84501-9200-9l-006 rev.2 contractor planning and scheduling requirements (epci contracts

CONOCO INDONESIA INC. LTD. PROJECTS DEPARTMENT

SPECIFICATION

TITLE DOCUMENT NUMBER REV DATE PAGE CONTRACTOR PLANNING & SCHEDULING

REQUIREMENT 84501-9200-9L-006 2 1 Mar 03 2 of 33

Check with Document Control for latest available Revision

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14 Aug 02

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1 Oct 02

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SPECIFICATION




TABLE OF CONTENTS

1.

2.

3.

4.

5.

6.

7.

8.

9.

PURPOSE ................................................................................................................. 4

SCOPE ...................................................................................................................... 4

RESPONSIBILITY..................................................................................................... 4

DEFINITIONS ............................................................................................................ 4

REFERENCE............................................................................................................. 6

GENERAL ................................................................................................................. 6

PROCEDURE............................................................................................................ 7

DISRUPTIONS/ACCELERATION/FLOAT OWNERSHIP ....................................... 14

ALTERATIONS ....................................................................................................... 17

ATTACHMENT 1: SCHEDULE LEVEL DIAGRAM (EXAMPLE) ................................. 18

ATTACHMENT 2: LEVEL 2 CONTRACT SCHEDULE (EXAMPLE) ........................... 19

ATTACHMENT 3: LEVEL 3 CONTRACT CONTROL SCHEDULE (EXAMPLE)......... 21

ATTACHMENT 4: LEVEL 3 CONTRACT DETAILED SCHEDULE (EXAMPLE) ........ 23

ATTACHMENT 5: PROJECT GUIDELINE SCH. REQ. - PSGR (EXAMPLE).............. 25

ATTACHMENT 6: PROGRESS CURVE ...................................................................... 31

ATTACHMENT 7: MANPOWER CHART (EXAMPLE) ................................................ 32


SPECIFICATION




1. PURPOSE

2. SCOPE

3.

4. DEFINITIONS

4.1

The purpose of this Specification is to:

Explain the principles and requirements of planning and scheduling systems to contractors involved in EPCI Projects.

Ensure a standardised approach to planning and scheduling by all contractors

This Specification applies to the preparation of ALL plans and schedules on EPCI Projects.

RESPONSIBILITY

EPCI contractor shall comply with this procedure, which shall be issued on contract approval as a specification. EPCI Project Manager is responsible for ensuring such compliance and EPCI contractor shall ensure that its own project-specific procedures incorporate all relevant aspects of, and are fully consistent with, the contents of this document.

Section 7 of this document supplies additional detail for the following defined terms:

PMT Conoco Indonesia Inc. Ltd. (Companys) Project Management Team

4.2 CSB - Contract Schedule Baseline: A series of schedule levels that represent the Contract Schedule, as included in the respective contract when it is signed. These schedules will range from Level 2 through Level 5. The progress and schedule baseline is derived from the CSB. This baseline will remain in effect for the entire duration of the contract.

4.3 WBS - Work Breakdown Structure: A coding structure used to identify all levels of work elements. This structure allows for roll up summarisation from the lowest levels to each and every higher level.

4.4 Initial Contract Schedule: A Level 2 through Level 4 bar-chart schedule initially issued by the contractor with its bid, and updated to take account of pre-contract clarifications/negotiations, and demonstrating its ability to meet the overall schedule requirements. This schedule will contain detail to Level 4 for the first 60


SPECIFICATION




days after the Effective Date, and the Contractor will use this detail for the initial contract execution. This schedule shall include but not be limited to :

Planned execution of all administrative tasks, procedure, schedule, documents

Planned execution of Material purchases, drawings, subcontract awards Planned execution of all fabrication works

4.5 Level 1 Project Master Schedule: A time scaled bar chart indicating the major time blocks allocated to the major project contract packages. This schedule is developed and controlled by the PMTs Project Planner/Scheduler and will not be revised without the approval of the Project Manager.

4.6 Level 2 Contract Schedule: The Level 2 Contract Control Schedule is the link between Companys and each contractors planning and scheduling. This level contains all key activities and milestones.

4.7 Level 3 Contract Control Schedule: A detailed level schedule, which defines critical path activities on a day-to-day basis. This is the equivalent of a Level 3 schedule as described in Section 7.2.3 which incorporates details and defines interfaces between Engineering, Procurement, Construction, Pre-commissioning and Commissioning.

4.8 Level 4 Contract Detailed Schedule: Detailed schedules used by the contractor to coordinate and manage its work. This schedule includes and identifies all deliverable elements (e.g., each drawing/document, each piece of equipment, each spool, etc.). In general, except for long lead delivery activities, activity durations will be no greater than twenty (20) workdays.

4.9 Level 5 Contract Very Detailed Schedule: An extremely detailed schedule that will be used by each contractor to support the Level 4 schedule. This schedule will define the steps required for each deliverable element (cut spool, tack spool, weld out spool, etc.). In general, activity durations will be no greater than five (5) workdays.

4.10 Commissioning and Start-up Schedule: A commissioning schedule derived from the start-up and operating philosophy for this project. Contractor will be required to develop a system by system pre-commissioning and commissioning sequence as a part of its detailed schedule. This schedule will roll up to all levels per the WBS.

4.11 The Critical Path Method of scheduling (CPM): A time related milestone and activity logic network that is utilised with the Primavera (P3) scheduling software selected for the execution of this contract. The precedence method will be utilised.


