84501-9200-9l-007 rev-2 contractor progress measurement requirements

CONOCO INDONESIA INC. LTD. PROJECTS DEPARTMENT

SPECIFICATION

TITLE DOCUMENT NUMBER REV DATE PAGE CONTRACTOR PROGRESS

MEASUREMENT REQUIREMENTS 84501-9200-9L-007 2 1 Mar 03 2 of 24

REVISION CONTROL SHEET LATEST REV DATE ISSUED PREPARED REVIEWED APPROVED COMMENTS

O

14 Aug 02

A.Hopson

M.Reid

A.McIntosh

Issued For Use

1

1 Oct 02

A.Hopson

R.Ford

A.McIntosh

Logo Change

2

1 Mar 03

A.Hopson

R.Ford

A.McIntosh

Department Name Change

Check with Document Control for latest available Revision


SPECIFICATION



TABLE OF CONTENTS

1. PURPOSE .............................................................................................................. 4

2. SCOPE ................................................................................................................... 4

3. RESPONSIBILITY.................................................................................................. 4

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

5. REFERENCES ....................................................................................................... 6

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

7. PROCEDURES ...................................................................................................... 7

8. REPORT CONTENT & TIMING ........................................................................... 12

9. ALTERATIONS .................................................................................................... 18

ATTACHMENT 1:

EXAMPLE OF PROGRESS CREDIT CHAIN PRINCIPLES (3 PAGES) ............ 19

ATTACHMENT 2:

EXAMPLE OF PROGRESS TABLES, MANPOWER CURVES AND CHARTS.. 22



SPECIFICATION



1. PURPOSE

The purpose of this Specification is to:

Set out the principles and requirements of progress measurement to be complied with by all contractors involved with EPCI Projects.

Ensure a standardized approach to progress measurement, reporting, and related activities by ALL contractors involved in the EPCI Projects.

2. SCOPE

2.1 This procedure applies to ALL progress measurement, reporting, and related activities by contractors involved with EPCI Projects.

3. RESPONSIBILITY

3.1 EPCI contractor shall comply with this procedure, which shall be issued on contract approval as a procedure. 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.

4. DEFINITIONS

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

4.2 WBS - Work Breakdown Structure: A hierarchical 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 contractors 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



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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 contractors accepted baseline detailed estimate. Examples:

4.8

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.

Equivalent 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.



SPECIFICATION



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 contracts 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, Construction, Installation, Pre-commissioning, Commissioning and Start-up.

4.14 Discipline: A term used to identify the dedicated work groups within each phase. Examples of this are: Engineering (process, structural, piping, electrical, etc.) Construction (structural, piping, insulation, instrumentation, etc.).

5. REFERENCES

Other Procedures and Guidance notes that have a relationship and are used in conjunction with progress measurement include:

Document No. Document Title 84501-9200-9L-006 Infrastructure Planning and Scheduling Requirements

6. 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 progress summarisation at all WBS and schedule levels.

All progress print outs and electronic files that are part of, or support, the contractors monthly reports shall be supplied to the 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.



SPECIFICATION



All progress systems must be reviewed and accepted by the Company Project Planner before their use is allowed for the EPCI Projects. In addition all progress plans and updates must be agreed to and accepted by the Project Manager.

If the Company Project Planner 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 Company Project Planner and the Contractor Scheduler. The contractor shall perform the necessary corrections to the satisfaction of the Company Project Planner and/or Project Manager.

7. 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 EPCI Project WBS and schedule coding requirements contained in the references in procedure: 84501-9200-9L-006 (Infrastructure Planning and Scheduling Requirements).

Indirect tasks such as management, indirect man-hours, 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 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 EPCI Project Work Breakdown Structure. See Procedure No 84501-9200-9L-006 (Infrastructure 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 will give an approximation of the schedule and progress impact of the disputed changes. If the unapproved change is deemed to have an



SPECIFICATION



immediate negative impact on progress, notice shall be given to the 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, pump, 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 credit 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 credit 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 procedures.

Attachment 1 contains examples of the progress credit chain assignment structure that would be considered for an EPCI Project. The milestone breakdown and the individual credit assignment for each represented milestone is an example only and will be adjusted to suit the particular need of the individual contracts. In all cases, the final assignments used to assess, track and report progress must be accepted and approved by the 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 man-hours 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 hull or module fabrication, flexible risers or living quarters supply) that requires a significant amount of engineering and/or fabrication/installation effort, it will be included in the



SPECIFICATION



appropriate phase (engineering, procurement, construction/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.

