroughly familiar with the

technology in their disciplines and applicable industry codes and standards and with their internal

company standards. Function Teams are the primary link to the Active Member Company

technical communities. Active Member Companies can best influence the content of Practices in a

specific technology by having a representative on the Function Team for that discipline.

Volunteers serving as Function Team leaders and co-leaders are selected from their teams, and

expected to serve a minimum of two years. Volunteer leaders are confirmed with their

associated company Steering Team member.

Roles and Responsibilities – Function Teams • To qualify for dues discount, Function Team regular members attend the minimum

required Function Team meetings each year

• Create and revise Practices by harmonizing non-proprietary information from Member

Company standards

• Adhere to PIP Practice generation and revisions process described in this document

• Charter Task Teams (as appropriate)

• Charter joint Task Teams when two or more Function Teams agree to jointly author a Practice

• Provide a completed Practice Revision - Overview (PRO) (if appropriate) for posting with MCR

• Authorize the release of the Practice for MCR and/or STB

• Promote adoption and implementation of published Practices

Roles and Responsibilities – Function Team Sponsors • Attend Function Team meetings (in person or by web conference)

• Communicate Steering Team direction, expectations, and administrative directives to

Function Team

• Review quarterly Function Team attendance reports and work with Function Team

Leader to promote participation and attendance

• Help obtain resources

• Assist Membership Chair in recruiting Function Team leaders

• Monitor process and facilitate Practices rather than being a subject matter expert

December 2020


• Offer suggestions to move team through bottlenecks (e.g., defer wordsmithing to PIP

editor, use of hidden text, votes, assign further investigation, etc.)

• Offer direction/management perspective to Function Team

• Serve as an ex-officio member of respective Function Team

• Encourage Function Team members to communicate with their company’s Steering

Team members

• Participate on Executive Committee and represent Function Team

• Periodically attend Function Team Leaders meeting

Roles and Responsibilities – Function Team Leader • Schedule and lead Function Team meetings and web conferences

• Communicate meeting and web conference schedules

• Report meeting and web conference attendance to PIP office

• Request Function Team Co-leader serve in his/her absence

• Lead team to timely completion of tasks and monitor status of tasks

• Determine and communicate resource needs/team needs

• Identify Task Team Leaders

• Assure collaboration with other joint-authoring Function Teams

• Monitor, encourage, and motivate Function Team

• Establish requirements for “effective participation” for providing credit for attendance at

FT meetings

• Welcome and orient new Function Team members

• Recognize/reward team accomplishments

• Solicit Member Company specifications for harmonization

• Maintain technical and functional content of all Practices to PIP standards

• Ensure compliance with the following administrative Practices located on the website:

- ADG001 – Specification for Authors Developing Process Industry Practices

- ADG004 – Specification for Authors Producing CAD Graphics for Process Industry

Practices

- ADG005 – Specification for Authors Developing Data Forms for Process Industry

Practices

- ADG006 – Specification for Revising Practices

- ADG009 – Guideline for Increasing the Global Application of Process Industry

Practices

December 2020


- ADG010 – Specification for Numbering Practices

• Ensure that all Practices receive a comprehensive final review before submission for

MCR and STB

• Appoint a recorder of Function Team meeting minutes

• Report for Function Team at Function Team Leaders meeting

• Submit Function Team reports to PIP office for Steering Team updates

• Submit Practice Generation Proposals and Practice Revision Proposals to PIP office for

Steering Team approval to begin work on Practices

• Promote participation within own company and encourage Team members to do the same

• Promote implementation of Practices within own company and Team members’ companies

• Maintain Team awareness of adoption and implementation of Practices based on

metrics provided by Member Companies

• Encourage team members to communicate issues to their own Steering Team members

• Maintain Roster for their team and provide regular updates to PIP office

• Receive/distribute key correspondence from PIP office

• Provide responses to technical inquiries submitted by PIP entities

• Provide responses to the PIP office to technical inquiries submitted by non-PIP entities

Roles and Responsibilities – Discipline Contacts If a Member Company does not have a regular member on a Function Team, that company may

appoint a Discipline Contact. If a Discipline Contact is not provided, the respective Steering

