Aw Survivalguide R2opt

AUTOMATION PROJECT
SURVIVAL GUIDE
Ideas to help
you land on
your feet
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TABLE OF CONTENTS
3 12 Points to Consider Before Even Beginning Your Automation Project

5
Tips for Successful Project Development
7
Nine Tips for Automation Project Managers
9 Four IT Standards You Should Understand
10 Four Considerations for Upgrades & Migrations
11
Eight Ideas for Successful DCS Implementation
13
13 Suggestions for Control System Migrations
15 10 Steps to Creating the Perfect HMI
17 Safety: The Lifecycle Approach
19
Control System Security Tips
21
How to Avoid Mistakes with Control System Remote Access
23
Four Tips for Dealing with Wireless Latency and Bandwidth Issues
24
How to Properly Select and Vet a System Integrator
AUTOMATION PROJECT SURVIVAL GUIDE
| 2
12 Points to Consider Before Even

Beginning Your Automation Project
The first step in any automation
project is the most critical one: Define
your objectives. The more thorough
and detailed this definition is, and
the earlier in the process it can be
achieved, the greater the likelihood
that the project will be completed
successfully.
1. Visualize success. Try to visualize
what a project would look like if it
were a stunning success. Take note
of how it will affect all the people involved and write down any others you
think it might touch. Take all of these
people and put them on a spreadsheet column. Now in rows across,
write down the attributes they need

in the machine/process. Use this when
evaluating solutions and communicate shortcomings to those affected.
Come up with workarounds or throw
out the idea if the results wont be
acceptable.
2. Whats driving the project? You
need to understand what is the most
important motivation for doing this
particular project and use that to
guide your decision-making.
3. Helping people. Automation can
do many things, but one must be
aware that its purpose is to do real
WHAT DO THEY REALLY WANT, AND WHY?

Its essential to understand each persons expectations before a project
starts. There are three parts to this definition process:
yy
What outcomes or desired results does the project team want to
achieve?
yy
What do they want the project experience to be like (for example,
no production line shutdowns during the project or communicate
updates by email)?
yy
How will they define quality, such as on time/on budget or increased production volumes or zero downtime, at the end of the
project?
Different people will have different expectations and they all have to
be satisfied.
things in a given ecosystem. Keep in

mind that the goal is to have systems
engineered to serve humans, not the
other way around.
4. Project definition is critical.
Without doing true engineering work,
everything you learned in school and
in your career up to this point, you
are not doing any project properly or
professionally. By creating definition
for the project and then verifying that
the project will answer the need, you
are on your way to successful project
management. It is only the start, but
without a properly defined starting
point, it is difficult to complete (or defend) a meandering, ill-defined project
that is meant to resolve a problem, address a challenge or complement your
companys engineering resources.
5. Start with the objectives. Dont
even begin to select suppliers and
service providers until youve established a projects objectives. Make sure
everyone on the team agrees on what
the project needs to achieve before it
starts. If you dont know where youre
going, youll never get there.
6. Get a second opinion. It pays to
get a second opinion from an informed outsider like a system integrator or machine builder before finalizing project objectivestheyll often
| 3

12 POINTS TO CONSIDER BEFORE EVEN BEGINNING YOUR AUTOMATION PROJECT
do it for free. If you bring them in at

this stage, so that they understand the
history of the project, they can contribute to decisions that will improve
the chances for a successful project.
7. Set rules for communication. Define what communications are expected at the start of the project what
is to be communicated, how it is to be
communicated, what the milestones
of the project will be and how often
things should be communicated.
8. Talk to everyone. Interview the
stakeholders from various factory
disciplines, such as operations, maintenance, quality control, supply chain,
shipping and management. They
always have a stake in every automation project.
TECHNOLOGY COMES LAST

Never start by defining technology-driven objectives. Use the following
order:
1. Business objectives. What will the business gain from this project?
2. Operational objectives. How will this project impact operations
greater efficiency / better quality / compliance, etc.?
3. Integration objectives. Can data generated by this system be used
by other systems?
4. People objectives. Skill development, ease in work pressures.
Only when all of these have been defined can you establish the
technology objectives.
across a time matrix. Then that be-
9. Never assume. Dont make assumptions about the ground rules

spell everything out in advance and
define who is responsible for doing
what.
comes a calendar for the schedule,

sort of a compressed MS Project. If you
color the boxes, it becomes a Gantt
chart. Putting all your objectives (the
completion of functioning subsystems, integration) into one simple
chart keeps those objectives clear to
the whole team.
10. Create a chart to keep objectives

clear. Define the expected performance for each subsystem, and the
expected steps to get there. Use Excel
to list the task steps, and the hours/$
11. Spell everything out. If you want

drawings in portrait vs. landscape
mode, for example, or want certain
brands to be used, such as for wire
or PLCs or other components, state
that up front. If a requirement is not

written down, then it likely will not
happen.
12. Scope! Nothing is more important than a scope that reflects both
the well-defined areas of the project
and the gray areas of the project.
The gray areas should have a general framework put together by the
customer and the implementer, with
benchmarks that clearly indicate when
project reassessment should occur.
This way scope creep can be managed
to the benefit of both parties.
| 4
Tips for Successful

