R1116010 Toss 10 006

Thai Oil
Standard Specification
R1116010-TOSS-10-006
ADOE
General Project Control Requirements
Amendment Record
Issue/revision Date Remarks Signature
0 01/06/16 First issue CFPA/ADSC-Narongsak
Note: This CFP Project Specific Standard/Specification has been developed from original Corporate
Standard TOSS-10-006 Revision 0, Dated 30/11/13
This document is confidential. Neither the whole nor any part of this document may be disclosed to any third party without the prior
written consent of Thai Oil Company Limited Thailand.
The copyright of this document is vested in Thai Oil Company Limited
All rights reserved. Neither the whole nor any part of this document may be reproduced, stored in any retrieval system or transmitted
in any form or by any means without the prior written consent of the copyright owner.
Issue No: 1 Revision No: 0 Issued on: 01/06/16 Code No: R11116010-TOSS- 10-006
Page No: 1 of 30. Originator : CFPA/ADSC-Narongsak Approved by: ADOE
Doc. No.: TOSS-10-006 Rev.: 0
INDEX
1.0 INTRODUCTION .............................................................................................................................................. 3

1.1 SCOPE ..................................................................................................................................................... 3
1.2 DEFINITIONS ........................................................................................................................................... 3
2.0 PROJECT CONTROLS PROCEDURES ......................................................................................................... 5
3.0 PLANNING AND SCHEDULING ...................................................................................................................... 6

3.1 WORK BREAKDOWN STRUCTURE (WBS) ........................................................................................... 6
3.2 PLANNINGING HIERARCHY ................................................................................................................... 7
3.3 LEVEL I – PROJECT MILESTONE SCHEDULE ...................................................................................... 7
3.4 LEVEL II – PROJECT SUMMARY SCHEDULE ....................................................................................... 7
3.5 LEVEL III – EPC NETWORK SCHEDULE ............................................................................................... 8
3.6 LEVEL IV – DETAILED SCHEDULES AND CONTROL DOCUMENTS ................................................. 10
3.7 90 DAYS SCHEDULE ............................................................................................................................ 11
3.8 LOOKAHEAD SCHEDULE(S) ................................................................................................................ 12
4.0 PROJECT PROGRESS AND REPORTING................................................................................................... 13
4.1 PROGRESS MEASUREMENT ............................................................................................................... 13
4.1.1 Engineering ........................................................................................................................................ 13
4.1.2 Procurement ....................................................................................................................................... 13
4.1.3 Construction ....................................................................................................................................... 13
4.2 PROGRESS REPORTING ..................................................................................................................... 13
4.2.1 Daily Progress Report ........................................................................................................................ 14
4.2.2 Weekly Progress Report ..................................................................................................................... 14
4.2.3 Monthly Progress Report .................................................................................................................... 15
4.2.4 Monthly Progress Presentation .......................................................................................................... 15
5.0 COST CONTROL ........................................................................................................................................... 17
5.1 COST BUDGETING ............................................................................................................................... 17
5.2 COST BREAKDOWN STRUCTURE (CBS) ........................................................................................... 17
5.3 COST CONTROL AND REPORTING .................................................................................................... 18
5.3.1 Monthly Cost Report ........................................................................................................................... 19
5.3.2 Monthly Cost Presentation ................................................................................................................. 19
5.4 ASSET COST CAPITALIZATION ........................................................................................................... 20
6.0 CHANGE MANAGEMENT ............................................................................................................................. 21
6.1 GENERAL .............................................................................................................................................. 21
6.2 DEFINITION OF CHANGE ..................................................................................................................... 21
6.3 CHANGE IN THE WORK INITIATION .................................................................................................... 21
6.3.1 Change In The Work Request from OWNER ..................................................................................... 21
6.3.2 Change In The Work Notification by CONTRACTOR ......................................................................... 22
6.4 CHANGE IN THE WORK PROPOSAL ................................................................................................... 22
6.4.1 Draft Change In The Work Proposal .................................................................................................. 22
6.4.2 Change In The Work Proposal ........................................................................................................... 22
6.5 CHANGE IN THE WORK ....................................................................................................................... 22
6.6 RECORD OF CHANGES........................................................................................................................ 23
7.0 SCHEDULE AND COST RISK ANALYSIS .................................................................................................... 23
7.1 SCHEDULE RISK ANALYSIS ................................................................................................................ 23
7.2 COST RISK ANALYSIS .......................................................................................................................... 24
8.0 PROJECT CLOSEOUT STATISTICS ............................................................................................................ 24
8.1 GENERAL .............................................................................................................................................. 24
8.2 CLOSEOUT STATISTICS ...................................................................................................................... 24
APPENDIX A - PROJECT CONTROL REQUIRED DELIVERABLES ....................................................................... 25
APPENDIX B - PROJECT CLOSEOUT STATISTICS TEMPLATE ........................................................................... 28
1.0 INTRODUCTION
1.1 SCOPE
This document identifies the specification to be followed by the CONTRACTOR as appropriate
in the application of the project control. This document provides the minimum requirements for
fulfilling in understanding of general requirements in terms of project control to be implemented
on Thai Oil project. The scope is required on EPC/EPCm and FEED/BDEP phase where any
requirements in this document are applicable. This document defines the requirements on
contents and their reporting of major functions of project control below:
 Planning and Scheduling

 Progress
 Resources and Manpower
 Estimate
 Cost Control
 Change Management
Where necessary, CONTRACTOR’s standard plans and procedures shall allow for any
revisions and modifications to incorporate OWNER’s requirements that may be required from
time to time throughout the execution of the Work. This document describes the essential
requirements of OWNER to be incorporated into CONTRACTOR’s plans and procedures, but
does not exclude the addition of enhancements by CONTRACTOR. The requirements
described in this document is general requirement only, the specific plans and procedures
which are appropriate for each project phase, type and scope shall be prepared by the
CONTRACTOR and approved by OWNER in-line with this documentation.
CONTRACTOR shall provide OWNER with native files and access to all relevant planning,
schedule, progress, estimate, change, and cost control documents at all times during the work.
CONTRACTOR shall also provide copies of all SUBCONTRACTORS’ and VENDORS’
schedules, progress and relevant planning and cost data/information.
CONTRACTOR shall ensure that all reporting schedule, progress, cost, and change
information is an accurate record of the PROJECT status as determined from the Project
Controls procedures and system. All such information shall be subject to audit by OWNER.
CONTRACTOR shall provide the necessary computer hardware and software to allow
electronic transfer of CONTRACTOR’s Project Controls data, for analysis and verification by
OWNER.
Any deviations from this document shall let OWNER review and approve before use.
1.2 DEFINITIONS
For the purpose of this specification, the following definitions shall hold :
SHALL
: is to be understood as mandatory to comply with the requirements of this specification.
SHOULD
: is to be understood as strongly recommended to comply with the requirements of this
specification.
CONTRACT
: mean the CONTRACT between the OWNER and CONTRACTOR for the Works to
realize the project.
CONTRACTOR
: mean FEED/BDEP CONTRACTor and/or EPC/EPCm CONTRACTor. CONTRACTor
shall have the meaning assigned to it in the CONTRACT and shall, where the context
so requires, include CONTRACTor's employees, agents, workmen and/or
representatives, successors, permitted assignees and SUBCONTRACTORS.
CRITICAL PATH METHOD (CPM) NETWORK
: mean a computerized logically linked critical path method schedule network.
WORK BREAKDOWN STRUCTURE (WBS)
: is the structured hierarchical system by which the project work scope is broken down
into discrete units for project management and control purposes. CONTRACTOR
shall propose and apply the WBS to all levels of planning, scheduling, progress
measurement.
COST BREAKDOWN STRUCTURE (CBS)
: is the structured hierarchical system by which the project cost is broken down into
discrete units for project management and control purposes. CONTRACTOR shall
propose and apply the CBS to all levels of planning, budgeting, cost controlling.
BASIC DESIGN ENGINEERING PACKAGE (BDEP)
: Activities after Approval for Development up to Design Verification, which include
Process Design, Basic Engineering Design, Cost Estimation, etc. to perform EPCm on
next phase.
FRONT END ENGINEERING DESIGN (FEED)
: Activities after Approval for Development up to Design Verification, which include
Process Design, Basic Engineering Design, Cost Estimation, etc. to perform EPC on
next phase.
CHANGE IN THE WORK
: mean any modification or alteration of, amendment or addition to, or deletion from the
Work, in accordance with the provisions of the CONTRACT.
2.0 PROJECT CONTROLS PROCEDURES
CONTRACTOR is required to submit plans and procedures in relevant to project control

