schedule Managment Plan

Scheduling Management Manual
(2021)
DOCUMENT LOG
REVISION ISSUE DATE DETAILS PREPARED REVIEWED APPROVED
Rev.0 Apr. 2021 Scheduling Manual M. Elfouly M. Abdou M. Adli
DOCUMENT NUMBER
SAPL‐MEWA‐R‐2021‐XXXX
Reviewed by Mohamed Abdou

Approved by Mohamed Adli
Scheduling Management Manual 2|Page

Table of Contents
1. INTRODUCTION .......................................................................................................................... 5
SCHEDULING OVERVIEW .................................................................................................................... 5
SCHEDULING IMPORTANCE AND BENEFITS.............................................................................................. 5
SCHEDULING KEY CONCEPTS AND BASIC REQUIREMENTS .......................................................................... 6
SCHEDULE TYPES AND PROJECT SCHEDULE HIERARCHY/LEVELS .................................................................. 7
SCHEDULE PLANNING AND DEVELOPMENT PROCESSES ........................................................................... 12
2. SCHEDULE MANAGEMENT ........................................................................................................ 14
SCHEDULE SPECIFICATION ................................................................................................................ 14
SCHEDULING TOOL ......................................................................................................................... 19
CALENDARS AND WORK PERIOD ........................................................................................................ 20
SCHEDULE LOGIC............................................................................................................................ 20
3. SCHEDULE DEVELOPMENT / STRUCTURE .................................................................................. 21
SCHEDULE ID AND NAME ................................................................................................................. 21
WORK BREAKDOWN STRUCTURE (WBS) ............................................................................................ 22
3.2.1. WBS STRUCTURE AND CODE ............................................................................................................ 23
RESOURCES STRUCTURE, CODE AND DICTIONARY .................................................................................. 25
ACTIVITY CODE .............................................................................................................................. 26
CONTROL LEVEL SCHEDULE............................................................................................................... 27
3.5.1. CONTROL SCHEDULE LAYOUT ............................................................................................................ 28
3.5.2. CONTROL SCHEDULE NARRATIVE REPORT ............................................................................................ 28
LOOK AHEAD SCHEDULE ................................................................................................................... 29
3.6.1. LOOK‐AHEAD SCHEDULE LAYOUT ....................................................................................................... 29
CONTRACTORS RECOVERY SCHEDULE .................................................................................................. 29
3.7.1. RECOVERY SCHEDULE LAYOUT ........................................................................................................... 29
3.7.2. RECOVERY SCHEDULE NARRATIVE REPORT ........................................................................................... 29
CONTRACTORS AS BUILT SCHEDULE ................................................................................................... 30
3.8.1. AS BUILT SCHEDULE LAYOUT ............................................................................................................ 30
4. SCHEDULE HEALTH CHECK PROCEDURE .................................................................................... 31
BASELINE SCHEDULE REVIEW ............................................................................................................ 31
4.1.1. COMPLIANCE WITH SCHEDULE SPECIFICATION ...................................................................................... 31
4.1.2. UNDERSTANDING THE PROJECT ......................................................................................................... 31
4.1.3. SCHEDULE SUBMITTAL..................................................................................................................... 31
4.1.4. COMMON ERRORS ASSOCIATED WITH THE PROGRAM SUBMITTED BY THE CONTRACTOR .................................. 32
4.1.5. REVIEW SCHEDULE QUALITY ............................................................................................................. 32
4.1.6. REVIEW SCHEDULE NARRATIVE ......................................................................................................... 35
CONTROL SCHEDULE REVIEW ............................................................................................................ 35

4.2.1. GENERAL OVERVIEW CHECKS ............................................................................................................. 35
4.2.2. SCHEDULE UPDATE CHECK ................................................................................................................ 36
4.2.3. BASIC DATA CHECK ......................................................................................................................... 36
4.2.4. SCHEDULE SETTING CHECK ................................................................................................................ 36
4.2.5. ACTIVITIES CHECK ........................................................................................................................... 36
4.2.6. RELATIONSHIP CHECKS ..................................................................................................................... 37
4.2.7. CONSTRAINT CHECKS ....................................................................................................................... 38
4.2.8. COST CHECKS ................................................................................................................................ 38
4.2.9. RESOURCES CHECKS ........................................................................................................................ 38
5. APPENDICES.............................................................................................................................. 38
6. REFERENCES.............................................................................................................................. 38
List of Figures
FIGURE 1 CONTROL SCHEDULE LEVELS / HIERARCHY ................................................................................................ 8
FIGURE 2 PROCESS MAP FOR SCHEDULE PLANNING AND DEVELOPMENT.................................................................... 12
FIGURE 3 WORK BREAKDOWN STRUCTURE (WBS) SAMPLE.................................................................................... 24
FIGURE 4 RESOURCE BREAKDOWN STRUCTURE (RBS) SAMPLE ................................................................................ 25
List of Tables
TABLE 1 SCHEDULE ID CODE ............................................................................................................................ 21

TABLE 2 WBS CODE WITH OR WITHOUT CSI CODE ............................................................................................... 23
TABLE 3 MANPOWER AND EQUIPMENT RESOURCE DICTIONARY AND CODE ................................................................ 26
TABLE 4 ACTIVITY CODE .................................................................................................................................. 27

