Piping Control Level Schedule (CLS)

Warning - This Excel Worksheet or Workbook "Tool" is locked and password protected. The user may only enter date in the "yellow" cells. Other cells on this "Tool" includes locked "cells" that contain complex math formulas. Care should be taken to learn where these cells are and if the spreadsheet is ever unlocked that the cells with the formulas are not disturbed. Disturbing or altering these cells may render the "Tool" unable to function properly. Introduction This WorkBook "Tool" is part of a suite of 6 "Tools" that are intended to aid the Piping Engineering Lead (Senior Supervisor or whatever he or she is called) who has the responsibility to make estimates, schedules, control the work, the hours, report the progress and prepare & files the Final Job Report. These "Tools" are: (1) Piping Engineering & Design Scope of Work, (3) Piping Labor Hour Estimating Forms, (3) Piping Control Level Schedule, (4) Physical Percent Complete Status Report, (5) Design Change Notice and (6) "Janus" Historical Data Log. These 5 WorkBook Tools are intended to be used as a "Set" and will bring value to your effort only if you in fact use all of them. Help Line Study these instructions and all three of the Worksheets of this WorkBook. If you have any questions about anything here please contact me via E-mail (jopennock@netscape.net) and I will help you.

Staffing Plan
The "Staffing Plan" is an optional tool that may be used before you are ready to do a full Detailed Control Level Schedule (CLS). You only need the estimated number of weeks for the project, the estimated number of lines and the historical number of all-in piping hours per line. The Staffing should be a curve with a gentle sloping start , a reasonable long flat peak and a tapering finish. The number entered in cell F7 is the number of hours in the standard work week. The number 40 is the number of hours per person per week (in the USA). If your standard work week is different, then you will need to change the value in the cell "F7".

Page 1

Control Level Schedule

#1 The "Control Level Schedule" form - The "CLS" is the Piping Lead's (Supervisor) primary tool for managing the work activities and the people. You cannot create a CLS without doing certain other steps first. #2 Prerequisite #1 for the use of this tool is a completed and approved Piping Labor Hour Estimate (Estimate). Without an approved Estimate it is not possible to develop a meaningful CLS. #3 Prerequisite #2 for the use of this tool is the key Project Milestones from Project and the Client. The Milestone area is located in rows 7 to 12 starting at Column "R". The 6 cells are divided so three milestones may be noted for each week. #4 This form is made to show two full years (4 twenty-six week segments). To enter the dates for the full two years you only need to fill in two dates. See the instructions at the top of the CLS Form. #5 Note: the information currently shown (in the yellow cells) on the CLS is simply to show an example of how to fill out the form. The copy included here is fully locked. Use the companion File with a "clean" form for your CLS. #6 The CLS form has four basic sections. There is (a) the Title Block (located in the upper left), there is (b) the Organizational Data breakdown of the piping groups and the data fields for the work activity grouping along with the hours from the Labor Hour Estimate and other input and automatic data columns and then there is (c) the Calendar Field where the hours will be spread by work activity groupings. Lastly there is (d) the Automatic Tally (totals) at the bottom of the calendar field.

Title Block
Fill in the title block data as required. The second thing you must do is set the number of hours for the standard work week. Just as you did for the "Staffing Plan" form you must change the number in cell "K10" (for the CLS form) to match your standard work week.

Page 2

Organizational Data
This is a large field stretching horizontally from column A to column O and vertically from row 13 down to row 94. However, there are only 4 columns that you need to input data if you keep the form as created. These columns are as follows: "D" (Quan. Orig) This is the number of hours for each of the work categories from the labor hour estimate. "F" (Physical % Complete) this is a place to subjectively record the percent complete status for each work activity grouping. "J" (Approved DCN) this is the approved hours from the DCN Log used in the Change management phase. "K" (Un-Approved DCN) this is the hours that were listed on a DCN and rejected but your group will spend anyway.