functions to OWNER review and approval, this shall be developed and issued within 1 month
after CONTRACT award date. OWNER’s review of CONTRACTOR’s plans and procedures
does not relieve CONTRACTOR of any of its obligations under the CONTRACT.
CONTRACTOR’s Project Controls procedures shall provide a detailed project controls plan
cover CONTRACTOR’s project controls and administration activities from the effective date
through the completion of project. The project controls plan and procedures shall fully meet the
requirements of the Technical Requirements set forth herewith.
CONTRACTOR’s Project Controls procedures shall include as a minimum:

 A description of the Project Controls organization and its main functions, and the
responsibilities and duties of the principle individuals assigned including its
relationship with the OWNER’s project organization. This shall include the
Planning, Scheduling, Progress Control, Cost Control, Change Control, Estimate
and Reporting functions as a minimum.
 An explanation of how the organization will ensure the integration of Project
Controls function between the Home Office, other work locations, the Site and
SUBCONTRACTORS.
 Proposed plans and procedures for the Planning, Scheduling, Progress Control,
Cost Control, Change Control, CAPEX Estimate and Reporting functions to meet
the requirements of the CONTRACT. CONTRACTOR shall explain how these
procedures will be implemented by CONTRACTOR, SUBCONTRACTORS and
VENDORS.
 Details of the proposed computer system/software for Planning, Scheduling,
Progress Control, Cost Control, Change Control, Estimate and Reporting and how
they will be applied during each phase of the Project including baseline schedule
network establishment, frequency of updates, format of schedule reports and how
consistency will be maintained among the project reports. CONTRACTOR shall
state whether it has previous experience of each computer system/software
proposed and shall list the projects in which they have been used and describe the
purpose of their application.
 Project reports, including proposed cut-off dates and content and format of
monthly, weekly and daily status reports including sample reports from the systems
proposed which demonstrate that reporting requirements stated in the CONTRACT
can be met.
 A description of how Bidder’s Document Control, Purchasing and Materials Control
functions interface with the planning, progress measurement, and cost control
systems within the project WBS, CBS and Construction Area Breakdown. Bidder
shall provide sample reports from the systems proposed.
 A description of CONTRACTOR’s Change Management Plan, which includes
procedure, process, and steps to manage potential trends or change orders.
 A description of CONTRACTOR’s CAPEX Estimate Plan and Method, which
includes procedure, process, and steps to ensure the quality and accuracy of
estimate.
3.0 PLANNING AND SCHEDULING
CONTRACTOR shall be responsible for the detailed planning and scheduling of all
engineering, procurement, construction, pre-commissioning/commissioning, an any third
parties activities required to carry out the work in accordance with the CONTRACT scope and
with the project specification. CONTRACTOR shall ensure that the work is so planned as to
meet the schedule dates required by the CONTRACT.
The level of planning shall be such that OWNER can be assured that the schedule can be met
and that any significant delay can be identified, evaluated, controlled, and accommodated
within the overall schedule.
The planning and scheduling system shall be based on detailed logic networks software, using
Primavera Project Planner for Windows – Version 6.0 or later, for critical path analysis during
the execution of the Work. The detail shall support and be compatible with the WBS and the
higher levels of planning used for management reporting both to OWNER and within
CONTRACTOR’s organization.
All schedules submittals are to be provided in a native, as well as Adobe Acrobat (.pdf) format.
The format, coding, activity ID numbering and reporting criteria shall be identified in
CONTRACTOR’s Project Controls Procedure.
After the schedule has been mutually agreed to by OWNER to become the baseline Project
Schedule, It will be updated monthly to show forecast and actual completion dates against
baseline.
CONTRACTOR shall apply construction geographical area codes to all applicable schedule
activities as defined by OWNER in the Site Plan / Plot Plan Construction Areas or as agreed
with the OWNER.
3.1 WORK BREAKDOWN STRUCTURE (WBS)

A work breakdown structure, which shows the division of the work into individual parts in order
to allow progress, quality, schedule to be exercised on both a unit and discipline basis for
engineering, procurement, construction and commissioning separately.
In preparing the WBS the following shall be incorporated:
 Division into project phases.

 Division into disciplines/trade/subcontracts.
 Division into work package.
 Division into construction areas.
 Division into process units.
 Division into systems for completion or work for handover.
The WBS shall be consistently applied in all planning documents, time schedules, progress
control, and progress reporting documents. The WBS shall be used as the basis of all
reporting during the life of project, progress shall be reported according to hierarchy WBS
figure from work package, discipline, project phase, up to overall project WBS level.
3.2 PLANNINGING HIERARCHY
CONTRACTOR’s planning shall be based on the following hierarchy of planning reporting

levels:
 Project Milestone Schedule :Level I

 Project Summary Schedule :Level II
 EPC Network Schedule :Level III
 Detailed Schedules and Control Documents :Level IV
3.3 LEVEL I – PROJECT MILESTONE SCHEDULE
The Level I Project Milestone Schedule shall consist of a complete list of project milestones
and showing the planned in accordance with the CONTRACT. All milestone dates will be
generated and updated from the lower level schedules. In order to allow subsequent schedule
control at management level, it shall identify sufficient milestones within the various phases of
the work. Key components of the Level I schedule will include:
- Agreed Project Milestones and Key Activities
- Discipline level
- Current bar line showing status and remaining duration versus target
- Target, Actual and Forecast Dates for Milestones
Once established as a baseline, the Level I schedule shall not be changed without OWNER
approval. Actual and forecast variances from the schedule shall be shown clearly in a format
acceptable to OWNER.
The assessment of the actual status and forecast inclusive schedule exceptions and proposed
remedial actions shall be carried out monthly and this shall be superimposed on the Project
Milestone Schedule. The schedule shall be included in the monthly progress report.
Intermediate assessment may be required for critical activities.
3.4 LEVEL II – PROJECT SUMMARY SCHEDULE

