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J. Ray McDermott Middle East, Inc.J. Ray McDermott Middle East, Inc.
PRESENTATION ON
PROJECT PLANNING & CONTROLS
(Part I & II)
By VIJAY KAMBLE
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1. INTRODUCTION1. INTRODUCTION
Project Planning & Constrols
1. WHY PLANNING IS IMPORTANT ?
Systematic Approach
Identifies the responsibility holder
Identifies project critical areas Identifies progress trends
Built up confidence / morale
Acts as a catalyst in stakeholders co-ordination
Works as a challenge / motivation
2. WHAT ARE PLANNING & CONTROLS PROCESSES ?
Technical Baseline
Schedule Baseline Cost Baseline
Control Procedures
Basis for Project Success
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2. PROJECT PLANNING & CONTROLS - CONCEPT2. PROJECT PLANNING & CONTROLS - CONCEPT
Project Planning & Constrols
CORE PROCESSES
Scope
Planning
Activity
Definition
Activity
Sequencing
Schedule
Development
Scope
Definition
Resource
Planning
ActivityDuration
Estimating
Cost
Planning
Risk
Management
Planning
Cost
Budgeting
ProjectPlan
Development
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2. PROJECT PLANNING & CONTROLS - CONCEPT2. PROJECT PLANNING & CONTROLS - CONCEPT
Project Planning & Constrols
FACILITATING PROCESSES
Quality
Planning
Procurement
Planning
Solicitation
Planning
Organisational
Planning
Communication
Planning
Risk
Identification
Qualitative
Risk
Analysis
Risk
Response
Planning
Quantitative
Risk
Analysis
Staffing
Planning
Risk
Human ResourceProcurementQuality
Communication
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3. PROJECT MANAGEMENT3. PROJECT MANAGEMENT
Project Planning & Constrols
Project Management is defined as a process of initiating, planning,
organizing, monitoring and controlling the organization / other
resources in order to complete the PROJECT within contractual
time period within allocated budget to the satisfaction of client.
Project is defined as a temporary endeavor undertaken, which is
having definite start and finish dates.
Generally Project requirements include,
Completion of project / defined milestones within contractual
completion dates.
Completion of project within the budgeted man-hours and
budgeted cost.
Building up the customers/clients confidence
PROJECT GOALSPROJECT GOALS
SS pecificpecific
MM easurableeasurable
AA chievablechievable
RR elevantelevant
TT -- imelyimely
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3. PROJECT MANAGEMENT3. PROJECT MANAGEMENT
Project Planning & Constrols
SAMPLE GENERIC PROJECT LIFE CYCLE
Scope /
Efforts
Initial
PhaseIntermediate
Phase
Final
Phase
Each Project phase normally include a set of defined deliverables designed to establish the
desired level of management control
The phase cycles generally involves some form of technology transfer or handoff such asrequirements to design, construction to operation or design to manufacturing
The project phases may sequentially linked or they may overlap. Overlapping project phases is
called as Fast Tracking.
The project phase varies with projects.
TIME
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3. PROJECT MANAGEMENT3. PROJECT MANAGEMENT
Project Planning & Constrols
PROJECT LIFE CYCLE FOR EPIC CONTRACT
Cumulative
Progress Feasibility,
Initiation,
Planning,
Design
Procurement,
Sub-Contracts Installation,
Commissioning,
Close-out
Generally, During Phase-1, the feasibility of project is evaluated, the transfer of as bid documents and details
to project manager takes place along with detailed planning and cost finalization. All the stakeholders are
agreed on to the liabilities and timely completion of their responsibilities which is also called as Kick-Off.
This also consists of the planning and designing the contractual requirements.
Completion of designing of the project requirements may or may not get overlapped by next phase-2, during
which, the procurement of the materials and placing of sub-contracts for various works is carried out and the
receipt of all necessary material to start the fabrication / construction activities.
The next project phase-3 witnesses the receipt of all materials and other services from sub-contractors to
complete the fabrication / construction of the final product to make it ready for load out / installation.
The final phase-4 witnesses completion of installation and commissioning of the product / systems to the
requirements of clients and closing out of the project.