Column "J" & "K" All hours fron "DCNs" are to be entered into these two columns. The only exception is a DCN that was Rejected or Cancelled. DCNs that are Change Orders or Trends effect the total hours. You must post these added (or deleted) hours for the appropreate activity and in the appropreate column. You must also enter the hours in the week(s) as an update of the Forecast to complete. See Step #6" at the bottom of these instructions. Calendar The first action for the calendar part of this tool is to enter the calendar "Month/Year" and the "Week starting /Week ending" dates. The form is made to show two full years (4 twenty-six week segments). To enter the dates for the full two years you only need to fill in two dates. See the instructions at the top of the CLS Form at "R-2 to "AA-5. The next step is to post the "Milestones in the proper place date wise. Milestones may include: Project Kick-off meeting, Project Completion Date, 1st P&ID Review, Last P&ID Review, Critical Vendor Drawings due, 1st Model Review, Last Model Review, Pipe Fabrication Shop selected, First Isometric Issue, Last Isometric Issue, 1st Construction Work Package (CWP) due, Last CWP due, Critical Tie-In dates, Scheduled Plant Shut-Down (if revamp project), Shut-Down duration, etc Note: The milestone area allows you to enter 3 milestones for each week of the project duration. Choose your words with care and they will fit. Next is the largest area of the CLS. This is where you will spread the hours you have estimated for the work. It is actually simpler than what may first appear. When filling out the Control Level Schedule Starting at Column "R" you enter the "Hours" from the estimate for the different activities for the piping groups. Example: if one activity has 40 hours (in the estimate) then you would enter 40 hours on the P (plan) line for the week where you want to do that activity. This 40 hours will automatically reflect the need for one person. If you have an activity that has 400 hours in the estimate, you could enter all 400 hours in the same week (requiring 10 people) or you could enter 200 hours in each of two weeks (requiring 5 people in each week) or you could enter 40 hours in each week for 10 weeks (requiring 1 person for 10 weeks).

Page 3

Below is a sample of what you see on each Operational Number/Activity Code "Line" on the CLS. Each "Line" is made up of 3 rows. These Rows are P= Plan, A= Actual & F= Forecast. You will fill in and use each where required. Week 1 P A 120 Week 2 20 Week 3 40 Week 4 40 Week 5 20

Step #1, Take the total hours for each "Line" (see column "D") and distribute the hours.

F Step #1
Week 1 P A 120 Week 2 20 Week 3 40 Week 4 40 Week 5 20
Step #2, Do this for every "Line from the top of the page to the bottom and from the start of the job to the finish of the job.

F Step #2
Week 1 P A 120 Week 2 20 Week 3 40 Week 4 40 Week 5 20

F Step #3
Week 1 P A 120 Week 2 20 Week 3 40 Week 4 40 Week 5 20

Step #3, Check row 100 at the bottom of the page. Is the "Staffing" a smooth curve? If not, move some hours to fix it.

F Step #4
Week 1 P A 120 Week 2 20 Week 3 40 Week 4 40 Week 5 20

Step #4, When satisfied with the staffing curve and the hours in the gray box is the same as in column "D" you can go to the next step.

Step #5, Now copy the "P" line hours and paste them into the "F" line.

F
Week 1 P A 120

20 Step #5
Week 2 20 0

40
Week 3 40 20

40
Week 4 40

20
Week 5 20

F Step #6

50

50

Step #6, Now as each week passes, post the actual hours used on the "A" line for the correct week & delete the hours on the "F" line

In this example the total hours required are 120. The work was planned to start in week 2 and finish week 5. The activity was not started on time, possibly because the person or the information was not available. So the worked shifted as shown by the "Actual" hours and the new forecast. That is about it. The maintenance is just a couple of hours once a week to plug in the "Actual" from the past week and adjust the forecast as required. The form and the imbedded formulas do the rest for you. I hope you find it useful and easy to use once you learn how it is done.

Page 4

PRELIM EST STAFF PLAN

INITIAL ESTIMATED LABOR HOURS & PRELIMINARY STAFFING PLAN BASED ON HISTORICAL HOURS PER LINE NUMBER
Use this sheet early in project to estimate hours and staffing using P&IDs. Count the number of lines on the P&IDs. Factor the all-in Labor hours at 30 hrs. to 40 hrs per line depending on plant complexity and past performance.