SPECIFICATION




4.12 3-Week Look-Ahead: A near term plan for accomplishing activities, derived from the current schedule. This schedule will be issued weekly and will detail work plans for a three-week period. The reason for the Look Ahead plan is to allow for proper near-term planning to support the overall schedule goals. In addition, this plan allows for flexibility during times of schedule change, and provides for focus on working to the established schedule.

4.13 60 day Look-Ahead: A medium-term plan extracted from the schedule and used for planning acquisition of required materials, manpower, support equipment, etc. This schedule will be issued monthly and be used by the contractor to efficiently co-ordinate the contract requirements with all subcontractors and other relevant parties.

4.14 Interfaces: A term used to describe co-ordination efforts required between the contractor and any external or internal party. The external interfaces may include the PMT, government agencies, and other project contractors. The internal interfaces will include subcontractors and disciplines. These are to be identified by each contractor, and then contained in its schedule.

4.15 Project Group Scheduling Requirements: A document (Attachment #5) that describes the technical aspects of the project scheduling software and methods required for the EPCI Projects Development Project.

4.16 Schedule Supports: A term used to describe tools that are used to develop and maintain the schedule. These tools include spreadsheets, databases, vendor reports, deliverable (drawings, procedures, etc.) registers and similar documents.

5.

6.

REFERENCES

Other Procedures and Guidance notes that have a relationship and are used in conjunction with planning & scheduling requirements include:

Document No. Document Title IFR-PS-PR-84501-015 Infrastructure Planning and Scheduling Requirements

GENERAL

The contractor and all of its subcontractors are required to use the latest available version of Primavera Project Planner for all planning and scheduling.

Contractor and all of its subcontractors, shall follow accepted planning and scheduling practices throughout the effort of establishing, maintaining and closing out the Project Schedules, including:

No open ended activities Minimal use of start constraints


SPECIFICATION




Minimal use of expected finish constraints Minimal use of lag relationships Description consistency throughout the schedule Logic consistency throughout the schedule All code fields populated All activities assigned appropriate WBS code Resources loaded per estimate (all activities requiring effort) Resources updated and maintained throughout the contract Each activity shall have a duration that is reasonable, measurable and

estimate based

Allowance for inclement weather and holidays The above-listed requirements are examples of standard guidelines for assurance of schedule integrity. In general, contractor shall develop and use schedules that contain sound and thorough logic and that consistently reflect the true status of the work performed under the particular contract.

This Procedure applies to the Contractor and all subcontractors that the Contractor elects to use. It is the responsibility of the Contractor to assure compliance by all of its subcontractors.

Contractor shall provide all schedules used for the contract to the Project Manager on a monthly basis, in accordance with the schedule updating requirements in Section 7.7 and Attachment #5-Project Guideline Scheduling Requirements. They will be presented in printed copies and electronic Primavera back-ups.

All planning, scheduling and progressing tools developed by Contractor shall be made available to Company in printed copy and/or electronic copy when requested by the Project Planner/Scheduler or the Project Manager.

All proposed schedules developed by Contractor must be reviewed by Company and accepted by the Project Manager before formal issue and implementation.

7. PROCEDURE

7.1 Work Breakdown Structure

Contractor shall use, as a minimum, the Work Breakdown Structure provided in the Invitation To Bid. This structure will be included in the WBS field of the Primavera scheduling software. Each activity, in all schedules, shall have an


SPECIFICATION




appropriate WBS identifier that will allow for roll-up to all schedule levels. This requirement is in addition to the required activity coding structure.

7.2 Planning and Scheduling Levels

To achieve an orderly, integrated collection of schedules for the project, five defined levels of scheduling have been established. All schedule updates at all levels will contain the latest Company approved CSB revision as the Contract Target Schedule. Changes to the Contract Milestones will be by Change Order Authorisation only. See Attachments 1-4 for examples.

The first three (3) schedule levels will reflect the provided WBS. While all schedule activities in all schedule levels shall have fully populated WBS fields per the WBS Procedure, schedule Levels 4 & 5 are outside of the WBS and are meant to provide for far greater detail than a normal level 4 WBS breakdown. See the Sections below for Level descriptions.

7.2.1 Level 1 Project Master Schedule

The Level 1 Project Master Schedule defines the major milestones and major work elements or contract packages of the total EPCI Project. Each contract is represented as one activity (or more if appropriate e.g. an EPCI contract) in the schedule. Major interrelationships between activities are shown as vertical lines. The Project Master Schedule is developed and controlled by the PMT and is used as:

project status and forecasting summary report to management means of monitoring the overall time impact of decisions.

7.2.2 Level 2 Contract Schedule

The Level 2 Contract Schedule is derived from the Project Master Schedule, and summarises key milestones for an individual contract. It is a control schedule covering the whole contract and shall be presented in bar-chart format. It accumulates progress information from each contractors contract control schedules (Level 3) and aggregates, and transmits the information to the Project Master Schedule (Level 1).

The Contract Schedule is a barchart, normally with one activity per work package on which contract schedule milestones are marked (see Attachment 2).

The Contract Schedule is prepared by the contractor management and agreed to and accepted by the Project Manager. The Level 2 Schedule is a roll-up of the Level 3 schedule.

