Attachment 1: Example of Progress Credit Chain (3 pages)
Attachment 2: Example of Monthly Progress and Manpower (2
pages)
1.0 PURPOSE
The purpose of this specification is
to:
•
Set out the principles and requirements
of progress measurement to be complied with by Contractor involved in the ADGF
Development Project
•
Ensure a standardized approach to
progress measurement, reporting, and related activities by Contractor involved
in the ADGF Development Project.
2.0 SCOPE
2.1 This
specification applies to all progress measurement, reporting, and related
activities by Contractor and its Subcontractors, involved in the ADGF
Development Project.
3.0 RESPONSIBILITY
3.1 Each
project Contractor shall comply with this specification, and its Project
Manager is responsible for ensuring such compliance. Contractor shall ensure
that its own project-specific procedures incorporate all relevant aspects of,
and are fully consistent with, this specification.
4.0 DEFINITIONS
4.1 PMT
– Conoco Indonesia Inc. Ltd. (Company’s) Project Management Team
4.2 WBS
‑ Work Breakdown Structure:A hierachical code structure used to identify
all elements of work performed under each contract. This structure will allow
for identification of work elements at the lowest level (individual tasks or
deliverables) and provide a means for roll-up to all higher levels of progress.
4.3 Progress
Plans: Plans developed and used by each Contractor to forecast incremental
and cumulative progress for its portion of the project. These plans are derived
from each Contractor’s resource loaded detailed schedules.
4.4 Actual
Progress: A term used to describe the proportion of the contract scope that
has been completed, and has been assessed in a logical, consistent and
objective manner. The actual progress is presented in terms of a percentage of
total scope for the entire contract, subcontract (or major work portion),
phase, discipline and work product.
4.5
Progress System:
A term used to describe the system used by each Contractor to develop the total
scope progress measurement baseline of each contract, subcontract, phase,
discipline and work product, and calculate actual progress earned as a
percentage of the total scope baseline of each contract, subcontract, phase,
discipline and work product.
4.6 All
progress calculations shall be performed from a single primary application
database. The system description also refers to the supporting tools used to
develop and maintain the primary system (e.g., spreadsheets, Subcontractor
reports, etc.)
4.7 Earned:
A term used to describe work accomplished. The total work is denominated in
terms of uniform work content units (generally manhours). There shall be
consistent logic between the various activities (i.e., a manhour should be a
consistent and uniform quantity). For progress purposes, earned progress equals
the value assigned in the Contractor’s accepted baseline detailed estimate.
Examples:
•
The estimate contains ten (10) manhours
to fabricate a spool: when this spool is 100% fabricated the earned hours are
equal to ten (10).
•
The estimate contains twenty (20) hours
for a design drawing: when the drawing has been completed it has earned twenty
(20) manhours.
4.8 Equivalant
Manpower: When planning manpower required for the project, the scheduling
software supplies man hours to be used during each specified period (day, week
or month). To define the number of people required to accomplish the work, the
planned manhours for the particular period is divided by the planned work
schedule hours, per person, for the same period (e.g., 40 hours or 50 hours to
be worked per week). The result of this calculation is called “equivalent
manpower”. Earned and actual equivalent
manpower is calculated by dividing the amount of hours earned, or expended
(relatively) by the planned work hours, per person for the same period.
Therefore there will always be a direct relationship between planned effort and
expended effort.
4.9 Labor
Productivity:A term used to describe how the comparison between the number
of actual expended direct hours it takes to perform work, or portions of work,
as compared to what the estimate had allocated for the same work, or portions
of work. The formula used for the project is actual expended hours divided by earned
hours (i.e., a good productivity is below one (1) and the higher the factor,
the worse the productivity). This productivity rating is a major contributor to
determining real manpower requirements for schedule trending and forecasting.
The worse the productivity factor is proving to be, directly relates to more
manpower required than planned (as compared to the original estimate) to
maintain schedule.
4.10 Progress
Credit Chain Milestones: A integral part of the progress system that
assigns progress weightings to key stages or steps to each and every
deliverable (e.g., drawing, purchase order, spool, etc.). The progress percentage allocated to a
particular stage or step is only earned when that stage/step is fully complete.
Partial percentage claim for an
individual stage or step is not allowed. See Attachment 1 for format
examples.
