KELLOGG BROWN & ROOT SERVICES

GOVERNMENT OPERATIONS

PCO OIL PROGRAM

SUBCONTRACTOR REPORTING
REQUIREMENTS

Standard Operating Procedure

TO00-00000-00-PC-P-027

Contract W9126G-04-D-0001

NOTE: This document contains information which may be withheld from the public because disclosure would cause a foreseeable harm
to an interest protected by one or more Exemptions of the Freedom of Information Act, 5 USC Section 552.  Furthermore, it is requested that
any Government entity receiving this information act in accordance with DoD 5400.7-R, and consider this information as being for official
use only (FOUO), and mark, handle and store this information so as to prevent unauthorized access.
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contents

1.0 PURPOSE

2.0 SCOPE

3.0 RESPONSIBILITIES

4.0 PHILOSOPHY AND APPROACH

5.0 QUALITY CHARACTERISTICS

6.0 TASK PROCEDURES

6.1. SCHEDULE

6.2. FORECASTING

6.3. PROGRESSMENT

6.4. VERIFICATION

7.0 REQUIRED ELECTRONIC SUBMITTALS

7.1. DEFINITIONS

8.0 REFERENCES

9.0 ATTACHMENTS

PURPOSE
THE INTENT OF THIS PROCEDURE IS TO IDENTIFY THE REQUIREMENTS FOR
CONSTRUCTION REPORTING REQUIREMENTS TO REQUIREMENTS PROJECT
CONTROLS ON KBR PCO OIL PROGRAM. THE SUBCONTRACTOR IS REQUIRED
TO PROVIDE INFORMATION TO SUPPORT THE KBR SUBCONTRACT PROCESS
AND THE KBR PROJECT MANAGEMENT CONTROL SYSTEM IN SUPPORT OF PCO
OIL PROGRAM REQUIREMENTS

1.0 SCOPE

THIS STANDARD OPERATING PROCEDURE WILL BE FOLLOWED ON KBR

CONTRACT 01UP, PCO OIL – SOUTH. IT WILL BE USED ON ALL TASK ORDERS

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ISSUED FOR THIS CONTRACT FOR PROVISION TO SUBCONTRACTORS ON
REPORTING REQUIREMENTS.

2.0 RESPONSIBILITIES

 Project Controls Manager is responsible for authorization and approval of the

procedure.
Lead Scheduler is responsible for development and maintenance of the procedure.
 Subcontract Administrator is responsible for verification that subcontractors are
following the reporting requirements.
 Document Control is responsible for distribution of procedure and issuance of any
revisions.

3.0 PHILOSOPHY AND APPROACH

The KBR Subcontractor reporting is required to support the KBR Reporting Requirements of
Physical progress and Earned Value Management System (EVMS).

KBR Project Management and Project Controls are required under DoD 5002-r revision
April 2005, to report progress, schedule, performance, and changes to the government
at the level of the estimate.

KBR Project Controls will provide templates of the Schedule and Reporting
requirements to the Contractor, for use or adaptation into their controls system.

Requirements:

 Daily “Quality Control/Daily Construction Report” as shown on page 10 and 11

herein.

 Monthly Contractor Injury/Illness Report shown on page 12 herein.

 Weekly Schedules can be done in Excel, MS Project, or Primavera Compatible

project.

 Monthly Schedules will be submitted to KBR in Primavera Version 3.1 or a

Primavera 3.1 compatible. Compatible Software is SureTrak, Primavera E/C,
Open Plan, or any software confirmed and agreed with KBR as being
Primavera compatible.

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 Weekly Quantity Installed by Unit Rate Table and PCOA and forecast total
quantity to be installed.

 Monthly Progress Reporting reflecting the percent complete of the line item by
PCOA reference to estimate.

 Monthly Forecast of Quantity to go based on Budget plus approved variances

pending a change order.

 Weekly the Contractor will identify Changes of quantity from the contract
agreement, by commodity to support potential changes orders.

QUALITY CHARACTERISTICS

The subcontractor reporting system must contain these qualities:

1) Application to every phase, and category of the project. (If you cannot
measure it you cannot control it).
2) Contain sufficient detail to assure accuracy, but not so much detail to require
an undo amount of effort to maintain.
3) Be aligned with the Work Breakdown Structure (WBS) to allow application of
the information to the cost component of the project.

