KPI's THRESHHOLDS for Project Health Check

Safety
KPI

No. of LTI(s) for this

period

Notices/NCR opened
beyond closure date for
all periods

Criteria

Initial target is given

No NCR are to be open
not to have LTI cases on beyond agreed closure
the project
time

Green

Yellow

Red

>1

>1

Incase of variance in the results of the two criteria, consider the highest severity. i.e. LTIs is green and NCR is yellow the overa

Legend:
LTI: Lost time injury

LTIFR: Lost time injury frequency rate = (No. of LTIs)*1,000,000/(Total Man-hours) = This indica

LTISR: Lost time injury severity rate = (No. of Days Lost)*1,000,000/(Total Man-hours) = This ind

Quality
NCR's Closure

Submittals approval
status

Timely closure of
NCR's

Average approval %
for all submittals

X 90%

X 90%

All*

90% < X 80%

90% < X 80%

All*

X < 80%

X < 80%

All*

LTIs is green and NCR is yellow the overall KPI should be yellow.

00/(Total Man-hours) = This indicates to the management that for each 1 million man-hours we will be having

0,000/(Total Man-hours) = This indicates to the management that for each 1 million man-hours we will be ha

SPI
Schedule Performance Index (SPI)

SPI = % actual completion / % of

Planned

SPI .9

Any*

.9 < SPI .8

Any*

SPI < .8

Any*

or each 1 million man-hours we will be having (X) number of LTI, so the lower the rate the better the statistic

at for each 1 million man-hours we will be having (X) number of Days lost, so the lower the rate the better th

Cost
Budget At Completion (BAC) Vs.
Approved
Budget (AB)

BAC AB
BAC up to %10 of Approved Budget
BAC over 10% of Approved Budget

mber of LTI, so the lower the rate the better the statistics are.
number of Days lost, so the lower the rate the better the statistics are.

MO
PROJECT
DETAILS
1
1
1
1
1
1
0
0
0
0
0

Employer
MUSANADA

PMC

MILESTONE

Gross Value of Work Done (VOWD)

(% of current estimate of committed costs)

MS 1

120.00%

Design Consultant
100.00%
KEO

80.00%

MS 2
MS
73% 3

22%

Approved VOs60.00% Pending VOs

27%

Potential VOs

Supervision Consultant (Enginee MS 4.1

40.00%

78%

20.00%
0.00%

DORCH GRUPPE AD

Contract Value

MS 4.2
MS 5

Executed Value

MS 6

Commencement Date

Contractors

Contract Completion Date

UNEC

Total Project Duration

Time Elapsed
Time Remaining

Other main Stakeholders

ADEC
UPC
ADM

Civil Defence
DOT
ADDC

Concluded Delay Events:

NO any major delays.

PRO
Last Month
Contract Milestone #3 Achieved
Substructure activities 100%
Super structure activities 70%
Block Works 29%
Plaster Works 10%
MEP 1st Fix 40%

COMMERCIAL

Original Approved
Budget
Current Approved
Budget
Payment Certified to
Date

152,860,000
152,860,000
41,930,361

No. of Variations/Change orders

Value of approved
variations (AVVs)
Potential variations
Numbers:
Potential claims values
Pending Variations value
Accruals to date
Total Gross VOWD

41,930,361

Total Committed End

Cost

152,860,000

For Gross Value of Work Done VOWD (Pie Graph)

Certified

41,930,361

27.43%

Accruals

0.00%

Remaining

110,929,639

72.57%

MONTHLY DASHBOARD
MILESTONE STATUS
Original
Contract

Revised
Contract

Actual/
Forecast *

Slippage
(days)

2-Oct-14

2-Oct-14

15-Sep-14

16-Jan-00

18-Nov-14

18-Nov-14

10-Nov-14

7-Jan-00

18-Dec-14

18-Dec-14

17-Dec-14

31-Dec-99

21-Jun-15

21-Jun-15

21-Jun-15

30-Dec-99

21-Jul-15

21-Jul-15

21-Jul-15

30-Dec-99

21-Jul-15

21-Jul-15

21-Jul-15

30-Dec-99

19-Aug-15

19-Aug-15

19-Aug-15

30-Dec-99

Done (VOWD)
committed costs)

7%

alue

TIME METER

cement Date

20-Aug-14

Completion Date

19-Aug-15

ct Duration

365 days

ed

159 days

aining

lay Events:
delays.