Project Development
Project development is not an everyday occurrence at batch process facilities. To help ensure you are covering
all the major issues involved in these
infrequent work scenarios, here are
some tips and considerations to facilitate a successful project startup.
1. Clearly identify the project specifications. What do you want to do?
What is your existing process? Define
operator involvement, quality control
issues, interface points with other systems, and the technological capability
available in-house.
2. Conduct a job risk assessment
(JRA). Performing a JRA before the
start of work highlights any hazards
that could produce undesirable results
to personnel or property. A safety
assessment must be completed to
ensure that the scheduled work can
be performed in a safe manner and to
address any hazards that are uncovered as a part of the review process.
3. Operator training is key. The
operators must learn how to navigate
and operate their process in the new
control system. The training must be
performed just in time (about two
weeks before start-up) so that the
information is fresh in their minds.
During the instruction, it is critical that
the operators be trained using the

operator interface graphics they will
encounter.
4. Emphasize communications.
Communicating with the site maintenance and operations departments is
critical to the success of the project.
Maintenance and Operations need
to schedule their duties with enough
lead-time to support the installation
and startup activities. With enough
time, maintenance can even contract
back-fill support for the duration of
the project startup activities. For operations, the work and vacation relief
schedule will have to be organized so
that enough operators are available
to cut-over and startup the plant. This
is especially important if a hot cutover is involved.
5. Have a detailed cut-over plan.
Planning is crucial to any stage of
an automation project. By putting
together a detailed cut-over plan, the
personnel performing the work will
have a clear directive of the activities
that need to be completed each day.
The cut-over plan will help keep the
activities on task and allow the project manager to assess the progress
of the work, create workarounds for
problematic situations, coordinate
with the plant operations, and drive
the project to completion. A cut-over

plan, at minimum, should include the
I/O to be cutover and tested (including the order in which they are to be
tested), any water testing through
the process to verify configuration on
the live plant, and the actual order
of the first products to be run on the
unit.
6. Devise a roles-and-responsibilities matrix. Defining the roles and
responsibilities of all personnel and
contractors involved in the project is
key to delivering a successful project.
By putting together this matrix and
using it as a pre- and post-training reference for all staff, everyone involved
will understand their responsibilities
and perform the appropriate work.
7. Get management involved.
Management at various levels, including upper management, needs to
understand what is involved in the
startup process and why it is critical to delivering on managements
expectations of the batch process
facilitys operations. Communication and internal buy-in throughout
the organization are very important
aspects to a successful startup, and
managements visible support and
connection to the project is critical to
these aspects.
| 5

TIPS FOR SUCCESSFUL PROJECT DEVELOPMENT
8. Be thorough in examining outside support. Be sure to determine

if outside personnel, such as system
integrators, have experience in your
industry. Is their knowledge transferable to the project? Evaluate their
background and capabilities. What is
the range of services they provide?

Are there any commercial issues outstanding? Check references. Consider
cost, but understand that the lowest
bid is not always the best. A good
resource for companies looking to hire
control system integrators is the Con-
trol System Integrators Association,

www.controlsys.org. This organization
not only validates industry expertise,
but also supports dependable business practices by its system integrator
members.
| 6
Nine Tips for

Automation Project Managers
More than technical skills are required
to successfully manage an automation
project. It also requires communication
and organizational skills, along with
the ability to motivate a team of people
from a variety of disciplines and different departments.
Here are a few practical tips for automation project managers:
1. Project management resource.
There have been thousands of words
written about project management. If
you think you need a refresher course,
or expect to be assigned to your first
project, theres an organization, Project
Management Institute, dedicated to
establishing standards, providing training and certifying individuals in project
management skills.
2. Welcome the bad news. Every
automation project has things that
go wrong, but the earlier you find out
what the problems are, the easier and
cheaper they are to fix. Nobody wants
to hear or deliver bad news, but its important not to get defensive. Anybody
on the team needs to be able to push
the stop button if a project has gone
off the tracks. Otherwise, youre just
gambling that things will come out all
right at the end.
3. Keep simplicity top-of-mind.
complex for non-engineers to deal

with. Make sure expectations are established early that will keep the needs
of the people who will have to operate
and maintain the systems a priority.
have to test it to prove that it works,

not once but twice. Its easy to get
started on designing the tests by using
a template. Equipment or systems
should first be tested at the facilities of
Include people from these functions on

the automation team and consult them
early in the design and testing stages
for new systems and equipment.
the integrator or OEM. This is called FAT

(Factory Acceptance Testing), and its
goal is to prove that the system design
will work. Simulate various scenarios to
find out how the system will react. The
final testing stage, SAT (Site Acceptance
Testing), is done when the system is
delivered to the factory floor. Its objective is to prove that the equipment
actually does work as designed and is
producing product at the level required. Approve the testing plans early
in the project so that everyone knows
exactly what performance measures
they need to achieve. Dont rush the
testing phase; make sure you leave
enough time in the project schedule
to accomplish the necessary tests. Its
4. Be ready to adjust. As with any

project, unrealistic projections, poor execution and just plain bad design can
cause a project to fail. What is important is that when you begin a project,
understand that there will be modifications necessary along with way. The
final result is rarely as exactly planned.
This is not considered a failure; its a
realistic need to adjust and fine-tune as
the project progresses.
5. Establish testing plans early. It
isnt enough to design a system. You
Looking for training?

Theres a source to help you learn
the ropes of project management
or improve your skills.
http://awgo.to/028
Organization: Project Management Institute
Engineers tend to make systems too

| 7

NINE TIPS FOR AUTOMATION PROJECT MANAGERS
Close
Lifecycle Methods
Waterfall
Agile
Spiral
Design V
Other
Internal
Kickoff
Requirements
Development
Site
Acceptance
Test
Factory
Acceptance
Test
Traceability
Specification
Design
Subsystem
Integration Test
Unit/Module
Unit/Module Test
Development
Project management V model, courtesy Control System Integrators Association.
also important to make sure the right
people attend the FAT; that includes
the lead operator and maintenance
tech, not just the manager.
6. Follow programming standards.
Make sure that in-house programmers,
system integrators and OEMs use the
same PLC programming standards,
such as OMAC and PackML. Theres
nothing worse than custom code that
has to be reworked at the last minute
to make it compatible with a plants
existing systems. Multiple approaches
to programming can cost a company
millions of dollars.
7. Communicate often. Dont make

decisions without consulting the team.
Unilateral decision-making alienates
the team, creates confusion and fails to
take advantage of the unique expertise
of the team members. Foster open
communication and communicate frequently, so that everyone on the team
understands the issues and is aware of
any problems that need to be resolved.
Establish a communications roadmap
for vendors; check with them soon into
the project to make sure its working.
8. Dont be a roadblock. As project
manager, its your responsibility to
respond to information requests and
approve various aspects of the project