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4.0 6.0 TASK PROCEDURES PROGRESS

4.1. SCHEDULE

Subcontractor will provide the following schedules for KBR review:

1) 3 Week Rolling schedule by Day - submitted Weekly on Friday and reviewed with
onsite representative reflecting the current week completing and the next 3
weeks of work to be accomplished: Attachment A

2) Monthly Detailed Schedule – Submitted by 4th Tuesday of each month

 Schedules will be provided in a native format and in an Adobe PDF file to the
KBR subcontract representative.
 Schedules will be critical path driven, identified by float of less then 1 day.
 Schedules will be organized in a code consistent with KBR structure which will
be provided upon award of contract.
 Schedules will be resource loaded to the level of quantity to be installed by the
activities required to complete the scope of work.
 Schedule will have target baseline for identification of the original plan. The
target will not be changed without an approved change order from KBR.
 Schedule will reflect Physical Percent Complete, not duration percent complete
and resources will have percent complete updated based on the resource.

4.2. FORECASTING PROCEDURE

Contractor is required monthly to submit the forecast for the difference of

quantities based on field survey from the work that has been completed to
date.

Contractor is required to submit a written analysis of the progress of the

scope of work, as well as any issues, and the recovery plan as required to
meet the contract completion dates.

The forecasted changes are not an approval to commence the work, but will
expedite the process of change management as required to meet Contractor
and KBR Schedule Requirements.

PROGRESS MEASUREMENT

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Progress Measurement is required by the Contractor in support of the KBR
PCO Oil Program reporting requirements, as referenced in KBR PCO Oil
Program Procedures.

Specifically this is the progress of Construction to the PCO Oil Program Work
Breakdown Structure. Reporting is required contractually by Weekly, Monthly
and Quarterly and is directly supported by the work assigned in the
subcontract.

The timing for progress reporting is weekly based upon the deliverable dates
assigned to KBR for progress reporting.

Every Wednesday: Prior Week Quantity Installed and Percent Complete of

Budget, Forecast to go quantity.
Every Friday: Schedule of the current week and 3 weeks schedule of work to
be completed.

4th Tuesday of each Month: Detailed Schedule updated by percent complete

and duration. Resources will have percent complete updated. Quantity
installed reconciled from weekly for monthly invoice submittal by quantity
installed, to go, percent complete.

VERIFICATION

Verification of the schedule and completed work will be performed by the

Contractor providing the information to the Onsite Representative who will
submit a copy to KBR subcontracts and Project Controls.

Weekly, Wednesday’s is the current assigned day; the subcontractor will

submit their progress on the attached forms to the KBR on Site Construction
Representative. The representative will verify and forward to QA/QC and then
the PM will confirm by 5 PM Thursday to KBR PCO Oil Project Controls for
weekly progress performance.

Monthly, 3 days after month close, as assigned by the Closing Calendar

(Attachment 3), the total monthly progress will be submitted to the KBR on
Site Construction Representative. The representative will verify and forward
to QA/QC and then the PM for approval of the quantities for the month. The
PM will then submit the verification back to the Contractor for submittal in their

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monthly Invoice, and KBR Project Controls will accrue the value and progress
of the work completed.

a) REQUIRED ELECTRONIC SUBMITTALS

WEEKLY

1 3 week rolling schedule in excel or P3 Compatible Software

2 Physical % complete by line item of work release
3 Log of potential changes to scope of work

Monthly

1 Detailed P3 version 3.1 compatible schedule

2 Monthly Physical % Complete by line item of work release
3 Log of potential changes to scope of work
4.3.

5.0 DEFINITIONS

Actual Costs: A cost sustained in fact, on the basis of cost incurred, as distinguished from
forecast or estimated cost.
 Actual Cost Work Performed (ACWP): The cost actually incurred in accomplishing
the work performed.
 Authorized Work: That effort that has been definitized, plus that work for which
authorization has been given, but definitized contract costs have not been agreed
upon.
 Budget at Completion (BAC): The sum of all budgets allocated to a project. It is
synonymous with the term “Performance Measurement Baseline” (PMB).
 Budgeted Cost Work Schedule (BCWS): The sum of the budgets for all planned
work scheduled to be accomplished within a given time period. BCWS has been
replaced by the term “Planned Value”
 Budgeted Cost Work Performed (BCWP): The sum of the budgets for completed
work and the completed portions of open work. BCWP has been replaced by the
term “earned value”
 Commitment: A binding financial obligation, typically in the form of a purchase order.
 Contract Budget Base (CBB): The negotiated contract cost value plus the estimated
value of authorized, but un-priced, work.
 Control Account Manager (CAM): A member of a functional organization responsible
for cost account performance and for the management of resources to accomplish
such tasks.