Base case work week hours = 40 Total spread of hours Estimated count of line numbers Hours per line number Estimated total hours -

Body count = Hours per week -

1
40

1
40

4
160

5
200

6
240

10
400

15
600

15
600

20
800

27000

900 30
27000

Input in yellow areas only.

Blue areas contain formulas.

Page 5 of 16

PRELIM EST STAFF PLAN

WEEK 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

20
800

24
960

26
1040

26
1040

26
1040

26
1040

27
1080

26
1040

26
1040

27
1080

27
1080

27
1080

27
1080

28
1120

30
1200

30
1200

30
1200

30
1200

Page 6 of 16

PRELIM EST STAFF PLAN

28

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41

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1200

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1000

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400

5
200

5
200

5
200 0 0 0 0 0 0

Page 7 of 16

PIPING CONTROL LEVEL SCHEDULE

TITLE B LO C K PROJECT NAME: PROJ DESCRIPTION: CLIENT: LOCATION:

NOTE: CELLS WITH BLUE TEXT CONTAIN FORMULARS INPUT IN YELLOW AREAS ONLY PHONE: If your com pany standard w ork w eek is different than the value show n in cell K 10 then enter the proper num ber equal to the correct w ork w eek hours. S tandard w ork w eek hours = 40

PIPING LEAD: A. R. Tennison Refinery upgrade Refinery Revamp project to increase capacity ACME Products Gulf Coast 1 OF 1 6/26/2011

LEGEND: P=PLANNED MANHOUR SPREAD A=ACTUAL MANHOUR SPREAD F=FORECAST MANHOUR SPREAD DCN= DESIGN CHANGE NOTICE MO/YR= MONTH/YEAR W/B= WEEK BEGINNING W/E= WEEK ENDING ACT= ACTUAL FOR=FORCAST H O U R S FORCAST TO COMP DESIGNER/ WORK BUDGET/ (ACT+FOR)

DATE: 3/5/2014 SHEET: LAST UPDATE: PIPING GROUP IDENTIFICATION 251 PIPING MATERIAL ENGINEER 251 PIPING MATERIAL ENGINEER 251 PIPING MATERIAL ENGINEER 251 PIPING MATERIAL ENGINEER 251 PIPING MATERIAL ENGINEER 252 PIPING DESIGN 252 PIPING DESIGN 252 PIPING DESIGN 252 PIPING DESIGN 252 PIPING DESIGN 252 SERVICES 253 MAT'L CONTROL 253 MAT'L CONTROL 253 MAT'L CONTROL 253 MAT'L CONTROL 253 MAT'L CONTROL

LINE

PIPING GROUP ACTIVITY OR TASK DESCRIPTION A SUPERVISION B PROJECT DESIGN BASIS C PRELIMINARY DESIGN D DETAILED DESIGN E DELIVERABLES A SUPERVISION B PROJECT DESIGN BASIS C PRELIMINARY DESIGN D DETAILED DESIGN E DELIVERABLES F CADD COORDINATION A SUPERVISION B PROJECT DESIGN BASIS C PRELIMINARY DESIGN D DETAILED DESIGN E DELIVERABLES

HOURS QTY ORIG 70 QTY CURR 70 PHY % COMP 0%

EXP'D % COMP 120%

L PLAN'D CADD HRS 49 ORIG BUDGET 70

R UNAPPV'D DCN'S 0

APPV'D DCN'S 0

CURR'T BUDGET ACTUAL 70 84

4 255 255 0% 95% 179 255 0 0 255 242 0 0 0 0% 0% 0 0 0 0 0 0 0 0 0 0% 0% 0 0 0 0 0 0 0 450 475 0% 86% 333 450 25 0 475 408 80 1366 1373 0% 58% 961 1366 0 7 1373 798 600 230 262 0% 88% 183 230 24 8 262 230 0 1040 1056 0% 80% 739 1040 16 0 1056 840 600 4340 4340 0% 49% 3038 4340 0 0 4340 2140 2360 7850 8100 0% 55% 5670 7850 120 130 8100 4480 3560 680 687 0% 33% 481 680 0 7 687 230 408 345 345 0% 54% 242 345 0 0 345 188 160 180 180 0% 100% 126 180 0 0 180 180 0 1050 1050 0% 89% 735 1050 0 0 1050 930 0 1050 1140 0% 86% 798 1050 85 5 1140 980 0 1175 1175 0% 10% 823 1175 0 0 1175 120