in a timely fashion. Stay involved and
be responsive to prevent delays in the
projects timeline.
9. Make sure you have bench
strength. Theres nothing that delays
a project more than a team member
who gets assigned to another project
and no longer has the time to devote
to your project. Identify alternative
resources early and have them ready to
fill in if needed. That same rule applies
to the system integrators team; make
sure theyve identified people with
equivalent skills who can be assigned
to the project if required.
| 8
Four IT Standards
You Should Understand
Imagine a world without electrical
standards, such as 110 V at 60 Hz, or
220 at 50 Hz, or a world where every
phone had a different type of connection and required a different type of
switchboard. Just as these standards
are critical to the basic functioning of
electrical equipment, there are also IT
standards used daily to ensure optimal
functioning of production systems in
the process industries.
There are four production-related IT
standards of special interest to the
processing industries:
Tcontrol;
he ANSI/ISA 88 standard on batch
95 standard for MES
Tand
he ANSI/ISA
ERP-to-MES communication;
The ANSI/ISA 99 technical reports
in industrial cyber security; and
The new ANSI/ISA 106 technical
report on procedure automation.
These standards and technical reports
define the best practices for imple-
menting automated and manual control on the systems that reside above
the PLC (programmable logic controller) and DCS (distributed control
system) level, and which perform the
basic control that keeps production
running. These four standards all share
a common view of a production facility, providing a consistent terminology
that makes it easier to compare plants
within a company and across companies.
facturing operations management)

specifications.
The ANSI/ISA 88 standard defines the

most common and effective method
for defining control systems for batch
operations or for continuous and discrete startups and shutdowns.
Because these standards establish

a commonly accepted terminology,
functions and process models by
which technical professionals are
trained, and upon which solution
providers develop applications used
in batch and process production
The ANSI/ISA 95 standard defines

the most commonly used method for
exchanging information between ERP
systems, such as SAP or Oracle, and
the multitude of shop floor systems. It
has also become the de facto standard for defining MES (manufacturing
execution system) and MOM (manu-
The ANSI/ISA 99 reports define structures and policies for designing effective and secure networked production
facilities.
The new ISA 106 reports define
the procedural control strategy for
continuous production during upsets,
switchovers, and other types of process changes.
operations (as well as discrete manufacturing), they should be of particular

interest to those who are new to the
field and those who seeking a refresher on the fundamentals of industrial
processes.
| 9
Four Considerations
for Upgrades & Migrations
Regardless of whether you want to
increase productivity or shorten timeto-market, attaining success in these
areas depends on the application of
suitable automation technologies in a
batch processing plant. Following are
the principal steps involved in assessing your plants technology to gauge
whether a technology upgrade or
migration is in order:
1. Consider the full range of aspects

that relate to your existing systems,
such as:
of unplanned plant downtime
Rand
isk production
stoppages;
production or
introduce
Ability to expand
new products;
to integrate with enterprise Alevel
bilitybusiness
software and at what
cost;
Ongoing maintenance costs;


the efficiency and produc Etivity
ffectofonplant
personnel.
Need for continuing support of the
legacy system; and
2. In each case of upgrade or migration, return on investment plays a

crucial role. A huge investment in
hardware and application software is
associated with the installed process
control system, as well as the accumulated know-how of the operating,
engineering and maintenance personnel. For this reason, the prime objective of any migration strategy should
be to modernize the installed base
gradually without any system discontinuity and, if possible, without any
plant downtimes or loss of production that would negatively affect the
investment return.
3. Assess the long-term security of
existing investments. This assessment
is important in order to maximize the
return on assets (ROA). For this reason, every migration should include a
robust lifecycle support strategy for the
new system that considers not only the
availability of the components, but also
product warranties, on-site service and
ongoing technical support.
4. Obsolescence. When deciding
whether to upgrade or migrate to a
new system, there are two aspects of

obsolescence to assess. In a migration, its important to understand the
history of the technologies supported
by the company behind the product
under consideration. Does this company actively support the long-term
lifecycles of products as they are typically employed in a process operation? Do upgrades have significant
backwards compatibility? How often
are upgrades typically released for this
system and what is required for installation? For upgrades, its important to
understand what the future outlook
is for the system under consideration.
With the significant maintenance and
security issues tied to process control
systems, you should always consider
your risk of system obsolescence and
the associated costs incurred with
such a scenario versus the costs of
moving to a better-supported system.
The good news is that, in the process
industries, most vendors are very
aware of the long-term use of their
systems by end users and thus tend
to support their systems for multiple
decades rather a single decade, as is
more common with office IT systems.
As newer automation technologies
become core components of process
control systems, be sure to talk with
your supplier about their support plan
for those newer technologies.
| 10
Eight Ideas for

Successful DCS Implementation
Implementing a new distributed control system is one of the biggest and
most complicated projects in a process control engineers career. Doing
one successfully requires everything
from a well-defined project document
to good grounding practices. Here are
recommendations for best practices
and some pitfalls to avoid.
1. Standardize. Use of standard wiring throughout the system will make it
for easier for others to understand and
troubleshoot. Use standard, off-theshelf components for ease of stocking
and reordering. If possible, have two
sources for the products being used or
purchase interchangeable brands.
2. Remember the basics. Its the little
things that can trip you up. Make sure
you use proper grounding, proper
grouping of signals and proper termination of electrical signals. Make sure
you understand the suppliers grounding requirements for your DCS system.
Grounding principles need to be
clearly understood by all automation
engineers, not just the electrical staff.
International standards can be misinterpreted. Instruments and the control
system need to be grounded separately. Double check the grounding before
powering up any DCS system to avoid
any short circuits, particularly during
factory acceptance or site acceptance

testing (FAT/SAT).
3. Is communication complete?
While most automation suppliers have
different software versions for communicating with the system, make
sure they will transmit all the required
information. Many systems only
transmit the basic parameters, which
means all diagnostic features will not
be available. The introduction of the
Control in Field concept, although
not often used, has added some complications and needs to be thoroughly
examined when implementing a DCS.
4. Structuring I/O. Since todays

