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NATIONAL IRANIAN OIL COMPANY SOUTH PARS GAS FIELD DEVELOPMENT PHASE 12

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ONSHORE FACILITIES

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PROJECT PLANNING SCHEDULING AND CONTROL SYSTEM PROCEDURE

D4 D3 D2 D1 D0 Rev 26/May/2010 24/Feb/2010 Date FOR APPROVAL FOR APPROVAL Purpose of Issue FEC FEC Prepd Checkd SUA SUA TNDG PPL Approved

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TABLE OF CONTENTS 1 SCOPE............................................................................................................................... 4 2. DEFINITIONS AND ABBREVIATIONS.............................................................................4 3 ORGANIZATION ................................................................................................................5 4 DUTIES AND RESPONSIBILITIES.....................................................................................6 5 PLANNING HIERARCHY....................................................................................................7 5.1 Level 1 Project Schedule Summary (PSS):................................................................8 5.2 Level 2 Project Master Schedule PMS....................................................................9 5.3 Level 3 Project Control Schedule PCS.....................................................................10 5.4 Level 4 Detailed Database and Control Documents.................................................12 6 PROGRESS MEASUREMENT CRITERIA........................................................................13 6.1 Engineering Progress Measurement...........................................................................13 6.2 Procurement Progress Measurement.........................................................................14 6.3 Construction, Pre-Commissioning and Commissioning progress measurement.....................................................................................................14 7 PROGRESS CURVES AND MANPOWER HISTOGRAMS..............................................15 8 DOCUMENT MANAGEMENT SYSTEM...........................................................................16 8.1 CONSORTIUM Engineering Deliverables Management System (EDMS)...................16 8.2 Transmittals................................................................................................................ 17 8.3 Master Document Register (MDR)..............................................................................18 9 PROJECT CONTROL TOOLS..........................................................................................19 10 PROJECT REPORTING.................................................................................................21

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1 SCOPE
The purpose of this document is to illustrate planning, scheduling and control tasks to be implemented during the execution of South Pars Gas Field Development Phase 12, Onshore Facilities, Gas-EPC3.

2. DEFINITIONS AND ABBREVIATIONS


All the expressions appearing in capital letters, shall have the meaning set forth in APPENDIX B General Conditions of CONTRACT, article 2 Definitions and Significance of Expressions. For the purpose of this procedure, the following definitions/abbreviations, not considered under the relevant article, shall apply: COMPANY means PETROPARS Ltd. CONSORTIUM means the association of Tecnimont (TCM), Nargan Engineers & Constructors (NEC), Dor Riz Engineering Company (DR) and Gamma Company (GM) for the performance of the WORK, acting as CONTRACTOR MEMBERS mean TCM, NEC, DR, GM. PROJECT DIRECTOR (PD) means the person appointed by CONSORTIUM as CONTRACTOR REPRESENTATIVE in all matters related to the performance of the CONTRACT. CMM means CoMmissioning Manager CSC means Construction Standard Cycle EDMS means Engineering Deliverables Management System EPMS means Engineering Progress Measurement System EPSC means Engineering and Procurement Standard Cycle PCM means Project Control Manager PEM means Project Engineering Manager PEP means Project Execution Plan PMMS&R means Project Material Management System & Reporting PPM means Project Procurement Manager PL means Discipline Project Leader STM means SiTe Manager WBS means Work Breakdown Structure

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3 ORGANIZATION
A qualified and experienced Project Control Manager (PCM) is assigned to the Project on a full-time basis and responds to PROJECT DIRECTOR within CONSORTIUM Project Management Team. He is fully supported and assisted by experienced team within each MEMBER organization at Operating Centre, which operate all project controls activities, and each led by dedicated Project Control Manager, on its turn responding to the respective Project Manager and assisted by Planning and Cost Control Engineers as required by the size of the Project. A typical Project Control Organization (Home and Site Offices) are shown here below.
Project Director / Project Manager

Project Control Manager

Project Planner Engineer

Project Cost Engineer

Project Planner Assistant

Project Cost Assistant

Document Control Coordinator Document Control Assistant

Field Control Coordinator*

Field Planner Engineer*

Field Cost Engineer*


* IN HOME OFFICE DURING EARLY PROJECT PHASE

TYPICAL PROJECT CONTROL ORGANIZATION FOR LARGE PROJECTS (HOME OFFICE)