Team member serves as the Discipline Contact. Responsibilities are as follows:

• Serve as nonvoting technical resource to a Function Team

• Attend Function Team or Task Team meetings if desired, although regular attendance is

not required

• Provide company standards that relate to a Practice to be developed

• Provide Member Company Review input

Roles and Responsibilities – Interdisciplinary Liaison If a Practice is of mutual interest to two or more Function Teams, a Function Team Leader may,

with input from the Function Team and Sponsor, appoint an Interdisciplinary Liaison to interact

with another Function Team. The Interdisciplinary Liaison does not vote on the liaison Function

Team. Responsibilities are as follows:

• Represent the interests of the appointing Team

December 2020


• Report results to the appointing Team on all technical issues of the assigned Practice

• Serve as the primary link with the appointing Function Team

• Assist with coordinating reviews and approvals of the Practice between the Function

Teams if a Practice is jointly authored

TASK TEAM AND JOINT TASK TEAM

Definition Task Teams are chartered by Function Teams to develop specific Practices or perform specific

assignments. Members are technical representatives from the Member Companies, chosen for

their competence in the target subject area. Task Team members may be volunteers from the

Function Team membership or may be other technical experts from Member Companies assigned

only to the Task Team. A Task Team Leader is selected by the Function Team Leader.

Roles and Responsibilities – Task Team • Create and revise Practices

• Submit drafts of proposed Practices to the chartering Function Team and respond to

comments

• Investigate and report on specific issues at the request of the Task Team Leader

• Roles and Responsibilities – Joint Task Team

o The Function Teams determine the authoring Function Team and form an

interdisciplinary Task Team

o The authoring Function Team has the lead responsibility for facilitating the processes

of developing and maintaining the jointly authored Practice.

o The authoring Function Team appoints the leader for the Task Team.

Roles and Responsibilities – Task Team Leader • Create and revise Practices

• Schedule and lead Task Team meetings

• Monitor, encourage, and motivate Task Team

• Ensure compliance with the following administrative Practices located on the PIP website:

- ADG001 – Specification for Authors Developing Process Industry Practices

- ADG004 – Specification for Authors Producing CAD Graphics for Process Industry

Practices

- ADG005 – Specification for Authors Developing Data Forms for Process Industry

Practices

December 2020


- ADG006 – Specification for Revising Practices

- ADG009 – Guideline for Increasing the Global Application of Process Industry

Practices

- ADG010 – Specification for Numbering Practices

• Work with Function Team Leader to communicate Roster information to PIP office for

recording Member Company participation

• Attend Function Team meetings

• Report Task Team activities at Function Team meetings

• Communicate Function Team directives to Task Team

FUNCTION TEAM LEADERS TEAM

Definition The Function Team Leaders Team provides a forum for discussion and development of proposals

and recommendations to address and improve performance and efficiency for issues common to

or between Function Teams. The Function Team Leaders Team is composed of the Function

Team Leaders and the Work Processes Committee Leader or their designated representatives.

Roles and Responsibilities – Function Team Leaders Team • Ensure uniform application of PIP internal administrative Practices by Function Teams

• Communicate and share internal work process successes and suggestions

• Provide feedback to PIP office regarding Function Team Leader and PIP office work

process interaction

• Provide recommendations to PIP office regarding PIP website and SharePoint sites

• Identify issues that impact development of Practices

• Review proposed Practice Generation Proposals (PGPs) and Practice Revision

Proposals (PRPs) to determine need for coordination

• If requested, determine which Function Teams have authoring responsibility for jointly

authored Practices

• Propose recommendations and guidance to the Steering Team, Work Processes

Committee, and other teams and committees as necessary

• Rotate meeting moderator responsibilities

December 2020


Leadership and Committees

In order to provide continuity of leadership and organizational understanding, key leadership

positions for PIP follow a succession plan of Membership Chair to Vice Chair to Chair and

continuing to Past Chair. Any alternate path will be developed by PIP Director and approved by

Steering Team.

PIP CHAIR In accordance with PIP succession plan, the Chair serves for one year after serving as Vice-

Chair. The Steering Team confirms succession to Chair. The Chair implements the Strategic

Plan in accordance with the Operations Manual.