electronics are available with high
temperature specs and may be G3
compliant (conforming coating), the
I/O structures should be moved to the
field, reducing the rack room footprint
and cabling cost. Communication links
should be used over fiber optic, in a
ring configuration to provide some
level of redundancy, to interconnect
the field I/O structures. Extended I/O
terminal blocks (three to four terminals per channel) should also be used
to allow field wiring to be connected
directly, avoiding marshaling terminal
strips with the related space, addi-
DEFINE IN DETAIL.
Successfully implementing a DCS project requires that all stakeholders
(operations, maintenance, project team, vendor, management, etc.) have
a clear definition of what they want from the system. In both upgrading
and installing new DCS systems, the best tip is to keep the end in mind.
Good up-front engineering pays dividends. Automation technology can
only assist us if we know what the needs are. Maintenance must know
what reports and information they really require to do their work. Operations must be completely sure how they operate and what is the best
way to do it. Dont assume anything. Write everything down thats actually required and all the things the technology can do. Be very specific.
In the end, the best DCS is the one that best satisfies all the important
requirements in the plant. Writing and signing this definition document
should be the first step in any project.
| 11

8 IDEAS FOR SUCCESSFUL DCS IMPLEMENTATION
tional cost, installation cost and the

possibility of poor connections.
5. Dual purpose. The purpose of DCS
is twofold. Centralized human control
and interface to the plant as well as a
centralized location for MIS info to the
management network. DCS control
should not include auto tuning of
control loops other than simple on/off
or start/stop functions. These should
be the function of a local dedicated
controller. Use the DCS to update the
tuning parameters.
6. Good links. Distributed control systems are only as good as their communications links. Choose a very solid and
reliable link between processing units.
7. FAT is where its at. Make sure
you do a comprehensive and
detailed factory acceptance testing (FAT) test before cutover. FAT
involves experienced operations
people interacting with engineering
to validate graphics and verify that
instruments in the configuration
exist and will remain in service.
8. Use single server. Base the selection of a DCS system on its redundant
capability. A single server system is
preferred. Pay attention to the hardware license for client and server to
avoid delays during a system or hard
disk crash. Care must also be taken in
selecting appropriate layered switches
for communication. Make sure you
properly configure trends and history
data for future analysis.
| 12
13 Suggestions for
Control System Migrations
As anyone who has been involved
in a control system migration will
tell you, its never an easy process.
Whether its an upgrade, expansion,
stepwise migration or rip-and-replace, the bigger and more complex
the project, the more fraught with
tension and risk. To help you get
through the project with your sanity
intact, Automation World readers
share their recommendations and
suggest pitfalls to avoid:
1. Determine strategy. Your migration strategy will depend on which
type of automation youre dealing
with: scripts, workflow tools, policybased orchestration, configuration
or control systems. The different
activities that can be automated
(provisioning, maintenance, proactive incident response, production
execution, etc.) and the different
degrees of automation (automating
just a few actions, partial workflows
or end-to-end) will determine your
strategy in terms of resources, time
scale, production stops, etc.
2. Virtualize first. Automation
upgrades or migrations need to be
scheduled properly in terms of system commission date to extend the
warranty or for a vendors obsolete
notice date. The best practice is to
conduct a virtualization of the new

automation system. The future of
automation will need virtualized
infrastructure and platforms to deal
with the IT spectrum, cyber security
and better management capabilities. Virtualization has many benefits
in terms of technology, investment,
maintenance and lifecycle cost.
3. Take it one step at a time. Avoid
changing the entire system or
manufacturer if you are upgrading.
Upgrading to the newer modules or
systems of the same vendor provides
a bit more reliability, since the basic
architecture remains the same.
4. Dont experiment. While innovation is important, there is a counterargument for doing what you know
will work. If rip-and-replace is possible (and that means you have to
stop the plant for several days, weeks,
or months depending on the circumstances) and you know that it works,
that is the best choice. But if you
cant afford a shutdown, then go for
a step-by-step migration. Make sure
you work with an experienced vendor
and proven technology.
5. Three critical migration issues.
When doing a migration there are
three points to think about: how to
update software and whether you
have the right conversion tools;

what you need to do to avoid system
failure or risk for the migration step;
what is the expected lifecycle of the
new system.
6. Make no assumptions. Try to
foresee every small step in a migration implementation. Dont assume
anything. Every implementation
is done to achieve some objective
of the operation. The needs could
range from some reporting or alarm
functions to an action initiated due
to alarm. Always visit the site to
understand the requirements and the
nuances completely.
7. Changing horses adds some
complexity. The difficulty of a
process migration usually increases
when you change DCS suppliers
since different brands often dont
have similar functions. Factor that
into your timeline and risk assessment when weighing whether to
switch vendors.
8. Start with data needs. First you
need to understand what data the
user will require and how quickly the
data is needed. That should be the
starting point in developing your
migration strategy. The second priority is to determine the impact on the
safety and productivity of the plant.
| 13

13 SUGGESTIONS FOR CONTROL SYSTEM MIGRATIONS
9. Focus on controllers.The best

strategy is to first upgrade the controllers, then replace the I/O chassis
piece-by-piece going forward. Some
I/O changes could be driven by other
projects, such as a motor control
center(MCC) replacement.
10. Do your homework. Do some
up-front analysis to avoid creating
problems for yourself by not choosing
the right migration path. For example,
migrating from one generation of
processor to another one may not be a
wise choice. Reviewing the instruction
sets and information available about
conversions and manufacturer recommendations will give you insight into

the difficulty of the conversion. If you
do your homework, you might choose
a different processor to make the
conversion easier.
11. Technology education. It is
important to educate everyone on the
new technology. Remember, it is easy
to use old thinking instead of changing practices to take advantage of the
benefits of the new technology.
12. Decentralize. The architecture has
to be critically reviewed and trans-
formed, keeping in view the improved

performance of the local controllers.
Your mantra should be to decentralize
the controls as far as possible.
13. Aging equipment. Depending
on the technology you have installed,
when your equipment is more than
10 years old you will need to implement a rip-and-replace. If you are just
making some modifications you can
upgrade or make an expansion only.
Most of the problems that arise during
a migration are with the field equipment you have installed and control
room facilities.
| 14
10 Steps to Creating the Perfect HMI