Project Control Manager

Site Manager / Project Manager

Field Control Coordinator

Field Planner Engineer

Field Cost Engineer

Field Planner Assistant

Field Cost Assistant

TYPICAL PROJECT CONTROL ORGANIZATION FOR LARGE PROJECTS (SITE OFFICE)

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4 DUTIES AND RESPONSIBILITIES


CONSORTIUM PCM is fully responsible of timely and effective coordination and supervision of Project Controls activities of Operating teams and of interfacing Company as required by the project and CONTRACT. PROJECT DIRECTOR retains the prime responsibility for the Project (engineering, procurement, construction and pre-commissioning, Commissioning & Start up, General Services). Under PCM coordination and supervision, CONSORTIUM Project Control Team is responsible for: Ensuring that adopted Project Control Procedures fully comply with CONTRACT requirements and CONSORTIUM coordination procedures. Ensuring set-up and maintenance of project control tools to be adopted for the project; Ensuring the preparation of project schedules at the proper level of details as per procedures and maintain the same for the whole duration of the project; Track the critical path to ensure about the completion date of the Project; Ensuring the assessment of physical progress detecting any deviations from the plans; Supporting Management in evaluating trends, suggesting corrective actions when necessary; Coordinating and collecting data to ensure the preparation of the weekly/monthly progress reports; The Project Control Department within each Partners Corporate provides all necessary resources to the Project Control Teams, in consideration of the needs highlighted by the PCM and supports the PCM in performing supervision activities to ensure uniformity and application of the latest techniques in the project control.

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5 PLANNING HIERARCHY
The standard planning and scheduling hierarchy, developed in tune with Project WBS, consists of the following levels:

To pDo wn

Pl an ni ng

Ph as e

Engineering Procurement Construction Commissioning

Level 1

Engineering -Process -Piping -Civil Construction -Civil works -Mechanical Works

Level 2

Co nt ro lP

Engineering -Piping P.& I Diagrams Layouts 3D Modeling Isometrics MTO Construction -Civil works Area AA Foundations -Civil works Area BB Foundations

=B

ot to m

-U p

ha se

Level 3

Engineering -Piping -P.& I Diagrams Wet End Extrusion Cooling Towers Flare

Construction -Civil works Area AA -Foundations Loop Reactor Pumps Steel Structures Vessels

Level 4

The standard planning and scheduling hierarchy, developed in tune with Project WBS, foresees the following levels: Level 1 Project Schedule Summary (PSS) Level 2 Project Master Schedule (PMS) Level 3 Project Control Schedule (PCS) Level 4 Detailed Database and Control Documents

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5.1 Level 1 Project Schedule Summary (PSS):


This schedule illustrates how the completion date of the work can be achieved and contractual milestones met. The main task of this level is to identify the main Project targets (e.g. Phases etc.) to establish the constraints for the lower level of Planning and Control. The outputs of Level 1 consist of the following documents: The Overall Project Time Schedule (relating to level 2 of agreed WBS); Progress Curves for Engineering, Procurement, Construction commissioning, Commissioning phases & General Services; & Pre-

Manpower histograms for Engineering, Construction & Pre-commissioning, Commissioning & General Services;

The Overall Project Time Schedule, issued in a bar-chart format, includes the above items which Progress Curves and Manpower Histograms would be prepared for. For PSS the status of Level 2 of WBS is adequate, which contains Detail Engineering, Procurement Engineering, Final Documentation Sub-Phase and also the status of Main Equipment and Bulk Material, Construction Works by Trains, Commissioning and Start up, General Services and Facilities, main Project and Interface Milestone with EPC1 and EPC2 CONTRACTORS. Duration of Engineering Phase. Duration of Material Supply Cycle for Company Items Duration of Material Supply Cycle for Main Items Duration of Material Supply Cycle for Bulk Materials General Services duration Duration of Construction and Pre-Commissioning works by trains Duration of Commissioning and Start-up phase by trains Main Project and Interface Milestones

The content of Level 1 schedule is based on the information available for the project and is supported by statistical references as far as the curves and histograms is concerned. Subsequently, the content of Level 1 Planning is verified and reconciled through a roll-up of Level 2 planning as soon as available. The control phase is managed through a bottom-up aggregation from Level 2.