The Level II Project Summary Schedule is essentially a summary of the Level III schedule and
has the main function of providing a benchmark against which activities ahead or behind
planned progress can be readily visualized. The purpose of the Project Summary Schedule is:
- To show the interrelations between the project phases, i.e. process
design/engineering, detail design/engineering, procurement/shipment,
construction, systems testing and commissioning.
- To monitor progress of major and critical job items.
- To set up the frame work for detailed schedules and for detailed manpower and
other resource scheduling.
The Level II Project Summary Schedule shall be in sufficient detail to demonstrate how the
CONTRACTOR plans to execute the PROJECT within the target dates contained in the Project
Milestones. It shall be based on the WBS structure. Additional activities, key dates and
interfaces shall be shown where this aids the demonstration of critical or high-risk elements of
the PROJECT.
Key components of the Level II schedule will include:
- Clearly defined relationships between each Project phase
- A defined framework from which the Level III Network Schedules and resource
analysis can be developed
- Identification of key review activities involving OWNER, e.g.:
o HAZOP Review
o Plot Plan Reviews
o 3D CAD Model Reviews
o Complete CAEPEX +/- 10%
o Constructability Review
o Any other reviews agreed during the project.
- Identification of critical and high-risk activities through all phases of the project
and shall include engineering, long lead items, subcontracts and construction
related activities
- Work packages level which are:
o Document type for engineering
o Commodity type for procurement
o Work type for construction
Typically, the Level II Project Summary Schedule shall be a logical presentation on a single
sheet, suitable for reduction to A3 or A4 format, containing no more than 60 lines. It shall
summarizes for each Level I WBS element the main phases of the Level II WBS. The format
of the Level II Project management schedule shall be agreed with OWNER. The Level II shall
be updated monthly included in the monthly progress report, as an attachment if necessary.
3.5 LEVEL III – EPC NETWORK SCHEDULE
The Engineering, Procurement, and Construction (EPC) Network Schedule Level III shall be a
responsive and up to date model of the PROJECT and shall be the tool for schedule analysis,
providing identification of float, critical path(s) and resource shortages. They shall be
developed to cover the total scope of the PROJECT and shall provide the schedule basis for
the Level IV detailed schedules and control documents. All Project and Payment Milestones
shall be clearly identified and integrated into the network logic, as shall SUBCONTRACTORS’
and VENDORS’ schedules, ensuring the inclusion of all activities necessary to achieve
completion. Specifically, the Level III planning networks shall emphasize Engineering,
Procurement and any early Site activities, showing Construction and Commissioning in
sufficient detail to establish the major interfaces between Engineering disciplines and
Procurement. The level of detail shall enable identification of Required on Site dates for
design deliverables and materials. Typically the size of this network will be in the region of
1,000 – 3,000 activities.
The Level III Schedule shall be in direct alignment with the Level I CONTRACT Milestone
Schedule and Project Management Schedule.
CONTRACTOR shall issue the Level III schedule in the form of detailed precedence CPM
networks and based on the WBS for OWNER review and comment as soon as reasonably
practical but in no event later than 2 months after CONTRACT award date. OWNER agrees to
provide any such comments to CONTRACTOR within ten (10) business days of receipt of such
schedule from CONTRACTOR, and CONTRACTOR agrees to consider in good faith any and
all comments made by OWNER. OWNER’s review or comment on such schedule (or its failure
to do so) shall not in any way affect or reduce CONTRACTOR’s obligations to complete the
project in a timely manner in accordance with this CONTRACT. The key dates must conform to
the Level I CONTRACT Milestones Schedule. Once agreed with OWNER, this schedule shall
be “baseline” and set as a target against the current schedule which CONTRACTOR shall
compare all subsequent reporting. This “baseline” schedule shall also form the basis for the
production of progress and quantity analyses as described in CONTRACTOR’s proposed
Project Controls Procedure.
The Construction section of the Level III schedule shall be further developed and expanded in
detail throughout the execution of the Work to be consistent with the baseline schedule. This
shall be structured on the basis of construction trade and construction area. The Construction
work in each work area/ work site execution schedule shall be submitted for review and
approval 3 months prior to commencement of work at that location.
The Pre-Commissioning/Commissioning logic shall be developed to provide for the transition

from a construction area basis to a system/unit basis. It shall include for all activities up to
Mechanical Completion and Ready for Start-up.
Key components of the Level III schedule will include:

- The logic network schedule calculated by Primavera
- Schedule analysis identifying float, critical path(s), resource bottlenecks, and
constraints
- Physical Quantities and Resources on activities
- An appropriate level of detail such that start and end dates can easily be
identified and activities do not generally extend over long durations
- Adequate interrelations and references to the schedule Level II.
- The status of the execution of the Work and the proposed plan of action for
outstanding work.
- All ENGINEERING and PROCUREMENT activities to show:
o All activities from front-end work up to the delivery of complete document
packages.
o Design reviews.
o Vendor data receipt and review.
o All procurement activities from purchasing up to delivery of equipment
and materials.
o Subcontract Strategy and Schedule Award Date.
o All activities necessary for the placement of erection CONTRACTs.
- All CONSTRUCTION and PRECOMMISSIOINING activities to show:
o All activities from site mobilization, site preparation, fabrication, erection,
testing up to pre-commissioning activities.
o The interrelation of the availability of engineering documents, Materials
arrival dates, award of Erection CONTRACTs, construction activities,
system testing activities, commissioning activities and RFSU date.
o The basis for detailed manpower loading and progress measuring.
Progress measurement of systems testing and commissioning activities
shall be included.
o The framework to establish the timing of Vendors and Erection
CONTRACTORs' activities.
o Integration with the commissioning schedule.
- All COMMISSIONING, STARTUP and PERFORMANCE TESTING activities to
show:
o The interrelation of handover from construction to commissioning to
OWNER.
o Separately the tasks to be performed by CONTRACTOR and OWNER
and integration of these.
o The basis of detailed manpower loading and progress measurement of
all integrated CONTRACTOR/OWNER activities till completion of
performance testing.
o The framework to establish the timing of VENDOR and Erection
CONTRACTOR activities.
o The status of the execution of CONTRACTOR's and OWNER's
commissioning and start-up work including punch listing, permit
requirements, and documentation handover to OWNER and the turnover

