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ONSHORE FACILITIES
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D4 D3 D2 D1 D0 Rev 26/May/2010 24/Feb/2010 Date FOR APPROVAL FOR APPROVAL Purpose of Issue FEC FEC Prepd Checkd SUA SUA TNDG PPL Approved
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TABLE OF CONTENTS 1 SCOPE............................................................................................................................... 4 2. DEFINITIONS AND ABBREVIATIONS.............................................................................4 3 ORGANIZATION ................................................................................................................5 4 DUTIES AND RESPONSIBILITIES.....................................................................................6 5 PLANNING HIERARCHY....................................................................................................7 5.1 Level 1 Project Schedule Summary (PSS):................................................................8 5.2 Level 2 Project Master Schedule PMS....................................................................9 5.3 Level 3 Project Control Schedule PCS.....................................................................10 5.4 Level 4 Detailed Database and Control Documents.................................................12 6 PROGRESS MEASUREMENT CRITERIA........................................................................13 6.1 Engineering Progress Measurement...........................................................................13 6.2 Procurement Progress Measurement.........................................................................14 6.3 Construction, Pre-Commissioning and Commissioning progress measurement.....................................................................................................14 7 PROGRESS CURVES AND MANPOWER HISTOGRAMS..............................................15 8 DOCUMENT MANAGEMENT SYSTEM...........................................................................16 8.1 CONSORTIUM Engineering Deliverables Management System (EDMS)...................16 8.2 Transmittals................................................................................................................ 17 8.3 Master Document Register (MDR)..............................................................................18 9 PROJECT CONTROL TOOLS..........................................................................................19 10 PROJECT REPORTING.................................................................................................21
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1 SCOPE
The purpose of this document is to illustrate planning, scheduling and control tasks to be implemented during the execution of South Pars Gas Field Development Phase 12, Onshore Facilities, Gas-EPC3.
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3 ORGANIZATION
A qualified and experienced Project Control Manager (PCM) is assigned to the Project on a full-time basis and responds to PROJECT DIRECTOR within CONSORTIUM Project Management Team. He is fully supported and assisted by experienced team within each MEMBER organization at Operating Centre, which operate all project controls activities, and each led by dedicated Project Control Manager, on its turn responding to the respective Project Manager and assisted by Planning and Cost Control Engineers as required by the size of the Project. A typical Project Control Organization (Home and Site Offices) are shown here below.
Project Director / Project Manager
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5 PLANNING HIERARCHY
The standard planning and scheduling hierarchy, developed in tune with Project WBS, consists of the following levels:
To pDo wn
Pl an ni ng
Ph as e
Level 1
Level 2
Co nt ro lP
Engineering -Piping P.& I Diagrams Layouts 3D Modeling Isometrics MTO Construction -Civil works Area AA Foundations -Civil works Area BB Foundations
=B
ot to m
-U p
ha se
Level 3
Engineering -Piping -P.& I Diagrams Wet End Extrusion Cooling Towers Flare
Construction -Civil works Area AA -Foundations Loop Reactor Pumps Steel Structures Vessels
Level 4
The standard planning and scheduling hierarchy, developed in tune with Project WBS, foresees the following levels: Level 1 Project Schedule Summary (PSS) Level 2 Project Master Schedule (PMS) Level 3 Project Control Schedule (PCS) Level 4 Detailed Database and Control Documents
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Manpower histograms for Engineering, Construction & Pre-commissioning, Commissioning & General Services;
The Overall Project Time Schedule, issued in a bar-chart format, includes the above items which Progress Curves and Manpower Histograms would be prepared for. For PSS the status of Level 2 of WBS is adequate, which contains Detail Engineering, Procurement Engineering, Final Documentation Sub-Phase and also the status of Main Equipment and Bulk Material, Construction Works by Trains, Commissioning and Start up, General Services and Facilities, main Project and Interface Milestone with EPC1 and EPC2 CONTRACTORS. Duration of Engineering Phase. Duration of Material Supply Cycle for Company Items Duration of Material Supply Cycle for Main Items Duration of Material Supply Cycle for Bulk Materials General Services duration Duration of Construction and Pre-Commissioning works by trains Duration of Commissioning and Start-up phase by trains Main Project and Interface Milestones
The content of Level 1 schedule is based on the information available for the project and is supported by statistical references as far as the curves and histograms is concerned. Subsequently, the content of Level 1 Planning is verified and reconciled through a roll-up of Level 2 planning as soon as available. The control phase is managed through a bottom-up aggregation from Level 2.