7.3.1 WEIGHTING REQUIREMENTS FOR NON-MANHOUR RESOURCE DRIVEN PORTIONS OF WORK:

In most cases, estimated man-hours will be used to weight portions of the contract that are driven by man-hour resource effort. In certain cases, man-hour weighting will not be indicative of the value of the parts of work. Some examples of non-man-hour resource driven tasks are procurement, pipeline installation from a lay barge, surveying, etc.

If a contractor determines that a portion of its work is not driven by man-hour resource effort, this portion of work must have a different method to measure progress.

The EPCI Project 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.

In the case of a lay barge installing a pipeline, the considerations for effectively weighting the portion of work are different. A work portion of this type does have considerable quantities to install, but the man-hours involved would be relatively insignificant and not representative of the value of the work (i.e., cost of the lay barge). In cases of this type, the preferred method would be to convert the cost of the portion of work to equivalent man-hours by dividing it by the general man-hour unit cost. This will properly weight the portion of work, relative to other portions, so that the progress percentage plan could be directly derived from the Primavera schedule. The progress would still be based on the quantities



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installed, but the quantities would be more heavily weighted to compensate for the low man-hour effort required. For example: Total work portion cost: $10MM Estimated man-hours: 15,000 Man-hour rate: $50 Cost divided by rate to get man-hour conversion: 200,000 equivalent man-hours

The above example is the preferred method for all portions of work where there are inordinately low man-hours relative to the value of the portion of the work, except procurement.

Both the method and the structure (calculation applications) of the method used by the contractor, for each portion, require acceptance by the Project Manager.

7.3.2 COMBINING PORTIONS OF WORK FOR OVERALL PROGRESS:

Once all portions of the contract have plans established by the man-hour 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 man-hours (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 man-hours (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: PHASE EST. COST WEIGHT Engineering $10MM 8.7% Procurement $30MM 26.1% Fabrication $10MM 8.7% Installation $50MM 43.5% Commissioning $10MM 8.7% Start-Up $5MM 4.3%

Total $115MM 100%

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



SPECIFICATION



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 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 Project Manager.

If any method other than real estimated man-hours 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 man-hours by discipline, phase, subcontract (or major work portion) and total contract.

All man-hour-driven progress plans shall be directly derived from the contractors resource loaded schedules. For requirements on development and use of the schedule driven progress plans (all engineering, fabrication, installation/integration, pre-commissioning and commissioning) see Procedure No 84501-9200-9L-006 (Infrastructure 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 Company Project Planner. The electronic files for the weekly updates shall be supplied when requested by the Company Project Planner and/or Project Manager.

7.5 Verification of Progress

The contractors Project Manager is responsible for verification that the progress claimed on the progress reports issued by the contractor is accurate. The Company 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.



SPECIFICATION



8. REPORT CONTENT AND TIMING

Engineering, procurement, Fabrication, integration, installation, pre-commissioning and commissioning will be statused weekly, with the cut off being the Sunday of each week. The report issue is due the following Tuesday. The first report will be issued to the Project Manager no later than one month after contract award.

The last Sunday of the month is the cut off for the monthly report information. The full monthly progress report is due eight (8) working days after the last Sunday of the month, but the progress assessment is due the Wednesday after the last Sunday cut-off.

The weekly reporting requirements are in addition to the monthly report.

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 the first 8 working days of the subsequent month. The actual calendar dates will be per the Project Calendar, but in general the cut off day is the last Sunday of each month. The format and structure of the reports will be the responsibility of each contractor, subject to approval by the Project Manager. The following are offered as minimum requirements as follows:

(1) Executive Summary

(2) Progress Tables showing progress percentages planned and actual by period and cumulative for:

Overall Contract By Phase Major subcontract or activity

(3) Man-hour Analysis Tables showing man-hours planned, actual, expended and productivity by period and cumulative for:

Overall Contract By Phase By Discipline within each phase

(4) Progress Curves and Histograms by period and cumulative for:

Overall Contract By Phase (E, P& C/I, C)



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Major subcontract or activity (Hull, Topsides, Platforms, Risers, 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).

(5) Detail Reports and Progress/Concern Narrative by Major Activity including :

Engineering Procurement Fabrication Installation/Integration Pre Commissioning / Commissioning Major Subcontract or Activity Unagreed 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 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, etc.