7.2.3 Level 3 Contract Control Schedule


SPECIFICATION




The Level 3 Contract Schedule is a breakdown of the Contract Schedule and shall:

provide a breakdown of the Contract Schedule (Level 2) into detailed activities and events for monitoring the progress of the work at an agreed level of detail. The detailed activities and events shall be easily identifiable with activities and events in the Level 2 Contract Schedule.

be prepared in network format and demonstrate the work process required to provide the deliverables described by the major milestones of the Level 2 Contract Schedule. The network shall contain approved logic interfaces within and outside of Contractors scope, be resource loaded and free of open ends.

show early start and early finish dates with planned and actual progress figures for each activity.

The Level 3 Contract Schedule is prepared and maintained by the contractor. This Level 3 schedule is a roll up of the Level 4 schedule (see Attachment 3).

7.2.4 Level 4 and 5 Contract Detailed Schedules

Contractors detailed Level 4 schedule shall itemise the physical deliverables/elements of the work. It shall give scheduling and progress information for each deliverable, i.e. drawings and document for the engineering phase, procured items for the procurement phase, fabricated/installed items for the fabrication and installation phase, and each component for each system for the commissioning phase. In most cases, activity durations shall not exceed twenty (20) working days. This Level 4 schedule (see Attachment 4) will roll up into the Level 3 schedule, and be supported by the Level 5 schedule.

The Level 5 schedule will be used where necessary to manage each step and/or stage of completing an individual deliverable item. These schedules shall roll up into the higher level schedules. This level of detail will typically go down to the Progress Credit Chain Guideline detail. The Procedure for Progress Reporting IFR-PS-PR-84501-016 contains examples of this detail. In general, each individual deliverable is broken down into several (typically 2-5) steps, or stages, of development. In most cases, activity durations shall not exceed five (5) working days. This Level 5 schedule will roll up into the Level 4 schedule.

7.3 Contract Schedule Baseline

For each individual contract the Level 2, 3, 4 and 5 schedules along with their associated "S" curves and histograms represent the Contract Schedule Baseline (CSB). The term Contract Schedule Baseline is a generic term used to describe the integrated Level 2, 3, 4 and 5 schedules. This term is used because if the schedules are to have balance they must be integrated and function as a whole system which can aggregate data from the lowest level to the highest level.


SPECIFICATION




The Contract Schedule Baseline is the one included in the contract at signature, and developed from the one submitted with the contractors bid. Milestones can only be amended by Company-approved Change Order Authorisations.

A Contract Schedule Baseline will consist of the following schedules:

Level 2 - Contract Schedule Level 3 - Contract Control Schedule Level 4 - Contract Detailed Schedule Level 5 - Contract Very Detailed Schedule These schedules and the monthly schedule updates shall be presented as per the examples and instructions in Attachments 1 through 6. The Level 2 and 3 portions of the CSB are to be issued in each contractors monthly schedule in a front-lined bar-chart format.

7.4

7.5

7.6

Scheduling Tools

As the schedules for the contract are developed, maintained and updated, there will be a need for supplemental supporting tools. These tools will include, but not be limited to, supervisor three-week look ahead plans, drawing registers for tracking drawings, spool fabrication status sheets, cable installation and termination tables, instrument calibration and installation tables, timesheets, interface databases and progressing databases. With the exception of progress information and look-aheads from the contractor, the PMT will not require monthly issue of the detail used for the schedule. However, Company Planner/Scheduler shall review this information upon request, in both paper and electronic file format as part of progress verification.

Project Group Scheduling Requirements (PGSR)

The attached PGSR guideline (Attachment 5) dictates the structure and overall methods to be used for scheduling and calculation parameters on the EPCI Project. This guideline will also be used by the PMT for merging of the monthly schedule. This guideline is to be strictly adopted by each contractor and subcontractor. This PGSR is meant to be as flexible as possible to allow for individual contractor needs. Any requests for deviations from, or additions to, the PGSR must be addressed to the Company Planner/Scheduler.

Interface Management

All interfaces must be identified as early as possible. Each contractor is to identify all external interface points where it will require information from others, and include them in its CSB schedule. The PGSR illustrates the coding to be used for the interfaces. Once the individual contractor interface deliverable requirements are known, the PMT will assure notification to the contractor that is to supply the interface information. The contractor providing the information shall include these


SPECIFICATION




deliverables in its schedule to allow for monthly comparisons of needs versus latest projected completion. The contractor receiving information will be given the status of each interface on a monthly basis. Any interfaces erroneously missed in the CSB schedule must be included in the current schedule and brought to the attention of the PMT and the involved contractor as soon as they are identified. Late identification, for any reason, of interfaces greatly increases the risk of causing delays and/or additional effort to the receiving contractor.

It is also a requirement that contractors identify all of their internal interfaces for schedule inclusion. While these interfaces are the sole responsibility of the responsible contractor to manage, they must be highly visible owing to the high-risk nature of interfaces, and for assurance of a complete and usable schedule issued by the contractor.

7.7 Schedule updating and reporting guidelines

The overall integrated contract schedule is to be updated with current status as of the last Sunday of each month (schedule data date). The Contractor will update the engineering, procurement, fabrication, integration, pre-commissioning and commissioning schedules weekly. Only the monthly update is required by electronic file, but all electronic files shall be supplied to Company Planner/Scheduler upon request.