1. Introduction
The purpose of this document is to provide the project team, contractors, consultants, and all concerned
stakeholders with the schedule management processes and recommended practices for the NWC projects
during the execution phase and how the project schedules are developed and managed to enable detailed
schedule analysis and timely control. In addition to, enable proper and realistic reporting information,
monitor status and progress, analyze changes and impacts.
This document also provides an assessment that can be used to determine how well the schedule model
conforms to best practices standards to obtain an acceptable conformance assessment. a schedule model
‐ at a minimum ‐ should contain all the requirements described in this document.
Scheduling Overview
Scheduling provides a way of contributing input during project execution concerning means, methods,
techniques, sequences, or other conditions affecting the plan’s outcomes. It uses the baseline established
in planning and aligns the update of the schedule as a methodology of updating and analysis to allow for
periodic progress and forecast reporting. Additionally, it establishes a basis for change management and
project execution control to achieve successful outcomes.
Project scheduling ensures the development of effective schedule models through the application of skills,
tools,
techniques, and intuition acquired through knowledge, formal and informal training, and experience. A
schedule model rationally organizes and integrates various project components (e.g., activities, resources,
and logical relationships) to
optimize the information available to the project management team and facilitate the likelihood of a
successful project completion within the approved schedule baseline.
Scheduling provides a basis for management of the work, improves communications, and facilitates
coordination. Using a schedule improves the effective use of resources. The project schedule gives the
user a baseline to monitor and control the work.
Scheduling provides a means for obtaining feedback since the development and use is a team effort
incorporating the ideas and objectives of those responsible for the work.
Scheduling is one of the basic requirements of project planning and analysis. The schedule model, once
completed, becomes an effective planning tool for
(a) engaging communications that focus on optimizing future actions,
(b) assisting proactive collaboration, and
(c) creating a project performance management system.
Scheduling Importance and Benefits

Scheduling is the process that converts the project’s work execution plan into a detailed road map, which
if followed and adjusted to account for change and/or delay as it may occur, will assure timely project
completion. Scheduling is one of the key tools used for monitoring and controlling projects to ensure the
objectives of Project Constraints (Time, Cost, Risk, Quality, etc..) are met. Schedules provide the baseline
against which progress is measured and reported. Schedules are used to assess time impact of changes
to the work scope as well as forecast completion dates for key milestones; and if necessary, re‐plan and
schedule the work to meet changing conditions and risks.
Effective project management involves coordinating activities such as planning, organizing, implementing,
and controlling time and cost. Time control is usually achieved by preparing and using schedules to make
the most efficient use of available time. Scheduling is an important and integral part of the overall
planning effort since the scheduling process forces people to quantify their efforts in discrete terms and

to place activities in proper relationships with each other. The planning and scheduling functions are
usually performed iteratively to accomplish all required tasks within the specified time frames.
Schedules are good motivational tools providing intended work plans to those having to perform the work
and reporting progress against them.
Schedules provide a baseline for measurement and a means for collecting and recording progress.
Budgets, costs, and resources can be integrated into project schedule activities providing a basis for
measuring cost as well as time performance.
Scheduling provides the detail that represents who, how, where, and when the assigned project resources
will deliver the products, services, and results defined in the project scope.
Schedules are used as a forecasting tool to better plan, manage, and execute work; in particular, the
interfaces and dependencies between parties. Schedules may be used as a basis for payment applications
supporting work completed.
The following are examples of how the schedules support the project by allowing for:
 Time phasing of required activities.
 Constraints that limit the options for managing a portfolio, program, project, or process.
 Resource planning and Cost planning.
 Mobilization of planned resources in a most efficient manner.
 Coordination of events within the project and among other projects.
 Visual representation of these schedule issues to the stakeholders.
 Early detection of risks, problems, issues, or opportunities.
 Implementation of actions to achieve the project objectives as planned.
 What‐if scenarios and variance analysis.
 Forecasting of estimate at complete and to complete.
Scheduling Key Concepts and Basic Requirements

Project scheduling provides a detailed plan that represents how and when the project will deliver the
products,
services, and results defined in the project scope and serves as a tool for communication, managing
stakeholders’ expectations, and as a basis for performance reporting.
Critical Path Method (CPM) is the recommended scheduling method. The project‐specific data, such as
the activities, planned dates, durations, resources, dependencies, and constraints, are entered into a
scheduling tool to create a schedule model for the project.
The result is a project schedule provides a scheduling overview that shows how the scheduling method,
scheduling tool, and outputs from the Project Schedule Management processes interact to create a
schedule model.
Once created and approved (baseline established), the scheduler updates the schedule model in support
of the project’s regular reporting intervals according to the schedule management plan and to reflect
progress and changes.
CPM enables a planner to do the following:
 Determine the shortest time in which a program or project can be completed.
 Identify those activities that are critical and that cannot be slipped or delayed.
 Show the potential slippage or delay (known as float) available for activities that are not critical.
All schedules shall apply the Critical Path Method (CPM), be submitted on time as per approved
governance and policies (Schedule shall be submi ed within 15 days from the date of site handover) and

be properly loaded with resources and Bill of Quantities (BOQ). Additional details are available in this
document and appendixes.
All schedules shall be detailed according to the project phase, with rolling wave techniques for level of
details comparable to available data. The Contractor/Consultant shall provide control schedules that are
at least Level 3 whenever possible.
These schedules shall reflect full scope decomposition into a comprehensive Work Breakdown Structure
(WBS). Activity coding shall cover all project sections/areas, facilities/elements, disciplines, and systems.
Resources shall be loaded at the lowest level possible include manpower, equipment, materials based on
the contract BOQ, and cost at a minimum with considering resources ID shall be same as BOQ items No.
Cost loading shall be done based on the contract BOQ using unit rate and quantities.
To ensure adequate planning and scheduling implementation, NWC recommends that the lead planning
and scheduling personnel of the Contractor, Consultant shall be certified in scheduling from perspective
international organization and experience in project planning, developing, monitoring, updating,
forecasting, and analyzing integrated project schedules.
Milestones are unique events with no duration that mark significant points in project execution. Activities
shall be self‐explanatory with a unique descriptive name, without abbreviation and include pre‐
construction, construction, and post construction. Activity descriptions shall not be prefaced with “Begin”
or “Complete” and optimally phrased as verb‐object.
Once the baseline is approved, the float will be owned by the EMPLOYER.
Schedule Types and Project Schedule Hierarchy/Levels