TIME
Fabrication,
Construction,
Testing,
Logistic
100%
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3. PROJECT MANAGEMENT3. PROJECT MANAGEMENT
Project Planning & Constrols
Project Management calls for :
Working as a Team keeping single goal in mind e.g. completion of
project within provided time frame within budgeted cost.
Building up good rapport with client from long term prospects.
Effective use of historic data and creating new data for future use.
Adhering to the commitments made to client / customers / vendors /
sub-contractors
Maintaining the quality and standards set by the company
Increasing the expertise and knowledge of various new areas
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4. PROJECT PLANNING & CONTROLS - TERMS4. PROJECT PLANNING & CONTROLS - TERMS
Project Planning & Constrols
WORK BREAKDOWN STRUCTURE
is a smaller, identifiable groups of work modules, which put together entire project scope.
CPM (CRITICAL PATH METHOD)
is a network analysis technique used for calculating the start and finish dates of activities and to
work out the limit for an activity or group of activities by which it can be delayed, without
affecting the project completion date.
CRITICAL PATH
is a longest path or group of interrelated activities which are can not be delayed any further to
maintain the contractual project completion date. It is the path where the inter-related activities
having float as zero.
MILESTONES, FLAGS, TASKS
Milestones & Flags represent the significant events in the project, hence have durations zero,
Tasks differentiate the normal activity from Milestones / Flags
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4. PROJECT PLANNING & CONTROLS - TERMS4. PROJECT PLANNING & CONTROLS - TERMS
Project Planning & Constrols
ORIGINAL DURATIONS, REMAINING DURATIONS
work period required for completion of an activity/task based on working days
PERCENT COMPLETION
Amount of work that has been completed. it is a progress status indicator in terms of
percentages.
EARLY AND LATE DATES
Activity dates worked out based on the forward pass method and backward pass method
respectively
FREE FLOAT
Amount of work period available for an activity to delay without affecting the early start of the
successor activity.
TOTAL FLOAT
Amount of work period available for any activity from the group of activities inter-related, to
delay, without affecting the project completion.
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4. PROJECT PLANNING & CONTROLS - TERMS4. PROJECT PLANNING & CONTROLS - TERMS
Project Planning & Constrols
ARROW DIAGRAMMING METHOD (ADM)
It is a method used to represent the ACTIVITY oriented network. Every activity is represented
with starting point and ending point called as nodes. The inter-dependences shown in the form of
the arrows. Dummy activities indicates the inter-dependences among activities wherever the
dependences can not be shown by an activity arrow.
ADM
Arrow Diagramming Method
1 2
3 4 5 6
7 8 9 0
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4. PROJECT PLANNING & CONTROLS - TERMS4. PROJECT PLANNING & CONTROLS - TERMS
Project Planning & Constrols
PRECEDENCE DIAGRAMMING METHOD (PDM)
It is a method used to represent the EVENT oriented network. Every event is represented by
box, also called as nodes, having start dates and finish dates with other details related to an
event. The inter-dependencies shown in the form of the arrows.
PDM
Precedence Diagramming Method
Act1 Act2 Act3 Act4 Act5 Act11
Act6 Act7 Act8 Act9
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4. PROJECT PLANNING & CONTROLS - TERMS4. PROJECT PLANNING & CONTROLS - TERMS
Project Planning & Constrols
PROGRESS MEASUREMENT MODELS
Control Technique used to measure the progress of activities for a period (usually for current
week) and the overall progress for each module and for total project.
S-CURVES
Control Technique used to plot the baseline/planned progress vs. actual progress against time to
assess the trend of the project activities and the likely date of completion. S-Curves are plotted
for progress as well as for the manhours / cost.
MANPOWER HISTOGRAM
Control Technique used to plot the manhours planned vs. actual utilisation against time in bar /
stacked bar format.
LOOK AHEAD SCHEDULE
Control Technique to assess the activities planned for certain periods along with their present
completion status.
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4. PROJECT PLANNING & CONTROLS - TERMS4. PROJECT PLANNING & CONTROLS - TERMS
Project Planning & Constrols
BASELINE PLAN / SCHEDULE
It is an original approved plan. Once set it is supposed to be adhered to till the completion of
project unless otherwise any change in the scope needs to be incorporated.
