OLAN DEEMS

General 
 
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This procedure establishes effective and timely planning, scheduling, and reporting for engineering, procurement, and construction activities to able the OWNER and CONTRACTOR to monitor the progress of work and the status of resources. 
 
The following subjects would be covered in this procedure; 
<ul>
<li> Organization for Schedule control</li>
<li>Schedule development and philosophy</li>
<li>Schedule control</li>
<li>Progress measurement</li>
<li>Reporting</li>
<li>Project Schedule Monitoring</li></ul>
OWNER can be assured that this established procedure would facilitate efficient Project Schedule Control to identify potential delays ahead so that corrective action can be taken immediately and can be anticipated earlier. 
 
Organization for Schedule Control 
 
Upon Commencement of the Project, the Project Control Manager will direct a dedicated team composed of experienced Cost/Schedule personnel who are assigned to various line departments. The team is located in a Project task force area to facilitate and maintain close coordination and dedication to the Project. 
 
The Project Control Manager, under the direction of the Project Manager, will be responsible for preparing all Schedule documents and analysis reports. 
 
The Schedule Controller will be responsible for assisting the Project Control Manager with Schedule development and progress reporting. 
 
Meanwhile, the Project control team will be centered in CONTRACTOR’s home office, and at an appropriate time, key members of the control team will be relocated to the site office to monitor and control the construction. 
 
1. Project Control Manager 
 
The major responsibilities of a Project Control Manager are as follows; 
<ul>
<li>To Schedule periodic meetings with the Project staff, review the progress of the work, and discuss the needed corrective action.</li>
<li>To oversee that adequate Project and individual discipline Schedules are well prepared.</li>
<li>To ensure that the Schedules are achieved.</li>
<li>To ensure that proper steps are taken to maintain the dates set as per Schedule.</li></ul>
2. Lead Schedule Controller 
 
The Lead Schedule Controller will ensure that a Project plan is developed and maintained within its established overall objectives of the Project. He is responsible for the establishment of consistent guidelines for the timing, format, and content of all the information regarding the schedule being supplied to him. 
 
His major responsibilities are as follows; 
<ul>
<li>To prepare any preliminary Project Schedules and integrated Work Schedule.</li>
<li>To assist individual discipline in the preparation of their respective schedules.</li>
<li>To review the consistency of each discipline's integrated Work Schedule and ensure that the necessary revisions and adjustments are coordinated to proper channels to keep the schedule aligned.</li>
<li>To keep the Integrated Work Schedule current and see that the major discipline Schedules are kept current.</li>
<li>To monitor all Schedules and identify potential problems with the Project.</li></ul>
3. Schedule Controller 
 
The responsibilities of the Schedule Controller are; 
<ul>
<li> To assist the Lead Schedule Controller in planning and progress reporting</li>
<li> To prepare the Project Schedule</li>
<li> To prepare any periodic progress report</li></ul>
Schedule Development and Philosophy 
 
“Schedule Work Flow Diagram” shows the outline of CONTRACTOR’s Schedule development philosophy. 
 
Upon Commencement of the Project, the CONTRACTOR will immediately begin to develop activities included in the Project Master bar chart Schedule and prepare the overall time-scale logic and Work Breakdown Structure (WBS) according to the Contract at Level 3 activities using the PERT/CPM. 
  
These networks will be computerized and will be the basic Schedule control tool for the Project. All other Schedules Document(Level 4) prepared for the Project, i.e., Procurement Status Report, Engineering Status Report, and Physical Progress “S” curves, etc. Computerized reports will be prepared for each discipline and category and will be submitted to OWNER for review and approval, and shall be updated each month thereafter. The logic will be in sufficient detail to show all the significant relationships with other activities. 
 
Schedule Control 
 
1. Work Breakdown Structure (WBS) 
 
WBS should be prepared to develop efficient and effective planning and control of the Project. In compliance with the Contract requirement and based on the Geographical Breakdown as Attachment #2, three (3) kinds of WBS are prepared as below. 
<ul>
<li>Work Breakdown Structure – Overall</li>
<li>Work Breakdown Structure – Unit</li>
<li>Work Breakdown Structure – Weight Table</li></ul>
All work required to complete the Project can be broken down into work categories at Level 3 positioned at the minimum level which to be controlled. In addition, a work category consists of some work activities. 
 
The basic guidance for establishing WBS is given below; 
 
a) To be able to clarify the scope of work 
b) To provide control at an appropriate level 
c) To be able to easily collect data with respect to Schedule/material/document 
d) To facilitate measurement and reporting of work performance 
 
2. Kinds of Schedule 
 
“PRIMAVERA” will be used to develop all Project Schedules on which the following Schedules will be prepared and maintained for the Project; 
 
1) Overall Barline Schedule: Level 1 
 
Overall Barline Schedule (Level 1) which summarizes the overall schedule for engineering, procurement, and construction discipline showing Milestone activities. This is the basis of the preparation of the Level 2 Schedule. 
 
It covers overall information, management summaries, and basic information required by OWNER and used for the purpose of management-level monitoring of CONTRACTOR and OWNER. 
 