Types of schedules include:
 Baseline schedule.
 Control level schedules:
o Level 1 – Milestone / Executive summary / Management Schedule (MS)
o Level 2 – Contract master / Detailed integrated / Summary Schedule
o Level 3 – Area master / Contract / Detailed (Control) Schedule (CS)
o Level 4 – Control ‐ 2‐3 Week Look‐ahead schedules / Subject Matter Schedules (i.e.:
coordination, etc.)
o Level 5 – Daily / Hourly / Site Trackers
 Target / Forecasted schedules.
 Progress update schedules.
 Fragmentary and work schedules.
 Major revisions to the schedule (Revised) if significant conditions have changed.
 Recovery / Acceleration schedules.

Schedules Hierarchy / levels include:
Level1 ‐
Management
Schedule (MS)
Level2 ‐
Summary
Schedule
Level3 ‐ Control
Schedule (CS)
Level4 ‐ SUbject
Matter Schedule
Level5 ‐ Detalied
Trackers
Figure 1 Control Schedule Levels / Hierarchy
Planning should be done top‐down, as the initial plans are conceptual and very high level, but with the
expectation that the objectives are to be met. Status, on the other hand, is bottom‐up, as the lower‐level
trackers and schedules are used to update the higher‐level schedule activities.
Schedule levels are an indication of degree of detail of the schedule. Schedule levels are not an indication
of schedule maturity.
 Baseline schedule
The baseline schedule derives from a schedule model to meet the project execution plan and achieve
management approval for use as a baseline. It is the approved version of a schedule model ,identifies the
initial critical path and is used as a basis for measuring progress , identify trends ,comparison to actual
status to determine if a change, corrective action, or preventive action is necessary, show impact of any
milestone or completion date variance and reporting progress. It will be the foundation for cash flow
planning, resource managing, trending, forecasting for cost and schedule reporting.
Schedule baseline is one of the elements of project management documents that should be updated
regularly.
However, it should be agreed upon by (Consultant/Engineer) prior to commencing significant work and is
not progressed.
The baseline should not be modified or revised as part of the normal progress update process. Rather, if
significant changes, particularly contract modifications, occur during the project then a new baseline
should be developed and submitted for approval.
The baseline schedule documentation is recorded from the assumptions, constraints, and parameters‐‐as
well as from the contract and supplementary documentation‐‐that goes into the development of the
baseline schedule.
The baseline schedule documentation includes a narrative that describes baseline schedule development,
the critical path, and key characteristics of the schedule model. Each stakeholder’s input and assumptions
are clearly identified.
The baseline schedule provides the documentation and foundation for schedule change or delay and

impact identification and management. As such, it is important to create necessary documentation so
that, later the schedule basis can be clearly understood by all stakeholders. Any changes in the schedule
that result in significant variance from the baseline schedule can be traced to this document and the
proper schedule adjustment developed and incorporated.
 Control level schedules:
Control schedule involves monitoring the status of activities, updating of the project progress as well as
managing the changes to the schedule to achieve the plan. Comparing the progress of the project against
a scheduled baseline allows project managers to determine if a particular project activity is ahead or
behind the schedule.
The key principle is that the changes should not just be reacted to but should also be controlled
proactively.
Another aspect is that it manages the expectations of the stakeholders by means of giving them advice
when work needs to be performed including the type of work and its duration. It is carried out throughout
the entire project after the schedule has been developed until all the activities have been completed. It is
important to know the actual performance of the schedule, it allows project managers to determine the
status of the project schedule, conducting reviews, reprioritizing remaining work plan, determining that
there is indeed a change of the project schedule and managing actual changes.
o Level 1 – Milestone / Executive summary / Management Schedule (MS)
Level 1 schedule is a high‐level schedule that reflects key milestones and summary activities by major
phase, stage or project being executed. This schedule level may represent summary activities of an
execution stage, specifically engineering, procurement, construction, and start‐up activities. Typically
represented in Gantt format and depending upon when and how developed, a Level 1 schedule may or
may not be the summary roll‐up of a more detailed CPM schedule. Level 1 schedules provide high‐level
information that assist in the decision‐making process (go/no go
prioritization and criticality of projects). Specifically, a project may be considered part of a program of
projects (whether completed, in progress, or not yet started). The level 1 schedule assists in defining the
necessity of implementing actions and course correction (if warranted, it may be necessary for high level
management to intercede in the execution of the project). Audiences for this schedule Level include, but
are not limited to client, senior executives, and general managers.
o Level 2 – Contract master / Detailed integrated / Summary Schedule
Level 2 schedules are generally prepared to communicate the integra on of work throughout the life cycle
of a project. Level 2 schedules may reflect, at a high level, interfaces between key deliverables and project
participants (contractors) required to complete the identified deliverables.
Typically presented in Gantt (bar chart) format and rarely in CPM network format Level 2 schedules
provide high‐level information that assist in the project decision‐making process (re‐prioritization and
cri cality of project deliverables). Level 2 schedules assist in iden fying project areas and deliverables that
require actions and/ or course correction. Audiences for this type of schedule include, but are not limited
to general managers, sponsors, and program or project managers.
o Level 3 – Area master / Contract / Detailed (Control) Schedule (CS)
Level 3 schedules are generally prepared to communicate the execution of the deliverables for each of
the contracting parties. The schedule should reflect the interfaces between key workgroups, disciplines,
or crafts involved in the execution of the stage. Typically presented in Gantt or CPM network format and
is generally the output of CPM scheduling so ware. Level 3 schedules provide enough detail to identify
cri cal ac vi es. Level 3 schedules assist the team in iden fying activities that could potentially affect the
outcome of a stage or phase of work, allowing for mitigation and course correction in short course.