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The content of Level 2 schedule is based on the information available for the project and is supported by statistical references as far as the curves, histograms and cash flow profiles is concerned. Subsequently, the content of Level 2 Planning is verified and reconciled through a roll-up of Level 3 planning as soon as available. The control phase is managed through a bottom-up aggregation from Level 3.
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The Level 3 Planning and Control represents the lowest level of breakdown where the Project has seen as a whole.
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The Network/Bar chart shall ensure integration of engineering, ordering, manufacturing & delivery, subcontracting, construction, pre-commissioning, commissioning, PAC and all other activities required for PROJECT completion in line with COMPANY priorities and agree sequence. In addition, requirement of shutdowns along with duration of each shutdown for completion of various modifications, tie-ins will also be included in the Control Network/Bar Chart. Responsibilities and resources required to carry out the execution of each activity will be identified. The Network/Bar Chart will be construction and commissioning driven and will include all sub-activities up to the lowest level, under each category /group of activities by Area / Phase / Discipline etc. as per the scope of work and the agreed Work Breakdown Structure . The Network will be coded to highlight all interface requirements. These interface activities shall be updated along with each schedule update cycle. Any change in the requirement date of the external interfaces shall to be communicated as part of the schedule update memorandum. Control Schedule will be developed based on 5-day week calendar for home office activities and 7-day week calendar for site activities. These calendars will include standard holidays. Activity ID, Activity Description, Activity Duration, Early Start, Early Finish , Total Float along with logic linked bars against each activity will be included in the Control Schedule which will be resource levelled prior to submission to COMPANY for review / approval. Control schedule shall include activities related to review/approval of all Major/Critical deliverables by COMPANY as separate activities, along with time durations for the same as specified in the CONTRACT. The Control Schedule shall, after approval by COMPANY, serve as the Baseline Schedule for controlling the time and resource utilization vis-a-vis productivity requirements. The approved schedule will be considered as the Baseline Schedule and will not be changed without appropriate approvals by COMPANY. The control network/bar chart will be updated every month to show both the baseline schedule and the current anticipated schedule on an activity-by-activity basis. Following the update, critical and near critical activity listing (Total Float less than 30 days according to Annex D20) will be produced and included in the monthly progress reports along with suggested corrective actions. This critical activity listing will be reviewed to identify problem areas and to ensure timely corrective actions.