4.11 Weighting:
A term used to describe the overall contract progress value of separate
deliverables or elements of the scope and each stage of the deliverable or
element as in relation to the total contract. The primary method of weighting
for the contract will be by estimated man hours per deliverable, per
discipline, and per subcontract. The weightings for the major phases of the
contract (e.g., engineering, procurement and construction/installation) will be
dictated by each contract’s particular circumstances.
4.12 Work Products: A term used to
describe physical quantities of work planned and accomplished by discipline.
These include drawings, equipment pieces, tons of steel, linear meters of pipe,
number of pipe spools, linear meters of conduit, square meters of paint, linear
meters of insulation, etc. These work products are tracked on an ongoing basis
as actual installed or completed as compared to total required per the approved
baseline and forecasted plans.
4.13 Phase: A term used to refer to each
of the major stages of the contract. These phases include Engineering,
Procurement, Fabrication, Installation, Commissioning and Start-up.
Pre-commissioning is to be included with the Installation phase.
4.14 Discipline: A term used to identify
the dedicated work groups within each phase. Examples of this are: Engineering
(export pipeline, infield pipeline, etc.) – Installation (export pipeline,
infield pipeline etc.).
5.0 REFERENCES
Other Project Specifications that have
a relationship and are used in conjunction with progress measurement include:
|
Specification No.
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Specification Title
|
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IFR/PS/PR/84506-0000-0P-0004A
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Contractor Planning and Scheduling
Requirements
|
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IFR/PS/PR/84506-0000-0P-0004C
|
Project Calendar
|
6.0 GENERAL
The progress system used shall provide
detail to the progress credit chain milestone level of each and every work
element. In addition the progress system shall contain the appropriate WBS code
related to each progress chain milestone level to allow for roll-up progess
summarization at all WBS and schedule levels.
All progress print outs and electronic
files that are part of, or support, the Contractor’s monthly reports shall be
supplied to the ADGF Project Manager on
a monthly basis. In addition, if requested by Company, the Contractor shall
supply the same information on a weekly basis as progress is updated.
All progress systems must be reviewed
and accepted by the ADGF Project Scheduler before their use is allowed for the
ADGF Development Project. In addition all progress plans and updates must be
agreed to and accepted by the ADGF Project Manager.
If the ADGF Project Scheduler and/or
Project Manager have concerns that, in their opinion, render the progress plans
or updates inaccurate or incorrect, a detailed communication of the reasons for
the beliefs will take place between the ADGF Project Scheduler and the
Contractor Scheduler. The Contractor shall perform the necessary corrections to
the satisfaction of the ADGF Project Scheduler and/or Project Manager.
7.0 PROCEDURES
7.1 Primary Principles
Progress is measured against
deliverable elements derived from the Contractor's scope of work. All items to
be included in the progress assessment will be assigned a WBS code that will
allow for roll up to each and every WBS and schedule level. The Work Breakdown
Structure used by the Contractor shall follow the ADGF WBS and schedule coding
requirements contained in the references in specification Contractor Planning
and Scheduling Requirements.
Indirect tasks such as management,
indirect manhours, and general support disciplines are excluded for the
purposes of calculating physical planned and actual progress. However, these
disciplines may provide a component for calculating earned compensation. In addition, “estimated sum items” shall have
specific progress determination and compensation principles. Each contract
shall have compensation principles as specifically described in the applicable
contract.
The progress system shall be developed
in such a way as that it is easily and accurately transferred to all levels of
the Contractor-developed and-issued contract schedules. Both the progress
system and the schedules will use the ADGF Project Work Breakdown Structure.
See Specification of Contractor Planning and Scheduling Requirements for
required schedule codes and breakdowns.
Actual progress shall always be based
on physical work completed measured against the current approved scope of work
and shall never exceed 100%. Approved Change Order Authorizations and/or
quantity growth (according to the terms and conditions of the respective
contracts) of the contract scope shall be added into the progress calculations
and the current schedule at each month end. Unapproved or disputed changes
shall be excluded from progress calculations. However, a flash trend will be
issued each month that incorporates all disputed changes. This flash trend will
be prepared by the Contractor planner/scheduler, and approximate the schedule
and progress impact of the disputed changes. If the unapproved change is deemed
to have an immediate negative impact on progress, notice shall be given to the
ADGF Project Manager at the time of negative impact discovery.