The initial schedule to be updated will be that included in the contract. This updated schedule then becomes the current schedule. Each subsequent monthly update will replace the previous months schedule as the current schedule. At the time of monthly current schedule issue to the Company, the contractor shall supply an overview of schedule changes. This overview will explain what logic or duration changes, or scope additions, were made to the schedule compared to the previous monthly update.

Each monthly update to the schedule will contain all changes incurred in overall schedule scope that have been identified since the previous month cut-off. Schedule scope changes encompass any Change Order Authorisations, previous erroneous omissions, significant alterations to execution philosophy, revised resource budgets, etc.

The information derived from each current schedule update will be used for comparison to the CSB. All current schedule issues will contain the CSB as the target. In addition, the CSB Level 2 schedule must be presented in a front line style of update, without target bars.

The contractor is required to consider the current schedule information for resource planning. Execution methods and plans are routinely revised during a project and therefore require planning to meet the current situation. Planning the acquisition of required resources must be based on an up-to-date plan to ensure contract obligations are fulfilled.


SPECIFICATION




If, during the course of the project, both Company and the contractor agree that the CBS schedule no longer contains the proper relationship to the current status of the project, a schedule re-baseline will take place. This re-baseline will become the revised CSB but will not extend the Contract Milestones; it will only be a revised plan to meet the Contract requirements. This revised baseline from the contractor must have the written acceptance of the Project Manager before it may be put in place as the revised CSB. Changes in contract milestones will only be made by Change Order Authorisations.

The following schedule reports and/or deliverables are to be presented by Contractor within five (5) working days after the monthly cut off date (last Sunday of each month). For printed copy formats, see Attachment 5 (PGSR).

Progress summary table by phase / major activity and overall showing planned versus actual progress percentages for the period and to date.

Man hour analysis summary table by discipline, subcontract and overall showing man hours planned, actual, expended and productivity for the period and to date

Bar charts of all schedule levels with CSB as target in bar position 2 Front Lined Level 2, 3 and 4 schedules Criticality Reports (activities with 10 days float or less) Activity Listings (including float for each activity) Manpower Histograms, Planned vs. Actual and Earned by contract, phase,

discipline and subcontract

Payroll manpower and actual man hours for the period and cumulative by contract, phase, discipline and subcontract (Time records shall be supplied to support all actual man-hour expenditures)

60 day Look Ahead Plan (contractor planning meeting to be held pre-issue)

Narrative of schedule accomplishments and concerns Descriptions of current schedule changes The CSB and all subsequent monthly schedule updates shall be documented by paper copies and, as instructed by Company, made available in electronic format (Primavera backup).

Company shall request and receive the above monthly required schedule reports on a more frequent basis (weekly or bi-weekly) if the contract, or any portion of the contract work falls behind the established baseline schedule and or progress plans.

See the Progress Measurement and Reporting Procedure IFR-PS-PR-84501-016 for requirements of progress reporting and establishment of progress plans.


SPECIFICATION




The following schedule reports and/or deliverables are to be presented by each contractor within two (2) working days after the weekly cut off date (Sunday of each week) and are in addition to the monthly report requirements. These reports do not usually require the issue of electronic files, but these must be presented if requested by the PMTs Project Manager or Project Scheduler.

The engineering, procurement, fabrication, installation, integration, pre-commissioning and commissioning phases will be updated and reported weekly.

Schedule bar charts of Engineering, Procurement, Fabrication, Installation, Integration, Pre-commissioning, Commissioning and Start Up Level 4 schedules with CSB as target in position 2.

Progress summary table by phase / major activity and overall showing planned versus actual progress percentages for the period and to date.

Man-hour analysis summary table by discipline, subcontract and overall showing man-hours planned, actual, expended and productivity for the period and to date.

Manpower histograms, Planned vs. Actual and Earned by contract, phase, discipline and subcontract, or major work element (Time records shall be supplied to support all actual man hour expenditures)

Payroll manpower and actual man-hours for the period and cumulative by contract, phase, discipline and subcontract, or major work element.

3-week Look Ahead Plan (contractor planning meeting to be held pre-issue)

Narrative of schedule accomplishments and concerns 7.8 Schedule Float

Float is the amount of time available for delay to an activity or chain of activities without impacting the critical path and resultant overall contract duration unless mitigating measures are taken.

In order for float indicators to be a true indicator of project status the schedule must contain thorough and realistic logic. Float will vary considerably throughout the project due to schedule slippage or improvement and work-around planning to accelerate the critical path work.

It is the responsibility of the contractor to assure that its schedules contain accurate float indicators. All critical float (5 days or less) will be thoroughly examined by the Planner/Scheduler for validity. If the logic contained in the schedule is determined to be questionable, the Project Manager will notify the contractor of the reasons for such determination, for the contractor to correct the logic path(s). In addition the analysis will become part of the project file. Excessive positive float is considered to be an indication of improper logic and


SPECIFICATION




will examined or a monthly basis for acceptable logic, with the same corrective actions taken.

7.9

8.

Resource Loading of The Schedule

The progress plan against which the Contract is to be tracked MUST be derived from the Contract Schedule Baseline. Therefore the Contract Schedule Baseline MUST be efficiently and accurately resource loaded at the Level 3 and 4 schedule levels per the contractors total man-hour estimate. For development of the overall EPCI Contract progress baseline see the progress reporting Procedure IFR-PS-PR-84501-016.