Audiences for this type of schedule include, but are not limited to program or project managers, CMs or
owner’s representatives, superintendents, and general foremen.
o Level 4 – Control ‐ 2‐3 Week Look‐ahead schedules / Subject Matter Schedules (i.e.: coordination,
etc.)
Level 4 schedules are prepared to communicate the produc on of work packages at the deliverable level.
This schedule Level should reflect interfaces between key elements that drive completion of activities.
Typically presented in Gantt or CPM network format, Level 4 schedules usually provide enough detail to
plan and coordinate contractor or multi‐discipline/craft activities. Audiences for this type of schedule
include but are not limited to project managers, superintendents, and general foremen.
o Level 5 – Daily / Hourly / Site Trackers
Level 5 schedules are prepared to communicate task requirements for comple ng ac vi es identified in
a detailed schedule. Level 5 schedules are usually considered working schedules that reflect hourly, daily,
or weekly work requirements. Depending on these requirements, the Level 5 schedules are usually
prepared a day or week in advance. Typically, Level 5 schedules are presented in an activity listing format
without me scaled graphical representa on of work to accomplish. Level 5 schedules are used to plan
and schedule utilization of resources (labor, equipment, and materials) in hourly, daily, or weekly units
for each task. Audiences for this type of schedule include but are not limited to superintendents, general
foremen and foremen.
 Target / Forecasted schedules
A target schedule is a project management tool that is used as a supplement to the
approved baseline schedule. It considers the fact that variations in resource availability and other
circumstances may sometimes affect the completion timeline of various activities either positively
(Complete the project before the contractual finish date) or negatively (Complete the project after the
contractual finish date). The baseline specifies the planned start and finish dates and the duration of each
activity based on information gleaned from initial schedule network analysis. Target dates typically focus
on the completion of individual tasks and may deviate from the baseline dates as needed to provide
additional flexibility in project management. However, the original baseline data is still retained for
historical reference regardless of any changes that occur during the lifecycle of the project.
To develop and use a target schedule effectively, it is necessary to have a performance management
strategy in place. This includes measuring the variances between the target start/finish dates and how
quickly the project work is advancing. The targets can be adjusted to take early and late start or finish
dates into account based on how interrelated schedule activities are progressing. This is helpful in
determining best‐ and worst‐case scenarios and the impact they have on the overall schedule.
Schedule forecasts are the estimates or predictions of conditions and events in the project’s future based
on information and knowledge available at the time the schedule is calculated. In the project
management, forecasts are updated and reissued based on work performance information provided as
the project is executed. The information is based on the project management’s past performance and
expected future performance and includes earned value performance indicators that could impact the
project in the future.
The schedule forecasts are derived from progress against the schedule baseline and computed time
estimate to complete (ETC). This is typically expressed in terms of schedule variance (SV) and schedule
performance index (SPI). For projects not using earned value management, variances against the planned
finish dates and forecasted finish dates are provided. In project management, forecast may be used to
Scheduling Management Manual 10 | P a g e

determine if the project is still within defined tolerance ranges and identify any necessary change
requests.
 Progress update schedules
A schedule update occurs when a contractor assesses the status of the project that they are currently
working on, enters that status into a previously prepared schedule, and then submits (shares) this updated
schedule with the owner of the project. Schedule updates are an important aspect of timely project
completion and a vital medium of communication from the contractor to the owner about project status,
completed work to date and forecasts for project completion.
The schedule update should reflect the contractor’s intent to reach project completion. Because of this,
it is created and updated by the contractor. There are alternative methods of managing a schedule
update, but the process should honor this basic procedure.
The means, methods, and techniques used to report progress are essential elements to the updating
process. The process of identifying update input, logic changes, reporting periods and actual dates for
beginning and completing activities is critical to accurate schedule progressing. Accurate progressing of a
schedule forms a basis for competent and accurate forecasting.
When updating a schedule, consideration of contract requirements for resource, cost and payment
loading into the schedule model may be necessary. Further, the contract may impose phasing and
milestone tracking and reporting requirements which require evaluation during the update process. The
scheduler must include such requirements into schedule analysis, forecasting and reporting.
Project schedules are often linked to invoice applications and pay requests. Therefore, accuracy in
reporting and scheduling of the update is important, progress updating is an integral part of Earned Value
processes.
Knowing how to track progress is critical to producing an updated schedule that is accurate, meaningful,
and useful to all involved. The process requires explicit and detailed knowledge of both the baseline and
current scope of work; the tools used to measure progress, analyze trends, and forecast remaining work;
and the policies and procedures used to ensure that the product produces credible and accurate results.
 Major revisions to the schedule (Revised) if significant conditions have changed
When it is necessary to develop a revised baseline schedule, the revised schedule must include the
supporting documentation to support the changes made to the schedule. The schedule basis is
contemporaneously updated throughout the life of the project.
Since the plan is dynamic, cyclical, and iterative, it will continue to evolve. When significant changes occur,
whether a few large modifications or many smaller ones, a revised baseline of the project will be required.
Once revised, the plan must be re‐approved. This new baseline will then serve as the framework for future
forecasting and measurement.
 Recovery / Acceleration schedules
Recovery schedules are used when a project is in jeopardy of missing its cost or schedule targets. When
developing and implementing a recovery schedule, there are potential cost implications that must be
reported to stakeholders.
Often, because of trending, analyzing, and forecasting, it is determined that the original target dates or
cost budgets are no longer achievable under the current execution plan. As a result, recovery schedules
and “work‐arounds” are developed and implemented to minimize the impacts of changes and delays.
Recovery schedules attempt to bring the schedule and cost back into alignment with contract
requirements and stakeholder needs.
The project team should understand the different methods used to develop and implement recovery
schedules and their supporting cost implications.