7.2 Level of Progress Data
The progress measurement system is
intended to collect progress data at a very detailed level. This objective is
achieved by breaking the total work down into small and physically identifiable
work elements (engineering drawing, spool piece, piece mark plate, instrument
support, etc.). Each
deliverable/milestone is then broken down and weighted by each step, or stage,
so that the sum of all of the steps, or stages becomes a complete and clearly
identifiable work product. These progress chain milestones shall be used to
assure accurate reporting. Attachment 1 provides examples of the requirements
for progress chain milestones.
Partial claims against an individual
milestone credit (e.g., step 1 is 40% complete) are not allowed. Progress
credit shall not be claimed for anything less than 100% of any progress chain
milestone.
As previously stated, the progressing
system will allow for progress roll up to all WBS and schedule levels, from the
partial credit milestone level up to the contract level, including the interim
levels described in the WBS and scheduling specifications.
Attachment 1 contains examples of the
progress chain assignment structure that would be considered for the ADGF
Development Project. The milestone
breakdown and the individual credit assignment for each represented milestone
is for example only and will be
adjusted to suit the particular need of the individual contract. In any case,
the final assignments used to assess, track and report progress must be
accepted and approved by the ADGF Project Manager.
7.3 Weighting
While the physical progress on each
individual work task/operation is determined by a quantitative assessment in
terms of number of drawings at a certain stage, tons of steel cut, meters of
cable pulled etc. In order to summarize progress against all these disparate
work tasks/operations there must be a method of weighting them proportionally,
one to another.
In the case of engineering,
fabrication, installation, pre-commissioning and commissioning the weighting
factor will be estimated manhours within each phase and discipline. Procurement
will be assigned percentages for request for quote, purchase order issue,
vendor drawings received, material/equipment shipped/received, etc.
If a subcontract is issued for a piece
of work (such as PLEM or Manifold fabrication) that requires a significant
amount of engineering and/or fabrication/installation effort, it will be
included in the appropriate phase (engineering, procurement, fabrication,
installation, etc.) progress system.
In most cases work done outside the
main contract execution site(s) that is being worked under a purchase order
will be included in the procurement status progress as a standard purchase
order.
Weighting
Requirements for Non-Manhour Resource-Driven Portions of Work
1. In
most cases, estimated manhours will be used to weight portions of the contract
that are driven by manhour resource effort.
In certain cases, manhour weighting will not be indicative of the value
of the parts of work. Some examples of non-manhour resource driven tasks are:
procurement, pipeline installation from a lay barge, surveying, etc.
2. If
a Contractor determines that a portion of its work is not driven by manhour
resource effort, this portion of work must have a different method to measure
progress.
3. The ADGF Development method for establishing and updating
the procurement progress is that each purchase order be weighted by the
individual purchase order cost as a percentage of the total purchasing cost
value. See Example A (below) for clarification:
Example A:
To establish the progress plan:
Each step of each purchase order must be identified in the schedule. The
schedule is loaded with the appropriate cost percent of the purchase order (per
the progress credit chain guidelines) for each step of each purchase order.
When this progress curve is run from Primavera, it will dictate the value
percent planned for each period of the work portion. This percent per period
plan will be based on the total value of the procurement effort (all planned
and actual orders).
To update the progress:
Each step of each purchase order that has been completed is claimed as
complete. This results in a percent of total value earned relevant to the total
value of the procurement phase.
Combining Portions
of Work for Overall Progress
Once all portions of the contract have
plans established by the manhour weighting or another accepted method and the
appropriate weight factors contained in the schedule, it will be necessary to
start combining the individual portions of the work into progress plans for
each discipline, each phase, each subcontract (or major work portion) and the
total contract.