to OWNER of completed systems.
The Level III CPM network shall be updated at least monthly and issued to OWNER. Every
issue shall include an electronic issue of native file to enable OWNER to review using
Primavera software. CONTRACTOR shall prepare standard reports from the network, which
clearly demonstrate the current performance against the approved PROJECT baseline
schedule. These shall include bar charts and tabulations, the format of which shall be agreed
with OWNER. The minimum bar chart report shall be presented as a comparison of the agreed
baseline schedule and the current schedule showing actual/forecast with tabulation showing
activities ID, activities name, duration, early plan date, actual/forecast date, and total float.
CONTRACTOR shall analyze the schedule to identify the critical path and shall, throughout the
duration of the PROJECT, update the critical path. All changes made to the networks as part
of the monthly biweekly update shall be reported to OWNER together with the critical path
analysis.
The Master Baseline Schedule shall be supported with a concise description of the schedule
basis and assumptions used in development of the schedule. This description shall address, at
a minimum:
 Scope, basis and assumption included in the baseline schedule
 Critical Path Analysis identify schedule risk and mitigation action
 Progress curves
 Procurement lead times for all major equipment and packaged units.
 Brief Construction execution and methodology (e.g. stick build vs
modularization, etc.)
 Work patterns and holiday schedules by Work Area/Work Site.
 Weather windows and allowances.
 External interfaces and constraints.
 WBS or activity codes used in formatting the schedule
 Definition of resources used in the resource loading
3.6 LEVEL IV – DETAILED SCHEDULES AND CONTROL DOCUMENTS
Level IV Detailed Schedules & Control Documents shall be prepared by CONTRACTOR and
issued to OWNER as indicated below. These documents and/or their supporting databases
shall describe in detail the scope of work in terms of quantity and schedule. They shall be
CONTRACTOR’s principle control tools. The schedule shall allow time for OWNER review and
shall provide the basis for the day-to-day implementation of the PROJECT as well as being the
mechanism for progress measurement.
Level IV Detailed schedules and Control Documents shall be compatible with the WBS and
shall fully support the Level III CPM networks. CONTRACTOR will be expected to
demonstrate that Level IV scheduling is directly related to Level III CPM network and illustrate
interfaces between levels.
Level IV Detailed schedules and Control Documents shall comprise as a minimum the
following and include their supporting databases:
 Deliverable List
 Requisition Index
 Purchase Order Index
 Packages Purchasing and Awarding Plan
Page No: 10 of Originator : CFPA/ADSC-Narongsak Approved by: ADOE
30.
 Equipment and Material Delivery Schedules

 Procurement Status Report
 Material Received Report
 Isometric Drawing Production Status
 Detailed Construction Schedules
 Fabrication and Erection Production Status
 Vendor Site Visits Schedule
 Heavy Lift Schedule
 Detailed Shut Down Schedule
 Detailed Testing Schedules
 Detailed System Completion Status
 Pre-Com./Commissioning Schedule
Note
Level IV schedule required no later than 2 months before first activity planned to
commence. The format and content of the above shall be agreed with OWNER no later than 4
weeks after CONTRACT award. Planned, actual and forecast data shall be detailed and
reports provided both in full and on an exception basis. Additional schedules and documents
will be provided by CONTRACTOR where requested by OWNER to demonstrate effective
control of the PROJECT.
General requirements for Level IV schedules:

 Any deviation from planned dates shall be shown clearly on the schedule.
 Latest revision and date of revision of documents identified above shall be
shown.
 Forecast dates shall be shown where CONTRACTOR does not expect to meet
the original planned dates.
CONTRACTOR shall notify OWNER within 24 hours after any occurrence which will
adversely affect the Mechanical Completion. CONTRACTOR shall also notify OWNER, at least
once a week, during construction the status of the Critical Action Items which could affect the
completion of the PROJECT. In addition, CONTRACTOR shall include an action plan of
proposed remedial actions for expediting these items to achieve the completion date. Upon
review and permission to proceed by OWNER, CONTRACTOR shall implement the remedial
actions.
All levels of planning and scheduling shall be submitted to the OWNER for review.
3.7 90 DAYS SCHEDULE

When the Level III Network Schedule is not issued, the 90 Days Schedule will be used for
updating and monitoring major deliverable that need to be issued and monitor since early of
the project. Once Master Schedule Level III is completed, the 90 Days Schedule is no longer
applied. Detail of deliverable and Task of it will be incorporated in Master Schedule Level III.
The 90 Days Schedule shall be issued for OWNER’s review and approval within 14 days after
CONTRACT award to control the PROJECT during the development of the Level III network. It
shall detail specific mobilization activities and initial engineering and procurement activities.
After approval, all subsequent issues to OWNER shall be every one (1) week, with current
progress and status date indicated.
The 90 Days Schedule shall include, but not be limited to:
 The provision of CONTRACTOR and OWNER facilities.
30.
 Mobilization of personnel and equipment.

 The establishment of communications and computer facilities.
 The preparation, submission and approval of all project procedures and
execution plans.
 OWNER provided data and/or decisions that CONTRACTOR requires to
progress the design work.
 Engineering and Procurement activities that are required to commence or
accomplished within 90 days
This schedule shall follow the WBS and it shall be structured identically to the Level III CPM
Network. It shall be updated and reissued every week using a ‘Time-now’ line to show actual
progress achieved until such time that the Level III CPM schedule is ready for use.
3.8 LOOKAHEAD SCHEDULE(S)
CONTRACTOR shall prepare, maintain and issue Lookahead Schedule(s) for each work Area/
work Site. The format shall show previous week’s actual status against previously reported
planned activities, activities planned for the coming period and a preview of work to be
completed against the baseline plan. CONTRACTOR shall propose the exact period(s) to be
shown on the Lookahead Schedule(s). OWNER reserves the right to further define these
period(s) as the work progresses. The schedule data shall be in direct alignment with the
relevant work area/ work site execution and clearly indicate Critical Path activities.
30.
4.0 PROJECT PROGRESS AND REPORTING

Progress and performance will be monitored by the comparison of physical progress and
expended man-hours against the CONTRACT Program and budget.
Progress will be assessed against an agreed gate system and specified at individual
deliverable level. Each deliverable or task will have a component budget weighting. Gate
system is indicator for percent completion of deliverable in each revision step.
The Control Schedule will be monitored monthly and will be used as the baseline against which
progress is reported as part of the Project monthly report. The project controls will liaise with
the activity to review any area of specific progress variances. The project controls will liaise as
necessary to highlight any potential slippage to the overall schedule and to recommend any
corrective actions required.
4.1 PROGRESS MEASUREMENT

4.1.1 Engineering
Engineering Progress is assessed in terms of progress on deliverables, weighted based on
their manhour budgets. Progress of each deliverable comes up from achievement on
Engineering Progress Production Step. This shall be reviewed and agreed with OWNER. This
will be used as the guide to identify maximum progress claimable for each stage by deliverable
type.
The key to performance measurement is the objective assessment of the level of completion of
work in progress. All work is either completed, in progress or not yet started. Completed work
presents no performance measurement problem since those work packages have been
closed, the budget has been earned and progress been reported. Future work will not be
measured until the work gets underway. The only work elements to be concerned about are
those that are planned to be or are actually in progress. The method of measuring progress is
the earned value method.
4.1.2 Procurement
Procurement Progress is primarily assessed in terms of progress on each
Requisition/Purchase Order, weighted based on their value budgets. A gate system will be
implemented to establish a percentage completion based on the current step in the
procurement process (e.g. purchasing requisition, request for quotation, quotation received
from vendor, commercial bid evaluation, purchase order, receipt of key vendor document,
materials received, etc.).
4.1.3 Construction
Fabrication and construction shall be determined based on the measurement of physical
quantity of work done against total volume of work. Construction progress is measured as the
actual % progress of production work steps for work item. CONTRACTOR shall utilize the
spreadsheet to determine the progress against each category off work (eg cubic metres of
concrete, tonnes of steel erected, equipment items installed, etc).
4.2 PROGRESS REPORTING