Contracts may specify under what progress reporting circumstances a recovery schedule should be
developed. The contractor may request to implement a recovery schedule when considering plan
alternatives. Project schedules are dynamic, so updated forecasts sometimes show that critical deadlines
will probably be missed. When this occurs, a recovery plan and schedule should be developed and
implemented. The recovery plan and schedule must be closely monitored to ensure that targets are met.
Recovery schedules are based on updated trends, analysis, and forecasts. When trends and forecasts
indicate that the current targets may not be achievable, alternatives must be developed.
Once a recovery schedule is implemented, it is confirmed with continuous trending and forecasting, and
progress is monitored and reported to appropriate stakeholders.
Schedule Planning and Development Processes

Schedule planning and development involve the translation of technical and programmatic information
about an
asset or project into an output schedule (i.e., time phased, logically sequenced, resource loaded
activities).
Figure 2 Process Map for Schedule Planning and Development
The outputs of schedule planning and schedule development are used as inputs for asset planning and
project cost and

schedule control. The process is supported by tools and data that are created and maintained to support
the various types of schedules that need to be prepared during the life cycle of the asset or project. Figure
2 illustrates the process map for schedule planning and development.
Schedule planning starts with translating work package scope into manageable activities and determining
the manner and sequence (i.e., logic) in which these activities are best performed. The means, methods,
and resources used for accomplishing the activities are then identified, alternatives evaluated, and the
responsibility and accountability for each activity assigned.
Schedule planning concludes with estimating the duration of the sequenced activities based on adequate
resources being available and planned means and methods. Planning is a continuously iterative process.
The result of schedule planning is a schedule model of a project’s execution plan used to monitor and
control for successful completion.
Schedule planning puts an emphasis on the practitioner’s knowledge of the work, means and methods,
and skills with tapping the knowledge and experience of those responsible for performance of that work.
Planners perform the schedule planning process interactively with the project team members who will
implement the plan and with whom the best planning knowledge often resides.
Effective planning depends not only on the planner having a working knowledge of how each activity is
performed, but also on the whole team reaching consensus on what the desired sequence of workflow is.
While some planners focus only on the work in which they have expertise, other planners may have the
role of facilitator or coordinator of the work of the more specialized planners or experts.

2. Schedule Management
Schedule management encompasses the scheduling‐related efforts of the project team as part of the
Develop Project Management Plan process. Schedule management ensures that all applicable Project
Management Process Groups and Knowledge Areas are properly integrated within the overall schedule
model. The schedule model is used by the project team to monitor performance on the project,
communicate information regarding the work, and compare the planned work with the actual progress.
Schedule management addresses the following:
 Progress reporting, capturing project risks, and reflecting mitigation activities in the schedule
model.
 Data formatting, versioning, accessibility, storage and retrieval of the data, disaster recovery,
and business continuity.
 Policies related to the methodology that will be used in the schedule model development and
maintenance, such as:
o Applicable performance thresholds typically defined by key performance indicators (KPIs)
o Content and frequency of presentations and reports
o Earned value management (EVM) and earned schedule implementation and integration
o Compatibility with other subsidiary project‐related plans
o Coherence with the applicable life cycle and resulting work breakdown structure (WBS)
o Risk tracking
o Activity granularity
o Considerations of contractual obligations
o Consideration of resource requirements or constraints
o Potential contract liabilities (claims, mediation, arbitration, litigation, etc.)
 Processes and procedures for the following areas should be considered:
 Planning, updating, and maintaining the schedule model during the project life cycle.
 Determining an appropriate cycle to obtain the project status.
 Updating the schedule model; and
 Publishing the results to all project stakeholders in accordance with the communication
management plan.
Schedule Specification
NWC refers to CSI – Sec on 013200 and the Contractor shall comply with the following general
requirements in preparing Construction Schedules.
 Engineer shall require that the work be managed using the criteria outlined in this document.
 Scheduling Consultant Qualifications: An experienced specialist in CPM scheduling and reporting,
with capability of producing CPM reports and diagrams within 24 hours of request.
 All correspondence and submittals shall be in both Arabic and / or English.
 Developed Procedure shall be used for schedule development, updating, monitoring, controlling,
revising, and reporting.
 Prescheduling Conference: Conduct conference at Project site to comply with NWC scheduling
requirements and review methods and procedures related to the Contractor's construction
schedule, including, but not limited to, the following:
o Review Scope of Work, Contract Documents, Project Execution Plan, and format for
reports.