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5.2 Level 2 Project Master Schedule PMS


The Level 2 is usually an expansion of Level 1 Schedule to a level of detail necessary, within the main elements of WBS, to highlight all major Project Milestones, and provide sufficient information to define the implementation strategies to achieve Targets and identify the constraints for the lower level of Planning and Control. The Level 2 Planning foresees the following documents: Project Time Schedule Progress Curves for each Discipline (Engineering, Procurement, Construction) Progress Curves for Procurement Itemized and Procurement Bulk Materials Construction Progress Curves for each train and work package Manpower histograms for each discipline Duration of Engineering, Procurement and Construction by Discipline Identification of interfaces and timing for engineering and procurement activities to define the tasks of the various disciplines and assign the responsibilities. Duration of Material Supply Cycle for each Discipline Temporary Facilities installation and Camp Preparation duration Duration of Construction and Pre-Commissioning works by Work Package Duration of Commissioning and Start-up phase for each system Project Milestones in detail

The Project Time Schedule, issued in a bar-chart format, generally shows:

The content of Level 2 schedule is based on the information available for the project and is supported by statistical references as far as the curves, histograms and cash flow profiles is concerned. Subsequently, the content of Level 2 Planning is verified and reconciled through a roll-up of Level 3 planning as soon as available. The control phase is managed through a bottom-up aggregation from Level 3.

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5.3 Level 3 Project Control Schedule PCS


The Level 3 Schedule is prepared as an integrated critical path network showing the activities and the interfaces between Engineering, Procurement Construction and Commissioning phases. Work schedules for each phase of the Work show the time required to complete the Work. This Level 3 Schedule is to be prepared using a suitable computerized logic networking program to identify the critical and sub-critical paths linked to the Completion Date. Normally the Level 3 Project Schedule consists of a Logic Network analysis through Primavera for Enterprise and the outputs are presented in a bar-chart format evidencing duration, criticality floats and logic sequence of the involved activities. The network must be in sufficient detail to identify all major activities and constraints along the critical and sub-critical. It is organized in accordance with the agreed WBS and shows Activities as appropriate and embraces the total life and work scope of the Project to allow the project monitoring system based on a defined hierarchy of control information in respect of time and resources (Phase wise / Discipline wise etc.). The Project Time Schedule at Level 3, based on the established WBS and following the execution strategy highlighted in the Project Execution Plan, normally is produced based on: An extent of basic/FEED and endorsement for the existing basic/FEED A number of relationships around 2-3 times the activities A network of activities and relationships to be defined in order to optimize and ensure and properly network analysis A maximized number of finish/start relationships to ensure meaningful float calculation in time analysis Intermediate Project Targets List of pre-awarded Purchase orders List of materials that will be purchased by lots List of critical items, as identified in the proposal schedule and confirmed by early evaluation at project start-up. Client approved cycles Purchase Orders for itemized and bulk materials Average time of transportation (from final inspection to arrival at site) Procurement strategy for bulk materials Split of Scope of Works between the involved Parties, evidencing the relevant responsibilities Assignment and leveling of manpower resource at discipline level Any other useful information to qualify the schedule

The Level 3 Planning and Control represents the lowest level of breakdown where the Project has seen as a whole.

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The Network/Bar chart shall ensure integration of engineering, ordering, manufacturing & delivery, subcontracting, construction, pre-commissioning, commissioning, PAC and all other activities required for PROJECT completion in line with COMPANY priorities and agree sequence. In addition, requirement of shutdowns along with duration of each shutdown for completion of various modifications, tie-ins will also be included in the Control Network/Bar Chart. Responsibilities and resources required to carry out the execution of each activity will be identified. The Network/Bar Chart will be construction and commissioning driven and will include all sub-activities up to the lowest level, under each category /group of activities by Area / Phase / Discipline etc. as per the scope of work and the agreed Work Breakdown Structure . The Network will be coded to highlight all interface requirements. These interface activities shall be updated along with each schedule update cycle. Any change in the requirement date of the external interfaces shall to be communicated as part of the schedule update memorandum. Control Schedule will be developed based on 5-day week calendar for home office activities and 7-day week calendar for site activities. These calendars will include standard holidays. Activity ID, Activity Description, Activity Duration, Early Start, Early Finish , Total Float along with logic linked bars against each activity will be included in the Control Schedule which will be resource levelled prior to submission to COMPANY for review / approval. Control schedule shall include activities related to review/approval of all Major/Critical deliverables by COMPANY as separate activities, along with time durations for the same as specified in the CONTRACT. The Control Schedule shall, after approval by COMPANY, serve as the Baseline Schedule for controlling the time and resource utilization vis-a-vis productivity requirements. The approved schedule will be considered as the Baseline Schedule and will not be changed without appropriate approvals by COMPANY. The control network/bar chart will be updated every month to show both the baseline schedule and the current anticipated schedule on an activity-by-activity basis. Following the update, critical and near critical activity listing (Total Float less than 30 days according to Annex D20) will be produced and included in the monthly progress reports along with suggested corrective actions. This critical activity listing will be reviewed to identify problem areas and to ensure timely corrective actions.