If it is determined by the 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 Project Managers 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



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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 Project Manager. It shall not be necessary for 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 Company Project Planner 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.

8.2 Weekly Reporting (In Addition to Monthly Requirements)

Contractors will be required to submit a weekly progress report on the second working day of the subsequent week. The actual calendar dates will be set up and approved upon contract award, but in general the cut off day is the last Sunday of each week. The engineering, procurement, fabrication, integration, 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 Project Manager. The following are offered as minimum requirements as follows:

All progress tables, curves and manpower histograms will reflect the currently approved baseline progress plan.

The following charts and tables are required on the weekly report dates:

Progress Tables showing progress percentages planned and actual by period and cumulative for overall contract, by phase and by major subcontract or activity.

Man-hour Analysis Tables showing man-hours planned, actual, expended and productivity by period and cumulative for overall contract, by phase and discipline within each phase.



SPECIFICATION



Progress S curves, Planned vs. Actual by contract, phase, discipline and subcontract (or major work portion)-for period and cumulative

Manpower Histograms, Planned vs. Actual and Earned by contract, phase, discipline and subcontract (or major work portion) for period and cumulative

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

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

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 forecasted path to work product completion.

The baseline planned installation curves must be approved by the 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



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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

Structural & Vessel Steel

Steel fitted in tons Steel welded out in tons

Equipment - Vessels & Exchangers

Number completed compared to plan Number set compared to plan

Fireproofing

Structural in CY Equipment in SF

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 Footage post-hydro'd

Tracing

Footage installed Footage tested

Insulation



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Pipe insulation LF Equipment insulation SF

Electrical

Conduit LF Cable tray LF Wire LF Motor run-in each MCC/Switchgear each Starters each Breaker panels each Transformers each Light fixtures each Low/med voltage terminations each High voltage terminations each

Instrumentation

Devices bench calibration each Devices mounted each Devices tubed each Devices tubing tested each Loops punchlisted each

Buildings (compressor sheds, prefab mccs, c/rooms etc.)

percent complete

Pre-Commissioning and Commissioning - each

Systems mechanically complete- each Systems pre-commissioned- each Systems ready for commissioning- each Systems handover to client- each Discipline Specific Reporting - The contractor shall also provide other periodic discipline and progress specific working reports for engineering,



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procurement, fabrication, integration, installation, pre-commissioning, commissioning, start-up and QA/QC activities, as required. These reports are to be provided on an as requested basis. Specifics for procurement related reports are stated in Section 4, Scope of Work.

All primary and supporting documents used by the contractor for development and issuance of the reports shall also be forwarded to the Company Project Planner in electronic file format.

9. ALTERATIONS

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



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ATTACHMENT 1-PROGRESS CHAIN PRINCIPLES

All progress credit chain milestones shall be clearly identifiable 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 Project Manager.

PROGRESS CREDIT CHAIN MILESTONE- EXAMPLES

MILESTONE

WBS CODE ACTIVITY/MILESTONE DESCRIPTION CREDIT

TBD DOCUMENTS ISSUED FOR COMMENTS 55% ISSUED FOR APPROVAL 25% APPROVED FOR CONSTRUCTION 10% DELIVERY AND ACCEPTANCE OF AS BUILTS

AND FINAL DOCUMENTATION 10%

100%

TBD MODELING (SYSTEM OR MODULE)

STAGE 1 MODEL REVIEW COMPLETE 40% STAGE 2 MODEL REVIEW COMPLETE 30% STAGE 3 MODEL REVIEW COMPLETE 20% STAGE 4 MODEL REVIEW COMPLETE 10% 100%

TBD PROCUREMENT EQUIPMENT PURCHASE (EA.) ISSUE RFQ 20% ISSUE PO 30% RECEIVE VENDOR DRAWINGS 10% RECEIVE FINAL VENDOR DATA 10% SHIPPED 20% RECEIVED 10% 100%



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TBD HULL FABRICATION (PC. MK.) RECEIVE PIECE MARK 5% PREPARE PIECE MARK 10% FIT & TACK PIECE MARK 35% WELD OUT OF PIECE MARK 40% FINAL ACCEPTANCE OF QC 10% 100%

TBD HULL COATING (SM) BLAST & PRIME COATING 50% APPLY INTERMEDIATE COATING 25% APPLY FINISH COATING 20% QA/QC ACCEPTANCE 5% 100%