o Verify availability of qualified personnel needed to develop and update schedule.
o Discuss Risks /Constraints, including phases, sections, work sequences, area separations,
interim milestones, interface with other contractors, statutory agencies and authorities
having jurisdiction, Sequence of work and prioritization staged completion.
o Review time required for review of submittals and resubmittals.
o Review requirements for tests and inspections by independent testing and inspecting
agencies.
o Review time required for completion and startup procedures.
o Review and finalize list of construction activities to be included in schedule.
o Review submittal requirements and procedures.
o Review procedures for updating schedule.
 Prescheduling Conference MOM shall be submitted with Schedule submittal.
 Time Frame: Extend schedule from date established for commencement of the Work to date of
final completion.
Time for Completion shall not be changed by submission of a schedule that shows an early
completion date, unless specifically authorized by Variation.
 Work Break Down Structure: A WBS is a hierarchical decomposition of the total scope of work to
be carried out by the project team to accomplish the project objectives and create the required
deliverables. The WBS represents the entirety of the work specified in the current approved
project scope.
The WBS is a practical tool assisting the project planning team in overcoming large uncertainties.
The WBS aids in converting an uncertain challenge into a series of challenges with lesser
uncertainties. In simpler terms, the WBS helps in converting the entire project scope, not carried
out before, into a series of smaller components called work packages. These work packages may
have been dealt with in the past, which makes them more easily assessed, measured, managed,
and communicated.
The WBS provides the framework and serves as the basis for various other planning processes,
such as the Define Activities process in the Project Schedule Management Knowledge Area, the
Estimate Costs process in the Project Cost Management Knowledge Area, the Estimate Activity
Resources process in the Project Resource Management Knowledge Area, and the Identify Risks
process in the Project Risk Management Knowledge Area.
 The following concepts apply when creating a WBS:
o Hierarchical. Classified according to various criteria into successive levels or layers.
o Decomposition. A technique used for dividing and subdividing the project scope and
project deliverables into smaller, more manageable parts.
o Scope. The sum of the products, services, and results to be provided as a project.
o Deliverable. Any unique and verifiable product, result, or capability to perform a service
that is produced to complete a process, phase, or project.
 WBS with the following core quality attributes reflects sufficient and complete quality:
o Defines the scope of the project by containing 100 percent of the work defined by the
scope; each level of decomposi on contains 100 percent of the work in the parent level
o Clarifies the work at different levels and allows the project scope to be communicated
accurately to stakeholders
o Allows easier review and audit of the WBS work packages
o Captures internal, external, and interim deliverables in terms of work to be completed,
including project management

o Contains work packages that clearly support the identification of the tasks performed to
deliver the work package
o Provides a graphical and hierarchical breakdown of the project scope
o Contains elements that are defined using nouns and adjectives—not verbs
o Arranges major and minor deliverables in a hierarchical structure
o Employs a coding scheme for each element that clearly identifies its hierarchical nature
when viewed in any format, such as a chart or outline
o Comprises two levels, with at least one level of decomposition
o Created by individuals performing the work, not just one expert
o Constructed with technical input from knowledgeable subject matter experts (SMEs) and
other project stakeholders, such as financial and business managers
o Iteratively evolves along with the progressive elaboration of project scope, up to the point
the scope has been baselined and fixed
o Updated in accordance with a project change control process
 Arrangement: Arrange activities on schedule by Section and/or major area, as applicable
 Activities: Treat each separate area / zone as a separate numbered activity for each principal
element of the Work and Comply with the following:
o Activity Duration: Define execution activities based on project execution plan (Method of
Statement / Construction Methodology) so no activity is longer than 30 days, unless
specifically allowed by Engineer.
o Milestone: A key or critical point in time for reference or measurement, including for
example, but not necessarily limited to and All milestones are subject to acceptance by the
NWC Project Manager.
1. Commencement Date / Notice to Proceed
2. Start of Mobilization, Mobilization Complete
3. Completion dates for specific phases, sections, or parts of the Works.
4. Completion date for the whole of the Works.
 CPM Schedule: Prepare and submit a Contractor's Schedule using a CPM network analysis diagram.
Base schedule on the Preliminary Schedule submitted with Tender and whatever updating, and
feedback received to date. Follow procedures and produce CPM schedule and reports in such form
and detail as specified. Incorporate additional requirements, as the Engineer shall reasonably
prescribe.
1. Develop, finalize, and submit completed CPM schedule and reports for the Engineer’s review
and consent no later than fifteen (15) days after the Commencement date.
2. Failure to include any work item required for performance of this Contract shall not excuse
Contractor from completing all work within applicable completion dates, regardless of Engineer's
approval of the schedule.
3. Conduct educa onal workshops to train and inform key Project personnel, including
subcontractors' personnel, in proper methods of providing data and using CPM schedule
information.
4. Establish procedures for monitoring and upda ng CPM schedule and for reporting progress.
Coordinate procedures with progress meeting and Monthly Statement payment application dates.
5. Use "one workday" as the unit of me and indicate number of shi s per workday.
6. Use calendar to iden fy and indicate holidays and other non‐workdays.
 Procurement Activities: Include procurement process activities for the long lead items and major
items, requiring a cycle of more than 90 days, unless specifically allowed by Engineer, as separate