In general, Cut Off of progress will be on every Friday weekending. Weekly Progress Report
will be updated and submitted to OWNER on the following week
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4.2.1 Daily Progress Report

By daily, during the CONSTRUCTION, the CONTRACTOR shall prepare and submit daily
report of CONSTRUCTION to OWNER on the morning before 10.00 am. It should contain the
necessary information as follows:
 Weather condition
 A brief summary of Construction works have been achieved yesterday
 A brief summary of Construction works to be performed today
 Production Status of Construction Key Quantities
 Daily manpower and Manhours both indirect and direct labour by trade
 Major equipment being utilised on site work
 Area of Concern
 Significant events e.g. arrival of any major materials/equipment, heavy lifting,
etc.
The Production Status of Construction Key Quantities shall present a comparison of actual
progress with the scheduled figures for a number of controllable items in representative
categories such as:
- Number of Piles driven
- Cubic metres of concrete poured
- Number of spols fabricared/installed
- DB of Fabrication and Erection completed
- Metre of Steam Tracing erected
- Number of Hydrotest Package completed
- Tonnage of steelwork fabricated/installed
- Number of equipment items installed
- Number of instruments and control elements installed and connected
- Cable metres or square meters or conduit length installed
- Square metres of area painted
- Number of Motor Test Run completed
- Number of Loop Check completed
4.2.2 Weekly Progress Report

At every Friday, the weekly status will be updated, and then the weekly report package will be
finalized and issued to the OWNER by following Monday before noon. It will contain
achievements, progress, and actual status up to the Friday weekending.
The weekly report package will be reviewed and discussed in weekly progress meeting to be
held on a day to be agreed, and the CONTRACTOR is reminded that this information must be
prepared in time for such meetings. Notes of the meeting shall be prepared by
CONTRACTOR.
The reports required from CONTRACTOR to be submitted on weekly basis are as follows:
 Weekly Progress Summary Table and S-Curve
 Major achievements this week
 Major work planned to commence and/or accomplish on next two weeks
 Slippage and Action plan for major activities lagging behind schedule
 Three Week Schedule
 Critical Activities
 Area of concern
 Procurement status
 Production Status of Construction Key Quantities (during Construction)
30.
 Manpower Histogram (during construction)

 Manday and Manhour Summary (during construction)
 Labour Productivity (during construction)
 Arrival of any major materials/equipment (during construction)
 Photographs of work site.
 Other significant events.
4.2.3 Monthly Progress Report
The updated Monthly report is submitted from CONTRACTOR to the OWNER by 7th (seven)
day of the month. The cut-off date is the last Friday of the month. The report will be presented
following contents to provide the project overall monthly report by CONTRACTOR focusing on
the Major events of the month, problems, and countermeasure.
 Executive summary
 Area of Concern
 Achievements this month
 Goals next month
 Slippage and Action plan for major activities lagging behind schedule
 HSE statistics (during construction)
 QA/QC activities (during construction)
 Engineering narrative
 Procurement narrative
 Construction narrative
 Production Status of Construction Key Quantities (during Construction)
 Level-II/III Schedule Update
 Critical Path Analysis
 Summary schedule/project milestones status
 Progress Summary Table and S-curve
 Progress Evaluation Sheet
 Procurement status
 Deliverable Status of Engineering/Vendor/Contractor Documents and Drawings
 QC Summary Report
 Manpower Histogram (during construction)
 Manday and Manhour Summary (during construction)
 Labour Productivity (during construction)
 Major Construction Equipment Loading (during Construction)
 Arrival of any major materials/equipment
 Photographs of work site
The reports shall be supplemented with a brief narrative description to explain the area of
concern, issues, CONTRACTOR requirements, and other limitations obstructing the works.
Above mentioned reports are the minimum necessary documents only, the additional or
supplementary reports may be also required to provide an assessment of actual
CONTRACTOR performance e.g. production progress report, system turnover status, etc.
4.2.4 Monthly Progress Presentation

After monthly progress report complete, CONTRACTOR shall arrange and perform Monthly
Progress Presentation with OWNER by 12th (twelve) day of the month. This is a monthly
progress review meeting, the attendees other than Project Managers and project control
30.
personnel will be identified prior to the meeting. Notes of the meeting shall be prepared by
CONTRACTOR and agreed by OWNER.
CONTRACTOR shall brief the overall project progress status, the content in presentation slide
shall cover topics below as a minimum.
 Overall Progress Summary
 Major Achievements This Month
 Major Goals Next Month
 Summary Level-I Bar Chart Schedule Status
 Critical Path Analysis
 Engineering Status Summary and Area of Concern
 Procurement Status Summary and Area of Concern
 Construction Status Summary and Area of Concern
 Manpower Plan and Status
 Progress Photos
 Major Delay Items and Recovery Actions
CONTRACTOR shall early identify for any potential schedule delay, any issues shall be raised
for discussion with OWNER to agree on solutions.
30.
5.0 COST CONTROL

According to CONTRACT scope of CONTRACTOR if it is included the scope of cost control
services, normally is applicable for all EPCm CONTRACT, CONTRACTOR is required to
perform cost control services in accordance with following requirements.
The CONTRACTOR shall have a cost control system in order to identify the budget allocated
to specific CONTRACTs and purchase orders to control costs against a predetermined
estimate or budget, provide information to facilitate OWNER decision-making and identify the
out of scope project commitments.
5.1 COST BUDGETING
The Cost Budget shall be submitted for OWNER review and approval before further use for
cost monitoring and control, this shall provide a link to the estimating commodity code and
shall be directly related to activities contained in the CAPEX estimation detail sheets in order to
maintain budget, forecast and actual cost and to ensure progress achieved aligns with the
CAPEX estimation. Budgets for each package of work shall be settled and made available to
procurement/CONTRACT prior to placing any commitment
The budget allocations are held by the CONTRACTOR and shall clearly identify:
 The CBS to be used for budget allocation
 The scope of each purchase order or CONTRACT package
 The estimating commodity code related to each budget
 The cost items outside of the project scope
 The required additional budget due to recognized scope changes
 The escalation budget to be used
 The contingency budget to be used
5.2 COST BREAKDOWN STRUCTURE (CBS)

A cost breakdown structure, which shows the division of the cost into individual parts in order
to allow budgeting, monitoring, forecasting, and controlling of cost items is required to submit
for OWNER review and approval within one month after CONTRACT award.
In preparing the CBS the following shall be incorporated:
 Division into Direct/Indirect cost.