Roles and Responsibilities – PIP Chair • Lead Steering Team and Executive Committee meetings

• Interface with Director in PIP matters

• Maintain an awareness of activities of Function Team Leaders, Function Teams, and

Committees

• Appoint all Chairs not elected, and call for the creation of ad hoc committees when necessary

• Continue to serve as Past Chair for one additional year and a member of the Executive

Committee

PIP VICE-CHAIR In accordance with PIP succession plan, the Vice-Chair serves for one year after serving as

Membership Chair. The Steering Team confirms succession to Vice-Chair.

Roles and Responsibilities – PIP Vice-Chair • Assume the role of Chair in the absence of Chair or when requested by Chair

• Serve as a member of Executive Committee

• Plan and lead the Annual Conference for the coming year

• Recruit Sponsors for Function Teams

• Report Associate Director and Executive Committee information at Steering Team Meeting

• Perform additional duties as delegated by Chair

PIP MEMBERSHIP CHAIR The PIP Membership Chair shall be nominated and elected by Steering Team. After serving

one year as Membership Chair, Steering Team confirms succession to Vice-Chair.

December 2020


Roles and Responsibilities – PIP Membership Chair • Assist Vice-Chair with the Annual Conference for the coming year by leading the Awards

and Recognition Committee

• Serve as parliamentarian for Steering Team meetings

• Provide orientation to new Steering Team members

• Lead recruitment of Function Team Leaders

• Work with Vice-Chair on recruitment of Sponsors

• Serve as Sponsor for Membership Committee

FINANCIAL CHAIR The Financial Chair is a volunteer from the Steering Team approved by the Steering Team and

is also a member of the Executive Committee. The Financial Chair monitors the monthly income

and expense reports of PIP. Other duties include examining budgets and funding of activities,

auditing financial transactions, and approving the report to the Steering Team.

EXECUTIVE COMMITTEE The Executive Committee provides leadership and direction for PIP activities and provides input

and guidance to Steering Team and the Strategic Planning Committee.

The Executive Committee consists of PIP Officers (i.e., Chair, Vice-Chair, Membership Chair,

immediate Past Chair); Leaders of the following Committees: Financial, Globalization, Legal,

Marketing, Membership, Strategic Planning, Work Processes, and Function Team Sponsors. The

Director, Associate Director, and Administrative Manager are nonvoting members of the Executive

Committee.

The Executive Committee meets face to face three times each year. Three additional meetings

(web conferences) per year are called by the Chair or the Director and approved by the

Executive Committee.

Roles and Responsibilities – Executive Committee • Provide an additional forum to identify, discuss, and analyze issues facing PIP

• Develop and recommend positions for full Steering Team consideration

• Provide linkage from Function Teams to Steering Team

• Address planning issues proposed by the Strategic Planning Committee

• Provide administrative guidance to the Directorship

• Call for the creation of appropriate Teams or Committees to address PIP issues

December 2020


• Monitor the Practices generation workflow for compliance (See flowchart in section

“Practice Generation and Review Process”.)

• Oversee progress of PIP activities and identify opportunities for improving PIP work

processes and products

STRATEGIC PLANNING COMMITTEE The Strategic Planning Committee (SPC) regularly reviews the role of PIP in meeting the needs

of the member companies. The SPC reviews external events, trends, and internal capabilities

relative to Member Company needs, evaluates the alignment of committee and Function Team

objectives with the strategic plan, and monitors the progress of achieving objectives.

The SPC is sponsored by and reports to the Executive Committee.

SPC members are appointed by the Executive Committee and shall include at least four

members of the Steering Team, with owner/contractor representation consistent with PIP

membership, the PIP Director, the PIP Chair, and the immediate Past PIP Chair. Other

members may also be appointed.

One SPC member shall be selected as the SPC Chair who shall represent the SPC as a

member of the Executive Committee.