When developing HMI screens, realize
that you are attempting to capture
the essence of the machine or process, not just posting key automation
variables and control mechanisms.
Operational feedback is vital for efficient HMI screen layouts. Think of
yourself as an artist, commissioned
by manufacturing operations to create the HMI screens.
1. Less is more. Its important to keep
the HMI simple and with the operator
in mind. Its best when its self-explanatory and easily understood. Also, try
to make the pages similar and follow
the same page layout throughout.
Avoid making the display too technical. Its normal for engineers to try to
give the customer everything, but
with HMI, less really is more.
and content. If you get it wrong, your

operator misses an indication, you
lose money, or worse, someone is
injured. The bad screen is less than
satisfactory: The layout is poor, the
plant representation isnt logical and
the screen layout makes it difficult
of colors to allow actual device state

and alarms to stand out. For alarming,
choose colors that contrast with the
normal process view so the operator
will notice the change.
to locate the data. Poor selection of

colors, excessive use of capitals in a
serif font and repetitive use of units
with all data values makes this a really
difficult screen to readespecially at a
glance or from a distance. Avoid colors
that could create problems for people
with color blindness. Minimize the use
review with a group of plant personnel to discuss any status notifications,

events, alerts and alarms that need to
be programmed, both from the perspective of an audio-visual action and
an operations response. Step through
the intended functional system, once
as the designer, once as the user and
4. Plant review forum. Hold a design
2. Right-size displays. Dont try to

save money by selecting an HMI
display screen thats too small. Its
also important not to cram too much
information onto a screen. Size the
display according to the amount of
information that is most important
for the operator to see. Always discuss
requirements with the equipments
operators well ahead of time, not just
with their managers. Operators usually
have different needs and the success of
your system depends on their usage.
3. Design tips. A good design
requires careful use of layout, color
| 15

10 STEPS TO CREATING THE PERFECT HMI
then invite at least two levels of users

who will be interfacing with the HMI.
Doing this prior to specifying equipment helps to identify the features
that users will want in the HMI station.
It also avoids surprises at point of
commissioning.
5. Location, location, location. Real
estate can be prime in a busy production area. Locate the HMI in a practical place, out of heavy traffic areas
but accessible. Be aware of nearfuture projects in the area. Guard the
HMI location so others dont park or
configure something else on top of
the station.
6. Back up work periodically. Backups are especially important before
implementing upgrades or changes.
Software such as Nortons Ghost Im-
age can be invaluable to support and

maintain HMI systems.
7. Visualize the process. HMI graphics should illustrate the production
process in the plant to provide better
visualization to the operators, giving them a sense of the action thats
required. Use hardware that meets
minimum requirements and keeps the
number of failure points low and assures high availability of the system.
8. Only essential data. Make control
and monitoring of the process simpler
by selecting only the most essential
information from the process database for the historian. This will reduce
the load on the system and keep it
from stalling or failing. Dont forget
the need for maintenance and make
sure you schedule periodic backups.
9. Think about flow. It is essential to

have a clear design approach to the
HMI. Decide how the display blocks
naturally flow and how sections
need to be grouped together for the
operator. Do not blindly follow P&I
diagrams. The S88 functional hierarchy is a good place to start. Make
paper-based designs to get a feel
for screens, navigation and other
requirements, and review with clients
prior to designing and making electronic screens.
10. Alarm strategy. Alarming needs
to have a well-articulated strategy.
Alarms must be used for conditions
that require intervention and must
have a clear corrective action associated with each one. Anything else
should not be an alarm.
| 16
Safety: The Lifecycle Approach

Production safety is generally thought
of as a series of steps necessary to
ensure safe interaction with industrial
equipment. The process of identifying,
agreeing upon and delineating those
steps is where things tend to get
complicated. Thats why international
standards groups play such a significant role, as they set the guidelines for
all of industry to follow.
a company contributing to projects.

In addition, the standard also makes it
easy for outside auditors and governmental agencies to follow the process.
IEC 61508 can seem confusing at first,
because its underlying philosophy is
new for safety standards. Older, more
conventional safety standards stipulated specific rules and specifications
for making processes safe. IEC 61508
For the process industries, IEC 61511 is

probably the most widely used safety
standard, as it applies to those industries that base their safety systems
upon instrumentation. The goal of
safety-system design in IEC 61511 is
for the process, whatever it may be, to
go to a safe state whenever a process
parameter exceeds preset limits.
A New Way of Approaching Safety
Understanding IEC 61511 means that
you must know a thing or two about
IEC 61508 a functional safety standard that provides the framework for
building industry-specific functional
standards. IEC 61511 was created
from the guidelines established by
IEC 61508.
The key point to understand about IEC
61508 is that it is designed to establish
an engineering discipline that will
generate safer designs and build safer
processes. The uniform procedures
built on these disciplines are contingent upon appropriate experts within
offshoots actually dofrom project

conception to maintenance to decommissioning.
In essence, the standards specify safety
lifecycle activities that need to be followed over the entire life of a production system. Safety lifecycle management provides a method or procedure
that enables companies to specify,
design, implement and maintain safety
systems to achieve overall safety in a
documented and verified manner.
Four Phases of The Safety Lifecycle
The IEC 61511 standard promulgated
by the International Electrotechnical
Commission specifies twelve steps in
the safety lifecycle. These are segmented into four phases: analysis,
realization, maintenance and ongoing
functions.
and its derivative standards, such as

IEC 61511, departed from this approach by being more functional, or
performance-based.
A principal aspect of this new approach to safety standards is that it
leverages two fundamental principles:
safety lifecycles and probabilistic
failure analysis. Unlike previous standards that claimed to cover the entire
lifecycle of a project, IEC 61508 and its
Safety Lifecycle I: Analysis Phase