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 Control Account Plan (CAP): The management control point where earned value
measurement takes place. Synonymous with the term “Cost Account” (CA).
 Cost Account (CA): A point representing the intersection of the Work Breakdown
Structure (WBS) and Organizational Breakdown Structure (OBS), at which functional
responsibility for work is assigned. Cost accounts are the focal point for the
integration of scope, cost, and schedule.
 Cost Performance Index (CPI): The cost-efficiency factor representing the
relationship between the actual costs expended and the value of the physical work
performed.
 Cost Performance Report (CPR): A monthly cost report generated by the performing
contractor to reflect cost and schedule status information for management.
 Cost Variance (CV): The numerical difference between the earned value (BCWP)
less the actual costs (ACWP).
 Direct Costs: Those costs (labor, material, and other direct costs) that can be
consistently related to work performed on a particular project. Direct costs are best
contrasted with indirect costs that cannot be identified to a specific project.
 Earned Value: What you physically got for what you actually spent; the value of the
work accomplished; the measured performance; the BCWP.
 Estimate at Completion (EAC): A value expressed in either dollars or hours to
represent the projected final costs of work when completed. The EAC equals the
actual costs incurred, plus costs for completing the remaining work.
 Estimate to Complete (ETC): Expressed in either dollars or hours; developed to
represent the value of the work required to complete a task.
 Level of Effort (LOE): Work that does not result in a final product – e.g., liaison,
coordination, follow-up, or other support activities – and that cannot be effectively
associated with a definable end-product process result. It is measured only in terms
of resources actually consumed within a given time period.
 Organizational Breakdown Structure (OBS): a functionally oriented structure
indicating organizational relationships, and used as the framework for assignment of
work responsibilities. The organizational structure is progressively detailed
downward to the lowest levels of management.
 Other Direct Costs (ODC): A group of accounting elements that can be isolated to
specific tasks other than labor and material. Included in the ODC are such items as
travel, computers and services.
 Over Target Baseline (OTB): A baseline that results from formal reprogramming of
an overrun, used only with the approval of the customer.
 Project Management Baseline (PMB): The time-phased budget plan against which
project performance is measured. It is formed by the budgets assigned to scheduled

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cost accounts and the applicable indirect budgets. For future effort not planned to the
cost account level, the PMB also includes budgets assigned to higher-level CWBS
elements. The PMB does not include any management or contingency reserves,
which are isolated above the PMB.
 Rebaseline: The principal of reallocation of the remaining budget to support the
remaining schedule activities as identified from variance and analysis of the project.
 Responsibility Assignment Matrix (RAM): The meeting of the WBS and the OBS into
a structure of responsibility. Normally identified by the control account from the WBS
to the OBS.
 Resource Loading: Assignment of the budgeted costs from the estimate or planning
package into a detailed level of the project schedule.
 Rolling-Wave Concept: The progressive refinement of detailed work planning by
continuous subdivision of far-term activities into near term work packages tasks.
 Schedule Performance Index (SPI): The planned schedule efficiency factor
representing the relationship between the value of the initial planned schedule and
the value of the physical work performed, earned value.
 Schedule Variance (SV): The numerical difference between earned value (BCWP)
less the planned value) (BCWS).
 Thresholds – Monetary, time, or resource values used as parameters, which, if
breached, will cause some type of management action to occur.
 Undistributed Budget (UB): Budget applicable to contract effort that has not yet been
identified to specific CWBS elements at or below the lowest level of reporting.
 Variance at Completion (VAC): VAC is the algebraic difference between BAC and
EAC.
 Work Breakdown Structure (WBS): The WBS is a product-orientated, family-tree
division of hardware, software, services, and project-unique tasks that organizes,
defines, and graphically displays the product to be produced, as well as the work to
be accomplished.
 Work Package (WP): Detailed short-span tasks or material items, identified by the
performing contractor for accomplishing work required to complete a project.