88

242

488

1398

230

1440

4500

10

8040

11

638

12

348

13

180

14

930

15

980

16

1270

1390

17

254 PIPE STRESS 254 PIPE STRESS 254 PIPE STRESS 254 PIPE STRESS 254 PIPE STRESS 250 PIPING LEAD 250 PIPING LEAD 250 PIPING LEAD 250 PIPING LEAD 250 PIPING LEAD

A SUPERVISION B PROJECT DESIGN BASIS C PRELIMINARY DESIGN D DETAILED DESIGN E DELIVERABLES A SUPERVISION B PROJECT DESIGN BASIS C PRELIMINARY DESIGN D DETAILED DESIGN E DELIVERABLES

504

504

0%

66%

353

504

504 334 172 506

240

240

0%

102%

168

240

240 244 0 244

18

0%

0%

0 0 0 0

19

4750

4810

0%

45%

3367

4750

50

10

4810 2160 2652 4812

20

50

50

0%

0%

35

50

50 0 50 50

21

1303

1339

0%

47%

937

1303

36

1339 630 600 1230

22

224

224

0%

49%

157

224

224 110 100 210

23

0%

0%

0 0 0 0

24

40

40

0%

0%

28

40

40 0 0 0

25

340

340

0%

59%

238

340

340 200 140 340

26

T O T A L S ORIGINAL BUDGET PENDING DCN's UN-APP'D DCN's CURRENT BUDGET EXPENDED HOURS FORECAST HOURS PROJ'D TOTAL (exp'd + fore) PERCENT COMPLETE PERCENT EXPENDED PRODUCTIVITY FACTOR PLAN CAD HRS FORECAST CAD HRS

27532 356 167 28055 15528 12756 28284 0% 55% 0.00 19311 8929

PLANNED INCREMENT PLANNED CUMULATIVE STAFFING (40 hr/week) ACTUAL INCREMENT ACTUAL CUMULATIVE STAFFING (40 hr/week) FORECAST INCREMENT FORECAST CUMULATIVE STAFFING (40 hr/week)

PLANNED CAD HOURS FORECAST CAD HOURS

N ote: C A D D H ours are only of interest if your C om pany or P roject charges for C A D D hours as a separate line item cost.

(1) Enter the appropreate Monday Dates (Week Beginning) in "R 15" Cell. All the other cells on Row 15 will fill automatically. (2) Enter the appropreate Friday Dates (Week Ending) in "R 16" Cell. All other Cells on Row 16 will fill automatically. (3) Enter appropreate Month and Year in row "14" where approprate (once per month is enough). Note: If you work 6 days a week then enter the week ending Saturday date in cell "R-16".
Kick-off meeting MILESTONES Client Data Avail Estab. Fld Office P&ID Rvw Unit 11 CWP 001 P&ID Rvw Unit 12 P&ID Rvw Unit 13 CWP 002 P&ID Rvw 14 P&ID Rvw Unit 14 CWP 003 P&ID Rvw Unit 14 CWP 004 Plot Plan Unit 14 P&ID Rvw Unit 34 CWP 005 & 012

PLAN ACTUAL FORCAST P A F P A F P A F P A F P A F P A F P A F P A F P A F P A F P A F P A F P A F P A F P A F P A

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 WEEK MO/YR Jul-11 Aug-11 Sep-11 Oct.11 W/B 7/4/11 7/11/11 7/18/11 7/25/11 8/1/11 8/8/11 8/15/11 8/22/11 8/29/11 9/5/11 9/12/11 9/19/11 9/26/11 10/3/11 10/10/11 10/17/11 10/24/11 W/E 7/8/2011 7/15/11 7/22/11 7/29/11 8/5/11 8/12/11 8/19/11 8/26/11 9/2/11 9/9/11 9/16/11 9/23/11 9/30/11 10/7/11 10/14/11 10/21/11 10/28/11 70 8 4 4 4 4 5 2 5 5 5 5 5 5 10 4 4 4 4 4 4 8 6 8 8 4 4 4 4 255 36 36 36 36 36 36 36 36 36 36 19 24 24 20 20 10 8 8 4