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6.1
The relevant activities are planned and controlled within the timeframe allowed by Level 3 Schedules. The WBS is codified according to a downwards "father-son" relationship carried out level by level. This structure allows for easy aggregation at all levels of any work unit included in the WBS, from activity Level to overall CONTRACT level. This structure shall apply to all planning and progress reporting documents. Considering the weight factors at the various levels it is possible to aggregate scheduled and actual progress starting from Lev. 4 (i.e. deliverables) to Lev. 0 (overall project). As an example for the Engineering activities actual progress, the formulas are: a) Progress Aggregation from Lev. 4 to Lev. 3 (EA)3 = S D4 (WD)4 Where: (EA)3 is the actual progress of Lev. 3 elementary engineering activity D4 is the actual progress of the deliverables to be produced by (EA)3 activity (WD)4 are the weight factors of each D4 deliverable related to (EA)3 elementary activity Progress Aggregation from Lev. 3 to Lev. 2 (PLA)2 = S (EA)3 (WEA)3 Where: (PLA)2 is the actual progress of Lev. 2 planning group (EA)3 is the actual progress of Lev. 3 elementary engineering activity relevant to EMC calculated as per point a) above (WEA)3 are the weight factors of each elementary engineering activity related to (EA)3 Progress Aggregation from Lev. 2 to Lev. 1 (ED)1 = S (EMC)2 (WEMC)2 Where: (ED)1 is the actual progress of a discipline (PLA)2 is the actual progress of each planning group relevant to the discipline calculated as per point b) above (WPLA)2 are the weight factors of each planning group related to the discipline. Progress Aggregation from Lev. 1 to Engineering Phase
b)
c)
d)
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(EJ) = S (ED)1 (WU)1 Where: (EJ) is the overall engineering actual progress (ED)1 is the actual progress of each engineering discipline, calculated as per point c) above (WU)1 are the weight factors of each discipline. e) Overall project progress PU = S EJ WJ Where: PU is the overall project actual progress EJ is the overall actual progress for each project phase WJ is the weight factor of each project phase
Detailed Engineering is measured and aggregated from individual deliverables defined in the Level 4 Schedule. Each deliverable, document, drawing is linked to a specific activity of Level 3 Schedule. The deliverable progress is rolled-up at appropriate level for feeding the Level 3 Schedule and evaluating the activity progress from the updated deliverable status reported in Document Management System. The Engineering achieved progress will be calculated and reported to Company at WP and Unit level. Proposed milestone set, progress weights and breakdown system template are detailed in the Progress Measurement Procedure.
6.2
Procurement progress is measured for equipment, bulk materials and company items. Each activity of the supply chain represents a point associated to a pre-defined progress value. The weighting of equipment and materials is determined according to their value as per contract price breakdown. The percent complete against the pre-defined points combined to the weighting enables the progress calculation at the summary levels of Project WBS. The Procurement achieved progress will be calculated and reported to Company at WP and Unit levels. Proposed milestone set, progress weights and breakdown system template are detailed in the Progress Measurement Procedure.
6.3
Construction and Pre-commissioning activities are broken down by WP, unit, discipline according to the project WBS. Commissioning activities are broken down by Sub-system and system. Construction, Pre-Commissioning and Commissioning activities will be scheduled in compliance to the built-in start-up logic sequence. The Construction and Pre-Commissioning activities are measured in Standard Man Hours (SMH). SMH will be calculated as product between estimated quantities and standard efficiency.
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The Construction and Pre-Commissioning activity weight factors will be calculated as ratio between SMH of each activity and overall SMH according to the WBS level weightings. The Commissioning activity weight factors will be based on systems complexity. The Construction, Pre-Commissioning and Commissioning activities percent complete will be calculated basin on physical work performed as per Level-4 breakdown. Proposed milestone set, progress weights and breakdown system template are detailed in the Progress Measurement Procedure.
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For the purchasing documents analogous information are shown. Wherever the schedule date cannot be met, this will determine a variation in the forecast date. The System shall include all studies/reports, data sheets, specifications, drawings, spec. for material requisitions and other documents to be produced by engineering disciplines. This schedule shall also be computerized to enable generation of reports for Companys requirements. Document monitoring and control are performed by the Project Control Manager and project management by a series of standard excel sheet which include (but not limited to) the following: Summary table by discipline of document planned together with actual cumulative achievements i.e. % complete of each document; Documents already completed and issued; Documents planned for completion but not complete; List of overdue documents; List of awaiting approval documents; List of transmitted documents; List of approved documents; Documents to be issued next period.