Roles and Responsibilities – Strategic Planning Committee • Provide leadership to Executive Committee and Steering Team on internal (Strengths

and Weaknesses) or external (Opportunities and Threats) issues that have strategic

importance to PIP

• Facilitate the development of goals, objectives, and strategies through the actions of the

standing committees and teams

• Ensure that the strategic direction, developmental actions, and goals of PIP committees

are aligned among each other and are consistent with PIP’s mission and vision

• Maintain a Strategic Plan document for the organization

• Submit annual updates of the strategic plan document for Steering Team approval.

• Develop dashboards and metrics to monitor the progress of goals and objectives stated

in the Strategic Plan

• Provide periodic reports to the Executive Committee and Steering Team regarding

issues, dashboards, and metrics

December 2020


MARKETING COMMITTEE The Marketing Committee (MKC) provides overview and support of PIP membership and

licensing programs, including member support and new participant support. Committee

members are volunteers from Member Companies. The Marketing Committee Leader is elected

by the committee.

Roles and Responsibilities – Marketing Committee • Provide an updated Marketing Plan to the Steering Team annually, based on current

needs and with a focus on marketing aspects of the latest Strategic Plan

• Meet as necessary to plan, direct, and oversee marketing-related initiatives

• Monitor and approve marketing-related activities, and report status to Steering Team

and Executive Committee

• Provide marketing input (consultants, conferences, etc.) to the annual budgeting process

MEMBERSHIP COMMITTEE The Membership Committee (MBC) engages new and existing Member Companies by

supporting their integration, gaining an understanding of their needs, eliciting input, analyzing

membership trends, evaluating and facilitating participation, and providing feedback to

Executive Committee from the membership population. MBC members are volunteers from

Member Companies. The MBC Leader is elected by the committee.

Roles and Responsibilities – Membership Committee • Develop and maintain mentor program for new members

• Provide support for member orientation

• Capture and report member-reported PIP value

• Maintain and report membership demographic data and membership participation statistics

• Provide strategic metrics with regard to retaining current members

• Review and recommend changes to core membership requirements

• Recommend minimum membership enforcement options

• Review and recommend strategic direction to enhance engagement in support of PIP

operational goals

LEGAL COMMITTEE The Legal Committee monitors processes and products to ensure compliance with legal

requirements, and recommends to Steering Team if and to what extent to engage independent

December 2020


counsel. The Legal Committee consists of up to four Member Company attorneys or Steering

Team members and the Marketing Committee Leader. One of the attorneys serves as Chair.

The Director serves as a nonvoting member of the Legal Committee.

Roles and Responsibilities – Legal Committee • Review and comment on offers for Non-active membership Agreements and Licensing

Agreements outside established “pro forma” agreements

• Respond to issues in which a legal concern has been raised internally

• Minimize the possibility of:

- Antitrust litigation

- Tort cases for Member Companies as a result of association with PIP

- Favoring one supplier over another

GLOBALIZATION COMMITTEE The Globalization Committee (GC) develops strategies and phased action plans that enable

continual progress toward transforming predominantly U.S.-based Practices into Practices that

can be used more broadly outside the US. Recommendations formulated by the Committee are

presented to Steering Team for action. Timelines and targets are developed to ensure efforts

are effective and objectives are being met.

Globalization Committee is comprised of volunteers from the general PIP membership. The

Globalization Committee Chair is elected by the committee members.

Roles and Responsibilities – Globalization Committee • Provide directional guidance and technical input to the WPC for maintaining PIP

ADG009 - Guideline for Increasing the Global Application of Process Industry Practices

• Determine extent of Practice globalization by reviewing and approving jointly with

Function Team Leaders information provided on Globalization Checklists. The approved

Checklists are made available to Steering Team for comments on the Globalization

SharePoint site

• Monitor and report on progress toward globalization through the Practice Status Report

• Assemble a directory of useful references pertaining to the subject of globalization

• Generate sample practices to guide Function Teams on globalization efforts

• Serve as a liaison between Function Teams and PIP Member Companies to provide

overall direction and resources to the Function Teams

• Assist Function Teams to develop a long term strategy to globalize their practices

December 2020


NOMINATING COMMITTEE The Nominating Committee nominates Membership Chair and other open executive positions.

The Nominating Committee consists of the Chair, Vice-Chair, Membership Chair, Immediate

Past Chair, and the Director and appointed additional Nomination Committee members if

needed.