206 days

MAIN REASONS OF DELAY (Projec

Ongoing Delay Events:

PROGRESS HIGHLIGHTS
This Month
Super structure activities 93.54%
Block Works 57%
Plaster Works 43%
Primer Works 15%
Steel structure erection 10%
MEP 1st Fix 85.51%
MEP 2nd Fix 17%
External works 10%

Contract Value vs Executed Work

Contract Value
Executed Value

100.00%

152,860,000

27.43%

41,930,361

Histogram showing Value Comparison between Approved VOs, Pe

Approved VOs

Pending VOs

Potential VOs

Project Title

Musanada Finance No.: 5293

TUS

l
l
l
l
l
l
l

Slippage last
month

(Project Wide)

Delay Events:

Variance
this month

16-Jan-00
7-Jan-00
31-Dec-99
30-Dec-99
30-Dec-99
30-Dec-99
30-Dec-99

Slippage
cause

Next Month
Superstructure Works 100%
Block Works 100%
Plaster Works 60%
Primer Works 30%
Steel Structure erection 100%
MEP 1st Fix 100%
MEP 2nd Fix 50%
Ceramic Tiles 15%
False ceiling works 7%
External Works 20%

proved VOs, Pending VOs and Potential VOs

Title

nance No.: 52930

Status

Progress
Planned

Actual

Total Project

13.15%

22.23%

Phase 1 (Substructure)

100.00%

100.00%

Phase 2(Superstructure)

45.50%

93.54%

Phase 3 (BLOCK+PLASTER)

12.00%

50.20%

0.00%

17.50%

Phase 4(MEP 2nd Fix)

Phase 5 (MEP final fix)
Phase 6

PROGRESS S CUR
120.00%

100.00%

80.00%

60.00%

40.00%

20.00%

0.00%
Start

Aug-14

Sep-14

Oct-14

Nov-14

Dec-14

Jan-15

Feb-15

Mar-15

20.00%

0.00%
Start

Aug-14

Sep-14

Activities (WBS)
Sub structure
Super structure
Block Works
Plaster Works
MEP 1st Fix
MEP 2nd Fix
Tiling Works
Aluminum & Glazing
External works
False ceiling

Oct-14

Nov-14

Dec-14

Jan-15

Feb-15

Mar-15

Planned Actual
100.00%
100.00%
45.50%
93.52%
20.80%
57.25%
0.00%
43.21%
1.50%
85.21%
0.00%
17.51%

RISK OVERVIEW

Risk overview:
[provide comment on overall project risk and trend change]

Risks Cause/ Description

Unclear requirements of authorities
Unclear requirements of authorities
Lack of clarity on stakeholder decision making process and
authority

Unrealistic Project Schedule

Non optimal procurement approach

ENGINEERING / QUA
Submitted
Planned

Actual

223

223

1011

1011

Method Statement

90

90

RFI's

n/a

RFIA's

n/a

400

Materials
Shop Drawings

Approved/Close

** Trending is for % closed, upward trending represents reduced gap between submittals and

Issued
NCR's

24

Closed in time
3

*** Timely % represents total NCR's closed on time. Upward trending represents improveme

Commentary on Quality

Status as of 25-Jan-15

Progress
Var.

Current SPI

9.08%
0.00%
48.04%
38.20%
17.50%
0.00%
0.00%

Previous SPI

1.69
1.00
2.06
4.18
1.00
1.00
1.00

1.80
0.99
3.88
1.00
1.00
1.00
1.00

GRESS S CURVE

Row 8
Row 5

Jan-15

Feb-15

Mar-15

Apr-15

May-15

Jun-15

Jul-15

Aug-15

Jan-15

Feb-15

Mar-15

Apr-15

May-15

Jun-15

Jul-15

Aug-15

PROGRESS (SYSTEM-WISE)
Var.
0.00%
48.02%
36.45%
43.21%
83.71%
17.51%
0.00%
0.00%
0.00%
0.00%

Current SPI
1.00
2.06
2.75
1.00
56.81
1.00
1.00
1.00
1.00
1.00

Prev. SPI
1.00
3.88
1.00
1.00
1.00
1.00
0.00
0.00
0.00
0.00

Trend

Ext

Aluminum

Pl

Sup

Su

RISK BREA

Rating & Trend

Significant Threat

nd change]

ing process and

Top 5 Risks
Risk Category
Authorties &
regulations
Authorties &
regulations
Stakeholders

Actio

Musanada submit letter

subject and waiting for r
Engineer engage all proj
brain storming work sho
requir.
Mus descided to send an
person from stakeholder

Contractor is submitting
it's been reviewed and c
stakeholder
log of delivery items to

Stakeholders

agreed in the weekly pro

about the scop& objecti
management decission m

Procurement

EERING / QUALITY
Approved/Closed
Planned
Actual

Act. Vs Plan
(approvals)