All technical documents generated by CONSORTIUM and VENDORS shall be prepared according to the Project Documents Numbering Procedure, the Project Co-ordination and to the Distribution Matrix and for the timing in line with the P6e schedule . In particular, all documents will report the hand-written signatures of the review cycle: Prepared By, Checked By and Approved By. The documents managed by EDMS can be of the following types (but not limited to): technical documents as specifications, also native file, CAD models, drawings and manuals
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general and non-technical documents as general specifications, minutes of meeting, letters and reports procurement documents (orders and attachments)
EDMS monitors for each document planned, forecast and actual dates of issues. Planning of deliverables is related to the project WBS and milestones. EDMS has the facility to provide transmittals to the parties involved in the Project. Furthermore, the following information, related to transmittals, are recorded and stored in the EDMS: Transmittal number Linked document description Transmission date Scope of transmission Respond by date The following information, related to documents data, are recorded and stored in the EDMS: Document number (CONSORTIUM /COMPANY) Document description Document type Electronic file name and size Number of sheets Document status The following information, related to Work Breakdown Structure (WBS) data, are recorded and stored in the EDMS: Project name and title Unit WP Discipline Primavera activity Planning group All documents along with their attributes and attached files are stored and managed by CONSORTIUM server, ensuring centralized control of project documentation. Documents to be used by CONSORTIUM are available at site by means of file replication, which allows viewing, copying and printing at site. Electrical Document Management System allows for each layer to clearly trace which user, made the comment/change, and allows to view each redline layer independently or as a group for each Project deliverable.
8.2 Transmittals
All transmittal generated by CONSORTIUM will be made of a cover page and the list of documents transmitted. The cover page shall indicate as a minimum the following information: Address, Transmittal number, Transmittal title, Transmittal date, Reason for transmittals,
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Comments due date, Number of copies transmitted. The list of documents shall indicate as a minimum the following information: Document Title, Contract Number, Vendor Number (for vendor document) Revision. Documents shall be grouped under separate transmittals according to the reason of issue and the originating discipline or Vendor. CONSORTIUM shall collate properly sets of drawings on one transmittal such that the entire package can be distributed without the need for further collation. All paper copies of documents and drawings shall be provided in different format from A0 to A4. External transmittals shall indicate the attached documents by number, revision status, title and, if applicable, action code and required return date. External transmittals shall be issued in duplicate: the second copy being for acknowledgment purposes.
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The application uses the Precedence Diagram Method (PDM) as Network Diagram Method and Critical Path Method (CPM) with Resource Leveling as Schedule Development Technique. Its tracking features enable to perform dynamic cross-project roll-ups of costs, schedule and earned value. Project planning and control are also achieved through the interfaces, developed in Microsoft Visual Basic, within P3e and the following application areas: Engineering Deliverables Management System (EDMS) Master Document Register (MDR) Project Material Management System & Reporting (PMMS&R) risk analysis tools construction/pre-commissioning and commissioning activities control systems
EDMS / MDR EDMS manages the whole list of the project deliverables. In the planning phase, MDR takes out from EDMS the list of deliverables and assigns to each of them the Activity ID of the corresponding P3e activity. During the planning phase in MDR, it will be assigned a relative weight to each deliverable and translate into the corresponding P3e activity. In the control phase, MDR takes out from EDMS the actual dates and the physical progress for the deliverables based on pre-defined steps of issue defined in the Progress Measurement Procedure. MDR enables the users to calculate the P3e activity percent complete starting from the deliverables physical progress. In the control phase, MDR takes out from EDMS the forecast dates and translate into the corresponding P3e activity. PMMS&R PMMS&R enables the users to track the whole material procurement cycle from the definition of the material requisition list up to the arrival at site of the materials. The system will provide the Actual Dates for each procurement deliverables. In the planning phase, the interface with P3e enables to move, from this last to PMMS&R, the Planned Dates for each deliverable and to assign to each one a relative weight into the corresponding P6e activity. In the control phase, the interface with P3e enables to move, from PMMS&R to P3e, the Actual Dates or the Forecast Dates and the Physical Progress, based on the relative weight.
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10 PROJECT REPORTING
Project Reporting System will be implemented by CONSORTIUM for the Project in order to highlight and report to COMPANY how the Project is progressing at each ending reporting period during the execution of the Project. Project Reporting System is based on weekly and monthly reports having the formal means of recording the status of the Works at the cutoff date. It shall envisage narratives of current Project status, areas of concern, actual versus planned progress. The Progress Reporting system is described in Progress Reporting Procedure SP12-2YPC-PP-993-006.
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