System Architect


1.       Work pre-PO stage to form a Conceptual Process Flow Diagram

2.       Acting as controls agent for project, contact all possible vendors (skid by skid or process 

          area by process area) confirming/isolating those vendors who are responsive, open to accommodating

          project specific needs, as well as verifying all aspects of required electronic documentation

3.       All engineering to get to final vendor selections

4.      Develop engineering for detailed PFD and preliminary P&ID’s (Process and Instrumentation Diagrams)

          begin to lay out following:

          a.       Area Classifications

          b.      Cabinet locations

          c.       IO database

          d.      Instrument Index

          e.      Conduit Routing

          f.       Cable Schedule

5.       Review P&ID’s for the needs of the Project and fill out balance of information to reflect issued for

          construction P&ID’s (there are iterations of review, and the Revisions can easily go to 5-7 Revs)

6.       Generate a estimated time line and hold to the following:
          a.       Generate, update and hold project meetings
          b.      Generate, update and distribute project schedule
          c.       Identify any areas of slippage, concern or cost impacts
          d.      Personally attend to, with Web Ex, phone calls and visits any vendors identified in c directly above
          e.      Witness any required vendor FAT’s
          f.       Purchase small cap project items (instruments, controls, network equip, security cameras)
          g.       Develop test procedures
          h.      Develop loop sheets
          i.        Develop instrument connection diagrams

7.       Develop Process Narrative 

8.       Develop ESD as needed

9.       Design Graphic and Alarm schemes

10.     Transition from design to Implementation as needed, including overall Project Management

Working with your organization, our staff will assimilate your corporate needs into a defined project execution model.  Although our firm has its foundation in controls, our success is based on our ability to manage and execute projects with the client's goals and objectives as overriding requirements. 

We first communicate with your executive staff to understand your business objectives and profit oriented values.  From there, we work with operations, engineering and IT to incorporate the vertical needs of each area, as well as standards, preferences and operational models. 

At this point, depending on how many divisions and types of projects are undertaken by a company, we begin to separate all of the criteria that apply to a given project type.

At the project specific level, software, hardware, system

elements, communication protocols, network designs as well

as detailed device requirements are identified and folded into

a specification.

Simultaneously, project execution requirements such as

required schedule details, reporting mechanisms and meeting

protocols are defined and made available to project members

for complete project buy-in and expectation setting before any

work begins.

Technical review of project plans, particularly from a controls and process perspective, generally begin early - prior to any PO releases to vendors - to insure that all appropriate language is included in vendor proposals.  Particular attention to deliverables, support and communications are made and defined.

Throughout project execution, our team identifies the weakest links in the project team and works with those firms to inspire them to fulfill their contractual obligations.  As opposed to brow-beating and waiting until it's too late to help the project, we believe in acting quickly and demonstrating through examples and teamwork what the project expects from those vendors who are struggling to supply deliverables.

Site support and management can add value, particularly if scopes are not well defined, which is something we prefer to avoid through thorough understanding of installation details.  In this manner, proposals can be received with details to allow for fixed price as opposed to time and material contracts, which tend to run away from cost controls and by their nature can be challenging to enforce.

Finally, performance requirements can be generated and tested for final acceptance of various aspects of the project, so that a completion checklist can be witnessed and documented and project conclusion can be professionally identified.