450

6 12 8 10 40 40 40 40 40 24 24 24 20 20 24 40 20 20 30 40 20 20

12 12 60 60 20 20

12 24 60 60 30 30

28 24 60 60

28 36 60 60

36 36 60 60

36 36 60 40

36 36 40 40

36 40 40 40 40

36 36 40 40 40

36 40 40 40 40 40 200 200

775
1366

230

1040

200 200 350 350 280 280 280 280 280 280 280 280 280 280 280 280 350 350 280 280 360 360 280 280 360 360 280 280 360 320 280 280 30 30 8 8 10 10 30 30 10 10 30 30 10 10 30 30 10 0 30 30 10 10 30 30 160 160 10 10 30 30 160 160 130 130 130 130 130 130 128 120 98 40 70 70 96 40 160 160 18 20 160 120 160 120 160 160 10 10 10 10 10 10 12 10 12 15 13 15 10 10 360 320 280 280 40 40 10 10

4340

40 360 360 40 40 10 10

40 360 360 40 40 10 10

7850

680

15506
345

180

1050

1050

160 160

1180

3805

P A F P A F P A F P A F P A F P A F P A F P A F P A F P A F WEEK WEEK

504

8 8

8 8 32 32

8 8 32 32

20 20 60 60

20 20 40 40

20 20 40 40

20 20 36 40

20 20

20 20

20 20

20 20

20 20

20 20

20 20

20 20

20 20

20 20

240

4800 20 50

20 20

20 20

24 40

60 40

100 120

100 120

140 120

180 180

180 180

180 200

220 220

220 220

220 220

5594
1303 17 20 40 40 40 40 40 40 40 40 40 40 40 30 26 20 24 20 40 40 40 30 30 30 20 20 40 40 30 30 20 20 40 40 30 30 20 20 40 30 30 40 20 10

224

40

340 10

15 10

15 20

15 10

15 20

15 20

15 10

15 10

15 10

15 20

15 10

12 10

10 10

15 10

1907 1
W/B 27587 7/4/11 49 49 1.2 56 56 1 0 0 0 34.3 0

2
7/11/11 200 249 5.0 200 256 5 0 0 0 140 0

3
7/18/11 200 449 5.0 200 456 5 0 0 0 140 0

4
7/25/11 240 689 6.0 254 710 6 0 0 0 168 0

5
8/1/11 539 1228 13.5 524 1234 13 0 0 0 377.3 0

6
8/8/11 700 1928 17.5 720 1954 18 0 0 0 490 0

7
8/15/11 690 2618 17.3 720 2674 18 0 0 0 483 0

8
8/22/11 683 3301 17.1 660 3334 17 0 0 0 478.1 0

9
8/29/11 722 4023 18.1 750 4084 19 0 0 0 505.4 0

10
9/5/11 1041 5064 26.0 1050 5134 26 0 0 0 728.7 0

11
9/12/11 1092 6156 27.3 1064 6198 27 0 0 0 764.4 0

12
9/19/11 1176 7332 29.4 1115 7313 28 0 0 0 823.2 0

13
9/26/11 1275 8607 31.9 1205 8518 30 0 0 0 892.5 0

14
10/3/11 1194 9801 29.9 1130 9648 28 0 0 0 835.8 0

15
10/10/11 1268 11069 31.7 1150 10798 29 0 0 0 887.6 0

16
10/17/11 1181 12250 29.5 1170 11968 29 0 0 0 826.7 0

17
10/24/11 1191 13441 29.8 1230 13198 31 0 0 0 833.7 0

27587

1 st Model Review P&ID Rvw Unit 40 CWP 006 & 013 18 P&ID Rvw Unit 80 CWP 007 & 014 Unit 14 CWP 008 & 015 CWP 009 & 016 CWP 010 & 017