REVISED PLAN / SCHEDULE
It is an addition or deletion to the baseline plan, incorporated with the changes as suggested /
agreed by the client - because of addition or deletion in the scope.
CATCH-UP PLAN / SCHEDULE
It is a modified baseline plan based on the periodic progress updates to achieve the committed
completion date.
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5. REPORTS5. REPORTS
Project Planning & Constrols
AZERI PROJECT
PHASE-II DESIGN ENGINEERING PROGRESS
Mar-04
ACTIVITIES % WEIGHTWEEKLY CUMMULATIVE
PLAN % EARN % PLAN % EARN %
GENERAL EXECUTION PLANS & OIL RISK STUDIES 15.04% - - 100.00% 89.72%
30" P-II OIL TRANSPORT PIPELINE 21.57% - - 100.00% 97.96%
WEST AZERI INTERFIELD PIPELINES 24.94% - - 100.00% 100.00%
EAST AZERI INTERFIELD PIPELINES 28.07% - - 100.00% 100.00%
PHASE-II SUBSEA STRUCTURAL DESIGN 10.38% - - 100.00% 100.00%
TOTAL 100.00% - - 100.00% 98.01%
Engineering Management, Administration & Control 100.00%
PROGRESS BY - LINE
ACTIVITIES % WEIGHTWEEKLY CUMMULATIVE
PLAN % EARN % PLAN % EARN %
30" P-II OIL TRANSPORT PIPELINE 28.92% 0.00% 0.00% 100.00% 96.94%
WEST AZERI INTERFIELD PIPELINES 33.44% 0.00% 0.00% 100.00% 98.45%
EAST AZERI INTERFIELD PIPELINES 37.64% 0.00% 0.00% 100.00% 98.45%
Microsoft
cel Worksheet
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5. REPORTS5. REPORTS
Project Planning & Constrols
AZERI PROJECT
PHASE-II DESIGN ENGINEERING PROGRESS / MANHOURS STATUS
Activity ID
Activity description Man Hrs % WeightOriginalduration
ACTUAL PROGRESS % PLANNED PROGRESS %
WEIGHTED
DELTA14-Mar-04 TOTAL 14-Mar-04 TOTAL
10520 PIPELINE MECHANICAL DESIGN 745 5.69% - 100.00% - 100.00% -
6 Bottom Roughness Analysis - CAL 150 1.15% 20 100.00% - 100.00% -
7 30 inch Phase 2 Pipeline Design Report - REP 100 0.76% 51 100.00% - 100.00% -
8 30 inch CP Design - TEC 70 0.53% 25 100.00% - 100.00% -
9 Stability Analysis (CAL & TEC) 150 1.15% 30 50.00% - 100.00% 0.57%
10 30 inch Anode Details - DTL 70 0.53% 25 100.00% - 100.00% -
CUMMULATIVE PROGRESS % 13,098 100% - 98.01% 100.00% X%
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5. REPORTS5. REPORTS
Project Planning & Constrols
(A) MANHOURS SUMMARY As on : 14-Mar-04
DISCIPLINE PLANNEDMHRS
EARNEDMHRS
ACTUALMHRS
PRODUCTIVITY
EXPECTEDAT COMPLN
( + / - )
Engineering Management, Administration & Control3,750 3,750 4,093 4093 343
Lead Engineer (LE) 2,800 2,748 2,453 0.89 2506 (295)
Engineer (EE) 4,213 4,188 5,102 1.22 5126 914
Drafting Controller (DC) 1,748 1,726 1,099 0.64 1121 (627)
Draftsman (DF) 4,112 4,089 4,418 1.08 4441 329
Material/Corrossion Specialist 225 212 84 0.40 97 (128)
TOTAL 16,847 16,712 17,249 1.03 17383 536
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5. REPORTS5. REPORTS
Project Planning & Constrols
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5. REPORTS5. REPORTS
Project Planning & Constrols
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5. REPORTS5. REPORTS
Project Planning & Constrols
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6. TOOLS & TECHNIQUES6. TOOLS & TECHNIQUES
Project Planning & Constrols
MICROSOFT PROJECT PLANNER
PRIMAVERA PROJECT PLANNER
MS-EXCEL
PERT / CPM (CRITICAL PATH METHOD)
FORWARD PASS / BACKWARD PASS METHOD
