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HKIE Professional Assessment - Energy Discipline study materials
HKIE Professional Assessment - Energy Discipline study resources

HKIE Professional Assessment - Energy Discipline: Energy Project Management, Safety and Environmental Compliance

HKIE Professional Assessment - Energy Discipline · Work through your exam, one topic at a time.

All guide sections

Energy Project Management, Safety and Environmental Compliance

Domain 7 tests delivery: can you plan, procure, control and hand over an energy project without creating a safety or environmental problem? The assessment favours realistic scenarios - a chiller replacement, a PV installation, a boiler upgrade - where schedule, cost, permits and site safety interact.

Core rules

  • A project moves through feasibility, design, procurement, construction, commissioning and handover. Define scope with a WBS, a responsibility matrix and clear interfaces. Change control is essential because energy projects often reveal hidden building constraints.
  • Schedule control uses critical-path method: float is the amount a task can slip without delaying completion; the critical path has zero float. Cost control uses earned value: CPI = EV/AC, SPI = EV/PV, EAC = BAC/CPI. Report both cost and schedule, not one alone.
  • Procurement must match risk: traditional, design-and-build, or NEC/FIDIC-style contracts; liquidated damages, retention, testing and performance guarantees all need to be explicit.
  • Safety starts at design. Principal risks include electrical isolation and lock-out/tag-out, working at height, confined spaces, hot work, gas, pressure systems and lifting. Permit-to-work, competent supervision, risk assessment and emergency arrangements are core controls.
  • Environment: the Environmental Impact Assessment Ordinance (Cap. 499) governs designated projects; air, noise, waste and water are controlled under Cap. 311, 400, 354 and 358. Construction permits, waste disposal and nuisance controls must be planned, not discovered on site.

Worked example

A project has BAC = HK$8.0 million. At month 4, PV = HK$3.2 million, EV = HK$2.8 million and AC = HK$3.0 million. CPI = 2.8/3.0 = 0.933; SPI = 2.8/3.2 = 0.875. The project is behind schedule and over budget. Forecast EAC = 8.0/0.933 = HK$8.57 million, so VAC = −HK$0.57 million. The project manager should examine which critical-path activities caused the slip and whether the cost variance is recoverable before approving acceleration.

Traps

Inverting CPI and SPI; treating float as free time on the critical path; starting site work before permits; assuming a contractor’s method statement transfers all safety duty; and failing to update the baseline after approved changes.