Final Model Review Unit 14 CWP 011 & 018

Project Complete Close Out De-Staff

19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 Nov. 11 Dec. 11 Jan. 12 Feb. 12 Mar. 12 10/31/11 11/7/11 11/14/11 11/21/11 11/28/11 12/5/11 12/12/11 12/19/11 12/26/11 1/2/12 1/9/12 1/16/12 1/23/12 1/30/12 2/6/12 2/13/12 2/20/12 2/27/12 3/5/12 3/12/12 11/4/11 11/11/11 11/18/11 11/25/11 12/2/11 12/9/11 12/16/11 12/23/11 12/30/11 1/6/12 1/13/12 1/20/12 1/27/12 2/3/12 2/10/12 2/17/12 2/24/12 3/2/12 3/9/12 3/16/12 5 4 4 4

36 36 40 40

40 40 40 40

40 40 40 40

32 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40

40 200 200

40 200 240 200 200 40 200 200 360 360 280 280 40 40 10 10

360 360 280 280 40 40 10 10

360 360 280 280 40 40 10 10

320 320 280 280 40 40 10 10

320 320 280 280 40 40 10 10

240 320 280 280 40 40 10 10

240 320 280 280 40 40 10 10

360 360 40 40 10 10

360 320 40 40 10 10

360 360 40 40 10 10

400 400 40 40 10 10

280 280 40 40 10 10

280 280 40 4 10 10

50 280 10 4 10 10 10 10 10 10 10 10 10

160 160

20 30 130 120 150 150 150 150 150 150 150

150

150

150

150

150

150

150

110

110

20 20

8 10

8 8

8 8

8 8

8 8

8 8

8 8

8 8

8 8

8 8

8 8

8 8

8 8

8 8

8 8

40 40

20 20

220 220

220 220

220 220

220 220

220 220

220 220

220 220

180 180 25 25

180 180 25 25 40 40

180 180

180 180

180 180

180 180

180 180

180 180

156 112

50 40

30 10 20 20

40 40

30 20 20 20

50 40

30 30 20 20

30 30

30 30 20 20

30 30 20 20

30 30

30 30 20 20

50 50

50 50

50 50

50 50

50 50

30 30

20

20

9 10

15 10

15 20

9 10

15 10

9 10

15 10

9 20

15 20

9 20

15 10

9 10

18
10/31/11 1150 14591 28.8 1180 14378 30 0 0 0 805 0

19
11/7/11 1133 15724 28.3 1150 15528 29 0 0 0 793.1 0

20
11/14/11 1117 16841 27.9 0 15528 0 1108 1108 28 781.9 775.6

21
11/21/11 1009 17850 25.2 0 15528 0 1172 2280 29 706.3 820.4

22
11/28/11 1167 19017 29.2 0 15528 0 1358 3638 34 816.9 950.6

23
12/5/11 1173 20190 29.3 0 15528 0 1168 4806 29 821.1 817.6

24
12/12/11 1167 21357 29.2 0 15528 0 1148 5954 29 816.9 803.6

25
12/19/11 1118 22475 28.0 0 15528 0 1113 7067 28 782.6 779.1

26
12/26/11 1102 23577 27.6 0 15528 0 1113 8180 28 771.4 779.1

27
1/2/12 863 24440 21.6 0 15528 0 1058 9238 26 604.1 740.6

28
1/9/12 857 25297 21.4 0 15528 0 1038 10276 26 599.9 726.6

29
1/16/12 623 25920 15.6 0 15528 0 618 10894 15 436.1 432.6

30
1/23/12 617 26537 15.4 0 15528 0 582 11476 15 431.9 407.4

31
1/30/12 348 26885 8.7 0 15528 0 572 12048 14 243.6 400.4

32
2/6/12 288 27173 7.2 0 15528 0 288 12336 7 201.6 201.6

33
2/13/12 264 27437 6.6 0 15528 0 220 12556 6 184.8 154

34
2/20/12 100 27537 2.5 0 15528 0 140 12696 4 70 98

35
2/27/12 50 27587 1.3 0 15528 0 60 12756 2 35 42

36
3/5/12 0 27587 0.0 0 15528 0 0 12756 0 0 0

37
3/12/12 0 27587 0.0 0 15528 0 0 12756 0 0 0