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5.4 Level 4 Detailed Database and Control Documents


Level 4 Detailed Schedule is based on the control documents (deliverables list).These documents and their data base shall describe in detail the scope of work in terms of quantity and schedule. The Level-4 schedule is the principle control tool, that provides the basis for the Primavera Level-3 network analysis and the progress measurement. The Level-4 detailed database includes: Design drawings and documentation indices Vendor Documents index Requisition Index Request for quotation and Receipt of quotations list Technical bid evaluations index Purchase order Index Vendor manufacturing data and schedule Materials ex-work delivery schedule Materials site receipt schedule Construction activity schedule Commissioning sub-system Any other specific items requested by the Project

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6 PROGRESS MEASUREMENT CRITERIA


The Progress Measurement system is based on the following criteria: Progress is calculated and reported at project level by means of man-hours related to the physical work of each activity. The physical progress is measured and reported for each activity on the basis of physical work performance. Physical work performance is measured through achievement of specific milestones representing the key stages of the work process for the activity as per Level 4 breakdown.

6.1

Engineering Progress Measurement

The relevant activities are planned and controlled within the timeframe allowed by Level 3 Schedules. The WBS is codified according to a downwards "father-son" relationship carried out level by level. This structure allows for easy aggregation at all levels of any work unit included in the WBS, from activity Level to overall CONTRACT level. This structure shall apply to all planning and progress reporting documents. Considering the weight factors at the various levels it is possible to aggregate scheduled and actual progress starting from Lev. 4 (i.e. deliverables) to Lev. 0 (overall project). As an example for the Engineering activities actual progress, the formulas are: a) Progress Aggregation from Lev. 4 to Lev. 3 (EA)3 = S D4 (WD)4 Where: (EA)3 is the actual progress of Lev. 3 elementary engineering activity D4 is the actual progress of the deliverables to be produced by (EA)3 activity (WD)4 are the weight factors of each D4 deliverable related to (EA)3 elementary activity Progress Aggregation from Lev. 3 to Lev. 2 (PLA)2 = S (EA)3 (WEA)3 Where: (PLA)2 is the actual progress of Lev. 2 planning group (EA)3 is the actual progress of Lev. 3 elementary engineering activity relevant to EMC calculated as per point a) above (WEA)3 are the weight factors of each elementary engineering activity related to (EA)3 Progress Aggregation from Lev. 2 to Lev. 1 (ED)1 = S (EMC)2 (WEMC)2 Where: (ED)1 is the actual progress of a discipline (PLA)2 is the actual progress of each planning group relevant to the discipline calculated as per point b) above (WPLA)2 are the weight factors of each planning group related to the discipline. Progress Aggregation from Lev. 1 to Engineering Phase

b)

c)

d)

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(EJ) = S (ED)1 (WU)1 Where: (EJ) is the overall engineering actual progress (ED)1 is the actual progress of each engineering discipline, calculated as per point c) above (WU)1 are the weight factors of each discipline. e) Overall project progress PU = S EJ WJ Where: PU is the overall project actual progress EJ is the overall actual progress for each project phase WJ is the weight factor of each project phase

Detailed Engineering is measured and aggregated from individual deliverables defined in the Level 4 Schedule. Each deliverable, document, drawing is linked to a specific activity of Level 3 Schedule. The deliverable progress is rolled-up at appropriate level for feeding the Level 3 Schedule and evaluating the activity progress from the updated deliverable status reported in Document Management System. The Engineering achieved progress will be calculated and reported to Company at WP and Unit level. Proposed milestone set, progress weights and breakdown system template are detailed in the Progress Measurement Procedure.