The Nominating Committee only considers active participants as candidates when

recommending nominees for PIP office.

Roles and Responsibilities – Nominating Committee • Nominate Membership Chair and other open executive positions for approval by

Steering Team

WORK PROCESSES COMMITTEE

Definition The Work Processes Committee (WPC) develops internal administrative Practices, PIP work

processes, information technology, education/awareness opportunities, and recommends

actions to facilitate and drive implementation of Practices. Members of the WPC are

experienced technical people who are thoroughly familiar with the Committee’s scope, their

internal company standards, and industry codes and standards.

Roles and Responsibilities – Work Processes Committee • Develop and improve policies and work processes for authoring, editing, formatting,

publishing, and distributing Practices

• Create and maintain guideline and specification documents (ADGs) for PIP authors and editor

• Serve as a consultant to Function Teams, Task Teams, and PIP staff in the development

and publication of Practices

• Investigate and promote the development of additional harmonization opportunities

• Serve as a consultant to Member Companies for adoption and implementation of

Practices

• Provide guidance for selection and implementation of information technology solutions

relating to PIP work processes, and Practice generation and distribution

• Maintain PIP Operations Manual

• Survey software use of membership annually and update Guideline for Adoption and Upgrade

of Software for Use by PIP (located on PIP website under PIP101 > Software Survey

December 2020


• Report WPC activity to Steering Team

AWARDS AND RECOGNITION COMMITTEE The Awards and Recognition Committee reviews and approves nominations for PIP awards.

The Awards and Recognition Committee consists of the Director, the Vice-Chair, representative

Function Team Leaders, representative Steering Team members, and the immediate Past PIP

Chair. The Director coordinates the Awards and Recognition Committee’s activities to ensure

PIP award recipients are recognized at the Annual Conference.

Roles and Responsibilities – Awards and Recognition Committee • Review and approve nominations for PIP awards presented at Annual Conference

December 2020


Practices

Premises

PIP Practices:

• Prescribe requirements clearly, concisely, and in a manner suitable for inclusion in a

purchase order or contract

• Apply to one specific audience

• Provide best practice options

• List options on data sheets and include explanations in Practice narrative as required

• Address extensive guidance information as needed in separate guide documents

• Consider total cost of ownership, constructability, operations, and maintenance

• Maintain consistency across disciplines; work together as a system

• Include vendor input during the review process through trade associations and contacts from

Member Companies. See PIP Position Paper entitled: “PIP Guidelines for Supplier

Involvement” on the PIP website members’ area under PIP 101 > Organizational

Documents.

Work Process Overview

The three main tasks involved in Practice writing are:

• Compiling: Function Team receives copies of Member Company standards and SDO

codes and standards relating to the Practice to be written. Use of nonmember standards

is discouraged unless approved by PIP Legal Committee.

• Harmonizing: Function Team reviews the compiled material, aligns similarities,

determines best practices, and develops a single Practice through consensus.

• Writing: Function Team provides the technical content for the Practice. Formatting and

editing are the responsibility of the PIP office. It is preferable to work with the PIP editor

from the beginning of the Practice writing process.

Internal Administrative Practices

Internal administrative Practices for writing and maintaining Practices are published and revised

by the Work Processes Committee (WPC) and are used for internal PIP activities only. PIP

administrative Practices are numbered as an ADG series, indicating that they are Administrative

December 2020


and General. The PIP administrative Practices are available on the PIP website under Practice

Implementation > Practice SOP.

The approval process for administrative Practices is as follows:

• The Practice is developed or revised by the WPC, including consideration of any legal or

commercial issues, with concerns brought to the Steering Team, Executive Committee,

or Legal Committee, as appropriate.

• Following development or revision and approval by WPC, ADG draft is sent to PIP office

for formatting and editing.

• PIP office returns the updated draft to WPC Leader for approval.

• Upon approval of the draft, PIP Office sends to all Function Team Leaders for review.

The deadline for Function Team Leader review and comment is five weeks.

• The WPC resolves all comments and approves the new or revised document.

• The completed Practice is sent to PIP office for Steering Team Ballot. Balloting follows

the PIP standard approval procedure.