All schedule activities that require manpower effort will be loaded with the appropriate man-hour allocation and discipline resources. These resource loadings will be the basis for staffing the job and providing the planned progress of each phase, discipline and subcontract. These resource plans will also be used for the actual and earned expenditure comparisons in the required reports.

The schedule must contain thorough and accurate logic in order for the resulting progress plans to be realistic, and therefore acceptable for the PMT. Three each progress outputs from the schedule are required. The Primavera nomenclature for the required plans is EARLY, LATE and FULL RANGE. After PMT approval, and acceptance of the three contractor-supplied progress plans, the FULL RANGE PLAN will be used by the contractor as the datum against which actual progress will be reported. This Contract Schedule Baseline Progress Plan will not be revised until the Contract Schedule Baseline is re-baselined.

The approval review of the schedule progress plan by the PMT will involve thorough examination of the logic and overall schedule integrity. All resource and progress plans must be acceptable to the PMT.

DISRUPTIONS/ACCELERATION/FLOAT OWNERSHIP

Company-originated changes affecting activities that are not on the critical path of the work will have no schedule effect unless, and to the extent, that a previously sub-critical activity becomes critical. This developed criticality would have to result in extension of the contract schedule in the absence of appropriate action by the contractor.

If the contractor, after having used its best endeavours to avoid having a Company-originated change adversely affect the Contract Schedule, is able to demonstrate the necessity for taking special measures, Contractor may have to take such measures. These special measures include, but are not limited to the following actions:


SPECIFICATION




Overtime

Extra Shifts

Expediting Expense

Additional Manpower

Additional Equipment Resources

Incentive Programs

Additional Management/Supervision

Re-sequencing of Work

Approval to compensate the contractor for the above items, or any other special measures, is at the sole discretion of the Company. The additional cost of these measures will be reimbursed by Company only if, and to the extent, that the contractor is able to demonstrate that the time required for the change exceeds the schedule float for the activities affected by the change, at the time the change is to be implemented. Such demonstration shall include a satisfactory detailed accounting by the contractor of the usage to date of any schedule float.

If the contractor is unable to demonstrate conclusively (to Companys satisfaction) that special measures required to avoid extension of the Contract Schedule are solely necessitated by a Company-originated change, and Company is able to demonstrate that the contractor has a shared responsibility, the cost of such measures shall be shared by the contractor and Company, unless otherwise agreed upon.

For clarity, float is available equally to Company and the contractor. Each party has an equal right to any float in the Contract Schedule, and both contractor and Company shall be entitled, by prior consultation and agreement, to use such float for their own reasons. If the joint requirement of the contractor and Company float exceeds the total available float, the cost of any acceleration measures to maintain the Contract Schedule shall be determined accordingly. Further clarification and illustration of the contract float principles are as follows:

An activity or activity path shown in the Contract Schedule to have twenty days positive (+20) float:

If the combined requirements of the contractor and Company total 20 days or less, no acceleration measures should be necessary to maintain the Contract Schedule.

If the contractor needs to use only 5 days of the 10 days available to it within the total float period of 20 days, Company-originated changes requiring 15 days or less would be possible without schedule or cost impact. However, if Company requires the contractor to perform Company-originated changes with a total duration of more than 15 days (execution days to be determined using agreed norms) and also requires that the


SPECIFICATION




contractor takes appropriate measures to avoid extension of the Contract Schedule, then Company shall compensate the contractor for the demonstrated additional costs necessary to allow completion within 15 days of Company-originated changes, which otherwise would have extended beyond 15 days and resulted in Contract Schedule extension.

If the contractor wishes to use 12 days of the 20 days float, and Company also requires 12 days for change work, Company shall compensate the contractor for the demonstrated additional costs necessary to allow Company-originated changes to be completed within the 10 days available to Company, of the total of 20 days float. The contractor shall bear its own costs of maintaining the Contract Schedule.

If the contractor wishes to use 15 days of the 20 days float, and Company also requires 10 days for Company-originated changes, then the contractor shall bear the resultant costs of maintaining the Contract Schedule.

In order for the contractor to demonstrate that Company-mandated changes have had an impact on its work, all of the requirements of this procedure must be utilised. In summary, this means that the schedule must contain thorough and correct logic, be appropriately and accurately resource loaded and be properly maintained on an ongoing basis. A typical change impact demonstration to Company, by the contractor, will contain the following Level 4 schedule derivatives:

Concerned activities float path and loaded resources from the Contract Schedule

Concerned activities float path and loaded resources from the update period before the change

Concerned activities float path and loaded resources after the change is incorporated

A logic diagram of each of the three required float paths

A thorough explanation of all logic, resource and duration differences between the three paths

Explanation of all float used since the Contract Schedule Issue

A manpower chart reflecting change mandated manpower compared to the Contract Schedule and the update period before the change

A contractor-supplied analysis (and special measure plan) for maintaining the Contract Schedule

The above-mentioned term float path is a term used to describe the total chain of events that must happen to meet the Contract Schedule milestones, or completion. When a change is introduced, and results in causing negative float in the schedule, this path will start with the introduced change, or prerequisites of


SPECIFICATION




the change, and continue all the way through to the associated contract milestone and/or contract completion. All evaluations of change impact shall be performed on this total change concerned activities path.

If the contractor can satisfactorily demonstrate to Company that the use of any, or the combination of any known special measures will not allow the Contract Schedule to be maintained, or a particular milestone date to be met, Company will choose one of the following actions:

9.