6.2

Procurement Progress Measurement

Procurement progress is measured for equipment, bulk materials and company items. Each activity of the supply chain represents a point associated to a pre-defined progress value. The weighting of equipment and materials is determined according to their value as per contract price breakdown. The percent complete against the pre-defined points combined to the weighting enables the progress calculation at the summary levels of Project WBS. The Procurement achieved progress will be calculated and reported to Company at WP and Unit levels. Proposed milestone set, progress weights and breakdown system template are detailed in the Progress Measurement Procedure.

6.3

Construction, Pre-Commissioning and Commissioning progress measurement

Construction and Pre-commissioning activities are broken down by WP, unit, discipline according to the project WBS. Commissioning activities are broken down by Sub-system and system. Construction, Pre-Commissioning and Commissioning activities will be scheduled in compliance to the built-in start-up logic sequence. The Construction and Pre-Commissioning activities are measured in Standard Man Hours (SMH). SMH will be calculated as product between estimated quantities and standard efficiency.

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The Construction and Pre-Commissioning activity weight factors will be calculated as ratio between SMH of each activity and overall SMH according to the WBS level weightings. The Commissioning activity weight factors will be based on systems complexity. The Construction, Pre-Commissioning and Commissioning activities percent complete will be calculated basin on physical work performed as per Level-4 breakdown. Proposed milestone set, progress weights and breakdown system template are detailed in the Progress Measurement Procedure.

7 PROGRESS CURVES AND MANPOWER HISTOGRAMS


A series of progress curves and manpower histograms will be developed and updated through to entire project duration, in order to report the progress status. The progress curves and will be generated, at the proper level, from the approved schedule and will be considered as baseline progress curves. According to the early/late activity dates resulting from the network analysis and the weight factors system, the baseline progress curves will shown the monthly planned progress. Distribution characteristics of the baseline progress curves are in accordance with resource distribution and are based on the MEMBERS past experience in analogous Projects. The baseline curves it will be considered as basis of the progress control system. During the execution of the work, the actual progress shall be compared with the planned. A forecast shall be introduced if there is any significant deviation from the baseline schedule. The curves will be updated monthly basis to display actual versus planned progress as well as the trend planned for the remaining period. The curves will be included in the monthly progress report. Level 2 progress curves will be produced in graphical and tabular format for the following phases: Engineering, Procurement, Construction/Pre-commissioning and Commissioning/Start-up. Engineering curves includes a series of graphs and tables produced by discipline. For the Level-2 Engineering progress curves, a compatible manpower histogram will be provided showing the monthly planned equivalent staff. Procurement curves include a series of graphs and tables for itemized materials ,bulk materials and company items. Construction/Pre-commissioning curves includes a series of graphs and tables produced by discipline. Level-1 progress curves will be produced as summation of the Level-2 curves in compliance to weight factors system and project WBS. The Level-1 progress curve include a series of graphs and tables produced by Engineering, Procurement, Construction and Pre-Commissioning, Commissioning and Start-up, General Services. An Overall Project curve will be calculated as sum of the phase curves in compliance to WBS level weightings. For the Level-1 progress curves, will be provided compatible manpower histograms

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related to the Engineering, Construction/Pre-Commissioning and Commissioning and Start-up phases.

8 DOCUMENT MANAGEMENT SYSTEM


A detailed schedule is prepared for all engineering documents to be developed in the project by each engineering activity. Based on level 3 network, schedule requirement dates shall be incorporated for each document.

8.1 CONSORTIUM Engineering Deliverables Management System (EDMS)


EDMS shows for each deliverable of the engineering activities: Number Description Planned and actual dates The weight factor The percent complete

For the purchasing documents analogous information are shown. Wherever the schedule date cannot be met, this will determine a variation in the forecast date. The System shall include all studies/reports, data sheets, specifications, drawings, spec. for material requisitions and other documents to be produced by engineering disciplines. This schedule shall also be computerized to enable generation of reports for Companys requirements. Document monitoring and control are performed by the Project Control Manager and project management by a series of standard excel sheet which include (but not limited to) the following: Summary table by discipline of document planned together with actual cumulative achievements i.e. % complete of each document; Documents already completed and issued; Documents planned for completion but not complete; List of overdue documents; List of awaiting approval documents; List of transmitted documents; List of approved documents; Documents to be issued next period.