%
closed

Trend
**

215

211

98%

95%

950

944

99%

93%

90

90

100%

100%

n/a

n/a

100%

n/a

370

n/a

93%

gap between submittals and approvals

Closed - late
5

Open

Overdue

11

ding represents improvement in timely closure

Timely % Trend***
23%

PROJECT HEALTH CHECK

SCHEDULE

SAFETY

COST

QUALITY

Progress Chart

E)
False ceiling
External works
Aluminum & Glazing
Tiling Works
MEP 2nd Fix
Column AG

MEP 1st Fix

Column AF

Plaster Works
Block Works
Super structure
Sub structure
0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

K BREAKDOWN (by Risk Category)

Action Update

bmit letter to ADM for the same

aiting for response
age all project staff and apply for
g work shop to understand the unclear

to send an official letter to concern

takeholder

Risk Raitng
Critical Threat
Critical Threat
Critical Threat

submitting 2 weeks look ahead and

wed and controlled by Engineerfrom

y items to be updated weekly basis as

weekly progress meeting Stakeholder
p& objective of the project unless top
decission must be taken

Significant Threat
Significant Threat

HSE STATISTICS (incl. Consultants)

Item

Last Period

This Month

Man-hours

544,300

262,380

Man-hours without LTI

544,300

262,380

No. of LTI(s)

LTIFR

LTISR

Notices/NCR opened
beyond closure date

Legend
LTI: Lost time injury

LTIFR: Lost time injury frequency rate = (No. of LTIs)*1,000,000/(Total Man-hours) = This
indicates to the management that for each 1 million man-hours we will be having (X) ,
number of LTI,so the lower the rate the better the statistics are.

LTISR: Lost time injury severity rate = (No. of Days Lost)*1,000,000/(Total Man-hours) =
This indicates to the management that for each 1 million man-hours we will be having (X) ,
number of Days lost, so the lower the rate the better the statistics are.

ECK

Copy Paste the

same System
names in reverse
order from the

00%

Copy Paste the

same System
names in reverse
order from the
Cells Q28 to Q37
False ceiling
External works
Aluminum & Glazing
Column AG
Column AF

Tiling Works
MEP 2nd Fix
MEP 1st Fix
Plaster Works
Block Works
Super structure

120.00%

y)

isk Raitng

itical Threat

itical Threat

itical Threat

Sub structure

ificant Threat

ificant Threat

sultants)
Total to date
806,680
806,680
0
0
0
5

/(Total Man-hours) = This

e will be having (X) ,

000/(Total Man-hours) =
urs we will be having (X) ,
s are.

For Time Meter Bar Graph

Time Elapsed

44%

Time Remaining

56%

For Progress Chart (Pie Graph)

% remaining

77.77%

% complete

22.23%

Dont enter anything

under here

0.00%

17.51%

1.50%

85.21%

0.00%

43.21%

20.80%

57.25%

45.50%

93.52%

100.00%

100.00%

TIME

TIME METER

List of the only Data fields to be filled in the Dashboard Report

Inputs to be given by the concerned Project Manager for the Project

"Main Title" Block

Input the respective project name
Specify Musanada Finanace Reference No.
Enter date of update (should be 25th of the subject month) Way of entering could be: 25-Jun-14 & pre
Copy & paste the logo of the Consultant as applicable
"Project Details" Block
Enter Employer name as applicable
Enter PMC name as applicable
Enter Consultant/Engineer's name as applicable
Enter Contractor's name as applicable
Enter Stake Holders' names as applicable
"Time Meter" Block
Enter Commencement date of the project
Enter Completion date of the project
"Milestone Status" Block
Note-1: In case the project has different phases, Enter the Contractual finish date for each phase iden
and 4 have been listed. If this is not applicable in your case then you can enter only "Project Overall"
Enter the relevant information as required contractual completion date (originally approved)
"Project Health Check" Block
Note-1: All entries in this block to be input based on the criteria given in the 1st sheet titled "KPI's-Leg
Show green button by default
Insert the relevant button as per the criteria given in sheet named "KPI's-Legend" under the header n
Use copy and paste to insert the above progress indicative buttons
Insert the relevant button as per the criteria given in sheet named "KPI's-Legend" under the header n
Insert the relevant button as per the criteria given in sheet named "KPI's-Legend" under the header n
"Main Reasons of Delay" Block
PM to summarize/list the concluded delay events and the ongoing delay events as relevant to the pro
"Progress Highlights" Block
PM to enter in wordings/pointers the information as required
"Progress System-wise" Block

