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equipment etc. But systematic failures are by their very nature hard to define and usually non-
numerical, and engineers tend to shy away from such challenges. As a result, a lot of effort (often,
far more than is justified), is put into analysing and designing for random failures, since it is a specific
and often numerical activity. It is important that the significance of systematic faults is appreciated
and sufficient effort put into minimising their risk.
c) Project schedules
As explained, IEC61511 impinges on many stages of the project lifecycle and requires specific tasks
to be performed at key stages. If the project management (both operator and particularly EPC) are
experienced with this then the necessary activities can be scheduled into the programme from the
start. However, too often projects kick off trying from the start to race along a tight schedule, with
many of these IEC61511 activities not included through ignorance of the requirements of the
standard. Then it becomes a retrospective struggle for the FS responsible person to convince the
project management that additional documents, time and resources are needed to comply with a
contract and possibly regulatory standard.
d) Project budgets
Budget issues mirror the schedule issues above. Extra work means un-budgeted resources as well as
additional time. Once again, a full understanding from the start, and this really means when the EPC
is tendering, alleviates these potential problems.
e) Split between design engineering team and operations team
One can to some extent split the IEC61511 activities between a project phase – design, construction,
commissioning – and operations. All the project phase work is really there to deliver a robust
solution for operations to live with for the life of the installation. Unfortunately there is usually a
split of accountability between the two phases. EPC-phase management will focus on minimising
budget and schedule to handover, often at the expense of operations. Further, operations
representatives on projects sometime come in too late and in most cases will have little experience
of IEC61511 operationally. The end client/operator needs to be knowledgeable in IEC61511 and try
to ensure that both via the contract and via adequate competence, a full lifecycle approach is taken.
f) Lack of experience and competence
Despite these standards having been around for some 20 years in one form or another we still seem
to be very short of people with a high level of competence. (This applies to much of the industry,
not just in connection with the IEC standards). Competence is one of the fundamental cornerstones
of the standards and its shortage is a major handicap to trouble-free and successful implementation.
g) Lack of perception by senior management of importance and benefits
Many engineering or project managers consider these standards to be mainly negative in that they
take time and cost money to implement. These standards exist because the industry in general