activities in schedule. Procurement cycle activities include, but are not limited to, submittals,
approvals, purchasing order issuance, fabrication/assembly, shipping, delivery, and site
inspection.
 Submittal Review Time: Include review and resubmittal times indicated as follows:
 Initial Review: Allow 7 days for initial review of each submittal. Allow additional time if
coordination with subsequent submittals is required. Engineer will advise Contractor when a
submittal being processed must be delayed for coordination.
 Resubmittal Review: Allow 7 days for review of each resubmittal.
 Sequential Review: Where sequential review of submittals by Engineer's consultants, Employer, or
other parties is indicated, allow 14 days for initial review of each submittal.
 Concurrent Consultant Review: If the Contract Documents indicate that submittals may be
transmi ed simultaneously to Engineer and to Engineer's consultants, allow 14 days for review of
each submittal. Submittal will be returned to Engineer, before being returned to Contractor.
 Submittal number or another unique identifier shall be mentioned in Contractor's construction
schedule with submittal schedule, unless specifically allowed by Engineer.
 Testing and Commissioning Time: Indicate and include appropriate time allowances for Testing
and Commissioning.
 Substantial Completion: Indicate completion in advance of date established for Taking‐Over and
allow time for Engineer's administrative procedures necessary for certification of Taking‐Over.
 Punch list / Snag list and Final Comple on: Include not more than30 days for punch list and final
completion.
 Constraints: Preferable to not Include constraints and work restrictions indicated in the Contract
Documents (If Any) and as follows in schedule and show how the sequence of the Work is affected.
 Work Restrictions: Show the effect of the following items on the schedule, unless specifically
allowed by Engineer:
a. Coordination with existing construction.
b. Limitations of continued occupancies.
c. Uninterruptible services.
d. Partial operation before Substantial Completion.
e. Use of premises restrictions.
f. Provisions for future construction.
g. Seasonal variations.
h. Environmental control.
i. Interface with other works
 Work Stages: Indicate important stages of construction for each major portion of the Work.
 Construction Areas: Identify each major area of construction for each major portion of the Work.
Indicate where each construction activity within a major area must be sequenced or integrated
with other construction activities to provide for the following:
a. Civil completion
b. Structural completion.
c. Completion of mechanical installation.
d. Completion of electrical installation.
e. Substantial Completion.
f. Sectional Completions and Milestones: Include in schedule, milestones, and all sectional
completion requirements, indicated in Contract Documents, including but not necessarily
limited to Commencement Date, dates for Taking‐Over, sections or parts of the Works, and

date for Taking‐Over the whole of the Works, and any other milestone specified in the
Contract.
 Cost‐ and Resource‐Loading of CPM Schedule: Assign cost to construction activities on the CPM
schedule. Do not assign costs to submittal activities. Obtain Engineer's approval prior to assigning
costs to fabrication and delivery activities (if any). Assign costs for testing and commissioning
activities, punch list activities, Project record documents.
a. The allocation of the bill of quantities for the completion of an activity as scheduled.
b. Resources Breakdown Structure shall reflect bill of quantities with proper resource type.
c. Resource ID shall be same as Item No. in bill of quantities
d. Unit rate shall be same as bill of quantities
e. Total cost assigned to activities shall equal the total Contract Sum via multiplying unit rate and
quantities.
f. Resource assignment shall reflect bill of quantity
g. Equipment refers to operating equipment essential to project performance and completion of
the work. The Contractor shall verify the adequacy of the equipment proposed and the number
of equipment pieces through calculations based on machine production rates, scheduled
production, and downtime under harsh conditions.
h. The Contractor’s choice of man‐hours, man‐days, crew‐hours, or crew‐days shall be loaded at
the activity level. The Contractor shall load by craft or trade or function.
i. The Contractor shall verify the adequacy of the trades and the number of workers proposed
based on experience or industry standard production and efficiency measurements. The
Contractor shall support such projections with calculations.
 Recovery Schedule: When periodic update indicates project, status is troubled as per NWC policy;
schedule variance more than 25% and /or project duration exceed contractual dura on by 25%,
submit a separate recovery schedule indicating means by which contractor intends to regain
compliance with the contractual completion date. Indicate changes to working hours, working
days, crew sizes, and equipment required to achieve compliance, and date by which recovery will
be accomplished.
 Update Contractor's Construction Programs: Continuously monitor performance and progress of
scheduled activities, including submittals, procurement and deliveries, supply, and availability of
allocated resources, etc. one week before each regularly scheduled progress meeting, update
program to reflect actual progress of construction and activities. Issue and submit update program
and corresponding CPM reports coincidental with each Monthly Statement payment application,
unless otherwise directed by the Engineer. As work progresses, indicate actual completion
percentage in relation to project contractual value and not to available works value.
Updates shall consist of reflecting actual site data and implemented on the schedule consented to
by the Engineer without any changes or amendments or revisions whatsoever to the said schedule
or activities or links therein. Any revisions to the schedule shall have to be submitted for the prior
consent of the Engineer.
 Revised program: Revise program immediately after approved additional time (EOT) or Cost. Issue
and submit revised program within 7 days of receiving such approval. Include a report with revised
program that indicates every change, including, but not limited to, changes in logic, durations,
actual starts and finishes, and activity durations.
a. Use latest updated approved baseline schedule.
b. Add or omit any approved scope changes.
c. Modify relationships of Out of sequence activities