Order a portion of the work path be completed after mechanical completion

Delete a portion of the work path from the contractors scope

Issue a Change Order Authorisation for Contract Milestone extension for the concerned milestone

ALTERATIONS

Alterations to this procedure, or the intent of this procedure, will not be allowed without the permission of the Project Manager.


SPECIFICATION




ATTACHMENT 1

SCHEDULE LEVELS

See Section 7 for schedule level descriptions PREPARED BY LEVEL 1 PROJECT MASTER SCHEDULE 1 COMPANY LEVEL 2 CONTRACT SCHEDULE 2 LEVEL 3 CONTRACT CONTROL SCHEDULE 3

PREPARED BY CONTRACTOR

LEVEL 4 CONTRACT DETAILED SCHEDULE 4 LEVEL 5 CONTRACT VERY 5 DETAILED SCHEDULE


SPECIFICATION




Attachment 2

Level 2 Contract Schedule Example (pg. 1)

tD

ActivityDescription

FPSO+ Milestones

+ Topsides

+ Hull

+ Risers

+ Moorings

+ Offshore installation - FPSO

WELLHEAD PLATFORM A+ Milestones

+ Jacket

+ Deck

+ Piles

WELLHEAD PLATFORM B+ Milestones

+ Jacket

Months1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2

Primavera Systems, Inc.

EXAMPLE ONLY bid1CONOCO INDONESIA INC LTD

BELANAK PROJECT

LEVEL 2 CONTRACT SCHEDULE

Sheet 1 of 2


SPECIFICATION




Attachment 2

Level 2 Contract Schedule Example (pg. 2)

ActivityID

ActivityDescription

+ Deck

+ Piles

PIPELINES / PLEMS+ Milestones

+ Gas export pipeline

OIL OFFLOADING BUOY (OOB)+ Milestones

+ OOB

Months-1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21


EXAMPLE ONLY

BID1

bid1

CONOCO INDONESIA INC LTDBELANAK PROJECT

LEVEL 2 CONTRACT SCHEDULE

Sheet 2 of 2


SPECIFICATION




Attachment 3 (pg.1)

Level 3 Contract Schedule Example (pg.1)

tD

ActivityDescription

FPSOMilestones

+

Topsides+ Engineering

+ Procurement

+ Construction onshore

+ Topsides hook-up

+ Onshore commissioning

Hull+ Engineering

+ Procurement


Risers+ Engineering

Months1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 1



BELANAK PROJECT

LEVEL 3 CONTRACT CONTROL SCHEDULE

Sheet 1 of 6


SPECIFICATION




Attachment 3 (pg.2)

Level 3 Contract Control Schedule Example (pg.2)

tD

ActivityDescription

+ Procurement

+ Installation offshore

Moorings+ Engineering

+ Procurement


+ Installation offshore

Offshore installation - FPSO+ Installation offshore

+ Hook-up & commissioning offshore

+ Start-up assistance

WELLHEAD PLATFORM AMilestones

+

Months1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 1



BELANAK PROJECT

LEVEL 3 CONTRACT CONTROL SCHEDULE

Sheet 2 of 6


SPECIFICATION




Attachment 4 (pg.1)

Level 4 Contract Detailed Schedule Example (pg.1)

tD

ActivityDescription

FPSOMilestones

Contract awardTopsides

EngineeringMechanical

Topsides engineeringProcurement

Mechanical

Procure long lead itemsConstruction onshore

Mechanical

Skid / Module / Pipe fabrication & outfittingTopsides hook-up

Mechanical

Install modules, hook-up & pre-commissioningOnshore commissioning

Mechanical

CommissioningElectrical

Commissioning

Months1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 1



BELANAK PROJECT

LEVEL 4 CONTRACT DETAILED SCHEDULE

Sheet 1 of 9


SPECIFICATION




Attachment 4 (pg.2)

Level 4 Contract Detailed Schedule Example (pg.2)

tD

ActivityDescription

HullEngineering

Structural

Hull engineeringProcurement

Structural

Procure materialsConstruction onshore

Structural

Hull constructionRisers

EngineeringMechanical

Riser engineeringProcurement

Mechanical

Riser procurement / fabricationInstallation offshore

Marine operations

Pre-install risersMoorings

EngineeringStructural

Moorings design

Months1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 1



BELANAK PROJECT

LEVEL 4 CONTRACT DETAILED SCHEDULE

Sheet 2 of


SPECIFICATION




ATTACHMENT 5 - EPCI PROJECTS DEVELOPMENT PROJECT

PROJECT GROUP SCHEDULING REQUIREMENTS (PGSR)

Each contract package needs to be kept at a subproject (a Primavera definition for portions of a total project) level in order that the responsible contractor can maintain their individual schedule. The subproject (contract) schedule will be updated monthly, with biweekly or weekly updates required for use by the contractor in weekly planning meetings.

The monthly schedule updates will be submitted to the Project Manager eight (8) working days past the last Sunday of the month (the last Sunday of each month is the project and contract cut off date). These subprojects (separate contracts) will be merged monthly, by the Planner/Scheduler, into an overall master project schedule for monthly reporting by total project.

All monthly schedule updates will be issued from the contractor to the Project Manager via Primavera back up electronic file. In addition, the contractor will issue printed copies of all schedule levels. The printed copies will expose visible columns for:

Activity I.D. Activity Description Original Duration Remaining Duration Actual Percent Complete Early Start Early Finish Late Start Late Finish Total Float The bar area of the print out will contain the currently updated schedule bar in position one (1), and the CSB corresponding bar in position two (2), representing the contract target.