In cases where all portions of the
whole are weighted by manhours (i.e., engineering, installation and
commissioning phases, and each discipline contained within these phases), the
progress plans can be directly derived from the Primavera schedule. In cases
where one of the portions of work is not weighted by manhours (e.g.,
procurement) the appropriate relationship between the separate work portion
weightings must be established. The predominant method for correlating the
separate phases, whether it be by subcontract (or major work portion), or total
contract, is to weight each phase by the proportionate cost percentage. For
example:
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Phase
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Est. Cost
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Weight
|
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Engineering
|
$10MM
|
8.7%
|
|
Procurement
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$30MM
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26.1%
|
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Fabrication
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$10MM
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8.7%
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Installation
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$50MM
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43.5%
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Commissioning
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$10MM
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8.7%
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Start-up
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$5MM
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4.3%
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||
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Total
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$115MM
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100%
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At times, depending on the nature of
the individual subcontract or contract, the cost weighting method does not
present a true relationship between the effort required for each phase. The
procurement phase of the project can distort the proper weightings if the
contract has a very high or very low cost value. Each Contractor is to examine
its method of inter-phase weighting and assure that the weights of each phase
are reasonable and properly represent the work content and value expenditure
timing of the particular contract.
As with the assignment of weights to
portions of work, both the method and the structure of the method used by the
Contractor for assessing progress of individual subcontracts, similar major
portions of the work, and total contract require acceptance by the ADGF Project
Manager.
If any method other than real estimated
manhours is used to weight the progress, it must be remembered that accurate
manpower requirements can not be derived from Primavera using these weightings.
In these cases, a separate resource identifier will be used to assign the real
estimated manhours by discipline, phase, subcontract (or major work portion)
and total contract.
All manhour-driven progress plans shall
be directly derived from the Contractor’s resource loaded schedules. For
requirements on development and use of the schedule driven progress plans (all
engineering, fabrication, installation, pre-commissioning and commissioning)
see Specification of Contractor Planning
and Scheduling Requirements.
The above requirements will allow for
progress reporting by all of the WBS
levels and all schedule levels.
7.4 Summation of Progress
For the purposes of
reporting progress the Contractor shall summarize the detail progress
calculations by total contract, by subcontract (or major work portion), by
phase, and by discipline within each phase.
The detail progress sheets and
calculations that support these summaries shall not be included in the weekly
and monthly reports submitted by the
detailed progress system, and progress system support files will be issued
electronically on a monthly basis to the ADGF Project Scheduler. The electronic
files for the weekly updates shall be supplied when requested by the ADGF
Project Scheduler and/or the ADGF Project Manager.
7.5 Verification of Progress
The Contractor’s Project Manager is
responsible for verification that the progress claimed on the progress reports
issued by the Contractor is accurate. The ADGF Planner/Scheduler will perform
periodic audits of claimed progress. These audits will range from spot checks
on individual activities to complete subcontract and contract audits.
Significant disparity between the reports and actual progress audited will be
grounds for adjustments to progress achieved and the value of work done, and
possibly therefore to the compensation earned by the Contractor.
8.0 Report Content and Timing
Engineering, procurement,fabrication,
installatian and commissioning progress will be statused and issued every week.
The cut off will be per the Project Calendar, but in general it will be on last
Friday of each week. The report issue is due the following Monday. The first
report will be issued to the ADGF Project Manager no later than one month after
contract award.
The 25th of the month is the
cut off for the monthly report information. The full monthly progress report is
due at the 1st of the following month, but the progress assessment
is due 3 (three) working days after the monthly cut off date (See Planning and
Scheduling Specification)
The weekly reporting requirements are in addition to the
monthly report. Weekly reports must be issued every week.
Timely and accurate
reporting by CONTRACTOR is considered a requirement and this is reflected in
the compensation format.
The following
information will be supplied with the weekly and/or monthly progress reports:
8.1 Monthly Status Reporting
•
Contractors will be required to submit
a monthly progress report within at 1st of each month. The actual
calendar dates will be per the Project Calendar, but in general the cut off day
is 25th of each month. The format
and structure of the reports will be the responsibility of each
Contractor, subject to approval by the
ADGF Project Manager. The following are
offered as minimum requirements as
follows:
(1) Executive Summary
(2) Progress Curves and Histograms by period
and cumulative
- Overall Contract
- By Phase (E, P& C/I, C)
- Major subcontract or activity (PLEM,
Manifold, Etc.)
* Required work product curves with
planned versus actual displayed
* Denotes that all weekly required work
product curves are required on a monthly period basis (i.e., the period
reported is by month instead of by week).
(3) Detail Reports and Progress/Concern
Narrative by Major Activity including:
- Engineering
- Procurement
- Fabrication
- Installation
- Commissioning
- Major Subcontract or Activity
- Agreed Change Order Request impact
trends
•
Detail reports should summarize
accomplishment during reporting period, work plans for subsequent period,
significant issues and specific actions to resolve the issues identified.