The analysis phase includes the initial
planning, identification and specification of safety functions required for
the safe operation of a manufacturing
process.
Specific activities include:
erform hazard and risk analysis:

PDetermine
hazards and hazardous
events, the sequence of events
leading to a hazardous condition,
the associated process risks, the
requirements of risk reduction and
the safety functions required.
| 17

SAFETY: THE LIFECYCLE APPROACH
Allocate safety functions to protection layers: Check the available

layers of protection. Allocate safety
functions to protection layers and
safety systems.
requirements for safety

Specify
systems: If tolerable risk is still out
of limit, then specify the requirements for each safety system and
their safety integrity levels.
Safety Lifecycle II: Realization Phase

The realization phase not only includes design, installation and testing
of safety systems, but also the design,
development and installation of other
effective risk reduction methods. Specific activities include:
engineer a safety
Dsystem:
esign and
Design system to meet the
safety requirements.
and develop other means

Dof esign
risk reduction: Means of protection other than programmable
safety systems include mechanical
systems, process control systems
and manual systems.
commission and validate

Install,
the safety protections: Install
and validate that the safety system

meets the all safety requirements to
the required safety integrity levels.
Safety Lifecycle III:
Maintenance Phase
The maintenance phase begins at the
start-up of a process and continues until
the safety system is decommissioned or
redeployed. Specific activities include:
Operate and maintain: Ensure

that the safety system functions are
maintained during operation and
maintenance.
and update: Make correc Mtions,

odifyenhancements
and adapta-
tions to the safety system to ensure

that the safety requirements are
maintained.
the defined requirements for each

phase of the safety lifecycle.
Activities for Phases I to III are typically
carried out consecutively, while Phase
IV runs concurrently with the other
phases. However, like all models, the
safety lifecycle is an approximation.
Conduct review
Dand
ecommissioning:
obtain required authorization
before decommissioning a safety
system. Ensure that the required
safety functions remain operational
during decommissioning.
Safety Lifecycle IV:
Ongoing Functions
Certain functions are ongoing. Examples include managing functional
safety, planning and structuring the
safety lifecycle, and performing periodic safety system verification and
safety audits over the whole lifecycle.
Specific activities include:
safety, safety
Massessment,
anage functional
and safety audit:
Identify the management activities
that are required to ensure that
the functional safety objectives are
met.
and structure safety lifecy Plan

cle: Define safety lifecycle in terms
of inputs, outputs and verification
activities.
safety system: Demonstrate

Vby erify
review, analysis and/or testing
that the required outputs satisfy
Bottom Line:
A Requirements Definition
Readers should note that the standards define requirements for safety
management, rather than system
development. Not all safety lifecycle
phases will be relevant to every application; management must define
which requirements are applicable
in each case. The standards do not
prescribe exactly what should be
done in any particular case, but guide
management toward decisions and
offer advice.
| 18
Control System Security Tips

Recognizing that the biggest security
risk to your control system assets are
the operators who interface with the
system on a daily basis is the most important step to successfully securing
your systems. For a thorough analysis
of your risks and setup of reliable
control system security technologies
and processes, consult an industrial
control system security expert such as
scadahacker.com, tofinosecurity.com,
or industrialdefender.com. Following
are the ground level security steps
that a batch process facility should
implement at a bare minimum:
1. Assess your systems. Compile an
accurate list of all the assets in your
plant: make, model, and serial number.
Where are your computers? Where are
your PLCs? Its difficult to secure something when you dont know it exists.
This should be a high-level assessment
in which you go through your plant
and figure out what is high risk and
what is low risk, which is determined
by two key factors: how likely is a
problem to occur? How serious is the
problem? For example, if something
happened to your chlorine tank, it
would be really ugly. That chip pile,
not so ugly. Get a feel for the significant risks. Where do you have to focus
your effort? The answer is going to
drive your decisions and your capital
allocation.
2. Document your policies and

procedures. No company operates in
a vacuum. Each company will have a
series of policies and procedures for
things like safety and performance, reliability, and change management. Lay
those out and understand how they
impact control systems and security,
and then build on that to create a set
of additional security requirements.
3. Start training. No one is going
to follow policies unless they know
about them and understand why they
are necessary. All levels of employees
that interact with the control system
need to understand what an attack
looks like and how to respond to one.
You should end up with a matrix of
training for the various levels of users;
it doesnt have to be onerous, but it
has to be done.
4. Understand your traffic flows.

You need a diagram that shows all the
things that require intercommunication. Smart companies will have a
comprehensive diagram showing that
the accounting department needs
data out of this area, and maintenance
needs data out of this area, and so on.
5. Remember that SCADA security
is used to control access. Access
should be segmented to specific network resources, hardware resources,
and HMI. Effective security practices
should prevent access to all layers by
unwanted external connections.
6. Leverage safety reports. Those
responsible for safety, when they
do reports and analyses, have done
a good deal of the work needed to
understand the security risks.
7. Use separate networks. Though
this step is becoming less and less
practical, some still advocate that
the process control network be kept
separate from business networks, and
also isolated from the Internet. For this
approach, which may not be viable
in the longer term, utilize operating
system (OS) implemented security,
with active directory domain group
security as the preferred approach.
8. Security in the operator interface
should be considered broadly.
With advanced human-machine
| 19

