The Project entailed the construction of twin DN250 petroleum pipelines from a Petroleum Company’s Walu Bay terminal to the Kings Wharf South Berth Manifold and Centre Pit.
The Project commenced in 2014. Following setbacks relating to pipeline procurement and material code compliancy, the Project was suspended in September 2015. It was reinstated in 2018 with construction works commencing in late October 2018 (and a new completion date scheduled for March 2019). During this period, Erasito was engaged to carry out Contract Administration and Construction Supervision. Erasito’s site monitoring scope was reduced in the first half of 2019 and ended on 8th March 2021 just prior to comprehensive COVID-19 related travel restrictions being implemented by the Government.
I became involved in this Project in late October 2018, but it was not until early 2020 when I was fully immersed in the Project following the “secondment” of Erasito’s Paul Briones to Beca! I would not have been able to get through the Project without the continuous support from the Erasito Team, namely Terence and Alfred, and Hendry and Altaf, who shouldered the majority of the design checks and construction monitoring observations, respectively.
Being a part of this Project and overseeing the physical site works allowed a deep appreciation of construction. Like many projects, it had its challenges. During my time on this Project, the challenges included intense deliberations with the Client and stakeholders justifying Erasito’s decisions, design changes, documentation anomalies, construction anomalies (e.g. on-site issues – dewatering, poor subgrades, compaction requirements, etc.), communication with the Contractor, working odd hours and weekends, etc. Along with the challenges came the many lessons learnt which included: the importance of thorough investigations (due diligence) and verifying anomalies; the importance of well-written documentation (e.g. specifications); the importance of conducting a peer review of the design and documentation (including those of the Contractors); retaining and maintaining a well-organised communication records register; maintaining clear and constant communication with all parties (and remaining cool, calm and collected at all times) and ensuring that your team is in good health (both mentally and physically) on a daily basis.
The Project has had its fair share of excitement, frustrations, challenges, triumphs and lessons learnt. Personally, this Project is an exemplary example for what can go wrong (and RIGHT!) in any project. It is definitely a Project which I have learnt from and one which I will not forget!
Author: Lorin Tuilakepa
June 2021 Edition