pp. 25-26
A useful interface process
The key to successfully handling interfaces is to engage that other party early and develop interface plans and agreements. Here is a simple, three-step process that works as long as there is cooperation between the interfacing parties:

1. Define the interface and develop a plan for drawings and documents that must be exchanged and agreed on.
2. Identify issues (mismatches, clashes, lack of definition, schedule problems).
3. Agree, in writing, to

• the tasks needed to resolve the issues,
• responsibilities for the various tasks, and
• a date for completing each task or providing information to the other party.

In our example, the subsea contractor will have to make conservative estimates that must be confirmed as the design progresses. Perhaps some of the process and installation work can be accelerated to give the platform contractor critical interface information.

Early engagement is essential. After contracts and purchase orders are awarded, the problems at interfaces have both technical and commercial implications. These commercial impacts grow with time and can seriously complicate problem solving, since most people aren’t very cooperative if they are losing money. When cooperation breaks down, it’s time to escalate the problem to management. In Chapter 5, we revisit this important topic of controlling interfaces in the context of a case study.