Refer to Attachment #6 is the Overall Barline Schedule (Level 1) 
 
2) Barline Schedule by Unit: Level 2 
 
Barline Schedule by Unit (Level 2) is also a management level Schedule and will be used to monitor engineering, procurement, and construction of each discipline’s Schedule of each Unit and shows Milestone activities which are agreed upon by OWNER. 
 
Refer to Attachment #7 is the Barline Schedule by Unit (Level 2) 
 
3) Detailed  Schedule: Level 3 
 
A logical grouping of Project activities at the lowest level which is being controlled is diagrammed by utilization of the Critical Path Method (CPM) in order to show the sequence of execution and interrelated activity restraints. 
 
Refer to Attachment #8 is the Barline Schedule by Activity (Level 3) 
 
4) Schedule Document: Level 4 
 
4-1) Engineering and Design Progress Report (EDPR) / Requisition Progress Report (RPR) 
 
EDPR and RPR are working levels for day-to-day and week-to-week control sheets covering all drawings, specifications, and requisitions produced by engineering disciplines. Dates specified in EDPR/RPR are derived from the Level 3 Schedule. 
 
These reports will be the basis for progress and performance measurement showing the following; 
<ul>
<li>Activity code and activity name.</li>
<li>Drawing and document number, revision number, title, drawing size.</li>
<li>The standard sequence of engineering production</li>
<li>Design start</li>
<li>-  Design Completion</li>
<li>-  Issue for approval or review</li>
<li>- Issue for construction</li><li>The standard sequence of requisition work</li>
<li>.  RFQ issued</li>
<li>.  TBE completed</li>
<li>.  PS issued</li>
<li>.  Critical Vendor Print-approved</li></ul>
Percent completed based on the completed step of the production sequence. 
 
These reports will be updated with information and data by each discipline on a monthly basis 
 
 4-2) Procurement Progress Report (PPR) 
 The Procurement Progress Report (PPR) will cover the status of procurement and delivery for equipment and/or bulk materials. Dates specified in PPR are derived from the Level 3 Schedule. 
 
This report will be the basis for progress and performance measurement of procurement and show the following: 
<ul>
<li>Activity code and activity name</li>
<li>RFQ and P.O Number</li>
<li>Item Number and description</li>
<li>The standard sequence of procurement work</li>
<li>LOI or P/O issued</li>
<li>.  Critical Vendor Data Receiving</li>
<li>.  Major Material Receiving</li>
<li>.  Shipping (FOB)</li>
<li>.  Delivery on Site </li></ul>
 4-3) Construction Progress Report (CPR) 
 A Construction Progress Report (CPR) is a working-level progress control document. This report will be prepared based on the Level 3 Schedule. CPR shows all detailed construction activities with each activity ID and progress weight designated by actual work volume. It is different from PPR having standard work steps. Different work steps are applied for CPR considering the character of each work category. Refer to Attachment #12 is a sample format for CPR. 
 
This report will be the basis for the progress and performance measurement of construction and has the following information; 
<ul>
<li>Activity code</li>
<li>Work description</li>
<li>Total work volume</li>
<li>Achieved work volume</li>
<li>Total weight value</li>
<li>Achieved weight value</li>
<li>Work steps</li>
<li>Planned start and finish dates</li></ul>
Actual start and finish dates 
 
 4-4) Physical Progress “S” curves 
 
Actual progress percentages (%) at Schedule Documents (EDPR, RPR, PPR, CPR) will produce the actual progress curve (“S”-curve) at the upper WBS levels. Refer to Attachment #13 is formats for Physical Progress “S” curves to be used for the Project. 
 
The “S” curves for the engineering, procurement, and construction will be updated on a monthly basis and will be submitted together with the Monthly Progress Report. 
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Project Schedule Monitoring 
 The CONTRACTOR will begin to track and monitor the progress of the Project. Each involved discipline will be responsible for tracking and controlling its areas of responsibility for the Project according to the integrated critical path networks. The activities, that will be performed, are described briefly below; 
 
1 Engineering Status Review Meeting 
 
Meeting at which the Project Engineering Manager is required to report progress to the Project Manager for any problems that threaten Schedule delays. Corrective action will then be discussed. 
 
2 Purchasing Status Review Meeting 
 
Meeting at which problem areas pertaining to a purchase for particular items in the requisition of the purchase order stage are discussed and necessary corrective action will be assigned, if any. 
 
3 Expediting Status Review Meeting 
 
Meeting at which problem areas pertaining to expediting particular items in the requisition of the purchase order stage are discussed and necessary corrective action will be assigned, if any. 
 
4 Drawing and Requisition Status Control and Catch-up Schedule 
 
Summary of drawings and requisitions status reports for the Project will be shown on the engineering progress “S” curve and this will be updated and issued by the CONTRACTOR on a monthly basis. 
 
If problems or adverse trends are identified, these will be immediately brought to the attention of the Project Manager for action and resolution. 
 
To further solidify the tracking and control effort, CONTRACTOR will prepare updated networks as required in order to determine the critical status of the Project. The resulting critical status for specific areas and activities will be notified to the CONTRACTOR’s management to solve the problem. 
 
The problem will be resolved and if necessary a revised logic will be prepared to reflect the recovery plan. The new revised logic will then immediately be updated to the current Schedule. 
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