CONTROL SYSTEM SECURITY TIPS
interface technologies, security can be

implemented for individual attributes.
HMI should be the only accessible
program, with user-specific exceptions, connected to the control operating system at a dedicated user station.
All other resources for that particular
terminal should be restricted.
ing solution that the ports disabled

for security reasons. When using port
security, you can prevent unwanted
devices from accessing the network.
11. Administer antivirus protection. Use an antivirus solution that is
compatible with the installed SCADA
software.
9. Use unique user accounts and

passwords. All users should have
unique user accounts and passwords
to minimize the risk of unauthorized
access.
10. Provide port security. With this
approach, the Ethernet MAC address
connected to the switch port allows
only that MAC address to communicate on that port. If any other MAC
address tries to communicate through

the port, port security will disable it.
Most of the time, network administrators configure the switch to send an
SNMP trap to their network monitor-
12. Open and facilitate communications between IT and process

control groups. Roles need to be
defined and an understanding of
what each group needs must be accomplished so true collaboration can
take place to begin and continue the
process of enabling a fully functional
control system with adequate security
protection.
| 20
How to Avoid Mistakes

with Control System Remote Access
As more operations aspects are tied
to Ethernet networks and, therefore,
are open to Internet-based access, the
potential for greater collaborative operation and a freer work environment
increases. But so does the potential
for security problems. Following are
some basic tips and considerations for
achieving secure and reliable remote
access:
start implementing various silosbe

they applications or productsthings
get more complex. This is typical of
problems that occur when automation
products are implemented hastily,
without doing proper research, planning, or analyzing current and future
goals, or without realizing that implementing remote access monitoring for
a facility is just step one of many.
1. Map out your project from the

start. When companies fail to map
out their projects thoroughly from
the start, they often find themselves
saddled with applications and automation products that dont work cohesively as a single system. Once you
2. Anticipate network interactions.

When people have installed devices
on a proprietary network then try to
use something different (e.g., Wi-Fi or
another protocol), individual systems
may conflict. Or they may just cancel
each other out, so that there is no
communication whatsoever. More

often you find yourself managing so
many different applications, protocols,
and systems that you have more work
and headaches than you imagined
possible. This issue can be avoided if
you select a network that is open and
allows everything to work together.
3. Understand users and roles.
Understanding users and their roles
can have a significant impact on how
the remote access strategy evolves. In
most control systems operations, the
roles that may require remote access
to control assets may include, but are
not limited to:
operators and engineers for

Slocal
ystemsystems;
and engineers for
Sremote
ystem operators
systems;
Vendors;
System integrators;
specialists and
Smaintenance
ystem supportengineers;
Field technicians;
Business/supply chain partners;
Rand
eporting or regulatory entities;
M anaged service providers.
The roles of users that would require
remote access to mission-critical operations can be extensive and the assign-
| 21

HOW TO AVOID MISTAKES WITH CONTROL SYSTEM REMOTE ACCESS
ment of specific access depending on

those roles can be complicated. Map
out and document all acceptable access policies and procedures related to
allowable network access and coordinate this with industrial control system
security experts. Any user access that
goes beyond simple viewing of data
and permits changes to system parameters should be extremely limited.
can be hijacked
Cafter
ommunication
it has been initiated (does not
4. Know your vulnerabilities. Beginning at the remote user and following

the connection to the data or service,
remote access can be compromised at
any of the following points:
communication soft Tware

he target
listening for requests can be
system can be imper Tsonated

he usertoorfool
the target system.
can use captured or
Tguessed
he attacker
credentials to impersonate
the user.
The attacker can intimidate or
coerce the user to provide valid
credentials, or to perform activities
at the attackers demand.
access device (laptop,

TPDA,
he users
etc.) can be attacked, com-
rely on impersonation) or intercepted during initiation (impersonating

both user and target, also known as
a man-in-the-middle attack).
can be
Preplayed
arts of atocommunication
a target, even if the at-
tacker cannot decipher the content

(also known as a replay attack).
promised, and used to access the

control system network.
system can be imperson Tated

he target
by an attacker to fool the user
and thus gain credentials or other
information from the user system.
can be listened to
Cbyommunication
third parties anywhere along the
communication chain.

can have data
Cinjected
ommunications
into them by an attacker.
The communication can be interrupted or jammed.
attacked and potentially compromised.
a valid
Acommunications
n attacker can impersonate
node and gain
access to the underlying communications medium.
attack can hap Apen

denial-of-service
to the authentication server
(e.g., radius server or RAS).
attack can hap Apen

denial-of-service
to the outward communication
device (e.g., an outside router for
remote access).
| 22
Four Tips for Dealing with Wireless

Latency and Bandwidth Issues
More and more, systems engineers are
taking advantage of industrial wireless
technologies to reduce the amount
of cabling in their designs. There are
some issues to be aware of, however,
when replacing dedicated connections with wireless links:
1. Need latency tolerance. Todays
wired Ethernet connections are full
duplex. This means that each end
device can both transmit and receive at the same time. On the other
hand, wireless technologies such as
802.11a/b/g/n are half duplex. This
means that when any one device is
transmitting, all other devices must
wait. Make sure that your application is designed to be tolerant of the
latency introduced due to the half
duplex nature of wireless.
device. Wireless access points transmit

multicast traffic at a minimal rate to ensure that all listening clients will be able
to receive the traffic. This results in low
aggregate bandwidth over the wireless
AP as it has to lower its transmit rate
down from the maximum.
2. Control multicast traffic. When implementing wireless technology in factory automation projects, be aware of
any multicast traffic coming from PLCs
or producer devices. Multicast traffic is
handled differently than unicast traffic
by wireless access points. Multiple
devices can receive multicast traffic,
while unicast is destined for only one
3. Low bandwidth requirements.

Make sure that your applications
bandwidth requirements are low
enough to be satisfied by the lower
rates. Many designers overlook these
points and experience problems when
moving to wireless solutions. Being
aware of the limitations of wireless
technology can ensure that your
upfront design will work in a wireless

deployment.
4. Dont take shortcuts with wireless. Consider the entire system
design and the support lifecycle of the
system before choosing technology
and vendors. Time spent up front on
site surveys, path loss calculations and
fade margin will pay dividends when
it comes time for installation. Design
in fade margin. Wireless is very reliable
when well designed, but if you dont
design in appropriate fade margin
youll have problems in the future.
| 23
How to Properly Select