6.0 REFERENCES

ANSI 748/1998 Criteria

DoD5000.2r April 2005 EVMS Implementation Guide
Earned Value Project Management, 2nd Edition, Fleming and Koppelman, 2000
KBR EVMS Procedure Proposal January 2005.

7.0 ATTACHMENTS

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TO00-00000-00-PC-P-027-001 Schedule Template – 3 Week

TO00-00000-00-PC-P-027-002 Schedule Template – Monthly
TO00-00000-00-PC-P-027-003 Progress Template - Weekly
TO00-00000-00-PC-P-027-004 Progress Template - Monthly
TO00-00000-00-PC-P-027-005 Quality Control / Daily Construction Reports
TO00-00000-00-PC-P-027-006 Monthly Contractor Injury Illness Reports
TO00-00000-00-PC-P-027-007 WBS Coding

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ATTACHMENTS:

TO00-00000-00-PC-P-027-001
SCHEDULE TEMPLATE – 3 Week

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TO00-00000-00-PC-P-027-002
SCHEDULE TEMPLATE – Monthly

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PROGRESS TEMPLATE – Weekly

UNDERGROUND
INSTALLATION
U32-1 UNDER
GROUND
CONCRETE
TRENCH PROGRESS MEASUREMENT
UNIT RATE
PER Budget Installed
ACTIVITY Qty Qty Percent
ACTIVITY (ALL SIZES) Complete KBR KBR
UNITS Eng QA/QC KBR PM
LM EA CM Approval Approval Approval
Trench
route   NA NA
marking      
Trench
NA NA  
Excavation      
Trench
Backfill & NA NA  
compacting      
Steel Rebar
-forming &
securing
  NA NA
work (based
on 1/2"
rebar size)      
Concrete
pouring for
NA NA  
bottom of
the trench      
Concrete
pouring for
NA NA  
the trench
walls      
Forming of
concrete NA NA  
trench cover      
Installation
NA   NA
of cover      
Identification
NA   NA
marking      

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TO00-00000-00-PC-P-027-004
PROGRESS TEMPLATE – Monthly

UNDERGROUND
INSTALLATION
U32-1 UNDER
GROUND CONCRETE
TRENCH PROGRESS MEASUREMENT
UNIT RATE PER Budget Installed EAC Percent
ACTIVITY (ALL Qty Qty Qty Complete KBR KBR
ACTIVITY SIZES) Eng QA/QC
UNITS Approv Approv KBR PM
LM EA CM al al Approval
Trench route
  NA NA
marking      
Trench
NA NA  
Excavation      
Trench
Backfill & NA NA  
compacting      
Steel Rebar
-forming &
securing work
  NA NA
(based on
1/2" rebar
size)      
Concrete
pouring for
NA NA  
bottom of the
trench      
Concrete
pouring for
NA NA  
the trench
walls      
Forming of
concrete NA NA  
trench cover      
Installation of
NA   NA
cover      
Identification
NA   NA
marking      

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TO00-00000-00-PC-P-027-005

QUALITY CONTROL/DAILY CONSTRUCTION REPORTS

PRIME CONTRACTOR
______Kellogg Brown & Root Services, Inc. (KBR)_______
______________PCO Oil Program, Basrah Iraq________________

DAILY CONSTRUCTION/QUALITY REPORT

NO._____________________DATE________________
Project Location_____________________________________Work Release #__________

Work Release Title:

1. WORK PERFORMED TODAY:

2. INSPECTION PERFORMED: (Include all items of material, equipment and work

inspected, specific results of all inspections and location of inspections.) (State Phase of
Inspection: Preparatory, initial, or follow-up) (Document arrival of materials for compliance
with submittal approvals, damage and proper storage.

3. TESTS PERFORMED: (Indicate requirements, i.e., specification, A.S.T.M., plans,

etc., Type, i.e., hydrostatic, pneumatic, density, etc. Record results and details, satisfactory or
unsatisfactory, corrective action to be taken, etc.)