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7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
Project Planning & Constrols
Information Available :
Activity ID Description Duration Predecessor
Act1 Start 0
Act2 Static Pipelay Analysis 15 FS1
Act3 Internal Review (SPA) 2 FS2
Act4 Clients for Review (SPA) 7 FS3
Act5 Approved for Construction (SPA) 7 FS4
Act6 Weld Repair Analysis 7 FS3
Act7 Internal Review (SPA) 2 FS6
Act8 Clients for Review (SPA) 7 FS7
Act9 Approved for Construction (SPA) 7 FS8
Act10 Dummy Activity - 1 0 FS5
Act11 Completion 0 FS9,FS5
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7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
Project Planning & Constrols
1 2
3 4 5 6
7 8 9 0
ES: 1/4
EF: 1/4
ES: 1/4
EF: 15/4
ES: 16/4
EF: 17/4
ES: 18/4
EF: 24/4
ES: 25/4
EF: 1/5
ES: 18/4
EF: 24/4
ES: 25/4
EF: 26/4
ES: 27/4
EF: 3/5ES: 4/5
EF: 10/5
ES: 10/5
EF: 10/5
Early Start and Early Finish Date - Computation
Forward Pass Method
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7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
Project Planning & Constrols
1 2
3 4 5 6
7 8 9 0
LS: 1/4
LF: 1/4
LS: 1/4
LF: 15/4
LS: 16/4
LF: 17/4
LS: 27/4
LF: 3/5
LS: 4/5
LF: 10/5
LS: 18/4
LF: 24/4
LS: 25/4
LF: 26/4
LS: 27/4
LF: 3/5
LS: 4/5
LF: 10/5LS: 10/5
LF: 10/5
Late Start and Late Finish Date Computation
Backward Pass Method
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7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
Project Planning & Constrols
Act1 Act2 Act3
Act4 Act5
ES:1/4, EF:1/4LS:1/4, LF:1/4
FF: 0 TF: 0
ES:1/4, EF:15/4LS:1/4, LF:15/4
FF: 0 TF: 0
ES:16/4, EF:17/4LS:16/4, LF:17/4
FF: 0 TF: 0
ES:18/4, EF:24/4LS:27/4, LF:3/5
FF: 0 TF: 9
ES:25/4, EF:1/5LS:4/5, LF:10/5
FF: 9 TF: 9
ES:10/5, EF:10/5LS:10/5, LF:10/5
FF: 0 TF: 0
ES:18/4, EF:24/4LS:18/4, LF:24/4
FF: 0 TF: 0
ES:25/4, EF:26/4LS:25/4, LF:26/4
FF: 0 TF: 0
ES:27/4, EF:3/5LS:27/4, LF:3/5
FF: 0 TF: 0
Act6 Act7 Act8 Act11Act9
ES:4/5, EF:10/5LS:4/5, LF:10/5
FF: 0 TF: 0
PDM
Precedence Diagramming Method
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7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
Project Planning & Constrols
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7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
Project Planning & Constrols
Manhours Required
Act ID Description Durations PE FE Management Administration
LIMIT FOR RESOURCES8-10
hrs/day8-10
hrs/day8-10
hrs/day8-10
hrs/day
Act1 Start - - - - -
Act2 Static Pipelay Analysis 15 120 - - -
Act3 Internal Review (SPA) 2 - 16 16 4
Act4 Clients for Review (SPA) 7 - - - 28
Act5 Approved for Construction (SPA) 7 28 - 28 56
Act6 Weld Repair Analysis 7 56 - - -
Act7 Internal Review (SPA) 2 - 16 16 4
Act8 Clients for Review (SPA) 7 28 - - 28
Act9 Approved for Construction (SPA) 7 - - 28 56
Act10 Dummy Activity - 1 - - - - -
Act11 Dummy Activity - 2 - - - - -
TOTAL 528 232 32 88 176
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7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
Project Planning & Constrols
Cost of Manhours RequiredAct ID Description Durations PE FE Management Administration
$ / MHrs - X Y Z W
Act1 Start - - - - -
Act2 Static Pipelay Analysis 15 9,000 - - -
Act3 Internal Review (SPA) 2 - 1,200 1,600 100