• ADG003 has a different review and approval process. ADG003 is prepared by PIP

office, reviewed by WPC, and approved for publication by PIP Director.

Practice Generation and Review Process

The Practice generation and review process is a standardized procedure covering each stage of

Function Team and Member Company reviews. The process is used for development of new

Practices and revisions to existing Practices.


Practice Generation and Review Process

LEGEND Practice Generation Proposal (PGP) – Proposal by Function Team to Steering Team requesting approval for allocation of resources to develop a Practice In Progress – Period from date of first submission of first draft to PIP Office to date of official Member Company Review. During “In Progress,” working document posted on PIP website includes review/input of draft by PIP Editor. Member Company Review (MCR) – Period from date Practice is posted on PIP DMS for Member Company Review and comments until receipt and resolution of comments by authoring Function Team to produce final draft – product of Member Company Review. Targeted interval for Member Company Review is no less than 5 weeks. Steering Team Ballot (STB) – Period from time Steering Team Ballot version draft of Practice is posted on PIP DMS for Steering Team approval until votes required to approve Practice are received. Targeted interval for Steering Team Ballot is 30 days. Approved – Period from date Practice is approved for publication by Steering Team Ballot until Practice is published on PIP website and released for sale in printed form. Minor final formatting changes are required during this period to prepare for publication. Function Team Leader sign-off is required before publishing. Published – Date notice is transmitted to Member Companies that approved Practice is posted on PIP website and released for sale in printed form.


Practice Generation / Revision Proposal

The Practice Generation Proposal (PGP) / Practice Revision Proposal (PRP) is a Function

Team’s official request to the Steering Team for approval to develop a new Practice or to revise

a published Practice. The PGP/PRP form provides justification for a Practice, including value

and resources required. The Function Team Leader is responsible for submitting the form to the

PIP office at least three weeks before quarterly Steering Team meeting for inclusion in the

agenda. The form is available on the SharePoint working site (“The Sandbox”) under Resources

> Docs and Forms.

Function Team Review

A draft Practice is first reviewed by the authoring Function Team. Upon Function Team

agreement, the draft Practice is essentially a finished document and is ready for review by all

Member Companies. The Function Team Leader, or designee, works with PIP office during the

Member Company Review process.

If a Practice is jointly authored (i.e., by more than one Function Team), upon agreement by

participating Function Teams, the Function Team Leader who has authoring responsibility for

the Practice authorizes the Member Company Review and works with the PIP office during the

review process.

Member Company Review (MCR)

Each Member Company has the opportunity and responsibility to review and comment on each

Practice. Internal company reviews are handled during the harmonization and Member Company

Review phases of the Practice development. During the revision process of a Practice, feedback

regarding its current use for projects, maintenance, and operations is considered.

PROCESS • The Function Team Leader uploads the draft Practice and Practice Revision Overview

(PRO) form (if appropriate) to the DMS for processing for MCR.

• After editing by PIP Editor, the MCR draft of the Practice is posted in the DMS and sent to

the Function Team Leader for approval to proceed with MCR.

• When the Function Team Leader approves the MCR draft, the PIP office progresses it in the

DMS. Member Company representatives are notified that Practice is available for review

and comment on the DMS in each representative’s Participants Portal.


• Comments are submitted by the Member Company representatives to the appropriate

Function Team Leader through the review process in the DMS.

• Resolutions to comments are then provided by the Function Team Leader, and comments

with resolutions are archived by the PIP office.

COMMENTING Member Company representatives for MCR are regular members and Discipline Contacts of the

Function Team for the Practice being reviewed. In the absence of a regular FT Member or

designated Discipline Contact, the Member Company’s Steering Team member is the

designated reviewing representative.

If a Practice is jointly authored by two or more Function Teams, it is sent to the members of all

authoring Function Teams. If a jointly authored Practice is sent to a Steering Team member for

Member Company Review, the Steering Team member should obtain comments from all

authoring disciplines.