See Section 7 for updating requirements and guidelines.

ADDING THE PROJECT (PRIMAVERA UNIQUE REQUIREMENTS)

All references to Project relate only to the Primavera category headings.

Each contract will be a separate subproject of the overall Master Project Schedule. A unique four-character name for the new project needs to be used. When setting up individual project


SPECIFICATION




package the following subproject names are shown as examples only with each project deriving their own subproject name.

FPSO FPSO Contract WHPS Wellhead Platforms & Pipelines Contract LPFS LPG-FSO Contract BBFE Block B Facilities Expansion BBSD Block B Subsea Development OFFP Off Projects-Reserved for PMT The number/version: Will reflect the current progress data date Project title and Company: As per the individual contract package. Planning Unit: Day Workdays/week: 5 Week starts on: Monday Project start: The start date of the contract

Project finish date OPEN (Do not enter a finish date) Decimal places: 2

These subprojects (contracts) will be restored monthly into an overall Master Project Schedule by the Planner/Scheduler, for monthly reporting of the EPCI Projects.

ACTIVITY CALENDAR

The project calendar will be defined in the project group. Since different contracts may work on different schedules, the PMT Planner/Scheduler will define multiple calendars to accommodate each case. If additional calendars are needed, contact the PMT Planner/Scheduler before incorporating new ones. Failure to do so will result in errors during recalculation of the Master Project Schedule. The current calendars are defined as:

Calendar ID 1 five days a week no holidays Calendar ID 2 six days a week no holidays Calendar ID 3 seven days a week no holidays Calendar ID 4 five days a week - U.S.A. holidays Calendar ID 5 six days a week U.S.A. holidays Calendar ID 6 seven days a week U.S.A. holidays Calendar ID 7 five days a week Indonesia holidays Calendar ID 8 six days a week Indonesia holidays Calendar ID 9 seven days a week Indonesia holidays Calendar ID A six days a week To be determined Calendar ID B seven days a week To be determined

ACTIVITY IDS

Each project ID number has the option of using up to 10 characters. In setting up the projects there need to be two unique project ID characters to the left of the project ID number. This is to separate the projects from one another. When schedules are submitted to PMT the following


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project ID number will be used. The Project ID characters are shown as examples only with each project deriving their own:

FP FPSO Contract WH Wellhead Platforms & Pipeline Contract LP LPG-FSO Contract FE Block B Facilities Expansion SD Block B Subsea Development OP Off Projects-Reserved for PMT

DICTIONARY STRUCTURES

WORK BREAKDOWN:

TO BE DUPLICATE OF PROVIDED WORK BREAK DOWN STRUCTURE

The appropriate WBS codes are to be assigned in the Primavera WBS code field, per the EPCI Project Work Breakdown Structure. This requirement is in addition to the activity coding structure requirements.

STRUCTURE RESOURCE:

DETERMINED BY INDIVIDUAL CONTRACTOR CHOICE

DICTIONARY COST:


ACCOUNTS DICTIONARY:


ACTIVITY CODES:

The overall schedule will be organised by a work break down structure. This structure is different from and in addition to the WBS requirement that pertains to the WBS field in the Primavera scheduling software. This structure is developed through using the Activity Codes. In Primavera there are 64 characters in the Activity Codes. These Activity Codes will be used for the WBS and will be constant through each submitted schedule. The first 40 characters will be reserved and defined (in most cases) by the PMT. The remaining 24 characters are for individual use by the contractors and may be identified as each contractor sees fit. If additional Activity Codes are needed in the PMT defined fields, contact the PMT Scheduler before creating new ones. He will check the proposed new codes against currently existing codes to prevent any duplication. The characters below are listed for


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example only at this time. These examples will give each contractor a view of the detail required in the schedule for the EPCI Project. A finalised version that will be globally used is to be issued before contract award.

Code 1 PROG (Project) 1 EPCI Project

1 character Code 2 CONT (Contract) 1B FPSO Contract 2 characters 2B Wellhead Platform/Pipelines Contract

3B LPG-FSO Contract 4B For PMT Use 5B For PMT Use 6B Block B Facilities Expansion 7B Block B Subsea Development

Code 3 MACT (Major Activity) F1 FPSO Hull 2 characters F2 FPSO Topsides

F3 FPSO Risers W1 WH Platforms W2 Pipelines W3 Offloading Buoy W4 Risers

L1 LPG-FSO Hull L2 LPG-FSO Topsides L3 LPG-FSO Risers F5 Block B Facilities Expansion S1 Block B Subsea Development (Subsea Wk) S2 Block B Subsea Development (Topsides)

Code 4 PHAS (Phase) E Engineering 1 characters P Procurement

F Fabrication C Construction/Installation T Pre-commissioning X Commissioning Y Start Up Z POST Start Up M Project Management

Code 5 DISC (Discipline) 00 All Disciplines 2 characters 02 Management/Administration

03 Process 04 Civil

05 Structural 06 Mechanical 07 Piping 08 Electrical


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09 Instrumentation 10 Insulation 11 Steam Tracing 12 Paint 13 Telecommunications 14 Subcontract Project Management 15 Marine 16 Architectural 17 Sub Sea 18 TBD 19 TBD