and Vet a System Integrator
The process of finding a qualified
system integrator for your automation
project requires effort and attention to
the details. Experience, expertise, staff
capabilities and financial wherewithal
are all crucial factors to consider in
finding the right integrator partner.
1. Selection criteria. Search for a
system integrator who has a long list
of successful projects in the areas you
are looking for. Check out any references they provide and find out how
long they have been in the field. They
should also have a broad range of
products they have worked with and
have enough staff to handle all the
various areas of a project. People who
have done a lot of motion control may
not have the expertise to handle a
complex SCADA project.
2. Be suspicious of over-promises.
If during negotiations and setting
requirements, a system integrator
continues saying, No problem. Thats
easy. We can do all you want... you
can be sure that It will be a problem,
it will not be so easy and It will be
something that is more complicated
than assumed. The integrator should
prove that he understood your requirements, didnt underestimate the
project and that he has experience
with similar projects. Be especially
DO YOUR HOMEWORK.
Extensive planning is complete, timelines and schedules are determined,
budgets and ROI calculated and all the textbook preparations and
considerations have been met. What could go wrong? Plenty! Always
vet your system integrator. Get references, see a system designed and
implemented by them in use, visit their factory and, most important, run
credit checks and investigate their financial health. Nothing is more destructive than having an integrator run out of money before the project
has been completed.
careful if you get a much lower price
than expected or than others have
quoted.
the field. The integrator also needs to

have a staff with expertise and domain
knowledge in your business area.
3. Familiarity with standards. Find

out what partners the integrator
works with since no one can do it
alone. Its also important to see how
an integrator manages a project and
what their code library looks like. Do
they follow S88 and S95 methodologies? They dont need to follow these
to the letter, but if they dont have a
methodology and arent even aware
of the standards, dont even consider
them.
5. Expertise. Focus on their knowledge, techniques and skills. Make sure

they have full knowledge of system
engineering, as well as sufficient
experience to handle your project. A
4. Comfort factor. In addition to reliability and professional capabilities,

choose an integrator you feel comfortable with, who understands your process needs and who has experience in
proven track record and references

from the projects they have done are
essential.
6. Current experience. Prior experience in your discipline is key to the
selection of your Integrator. Experience keeps the integrator current on
new technologies and new hardware
and software. As a result of the recent
recession, integrators are not as
abundant as before, with many unable to survive the economic turmoil.
| 24

HOW TO PROPERLY SELECT AND VET A SYSTEM INTEGRATOR
Many integrators have reduced staff,

minimized technology education opportunities and made other cutbacks.
Take the time to assess the strengths
and weaknesses of any integrator
you consider to ensure that they are
capable of delivering the system that
you require.
7. Stay involved. Has your system
integrator done something similar
before? Chances are the pool of talent isnt all that big. Can you allocate
any resources to working with that
integrator on a day-to-day basis? You

will have to take ownership of the
system, so you will need to know how
to modify it and maintain it or you will
be tied into a system that might need
unallocated cash to make changes.
Get involved at the zero level in the
planning, simulation, detailed layout,
software handling techniques and
maintenance requirements as much
as you possibly can in order to get the
biggest possible benefits and to learn
in excruciating detail how it all goes
together.
DETAIL THE REQUIREMENTS

1. One of the most important factors in selecting a system integrator is his willingness to develop a good project proposal. Avoid any
integrator whose proposal is just one or two pages long.
2. Automation projects must have good system requirements from
the customer, and the system integrator must list in his proposal
what requirements will be met and what will not.
3. If the requirements and proposal terms are properly defined
from the beginning, the result will be a project with no or minimum
change orders.
4. Some system integrators take advantage of a poorly written
requirements document from a customer and present a very generic
proposal, so the price might look attractive at the beginning. When
the project is awarded, then the customer has to face a series of
change orders because a requirement that might be obvious was not
listed in the proposal. The customer ends up paying far more money
for the project than originally estimated.
5. Establishing a good project requirement list is not only an essential customer task, but also requires the cooperation of the system
integrator.
8. Take a long-term view. Select an

integrator with experience in similar
systems, preferably of the same make.
Tie payments to project milestones.
Make sure his services will be available for upgrades and maintenance by
signing a separate contract.
9. Problem-solvers. Choose an
integrator who has experience in the
tasks you need performed. They have
probably already solved many of the
problems you may face if you choose
one whose experience is outside the
necessary area of expertise.
10. Ask questions. Choosing a system
integrator is the hardest and easily the
most overlooked part of an automation project. Ask questions about
types of projects theyve done, vertical
preferences and size of projects. Have
them include project details, such as
were they on time and on or under
budget, and what percentage of the
time.
11. Experience has its limits. Be
aware that most integrators have
experience either in a vertical industry
or with a certain type of project, such
as PLC/HMI programming. Either way,
they may lack the capabilities needed
to do projects outside of that experience. Many HMI/DCS vendors have a
list of endorsed or recommended system integrators on their home page.
This is a good place to start.
12. Smart isnt enough. Choose an
integrator as you would choose an
employee. Spend time, talk to refer-
| 25

HOW TO PROPERLY SELECT AND VET A SYSTEM INTEGRATOR
ences and know that while every firm

out there enlists very smart engineers,
you dont want them cutting their
teeth on your project.
integrators commercial qualifications:

Are they CSIA certified? Do they have
insurance? How many years have they
been in business?
13. Professionalism counts. Make

sure an integrator can confidently
provide you with a project plan, with
decision points, contingency plans
and staffing that will meet your timeline and project goals.
16. Are they open? Select an integrator that is open to your requests
and ideas. Beware of someone that
constantly pushes back. If you hear
14. Test the team. Verify the integrators capabilities by giving a test to the
personnel who will perform the work
on your project. Make sure those people are listed in the contract, including
fallback or substitute candidates.
15. Do they have business skills?
Look beyond technology expertise
or project experience to consider an
the phrase nobody does it like that

or this is how everyone does it,
you might want to consider another
integrator that is more open minded.
You are paying that integrator to get
what you want and neednot just
what they are willing to build because
its easy or they always do it that way.
Yes, you hired them for their experience and would like their suggestions,
but dont discount your own ideas just
because this is your first time. Also
allow for the ability to make some
changesespecially if your approach
is new and unconventional. Be open
for changes and tweaks as you go
if it makes the end result easier to
use and more flexible. You need to
stay involved throughout the whole
process. Dont pass up the learning
opportunity!
| 26
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