PM to identify major areas/subheads/sections of work and then list them and enter the relevant rolled
respective items from the program. In the sample dashboard you could see the various items/system
note that the status of progress of the indicated areas/subheads/sections of work when rolled-up mus
overall project. It is to be noted that only Planned % and Actual % values are to be filled in this block.
Note: Based on the data filled as mentioned above, the plan and actual bars are generated on the RH
copied and pasted in reverse order in the grey area (refer to Column AE Rows 28 to 37)
Parallely the respective values for the previous SPI need to be filled for respective items
"Progress S-Curve (based on Physical Progress)" Block

Note-1: Progress Profile is generated automatically as it is linked to the data in the sheet "SourceDat
Date, Planned % and Actual % in the legend text box must be entered by the PM. These figures can b
"SourceData for ProgressCurve"
Note-2: As per CEO's instructions Progress Curve must be indicative of the physical progress of the pr
Further to the above, first step is to populate the required data in the sheet "SourceData for ProgressC
To excecute that, collect the planned physical progress monthly increments from the baseline program
of the year as applicable to the project (to be filled in the respective red colored cells with white font)
September-2011. Change the month names as applicable to your project - start entering from the Cel
If the project duration is less than 36 months then delete columns from the 36th month onwards - for
columns AL to AG , while rest of the data is automatically generated. For a project with duration more
column and formulize for the total accordingly
The Planned % and Actual % values based on physical progress weightages could be collected from t
created the contractual baseline programs
In the same sheet "SourceData for ProgressCurve" for Actual% start entering the Actual Cumulative %
cells, achieved ending 25th of every month from the program (in order to measure the physical % we

"Progress Chart (Pie Graph)" Block

Pie Graph (Already formulized - No inputs required for this block) Source cells can be checked Row-14
the dashboard layout)
"Commercial" Block

PM to enter figures as appropriate to the field (Do not try to enter any figures in a blocked cell) as the
PM to enter the value for "pending Vos" in the grey area at the bottom of the layout (ref: I - 76)
"Risk / Issues and Status / Action Plan" Block

PM to list out areas of areas of concern and categorize the criticality of the issue/concern as "Issue" o
for status / action plan wherein the latest status of the issue could be addressed briefly and if applica
"Engineering/Quality" Block
PM to enter the values (in numbers) under the Planned and Actual columns for the respective items
Note: PM can add comments in the "Commentary on Quality" block
"HSE Statistics" Block
PM to enter the HSE data in the respective cells as reported in the HSE Report for the subject month
"Project Picture" Block
PM to enter the latest pictures indicating the major work item completed during the month

Planned %
Cumulative Planned %
Actual %
Cumulative Actual %

0
Start

1
A-14

2
S-14

3
O-14

0.00%

0.76%
0.76%

1.74%
2.50%

2.50%
5.00%

1.20%
1.20%

4.20%
5.40%

2.60%
8.00%

0.00%

Note: DATA ENTRY TO BE DONE IN THE RED

0.30%

2.56%

4.79%

7.12%

4
N-14

5
D-14

6
J-15

7
F-15

8
M-15

1.70%
6.70%

2.40%
9.10%

4.05%
13.15%

4.35%
17.50%

10.62%
28.12%

2.90%
10.90%

6.22%
17.12%

5.11%
22.23%

-22.23%

0.00%

DONE IN THE RED AND GREEN COLORED ROWS ONLY

9.50%

12.00%

16.99%

23.18%

39.24%

9
A-15

10
M-15

11
J-15

12
J-15

13
A-15

19.44%
47.56%

18.49%
66.05%

21.45%
87.50%

11.31%
98.81%

1.19%
100.00%

0.00%

0.00%

0.00%

0.00%

0.00%

61.18%

82.12%

98.73%

100.00%

14
S-12

15
O-12

16
N-12

17
D-12

18
J-13

100.00%

100.00%

100.00%

100.00%

100.00%

0.00%

0.00%

0.00%

0.00%

0.00%

19
F-13

20
M-13

21
A-13

22
M-13

23
J-13

100.00%

100.00%

100.00%

100.00%

100.00%

0.00%

0.00%

0.00%

0.00%

0.00%

24
J-13

25
A-13

26
S-13

27
O-13

28
N-13

100.00%

100.00%

100.00%

100.00%

100.00%

0.00%

0.00%

0.00%

0.00%

0.00%

29
D-13

30
J-14

31
F-14

32
M-14

33
A-14

100.00%

100.00%

100.00%

100.00%

100.00%

0.00%

0.00%

0.00%

0.00%

0.00%

34
M-14

35
J-14

36
J-14

TOTAL
100%

100.00%
0.00%

100.00%

100.00%