 Division into Procurement/Construction/Field Indirect/and Services cost.
 Division into Equipment/Bulk Material/SubCONTRACT cost.
 Division into Discipline/Trade cost.
 Division into each Commodity Package Control.
 Division into Area/Unit.
The CBS shall be consistently applied in all cost budgeting, cost posting, controlling, and
reporting documents. The CBS shall be used as the basis of all cost reporting during the life of
project, cost summary shall be reported according to hierarchy CBS figure from lower to
highest overall level.
30.
5.3 COST CONTROL AND REPORTING

CONTRACTOR shall update actual costs incurred up to a particular point in a project and then
forecast the cost for the remaining work to be completed. The total of the actual and forecast
cost of the remaining work is then compared with the current budget from the execution plan
as a check on cost performance.
CONTRACTOR shall early identify OWNER for any significant trends in the forecast final cost
on potential cost overrun/underrun and then discuss with the OWNER in a timely manner to
establish remedial action plans.
If for some unexpected reason this is not the case and the CONTRACTOR becomes aware of
unexpected cost variances (where the current budget is either known to or believed to have
been exceeded), the OWNER should be notified immediately and it is recommended that all
work should be paused pending for clarification.
There are common terms to be used for controlling cost, those are:
 Original Budget : A baseline budget, approved budget or control budget is
derived from CAPEX estimate with approval from OWNER.
 Change/Transfer : An additional/decrease or re-allocate of cost between control
cost account.
 Current Budget : A summation of Original Budget and Change/Transfer to be
Current Budget. This to be referred in cost comparistion to calculate variance
during execution.
 Commitment This Period : Value of awarded services CONTRACT on EPCm
services scope, value of purchase order on materials/equipment, and the value
of signed CONTRACT for awarded SUBCONTRACTORS. This also includes
approved changes, P.O. amendment, and CONTRACT amendment occurred on
reporting period.
 Commitment To Date : Cumulative value of awarded services CONTRACT on
EPCm services scope, value of purchase order on materials/equipment, and the
value of signed CONTRACT for awarded SUBCONTRACTORS. This also
includes approved changes, P.O. amendment, and CONTRACT amendment
occurred from project commence up to reporting date.
 Expenditure This Period : The actual cost or spent value on services,
purchasing materials/equipment and hiring SUBCONTRACTORS occurred on
reporting period.
 Expenditure To Date : The actual cost or spent value on services, purchasing
materials/equipment and hiring SUBCONTRACTORS occurred from project
commence up to reporting date.
 Forecast To Complete : The estimate value to complete on each
purchasing/awarding packages.
 Forecast At Complete : The estimate value at completion on each
purchasing/awarding packages. This is necessary to calculate cost variance,
cost overrun, cost underrun on each package led to total variance for overall
project.
 Variance : The different value between Current Budget and Forecast At
Complete amount.
There are fundamental obligations that the CONTRACTOR must meet in regard to cost
control:
30.
 Ensuring accurate, regular monitoring of actual costs and committed costs

versus current budget, whether for the total budget or individual purchase orders
within a total budget;
 Ensuring regular assessment of the forecast (final) cost against the current
budget;
 Give the OWNER early warning of potential overruns against current budget;
 Never allow actual or committed costs to exceed the current budget without prior
formal approval from the OWNER;
 Ensure when required, Change Requests are submitted in a timely manner and
followed through.
 In case of cost overrun, the status shall be timely reported to client
 CAPEX Cost Control shall be limited the information provides to concerned
parties in order to be efficient
In summary while there are a number of facets to the Cost Control process, there are three key
underlying objectives:
 Ensure that the Committed Cost never exceeds the Current Budget, without
prior OWNER approval.
 Regularly use an assessment of Actual Cost to date together with sound
forecasting, to accurately calculate the Forecast Final Cost, and provide early
warning of variances from budget and potential overruns.
 Ensure that no cost commitments are made on the project without correct
approval and budget allocation.
5.3.1 Monthly Cost Report

The updated Monthly Cost Report is submitted from CONTRACTOR to the OWNER by 7th
(seven) day of the month. The cut-off date is the last Friday of the month. The report will be
presented following contents to provide the project overall monthly report by CONTRACTOR
focusing on the Major Costs of the month, overrun, problems, and countermeasure.
 A brief summary of Overall Project Cost Status
 A brief summary of Major Cost Overrun and Underrun with support reason
 Project Cost Summary Table
 Cost Forecasting Basis of each package
 Cost Variance Analysis
 Key Quantities Variance from Budget
 Commitment Status
 Invoicing and Payment Status
 Change Register
 Cost Control Summary and Detailed Control Sheets
 Cashflow Plan, Actual, and Forecast Status with Chart
The reports shall be supplemented with a brief narrative description to explain the area of
concern, issues, CONTRACTOR requirements, and other limitations obstructing the works.
Above mentioned reports are the minimum necessary documents only, the additional or
supplementary reports may be also required to provide an assessment of actual cost status.
5.3.2 Monthly Cost Presentation

After monthly cost report complete, CONTRACTOR shall arrange and perform Monthly Cost
Presentation with OWNER by 12th (twelve) day of the month. This is a monthly cost review
meeting, the attendees other than Project Managers and Project Control personnel will be
30.
identified prior to the meeting. Notes of the meeting shall be prepared by CONTRACTOR and
agreed by OWNER.
CONTRACTOR shall brief the overall project cost status, the content in presentation slide shall
cover topics below as a minimum.
 Overall Cost Summary
 Commitment Status
 Summary Cost Variance shows Major Cost Saving/Overrun
 Invoicing and Cashflow Status
 Change Status
 Recommendation Actions
CONTRACTOR shall early identify for any potential and any issues and discuss with OWNER
to agree on solutions.
5.4 ASSET COST CAPITALIZATION

On PROJECT COMPLETION, CONTRACTOR shall recast the final cost report into a capitalization
account, in a format to be agreed by OWNER. CONTRACTOR shall refer to TOSS specification no.
TOSS-10-003 for requirements of input to Asset capitalization template. The capitalized asset cost (first
draft) is required to submit to OWNER review no later than MC date. This allows correction and
adjustment if any. The final version shall be completed by RFSU date.
30.
6.0 CHANGE MANAGEMENT
6.1 GENERAL
In order to maintain a complete check on the effect of the change on the cost involved and on
the completion time, it is necessary to introduce a uniform procedure for identifying and
controlling changes
Scope changes may be initiated by CONTRACTOR. Implementation changes and field

changes may be initiated by OWNER and/or by CONTRACTOR. Corrective work by
CONTRACTOR is not a change.
Scope changes shall be processed following the procedure as described below. A change shall
only be effected after OWNER consent has been obtained.
A procedure shall be prepared for the handling of implementation changes and field changes.
In exceptional cases and to be the basis of a preliminary cost evaluation, it may be decided
that a change is to be performed immediately, in order not to delay activities. This instruction
shall be given in writing by OWNER. The issue of an official change in the work proposal shall
follow.
The following section guidelines for Change In The Work Procedure.
6.2 DEFINITION OF CHANGE
The following categories of changes can be distinguished:
a) Scope Changes
A change in the definition of the Project which involves substantial changes of key documents,
such as process engineering flow schemes, plot plans, requisitions, forming part of the
CONTRACT.
b) Implementation Changes
Alterations to the detailed execution of the Work which do not alter the scope of the Work as
originally defined but occur normally "out of phase", e.g. a change requiring substantial
modifications of detailed engineering drawings after the detailed engineering work was
adequately completed.
c) Field Changes
A change normally proposed during the construction phase to attain easier construction, better
operation or maintenance. It may not involve changes of substances to documents but may
imply/require/necessitate extra cost and delay.
6.3 CHANGE IN THE WORK INITIATION