TBD FABRICATE PIPE SPOOLS (EA.) CUT & TACK SPOOL 40% WELD OUT SPOOL 40% SHIP SPOOL 20% 100%

TBD INSTALL PIPE SPOOLS (EA.) ERECT SPOOL 30% WELD/BOLT OUT SPOOL 30% SUPPORT/HANGERS FOR SPOOL 15% HYDROTEST SPOOL 15% POST-HYDRO/ACCEPTANCE OF SPOOL 10% 100%

TBD INSTALL PUMP (EA.) SET PUMP 40% LEVEL/PRE-ALIGN PUMP 40% FINAL ALIGN PUMP 20% 100%

TBD MCC/SWITCHGEAR INSTALLATION (EA.) SET IN PLACE 25% ALIGNMENT 25% TERMINATE/TEST 40% ENERGIZE 10% 100%

TBD MOTOR HOOK UP/RUN INS (EA.) TERMINATE/TEST 80% RUN IN 20% 100%



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TBD FIREPROOFING(SM) PREPARATION 45% PLACE AND CLEAN 50% CAULK 5% 100%

TBD MODULE STEEL FABRICATION (TONS) CUT AND PREPARE 15% FIT AND TACK 40% WELD OUT 35% FINAL ACCEPTANCE 10% 100%

TBD INSTALL CONDUIT (LM) RUN CONDUIT 80% SUPPORT CONDUIT 20% (TOTAL SCOPE 1000 METERS) 100% (100 M INSTALLED = 100 X .8 = 80 EARNED (20 M SUPPORTED = 20 X .2 = 4 EARNED CONDUIT % COMP. = 84/1000 = 8.4%

TBD INSTALL STRAIGHT RUN PIPE (LM) ERECT 20% WELD/BOLT OUT 40% SUPPORT/HANGERS 15% HYDROTEST 15% POST-HYDRO/ACCEPTANCE 10% 100%



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ATTACHMENT 2 EXAMPLES OF PROGRESS TABLES, MANPOWER CURVES AND CHARTS. This example of Progress Table covers overall contract and phase. Note; % Var is the progress variance between plan % vs actual %.

PERIOD TODATE AREA Wt

Plan % Actual% % Var Plan % Actual% % VarEngineering 5.0 4.0 -1.0 52.0 56.0 + 4.0 Procurement Fabrication Construction Pre-commissioning Installation Commissioning Start Up

Overall 100 This example of Manhour Analysis table covers Engineering phase and shows some of the disciplines that maybe involved. Note; productivity is calculated thus: expend manhrs/actual manhrs.

PERIOD TODATE Engineering Phase

Current Estimate Manhrs

Plan Manhrs

Actual Manhrs

Expend Manhrs Prodty

Plan Manhrs

Actual Manhrs

Expend Manhrs Prodty

Structural Mechanical Piping Electrical Instrumentation Architectural Painting Insulation

OVERALL



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PLANNED CURVE DATA POINTS REFLECTED ON THE CURVE WILL BE THE COMPANY

Total Engineering Progress Curve Format Example

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Period Ending (week, bi-week, month)

Cum

ulat

ive

perc

ent

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 CURVED 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 INFRASTRUCTURE PLANNING & SCHEDULING REQUIREMENTS PROCEDURE No IFR-PS-PR-84501-015.



SPECIFICATION



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/

Total Engineering Manpower Chart Format Example

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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 INFRASTRUCTURE PLANNING & SCHEDULING REQUIREMENTS PROCEDURE No IFR-PS-PR-84501-015. All manpower, for all charts, is equivalent" manpower. This is calculated by dividing each period series (Target (baseline), Actual, Earned and Forecast) by the same work period hours per man. The series being compared to the target (baseline) shall always be divided by the same factor (i.e., 40 or 50 hour work weeks) used for the target. This allows for continuous comparison of efforts on the same basis.

Period Ending(week, bi-week, month)

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wer

T earget Manpow r A erctual Manpow E erarned Manpow F erorecast Manpow

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


PURPOSESCOPERESPONSIBILITYDEFINITIONSREFERENCESGENERALPROCEDURESWEIGHTING REQUIREMENTS FOR NON-MANHOUR RESOURCE DRIVEN PORTICOMBINING PORTIONS OF WORK FOR OVERALL PROGRESS:REPORT CONTENT AND TIMINGALTERATIONS

84501-9200-9l-007 rev-2 contractor progress measurement requirements

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