All technical documents generated by CONSORTIUM and VENDORS shall be prepared according to the Project Documents Numbering Procedure, the Project Co-ordination and to the Distribution Matrix and for the timing in line with the P6e schedule . In particular, all documents will report the hand-written signatures of the review cycle: Prepared By, Checked By and Approved By. The documents managed by EDMS can be of the following types (but not limited to): technical documents as specifications, also native file, CAD models, drawings and manuals

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general and non-technical documents as general specifications, minutes of meeting, letters and reports procurement documents (orders and attachments)

EDMS monitors for each document planned, forecast and actual dates of issues. Planning of deliverables is related to the project WBS and milestones. EDMS has the facility to provide transmittals to the parties involved in the Project. Furthermore, the following information, related to transmittals, are recorded and stored in the EDMS: Transmittal number Linked document description Transmission date Scope of transmission Respond by date The following information, related to documents data, are recorded and stored in the EDMS: Document number (CONSORTIUM /COMPANY) Document description Document type Electronic file name and size Number of sheets Document status The following information, related to Work Breakdown Structure (WBS) data, are recorded and stored in the EDMS: Project name and title Unit WP Discipline Primavera activity Planning group All documents along with their attributes and attached files are stored and managed by CONSORTIUM server, ensuring centralized control of project documentation. Documents to be used by CONSORTIUM are available at site by means of file replication, which allows viewing, copying and printing at site. Electrical Document Management System allows for each layer to clearly trace which user, made the comment/change, and allows to view each redline layer independently or as a group for each Project deliverable.

8.2 Transmittals
All transmittal generated by CONSORTIUM will be made of a cover page and the list of documents transmitted. The cover page shall indicate as a minimum the following information: Address, Transmittal number, Transmittal title, Transmittal date, Reason for transmittals,

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Comments due date, Number of copies transmitted. The list of documents shall indicate as a minimum the following information: Document Title, Contract Number, Vendor Number (for vendor document) Revision. Documents shall be grouped under separate transmittals according to the reason of issue and the originating discipline or Vendor. CONSORTIUM shall collate properly sets of drawings on one transmittal such that the entire package can be distributed without the need for further collation. All paper copies of documents and drawings shall be provided in different format from A0 to A4. External transmittals shall indicate the attached documents by number, revision status, title and, if applicable, action code and required return date. External transmittals shall be issued in duplicate: the second copy being for acknowledgment purposes.

8.3 Master Document Register (MDR)


This register will provide, at any time, accurate and up-to-date information on the current status of all documents issued by CONSORTIUM, VENDORS and SUBCONTRACTORS (if any). Distribution and timing of documents will be managed according to the distribution matrix and the schedule of the project. EDMS will produce a computer-based master document register which maintain as a complete listing of all documents/drawings relating to the CONTRACT. The register will be in excel format. EDMS will produce different kind of report including all the important information relating to the Status of the documentation. EDMS and Primavera extract will feed MDR that will provide the Engineering Progress by levels. Project Documentation will be classified according to the COMPANY classification system, detailed in the project procedure Document Classification Procedure.