•
Progress should be illustrated in the
form of percentage "S" curves depicting earned progress to date, as
compared to planned progress required by initial plans and subsequently
approved baselines. “Equivalent person” histograms by discipline will be required
as supporting documentation to these curves and will illustrate the approved
equivalent planned manpower plan in relation to the actual and earned manpower
equivalent. The progress presented on the front lined schedule, that is
required monthly, shall be based on these progress points.
•
In addition to the baseline plan for
progress, the Contractor shall include a monthly forecast per the current
schedule calculations on every required progress plan. This forecast line will
start at the progress earned to date and illustrate the forecasted path to
completion of the concerned contract, phase, subcontract (or major work
portion), discipline and etc.
•
If it is determined by the ADGF Project
Manager that Contractor will not accomplish a Contract Schedule Milestone,
Contractor is required to produce a Schedule Recovery Plan within seven (7)
days of the ADGF Project Manager’s notice of schedule delay.
•
Contractor will be required to include
in the monthly report a written explanation for significant negative schedule
variances relative to the baseline plan, with recommendation for recovery.
Significant is defined as overall progress being more than 3 percentage points
behind the accepted plan ( planned 50% - Actual 47%), or schedule activity
paths with less than “0” total float. Schedule slippages will be identified
weekly by the individual work portions schedule updates, with the same
requirements for recovery planning and implementation. Recovery Plan actions
shall be immediately implemented.
•
The baseline planned progress curves
must be accepted by the ADGF Project Manager. It shall not be necessary for
ADGF PMT approval of the monthly forecast presented by each Contractor, every
month. However, forecast integrity is of great importance to proper management
of the contract. Therefore the Contractor shall present a detailed overview of
the reforecasting process once every third monthly update. The ADGF Project
Scheduler shall issue the meeting schedule and instructions to each contractor
after contract award. All forecasting is solely used for managing the work as
the current situations change throughout the contract. The contract milestones
will be in effect for the entire contract duration and shall not be extended
without a Change Order Authorization. See the above bullet for actions required
if progress lags behind the “baseline plan”.
•
It is the PMT intent that a reforecast
and the baseline schedule will seldom, if ever, be authorized. CONTRACTOR and
ADGF Project Manager should approve this exercise prior to initiating such work.
8.2 Weekly Reporting (In Addition to Monthly Requirements)
•
Contractors will be required to submit
a weekly progress report on Monday every week. The actual calendar dates will
be set up and approved upon contract award, but in general the cut off day is
the last Friday of each week. The engineering, procurement, fabrication,
installation, commissioning and start-up phases are to be cut-off and reported
weekly. The format and structure of the reports will be the responsibility of
each contractor, subject to approval by the ADGF Project Manager. The minimum requirements are described in
this section:
•
All progress Summary, S-curves, and
manpower histograms will reflect the currently approved baseline progress plan.
¨ The following
charts are required on the weekly dates:
•
Progress summary and ‘S’ curves,
Planned vs. Actual by contract, phase,
discipline and subcontract (or major work portion)-for period and cumulative
•
Manpower and Manhours Histograms,
Planned vs. Actual and Earned by contract, phase, discipline and subcontract
(or major work portion)– for period and cumulative
•
Narrative of schedule accomplishments
and concerns, with plans for correcting the concerns.
•
Required work product curves with
planned versus actual displayed.
•
Front Lined, progress based schedule.
•
CONTRACTOR shall list all achievements
•
CONTRACTOR shall list all
underachievements.
Description of
Required Work Product Curves
•
Work Product reports and curves - Once
established at the engineering and fabrication and/or installation site the
Contractor will be required to routinely status and report the quantities
listed below on a weekly basis.
•
Work Product Baseline – All plans for
work product installation must be derived from the currently approved baseline
schedule. This requirement will require the loading and maintaining of work
product quantities into the resource field of the scheduling software.
•
In addition to the baseline plan for
work product installation, the Contractor shall include a monthly forecast per
the current schedule calculations. This forecast line will start at the actual
quantity installed to date and illustrate the forcasted path to work product
completion.
•
The baseline planned installation
curves must be approved by the ADGF Project Manager, but the monthly forecast
is the sole responsibility of the Contractor.