6.3.1 Change In The Work Request from OWNER
At any time during the implementation of the Work OWNER may issue a request for a change
in the work proposal. OWNER's written change in the work request will contain:
30.
• Specification of the desired variation.
• Request for order of magnitude estimate and the estimated effect on project timing.
• The request for order of magnitude quotations from third parties, if applicable and submission
of a "draft change in the work proposal".
6.3.2 Change In The Work Notification by CONTRACTOR

CONTRACTOR may at any time during the execution of the Work submit for approval a written
Notification of Change In The Work for implementation changes and field changes. A
Notification of Change In The Work shall be submitted by CONTRACTOR in accordance with
the procedure to be developed as outlined in section above.
6.4 CHANGE IN THE WORK PROPOSAL

6.4.1 Draft Change In The Work Proposal
Upon receipt of a request for a proposal, a draft change in the work proposal shall be
submitted. This shall include:
• OWNER name
• CONTRACTOR name
• Project name
• Project number and name of Unit
• Date of issue, revision dates
• Reason for change
• Description of work involved in the change
• The Order of Magnitude CAPEX Cost Estimate at +/-30% accuracy associated from change
• Quotations from third parties (if requested)
• Effect on planning, scheduling and CONTRACT completion date
• Effect on any provision of the CONTRACT, e.g. liability guarantee
• Signature of CONTRACTOR authorized signatory
6.4.2 Change In The Work Proposal

Upon receipt of advice from OWNER resulting from review of the draft Change In The Work
proposal, a Change In The Work proposal shall be submitted on a Change In The Work
proposal authorization form which will have all of the information stated in 6.4.1 plus:
• Drawings and specification affected.

• Number of Erection CONTRACTOR man-hours required for each trade.
• Total amount of the change in the work. This cost shall be split into the cost of preparing the
firm change in the work proposal and the cost of executing the change in the work and it shall
be broken down in accordance with the work breakdown structure to enable OWNER to
prepare a proper counter-estimate.
• Validity of the change in the work cost.
• Space for signature of OWNER authorised signatory.
• Such further details as may be required by OWNER.
The proposal shall also contain all relevant documentation such as faxes, minutes of meeting,
priced Vendor quotations and drawings indicating extent of change. The completed change in
the work proposal/authorization form shall be submitted within 10 working days after receipt of
the request/approval from OWNER.
6.5 CHANGE IN THE WORK

On receipt of "Change in the Work Authorization Form", OWNER may:
30.
• accept and approve

• not accept
• enter into negotiations with CONTRACTOR on man hours, costs and/or the effect on time
schedule.
• enter into negotiations via CONTRACTOR on quotations of third parties
OWNER shall respond within 15 working days whether the change in the work proposal is
accepted or rejected or otherwise inform CONTRACTOR on OWNER further intents. A
Change In The Work proposal is, after approval by OWNER, called a Change In The Work.
6.6 RECORD OF CHANGES

CONTRACTOR shall maintain up to date records of all:
• Change in the work requests from OWNER with status
• Change in the work notifications from CONTRACTOR with status
• Change in the work proposals in progress
• Change in the works approved/cancelled.
The record shall be included in the monthly cost report.
Change in the work requests, notifications, and proposals as well as approved change in the
works shall be given sequential identification numbers. Numbers assigned to rejected changes
shall not be reused.
7.0 SCHEDULE AND COST RISK ANALYSIS

Schedule and Cost Risk Analysis is a forum for all the stakeholders of a project to come
together to contribute to the analysis of the Project Schedule and Total Project Cost budget
estimate before it goes to management for approval. Schedule and Cost Risk Analysis is a
qualitative and/or quantitative method to identify and assess the impacts of risks or
uncertainties in a decision situation. The focus of this requirement is a quantitative method for
assessing Project Schedule and CAPEX Estimate. The Schedule Risk and Cost Risk Analysis
is performed as the Schedule and Cost Assurance process in order to:
 Identify any risks, overlaps, gaps, omissions and errors in the Project Schedule
Plan and CAPEX Cost Estimate with the OWNER Project Team.
 Validate the Project Schedule and CAPEX Cost based on the study
documentation performing at each project phase.
 Ensure the Scope of Work for the Project and the Project Execution Plan are
represented by the Project Schedule and CAPEX Cost.
 Ensure Compliance with OWNER Schedule and Cost Assurance requirement.
On projects with estimated Total CAPEX Cost is higher than 300 MTHB is required to carry out
Schedule and Cost Risk Review. CONTRACTOR shall perform and facilitate Schedule and
Cost Risk Analysis at the end of FEED/BDEP phase for projects. During Detailed Engineering
phase, the Schedule and Cost Risk Analysis shall be performed degree of engineering
development and support deliverables is enough which normally Detailed Engineering has
reached 20-30% approximately.
7.1 SCHEDULE RISK ANALYSIS

The CONTRACTOR shall facilitate and conduct Schedule Risk Review with OWNER. The
PERT Master or Primavera Risk Analysis is recommendation software on analyzing the
30.
Schedule Risk. The results below are minimum output required after running the Schedule
Risk Review Meeting.
# Probability Distribution and Curve of possible Project Completion Date

# Probability of Project Completion Date in Deterministic Schedule
# P90, P50, P10 value
# Schedule Risk Factors (tornado chart)
# Criticality Index
7.2 COST RISK ANALYSIS

When CONTRACTOR scope is to perform CAPEX Cost Estimate, The CONTRACTOR shall
facilitate and conduct the Cost Risk Analysis Review Meeting with OWNER (Quantitative Risk
Analysis) using @RISK or Cristal Ball or any Monte Carlo Simulation software. The results
below are minimum output required after running the Cost Risk Review Meeting.
# Probability Distribution and Curve of possible Total CAPEX Cost.