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9 PROJECT CONTROL TOOLS


CONSORTIUM is approaching the project taking advantage from both the commonality of systems and the specific expertise that each MEMBER has on its own systems. Independently from the location where detailed planning and control activities are operated and the tools that are used, a homogeneous and integrated reporting system at CONSORTIUM level is maintained and provided to COMPANY according to CONTRACT requirements. Detailed control is assured by the usage of each Partner standard tools in order to populate Consortiums project control tools and reports. Document transmission will be flown from the Consortium Document Management System. Overall planning and control is guaranteed by the use of one common, single system based on the use of Primavera. Primavera is connected with WBS, Engineering Deliverables Managing System (EDMS), Master Document Register (MDR), risk analysis tools, construction/pre-commissioning and commissioning activities control systems. Primavera Schedule will be managed at CONSORTIUM level. This way, the overall project is kept under tight control with a unique system, well known to each PARTNER and which can provide warning and integration data and report whenever necessary. At the same time each PARTNER utilizes well known and consolidated tools within its own organization to keep under tight monitoring on detailed activities, which are of paramount importance to avoid disruptions at higher level. Where detailed backup data are necessary to demonstrate, support and analyze in detail reported CONSORTIUMs report, support documentation may be usefully produced and a homogeneous report will be presented to COMPANY. Here follows brief summary description of project control system that are commonly under Partner using. CONSORTIUM Project Control Team will be located in Teheran and will manage all the activities from there. Primavera for Enterprise The key tool governing the Integrated Project Control System is Primavera for Enterprise (P6e). It is a comprehensive multi-project planning and control software, based on Microsoft platform for Operating System and Application Server, and the Oracle Database, that enables enterprise-wide project management. P6e is a multi-user, multi-project system with scheduling and resource control capabilities supporting multi-tiered project hierarchies, resource scheduling with a focus on roles, recording of actual data, customized views and user-definable data. It enables to plan and control overall the project. Data are stores in a centralized project manager database and then they are available for anybody needs of them. Different security profiles manage the right access to these data.

This document is the property of N.I.O.C.. Any unauthorised attempt to reproduce it, in any form, is strictly prohibited. CONSORTIUM DOC. NO. 3546-PZ-PC-00000007 Filename: 160417843.doc

PROJECT PLANNING SCHEDULING AND CONTROL SYSTEM PROCEDURE

Document No: 160417843.doc Date: 26th May 2010 Page: 20 of 23

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The application uses the Precedence Diagram Method (PDM) as Network Diagram Method and Critical Path Method (CPM) with Resource Leveling as Schedule Development Technique. Its tracking features enable to perform dynamic cross-project roll-ups of costs, schedule and earned value. Project planning and control are also achieved through the interfaces, developed in Microsoft Visual Basic, within P3e and the following application areas: Engineering Deliverables Management System (EDMS) Master Document Register (MDR) Project Material Management System & Reporting (PMMS&R) risk analysis tools construction/pre-commissioning and commissioning activities control systems

EDMS / MDR EDMS manages the whole list of the project deliverables. In the planning phase, MDR takes out from EDMS the list of deliverables and assigns to each of them the Activity ID of the corresponding P3e activity. During the planning phase in MDR, it will be assigned a relative weight to each deliverable and translate into the corresponding P3e activity. In the control phase, MDR takes out from EDMS the actual dates and the physical progress for the deliverables based on pre-defined steps of issue defined in the Progress Measurement Procedure. MDR enables the users to calculate the P3e activity percent complete starting from the deliverables physical progress. In the control phase, MDR takes out from EDMS the forecast dates and translate into the corresponding P3e activity. PMMS&R PMMS&R enables the users to track the whole material procurement cycle from the definition of the material requisition list up to the arrival at site of the materials. The system will provide the Actual Dates for each procurement deliverables. In the planning phase, the interface with P3e enables to move, from this last to PMMS&R, the Planned Dates for each deliverable and to assign to each one a relative weight into the corresponding P6e activity. In the control phase, the interface with P3e enables to move, from PMMS&R to P3e, the Actual Dates or the Forecast Dates and the Physical Progress, based on the relative weight.

This document is the property of N.I.O.C.. Any unauthorised attempt to reproduce it, in any form, is strictly prohibited. CONSORTIUM DOC. NO. 3546-PZ-PC-00000007 Filename: 160417843.doc

PROJECT PLANNING SCHEDULING AND CONTROL SYSTEM PROCEDURE

Document No: 160417843.doc Date: 26th May 2010 Page: 21 of 23

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10 PROJECT REPORTING
Project Reporting System will be implemented by CONSORTIUM for the Project in order to highlight and report to COMPANY how the Project is progressing at each ending reporting period during the execution of the Project. Project Reporting System is based on weekly and monthly reports having the formal means of recording the status of the Works at the cutoff date. It shall envisage narratives of current Project status, areas of concern, actual versus planned progress. The Progress Reporting system is described in Progress Reporting Procedure SP12-2YPC-PP-993-006.

This document is the property of N.I.O.C.. Any unauthorised attempt to reproduce it, in any form, is strictly prohibited. CONSORTIUM DOC. NO. 3546-PZ-PC-00000007 Filename: 160417843.doc