Code 6 SECT (Work Section) 3 characters FP1 FPSO Module P1

FP2 FPSO Module P2 FP3 FPSO Module P3 FS1 FPSO Module S1 FS2 FPSO Module S2 FS3 FPSO Module S3 FLQ FPSO Living Quarters FFL FPSO Flare FR1 FPSO P/R Module PR1 FR2 FPSO P/R Module PR2 FR3 FPSO P/R Module PR3 FR4 FPSO P/R Module PR-FWD FHD FPSO Helicopter Deck FCR FPSO Control Room FCE FPSO Cranes FH1 FPSO Hull Block1 FH2 FPSO Hull Block2 FH3 FPSO Hull Block3 WJA WHP Jacket A WJB WHP Jacket B WDA WHP Deck A WDB WHP Deck B P1 Plem #1 P2 Plem #2 P3 Plem #3 P4 Plem #4 P5 Plem #5 P6 Plem #6 R1 Risers To Buoy WR2 WHP Risers To P/Form A WR3 WHP Risers To P/Form B

Code 7 LOCA (Work Location)

2 characters E1 Primary Engineering Office E2 Non Primary Engineering Office F1 Primary Site Fab. Yard


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F2 Non Primary Fab. Yard I1 Primary Integration Site O1 Offsites-Miscellaneous T1 In transit OS Offshore Permanent Site OM Offshore-Various Locations

Code 8 SUBC (Subcontractor) 2 characters F1 FPSO (Subcontractor Name)

F2 FPSO (Subcontractor Name) F3 FPSO (Subcontractor Name) W1 WHP (Subcontractor Name) W2 WHP (Subcontractor Name) W3 WHP (Subcontractor Name) L1 FSO (Subcontractor Name) L2 FSO (Subcontractor Name) D1 BBSD (Subcontractor Name) D2 BBSD (Subcontractor Name) D3 BBSD (Subcontractor Name)

Code 9 SYST (Systems) S1 FPSO (System Process/Name)

3 characters S2 FPSO (System Process/Name) S3 FPSO (System Process/Name) W50 WHP (System Process/Name) W51 WHP (System Process/Name) W52 WHP (System Process/Name) SD1 BBSD (System Process/Name) SD2 BBSD (System Process/Name) SD3 BBSD (System Process/Name)

Code 10 IFMS (Interface Milestones) 01 From FPSO to WHP

2 characters 02 From WHP to FPSO 03 FPSO Internal 04 WHP Internal 05 From FPSO to LPG-FSO 06 From LPG-FSO to FPSO 07 LPG-FSO Internal

The Interface indicator code structure will be expanded as required. All interfaces will also include a totally populated code field per the previous code descriptions.

Schedule Calculation Options

When setting up the project schedule make sure that it recognizes inter-project relationships. This option is located in Primaveras Schedule/Level Calculation dialog box. Other options that need to be selected:


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When scheduling activities apply: Retained logic Calculate start-to-start lag from: Early start Schedule duration as: Contiguous Calculate total float as: Finished float Show open ends as: Non-critical Interproject relationships: Recognize relationships and update interproject File Project Group scheduling: Replace project data dates when scheduling Base float

on end date of each project Project scheduling: Allow scheduling and levelling of individual Projects The monthly schedules submitted to PMT shall use the last Sunday of the month as the cut off date.


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ATTACHMENT 6

Total Engineering Progress Curve Format Example

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Period Ending (week, bi-week, month)

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Target Progress Actual Progress Forecast Progress

ALL PROGRESS CURVES (DISCIPLINE, PHASE, SUBCONTRACT OR M AJOR WORK ACTIVITY, WORK PRODUCT, AND TOTAL CONTRACT) SHALL USE THIS FORM AT

PLANNED CURVE DATA POINTS REFLECTED ON THE CURVE WILL BE THE COMPANY ACCEPTED MID RANGE PROGRESS PLAN DERIVED FROM THE CONTRACT SCHEDULE AND DEVELOPED PER THIS PROCEDURE AND PROGRESS MEASUREMENT PROCEDURE IFR-PS-PR-84501-016


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ATTACHMENT 7

Total Engineering Manpower Chart Format Example

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Target Manpow er Actual Manpow er Earned Manpow er Forecast Manpow er

SHOWN FOR CLARITY OF SEPARATE CHART POINTS ONLY

ALL M ANPOWER CHARTS (DISCIPLINE, PHASE, SUBCONTRACT OR M AJOR WORK ACTIVITY, WORK PRODUCT, AND TOTAL CONTRACT) SHALL USE THIS FORM AT

PLANNED EQUIVALENT MANPOWER DATA POINTS REFLECTED ON THE CHART WILL BE FROM THE COMPANY ACCEPTED MID RANGE PROGRESS PLAN DERIVED FROM THE CONTRACT SCHEDULE AND DEVELOPED PER THIS PROCEDURE AND PROGRESS MEASUREMENT PROCEDURE IFR-PS-PR-84501-016.

PURPOSESCOPERESPONSIBILITYDEFINITIONSREFERENCESGENERALPROCEDUREDISRUPTIONS/ACCELERATION/FLOAT OWNERSHIPALTERATIONS

84501-9200-9l-006 rev.2 contractor planning and scheduling requirements (epci contracts

Documents

document control

epci projects

contract schedule example

responsibility epci

schedule level diagram

mcintosh department

psgr example

scheduling systems