# P90, P50, P10 value.
# Cost Risk Factors (tornado chart).
# Contingency amount with percentage.
# Accuracy of estimate, how much plus/minus percentage with amount.
8.0 PROJECT CLOSEOUT STATISTICS
8.1 GENERAL
In order to earn the benefit of valuable data after project completion, project closeout statistical
figure shall be performed in systematic pattern. It provides linkage to form the basis of
benchmarking data in term of Planning, Cost Control and Estimate. The CONTRACTOR is
required to prepare project closeout statistics data to OWNER by one month after RFSU date.
8.2 CLOSEOUT STATISTICS

The CONTRACTOR shall follow the template as shown in Appendix B, any deviations on this
format shall be reviewed and agreed with OWNER before use. CONTRACTOR shall
progressively input the data to the form, any doubts on how data to be entered in that form
shall be clarified and concluded with OWNER.
30.
Appendix A
Project Control Required Deliverables
30.
30.
Project Control Required Deliverables with Due Submission

INITIAL PERIOD EXECUTION PERIOD CLOSE OUT PERIOD
Refer. To Refer. To Issue Not Later Refer. To
REQUIRED DELIVERABLES Issue Not Later Than Section REQUIRED DELIVERABLES Issue Not Later Than Section REQUIRED DELIVERABLES Than Section
# Project Planning and Control Procedure 1 mth. after contract award 2.0 # Daily Report Daily, Morning of following day 4.2.1 # Project Closeout Statistics 1 mth. after RFSU 8.0
# Progress Measurement Procedure 1 mth. after contract award 4.1 # Weekly Report Weekly, Monday of following week 4.2.2 (Planning Data)
# WBS 1 mth. after contract award 3.1 # Monthly Progress Report Monthly, 7th day of each month 4.2.3
# 90Days Schedule 1 mth. after contract award 3.7 # Monthly Progress Presentation Monthly, 12th day of each month 4.2.4
# Level-I/II Project Schedule 1 mth. after contract award 3.3/3.4 # Equipt. and Material Delivery Schedules Weekly, before weekly meeting 3.6
# Level-III Project Schedule 2 mth. after contract award 3.5 # Procurement Status Report Weekly, before weekly meeting 3.6
# Level-III Construction Schedule commence # Material Received Report
3 mths. before Construction3.5 Weekly, before weekly meeting 3.6
PLANNING
# Deliverable List 1 mth. after contract award 3.6 # Isometric Drawing Production Status Weekly, before weekly meeting 3.6
# Requisition Index 1 mth. after contract award 3.6 # Detailed Construction Schedules 2 mths. before Construction commence 3.6
# Purchase Order Index 1 mth. after contract award 3.6 # Fabrication & Erection Production Status Weekly, before weekly meeting 3.6
# Packages Purchasing and Awarding Plan 2 mth. after contract award 3.6 # Vendor Site Visits Schedule 2 mths. before activity commence 3.6
# Equipt. and Material Delivery Plan 2 mth. after contract award 3.6 # Heavy Lift Schedule 2 mths. before activity commence 3.6
# Detailed Shut Down Schedule 2 mths. before S/D, update & report daily3.6
# Detailed Testing Schedules 2 mths. before activity commence 3.6
# Detailed System Completion Status Daily, Morning of following day 3.6
# Pre-Com./Commissioning Schedule 2 mths. before commence, 3.6
update & report daily
# Cost Control Procedure 1 mth. after contract award 2.0 # Monthly Cost Report Monthly, 7th day of each month 5.3.1 # Asset Captalized Data RFSU Date TOSS-10-003
CONTROL
# CBS 1 mth. after contract award 5.2 # Monthly Cost Presentation Monthly, 12th day of each month 5.3.2 # Project Closeout Statistics 1 mth. after RFSU 8.0
COST
(Cost Data)
# Change Management Procedure 1 mth. after contract award 2.0 # Change Register Update Weekly, before weekly meeting 5.0
CHANGE
# Field Change Control Procedure commence # Field Change Register Update

2 mths. before Construction2.0 Weekly, before weekly meeting 5.0
MGT.
# Schedule Risk Analysis 3 mths. after Detailed Eng. 7.1 # Schedule Risk Analysis last mth of FEED/BDEP7.1
RISK MGT.
# Cost Risk Analysis 3 mths. after Detailed Eng. 7.2 # Cost Risk Analysis last mth of FEED/BDEP7.2
30.
Appendix B
Project Closeout Statistics Template
30.
30.
30.

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General Project Control Requirements

1.0 INTRODUCTION .............................................................................................................................................. 3

3.0 PLANNING AND SCHEDULING ...................................................................................................................... 6

APPENDIX B - PROJECT CLOSEOUT STATISTICS TEMPLATE ........................................................................... 28

 Planning and Scheduling

2.0 PROJECT CONTROLS PROCEDURES

CONTRACTOR is required to submit plans and procedures in relevant to project control

CONTRACTOR’s Project Controls procedures shall include as a minimum:

3.0 PLANNING AND SCHEDULING

3.1 WORK BREAKDOWN STRUCTURE (WBS)

 Division into project phases.

3.2 PLANNINGING HIERARCHY

CONTRACTOR’s planning shall be based on the following hierarchy of planning reporting

 Project Milestone Schedule :Level I

3.3 LEVEL I – PROJECT MILESTONE SCHEDULE

3.4 LEVEL II – PROJECT SUMMARY SCHEDULE

3.5 LEVEL III – EPC NETWORK SCHEDULE

The Pre-Commissioning/Commissioning logic shall be developed to provide for the transition

Key components of the Level III schedule will include:

requirements, and documentation handover to OWNER and the turnover

3.6 LEVEL IV – DETAILED SCHEDULES AND CONTROL DOCUMENTS

 Equipment and Material Delivery Schedules

General requirements for Level IV schedules:

3.7 90 DAYS SCHEDULE

 Mobilization of personnel and equipment.

3.8 LOOKAHEAD SCHEDULE(S)

4.0 PROJECT PROGRESS AND REPORTING

4.1 PROGRESS MEASUREMENT

4.2 PROGRESS REPORTING

4.2.1 Daily Progress Report

4.2.2 Weekly Progress Report

 Manpower Histogram (during construction)

4.2.4 Monthly Progress Presentation

5.0 COST CONTROL

5.1 COST BUDGETING

5.2 COST BREAKDOWN STRUCTURE (CBS)

In preparing the CBS the following shall be incorporated:

 Division into Direct/Indirect cost.

5.3 COST CONTROL AND REPORTING

 Ensuring accurate, regular monitoring of actual costs and committed costs

5.3.1 Monthly Cost Report

5.3.2 Monthly Cost Presentation

5.4 ASSET COST CAPITALIZATION

6.0 CHANGE MANAGEMENT

Scope changes may be initiated by CONTRACTOR. Implementation changes and field

The following section guidelines for Change In The Work Procedure.

6.2 DEFINITION OF CHANGE

The following categories of changes can be distinguished:

6.3 CHANGE IN THE WORK INITIATION

• Specification of the desired variation.

6.3.2 Change In The Work Notification by CONTRACTOR

6.4 CHANGE IN THE WORK PROPOSAL

6.4.2 Change In The Work Proposal

• Drawings and specification affected.

6.5 CHANGE IN THE WORK

• accept and approve

6.6 RECORD OF CHANGES

The record shall be included in the monthly cost report.

7.0 SCHEDULE AND COST RISK ANALYSIS

7.1 SCHEDULE RISK ANALYSIS

# Probability Distribution and Curve of possible Project Completion Date

7.2 COST RISK ANALYSIS