Member Companies have the option of multiple internal reviews (engineering, constructability,

operability, maintainability); however, all Member Company Review comments from a company

or from a vendor through a Member Company are to be compiled and submitted to the Function

Team Leader by the designated representative from each Member Company. For a jointly

authored Practice, the comments are submitted by the Member Company representative to the

Function Team that has authoring responsibility for the Practice.

COMMENTS RESOLUTION The Function Team Leader works with the Function or Task Team to resolve comments

received during the review. Final technical resolution and vote to confirm is completed within the

Function Team.

Resolution of MCR comments consists of:

(1) Incorporating comment into the Practice;

(2) Postponing the decision until the next review cycle; or

(3) Deciding not to incorporate comment into the Practice.

If a Practice is jointly authored, each authoring Function Team resolves the comments relevant

to its discipline.


Comments received following completion of MCR are sent to the Function Team Leader for

team evaluation. If a late comment is determined to be significant, the change is incorporated as

soon as possible. All comments received become a part of the archive file of the Practice in the

PIP office and are considered in the next revision cycle for the Practice.

Because valve description Practices are an integral part of piping material specifications

reviewed during Member Company Review and Steering Team Ballot, when a piping material

specification revision is approved, the PIP office automatically updates the applicable valve

description Practices.

Steering Team Ballot (STB)

Steering Team approval of a Practice signifies the Steering Team’s affirmation that the Practice

was developed in accordance with the PIP process: harmonization of Member Company

standards, circulation of the Practice for Member Company Review, and documentation of the

actions taken on Member Company comments. Practices are balloted electronically for Steering

Team approval through the DMS.

PROCESS • Each Member Company voting representative on the Steering Team is notified a Practice

has been posted for approval in the DMS.

• Steering Team voting representatives have 30 days to respond. If a Member Company does

not respond, the Company’s ballot is presumed to be a “yes” vote.

• The Steering Team Ballot voting options are Yes or No. Comments can be added.

COMMENTING & RESOLUTION The Steering Team ballot step is not the appropriate time for Member Companies to conduct

additional internal reviews. Internal company review comments are intended to be handled

during the harmonization and MCR phases.

All No votes are reviewed by the Director. The Function Team Leader is responsible for

resolving all No votes and comments before publication.

Approvals Summary

APPROVAL FOR A PRACTICE TO BE DEVELOPED OR REVISED Approval for a Practice to be developed or revised is reached when a PGP or PRP is approved

by a 75% vote of Steering Team members present at the quarterly Steering Team meetings.


APPROVAL OF CONTENT BY FUNCTION TEAM VOTING Voting on content items in a Practice by a Function Team is one vote per Member Company

present at Function Team meeting. A 75% approval of those voting is required. As needed, this

requirement may be used to move a Practice draft into the Member Company Review or

Steering Team Ballot phases. If the Practice is jointly authored, each authoring Function Team

approves its own content.

APPROVAL FOR PUBLICATION Approval for a Practice to be published is reached by Steering Team Ballot when 75% of the

Member Company Steering Team representatives have voted to approve a Practice. If a

Member Company does not respond, the Company’s ballot is presumed to be a “yes” vote. The

PIP office notifies the Steering Team and the authoring Function Team via email when a

Practice has been published.

Practices Status Report

PIP maintains a Practices Status Report (PSR) that includes published Practices, Practices

under development, and withdrawn Practices. The PSR is available on the DMS under Reports.


Adoption

Adoption of the Practices by every Member Company and other industry users provides

maximum value. PIP defines adoption For an Owner Member Company, a Practice is

considered to have been adopted once the company has incorporated the Practice into its

specification system or otherwise made it available for use by its business units. For a

Contractor Member Company, a Practice is considered to have been adopted once the

company has incorporated the Practice into its specification system and offered it to its

customers for use on projects..

The Work Processes Committee monitors and progresses the adoption initiatives that the

Steering Team has authorized.

Data and experiences from many Member Companies are available on the PIP website under

Resources. This information assists Member Companies with implementation of Practices. The

files available include:

• Practice implementation workshop presentations

• Example work processes for implementing Practices

• Testimonials and lessons learned from PIP implementers

• Detailed metrics on adoption of Practices provided by Member Companies

Operations Manual Update - PIP

Documents

Transcript of Operations Manual Update - PIP