Act4 Clients for Review (SPA) 7 - - - 700
Act5 Approved for Construction (SPA) 7 2,100 - 2,800 1,400
Act6 Weld Repair Analysis 7 4,200 - - -
Act7 Internal Review (SPA) 2 - 1,200 1,600 100
Act8 Clients for Review (SPA) 7 2,100 - - 700
Act9 Approved for Construction (SPA) 7 - - 2,800 1,400
Act10 Dummy Activity - 1 - - - - -
Act11 Dummy Activity - 2 - - - - -
TOTAL 17,400 2,400 8,800 4,400
Budgetary Allocations
TOTAL PE FE Management Administration
Manhours 528 232 32 88 176
Cost 33,000 17,400 2,400 8,800 4,400
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7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
Project Planning & Constrols
Performance Monitoring
Activity Description DurationsMan
hours
%Weight-
age
PlannedProgress
ActualProgress
PlannedMan
hours
EarnedMan
hours
ActualMan
hours
Productivity
TOTALMan
hoursTO GO
Varia-nce
PIPELAY ANALYSIS
Static Pipelay Analysis
Static Pipelay Analysis 15 120 22.73% 100.00% 100.00% 120 120 150 1.25 150 30
Internal Review 2 36 6.82% 100.00% 100.00% 36 36 10 0.28 10 -26
Client Review 7 28 5.30% 100.00% 50.00% 28 14 20 1.43 34 6
Approved forConstruction 7 112 21.21% 0 0 0 - 112 0
Weld Repair Analysis
Weld Repair Analysis 7 56 10.61% 100.00% 0 0 0 - 56 0
Internal Review 2 36 6.82% 0 0 0 36 0
Client Review 7 56 10.61% 0 0 0 56 0
Approved forConstruction 7 84 15.91% 0 0 0 84 0
TOTAL 528 100.00% 45.45% 32.20% 240 170 180 1.06 538 10
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7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS
Project Planning & Constrols
VARIATION ORDER REGISTER
SNoMCCI
VONO
MSTS VOR NOSub-
missionStatus
CTR Reference TitleEstimated
Mhrs
Completion
Status
ActualMhrs
Remarks
1VO-043
VOR-C011-MSTS-100
S 10850Base
Scope(Missed)
Additional tie-in analysis for WA & EASpool @ C&WP
800 C 690AIOC Final Approval
awaited
2VOR-C011-MSTS-
101S 10910
East Azeri & West Azeri FO/Power CableStudy
335
C 572 -
3VO-028
VOR-C011-MSTS-102
- 10920 Phase 3 Support O 31 -
4
VO-043
VOR-C011-MSTS-103
S 10930Valve Gear Box Development RecoveryFrame (Dantorque actuator installationframe for subsea installation )
600 O 320 A3 issued
5VOR-C011-MSTS-
104S 10960
East Azeri pipeline global buckling studyusing FE analysis
200 O 91
6VOR-C011-MSTS-
105S 11010
30" Phase-2 pipeline additional crossing(SOCAR DU500)
50 C -Manhours Booked
against CTR 10660 -to be segregated
7VOR-C011-MSTS-
106S 10980
KP 8 tie-in spool for Phase-2, 30" exportpipeline (see IR6, Detail Design andFabrication of a tie in spool)
300 O 108 A3 issued
8 VOR-C011-MSTS-107
S 11040 Exension of shore approach burial from5m to 7m WD
100 C 207 -
9VOR-C011-MSTS-
108S 10990
Revised Crossing Design to suit DSVinstallation
300 O Started
10VOR-C011-MSTS-
109S
10970 /10660
WA Infield Pipeline Crossings 200 O 239Proceeding wi th
Steel Sleeper Design
TOTAL 2885 2258
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8. FEATURES OF PRIMA-VERA8. FEATURES OF PRIMA-VERA
Project Planning & Constrols
PRIMARY GOALS OF PROJECT TEAM / MANAGEMENT
1. TO COMPLETE PROJECT IN TIME, WITHIN BUDGETED MANHOURS AND WITHIN
BUDGETED COST
2. PROFIT MAXIMISATION
3. AS BID PERFORMANCE
PROJECT SPECIFIC INFORMATION FLOW CAN BE GROUPED AS :
1. TOP MANAGEMENT
2. MIDDLE MANAGEMENT
3. OPERATING LINE MANAGEMENT