•
Contractor will be required to provide
installation curves for the quantities listed below. Actual installed work
products will not be an overall earned percent converted to each unit, but will
be the physical amount of the commodity installed. An example would be pipe
footage: the actual would not be the equivalent footage earned from the total
of the partial credit guide lines, it would be just the total footage that has
been fully welded out.
Quantity and
Reporting:
Engineering
Number of drawings and documents total
and by discipline- issued for comments, issued for approval and approved for
construction- each
Procurement
Number of purchase orders total and by
discipline – issued, shipped and received - each
Construction/Installation
The following is
the only indicative of reporting approach required by the COMPANY:
Structural &
Vessel Steel
•
Steel fitted in tons
•
Steel welded out in tons
Equipment -
Vessels
•
Number completed compared to plan
•
Number set compared to plan
Linepipe/Piping
•
Spools - total, fabricated, painted,
shipped, received, erected - each
•
Welds - field erection, small bore and
large bore, each field fab, small bore - each
•
Footage erected
•
Footage pre-hydro'd
•
Footage hydro'd successfully
•
Footage
coated internally
•
Footage properly stored, preserved,
ready for transit.
•
Concrete Coating
•
Length to complete
•
Length totally completed and stored for
transportation.
Pre-Commissioning
and Commissioning - each
•
Systems mechanically complete- each
•
Systems flushed- each
•
Systems ready for commissioning- each
•
Systems turned over to client- each
•
Discipline Specific Reporting
- The Contractor shall also provide other periodic discipline and progress
specific working reports for engineering, procurement, fabrication,
installation, pre-commissioning, commissioning, start-up and QA/QC activities,
as required. These reports are to be provided on an “as requested” basis.
•
All
primary and supporting documents used by the Contractor for development and
issuance of the reports shall also be forwarded to the ADGF Project Scheduler
in electronic file format.
9.0 Alterations
Alterations to this specification, or
the intent of this specification, will not be allowed without the approval of
the ADGF Project Manager.
ATTACHMENT 1 - PROGRESS CHAIN
PRINCIPLES
All
progress credit chain milestones shall be clearly identifiable with the
approved compensation procedure and be a specific achievement. No partial
claims of individual milestones shall be made. Each milestone must be 100%
complete before any credit may be applied.
In
general, if it is found that a milestone has been claimed but for some reason
(i.e., x-ray failure, rework, additional scope, etc.) the work, or a portion of
the work, has to be executed a second time, the previously claimed completion
milestone will be changed to 0%.
Engineering
drawings and documents, and therefore the total engineering effort will not
reach 100% until all as-built drawings and the final documentation is turned
over to the ADGF Project Manager.
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PROGRESS CREDIT CHAIN MILESTONE-
EXAMPLES
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MILESTONE
|
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WBS CODE
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ACTIVITY/MILESTONE DESCRIPTION
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CREDIT
|
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TBD
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DOCUMENTS
|
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ISSUED FOR
COMMENTS
|
50%
|
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ISSUED FOR
APPROVAL
|
25%
|
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APPROVED FOR
CONSTRUCTION
|
15%
|
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DELIVERY AND
ACCEPTANCE OF AS BUILTS AND FINAL DOCUMENTATION
|
10%
|
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100%
|
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TBD
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PROCUREMENT EQUIPMENT PURCHASE (EA.)
|
|
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ISSUE RFQ
|
15%
|
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ISSUE PO
|
25%
|
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RECEIVE VENDOR
DRAWINGS
|
10%
|
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VENDOR RELEASED
(AFC)
RECEIVE FINAL
VENDOR DATA
|
10%
20%
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SHIPPED
|
5%
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RECEIVED,
INSPECTED & ACCEPTED
|
15%
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100%
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TBD
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PIPE COATING
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The assessmant of Progress is
carried out by line pipe coating Contractor/Subcontractor and approved by
Company’s Rep. In the Coating Yard based on the quantity (meters)
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TBD
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FABRICATE PLEM & MANIFOLD
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The progress Measurement of Manifold
& PLEM fabrication is based on the progress and shall be approved by
Company Rep. In the Yard.
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TBD
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PIPELINE INSTALLATION
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The progress Measurement of
Installations based on the progress and shall be approved by Company Rep. In
the Offshore.
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