4. INSTRUCTIONS RECEIVED OR GIVEN: (Include any instructions received from

Government representatives, Contractor's representative, manufacturer's representative,
manufacturer's representative. Also, include any instructions given to any Government,
Contractor, or subcontractor personnel, or representative, i.e, clarification of plans or
specifications, acceptance and/or rejection of material and work.)

5. MANPOWER AND EQUIPMENT LISTING:

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NUMBER
LABOR CLASSIFICATION NUMBER HOURS EQUIPMENT OF TYPE AND CAPACITY, HOUR
UNITS ETC.
SUPERVISORS COMPUTERS
CARPENTERS COMPRESSORS
LABORS FORK LIFTS
TRUCK DRIVERS Frt.End LOADERS
OPERATORS (EQUIP) SKID STEER LOADER
FITTERS/WELDERS WELDING
MECHANICS CRANES
ELECTRICIANS SCRAPERS
PLUMBERS BACKHOES
OILERS LARGE TRUCKS
IRONWORKERS PICKUP TRUCKS

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PAINTERS STAKE BODY
MASONS VANS
SHEETMETAL WORKERS AUTO (CAR)
ROOFERS ALIGNMENT SENSORS
ADMINISTRATORS PAINT MACHINES
AUTO PIPE CUTTER
TOTAL EMPLOYMENT By nationality ELECTRICAL TESTING
IRAQI MALE MANAGERS
IRAQI MALE TECHNICAL
IRAQI MALE UNSKILLED
IRAQI FEMALE MANAGERS
IRAQI FEMALE TECHNICAL
IRAQI FEMALE UNSKILLED
USA PEOPLE
COALITION NATIONALITIES
OTHER NATIONALITIES

COALITION means people from Afghanistan, Albania, Australia, Azerbaijan, Bulgaria, Colombia, Costa Rica,
Czech Republic, Denmark, Dominican Republic, El Salvador, Eritrea, Estonia, Georgia, Honduras, Hungary, Iceland, Italy,
Japan, Latvia, Lithuania, Macedonia, Mongolia, Netherlands, Nicaragua, Panama, Philippines, Poland, Portugal, Romania,
Rwanda, Singapore, Slovakia, South Korea, Spain, Turkey, Uganda, Ukraine, United Kingdom, United States, Uzbekistan

6. REMARKS: (Cover any details or discussion not included above. Cover any
conflict discrepancies in plans, specifications, or instructions received. Note any disputes,
labor problems, material shortages, etc.)

7. CONTRACTOR'S VERIFICATION: The above report is complete and correct, and

all matter and equipment used and work performed during this reporting period is in
compliance with the contract plans and specifications except as noted above.

ACKNOWLEDGMENT:

SIGNED_________________________
Subcontractor's Representative
SIGNED__________________________________
KBR Construction Inspector

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TO00-00000-00-PC-P-027-006
Monthly Contractor Injury/Illness Report
SIC Classification:
Contractor: Contract No.:

Reporting Month Year

Job Name Job Number

Address

Manhours Worked

Month
Brought Forward
Year To Date

* First Report of Injury/Illness ** Recordable Injuries/Illnesses

Month Month
Brought Forward Brought Forward
Year To Date Year To Date

** Restricted Duty Cases ** Lost Time Cases

Month Month
Brought Forward Brought Forward
Year To Date Year To Date

** Total Lost Time Cases

Month
Brought Forward
Year To Date

Contractor Authorized Representative:

* First Report of Injury - Any visit to a physician off the job site.
** OSHA Definition: Recordable Injury - (Column 6 of OSHA 200 Log) All injuries that require medical
treatment, other than one time first aid treatment, loss of consciousness; Recordable Illness - (Column 13 of
OSHA 200 Log) All occupational illnesses; Restricted Duty Case - When an employee can return to work but
cannot perform all of the tasks associated with the job, is temporarily assigned to another job, or works normal
job but not full time; Lost Time Case - (Columns 3 & 10 of OSHA 200 Log) when employee misses next
assigned shift due to injury or illness; Total Lost Time Cases - (Columns 2 & 9 of OSHA 200 Log) includes
Restricted Duty Cases and Lost Time Cases.

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