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8. FEATURES OF PRIMA-VERA8. FEATURES OF PRIMA-VERA
Project Planning & Constrols
TOP MANAGEMENT MIDDLE MANAGEMENT OPERATING LINE MANAGEMENT
Purpose
Information related to ProgressTrends, Productivity, Cash Flow,
Payment Received, ExpectedProfit
Information for Monitoring, Controlling ProjectActivities
Information for day to day work relatedactivities for operating usage
InformationPreferred
Overall Progress List of Activities, Start & Finish Dates,
Floats List of Activities with relevant details
Productivity Report Bar Charts / Gantt Chart Look ahead Schedule
Cash Flow Statement Progress Measurement Model List of activities with slippage in
progress
Manhours / Cost - TO GO Weighted Delta Summary List of Critical Activities
Executive Summary Productivity Report
Milestone Status Target Vs Current Progress (Slippage of
activities)
Financial Status List of Critical Activities
Areas of Concern List of nearly critical activities
Project Likely Completion Date
Look ahead Schedules
Resource / Manhours Loading Data (tocheck Manhours Overloading)
Resource / Manhours Consumption Data
Projected Resource / Cost data
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8. FEATURES OF PRIMA-VERA8. FEATURES OF PRIMA-VERA
Project Planning & Constrols
WBS
List Activities,
Define Durations & Relationships
RESOURCES
Define Resources
Assign Units, Calendar, Limits for
Unit resources, Price / Cost per Unit
SET
Global Calendar
Other Specific Calendars
Activity Codes
Cost Accounts
TO GET :-
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J. Ray McDermott Middle East, Inc.J. Ray McDermott Middle East, Inc.
8. FEATURES OF PRIMA-VERA8. FEATURES OF PRIMA-VERA
Project Planning & Constrols
OUTPUT
1. Bar Chart / Network Diagram -
2. Early / Late Start & Finish Dates
3. Free Float & Total Float
4. List of Activities
5. List of Critical / Near Critical Activities6. Target Vs Current Schedule
7. Look Ahead Schedule
8. Resource Profile / Table (to know resource overloading)
9. Projected Resource / Cost S-Curve
10. Level 0, 1, 2, 3, Schedules
11. Earned Value Report
12. Manhours / Cost Histogram
13. Productivity Report
14. Likely Completion Date Details
15. Resourcewise Activity List and Vice Versa
Adobe
Adobe
Adobe
Adobe
Adobe
Adobe
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J. Ray McDermott Middle East, Inc.J. Ray McDermott Middle East, Inc.
8. FEATURES OF PRIMA-VERA8. FEATURES OF PRIMA-VERA
Project Planning & Constrols
OTHER FEATURES
1. Resource Crashing
2. Splitting of Activity
3. Compatibility with any RDBMS data
4. User Friendly Excellent for Presentation Data
5. Multi Project Links
6. Single Resource data linked to multi project requirements
7. Supplementary Packages such as Monte-Carlo analysis, Time Sheet System
8. Different activity types : Task, Independent, Meeting, Milestones, Flags etc
9. Independent setting of individual resource calendars
10. Different resource profile curves such as Bell Shape, Linear, Triangular11. Filtering of Activities as per WBS Groups, Activity Codes
12. Sub-Project Option for monitoring / controlling
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J. Ray McDermott Middle East, Inc.J. Ray McDermott Middle East, Inc.
THANK YOU..