d. Reflect realistic revised construction sequence
 Schedule Submittal: is including but not limited to the following:
a. Working electronic copy of schedule file in XER format compatible with the latest version used
at NWC.
b. Schedule Narrative (according to template in appendix No.3) and may include but not limited
to the following:
o Project General information and layout.
o Project Execution Plan that illustrates how the contractor will perform Project Scope of
Work.
o Basis of estimating activity durations
o Logic and sequence
o Project working hours and shifts.
o Risk analysis strategy of the Project including the planned flow of work, and a list of
constraints that may affect the progress of work which are beyond the Contractor's control.
o Detailed Mobilization Plan and staffing plan.
o Critical path activities only.
o Detailed Procurement schedule.
o Detailed Submittals Schedule.
o Assumptions/Exclusions/Exceptions used for planning and scheduling.
o Resources (manpower & equipment) with productivity rates and long lead materials.
o A spreadsheet shows average weekly and monthly manpower and equipment usage for
each trade and equipment to be employed for the works.
o Brief to identify constraints and an explanation of the reason for and purpose of each
constraint (If Any)
o List of Required Permits from Authorities (If Any).
o Brief to describe the reason for the use of lags that are more than 21 calendar days.
o Manpower histogram.
o Equipment histogram.
o S‐curve showing planned units and planned value on monthly and cumulative basis (S‐
Curves)
c. Contractual Bill of Quantities
d. Signed PO / Letter of Award and /or Authorization letter of EOT/VO approval.
e. Signed Schedule Health Check List (latest release).
f. Signed Compliance sheet (in case of repeated submissions).
g. Resources Productivity Rates
h. Schedule Critical Path in Pdf format.
i. Project Major Milestones Schedule
Scheduling Tool
The approved tool for planning, scheduling, managing, and executing projects, programs, and portfolios
is Oracle Primavera P6 Professional Project Management So ware. that has been developed specifically
to manage CPM construction programming, scheduling, and reporting indicated for Project. All project
data shall be loaded into P6, and results shall be extracted from P6. The approved P6 version to be used
by all Consultants and Contractors shall be compatible with the latest version used at NWC.

Calendars and Work period
The project calendar is an essential part of scheduling and a major factor in the analysis of delays.
Calendars defined for project activities including resources. Some of the calendar elements to be defined
include:
Working days in a week, Number of shifts to be worked each day, Number of hours to be worked each
shift or day, Nonworking time (e.g., holidays, shutdowns, blackout dates, restricted times, etc.). The
Contractor shall modify the calendar to load holidays and non‐work periods.
NWC standard activity and resource calendar for construction activities is 6 days a week, 10 hours per
day. Project calendar shall be identified and defined as NWC Construction Calendar.
Every task shall have a calendar assigned to it with planned work hours per shifts per day and days per
week. In addition, it shall incorporate adjustments for the Holy Month of Ramadan and Saudi National
Holidays (Weekly holiday, National day, Eid Alfetr and Eid Aldha). Special attention shall be given to
summer working hours, and an allowance shall be considered for anticipated adverse weather conditions.
Schedule Logic
 Relationships: Schedule activity relationships shall adhere to strict CPM network techniques with
proper predecessor/successor usage based on hard logic (technical or contractual) and justifiable
so logic. Although P6 recognizes and handles four rela onship types, start‐to‐finish (SF)
relationships are not allowed. The schedulers shall use finish‐to‐start (FS), finish‐to‐finish (FF), and
start‐to‐start (SS) as required to close a logic loop. All activities shall have at least one predecessor
and at least one successor. The only exceptions to this rule are Start of Project (which has no
predecessor) and End of Project (which has no successor).
 Leads and Lags: The use of negative lags (Lead) is prohibited. lags shall be used only when the
justification is compelling and agreed upon with the NWC Scheduling Dept. In most cases, an
additional activity is more logical than a lag.

3. Schedule Development / Structure
Once the project is defined and the contract awarded a detailed schedule of the work is developed. This
detailed schedule is often based upon milestone dates and phasing information developed in the
conceptual planning phase. The intent of the detailed schedule development is to model the processes
that the stakeholders will use in the creation of the project.
The key characteristics of a successful schedule include elasticity, sensitivity, completeness, robustness,
and clarity for all stakeholders.
All stakeholders inherently like to use a schedule properly, effectively. The success of a well‐developed
and implemented schedule is dependent on a solid plan. The schedule should accurately reflect the
physical project and the planning effort and can properly forecast the outcome.
Schedule ID and Name

Every schedule model needs to have a unique identification that is specific to the project and does not
change. This allows for tracking schedule models over time and allows analysis and discussion of each
model without confusion. It also provides an excellent historical catalog for analysis later. NWC
established standard naming conventions that allow each project to be uniquely identified over the
project life cycle.
Schedule ID table shown in table No.01 as follows:
Taking in consideration to segregate between each Division by symbol “.”, total length is not exceeding
27 character.
Schedule Name shall be same as contractual name in addition to Revision No. and date of submission.
Example: XXXXXXXXXX.Rev.0.dd.mm.yyyy
Max.
Schedule Type of
No. of Codes
ID Field
Fields
N M
Client 1 Character Ministry of Environment, Water
National Water Company
and Agriculture
CL NS SS SP
Central Northern Southern Special Projects
Cluster 2 Character
WS ES NW
Western Eastern North West
RC RU QS HL
Riyadh City Riyadh Central Business Unit Qassim Hail
JF NB JZ NJ
Jouf Northern Boundaries Jazan Najran
AS BH TU JU
Region 2 Character
Assir Baha Taif Central Business Unit Jeddah Central Business Unit
MU MC MD TK
Mecca Central Business Unit Mekkah City Madinah Tabouk
ET HQ
East Special Project-HQ
WTR WWR OTR
PT 3 Character
Water Waste Water Other
ERP 9 Number 000000000 000000000 000000000
Character BL R1 R2
Revision 2
/ No. Baseline Revised 1 Revised 2
Table 1 Schedule ID Code

Example: N.CL.RU.WTR.221100123.BL
Client Cluster Region PT ERP Revision
Schedule ID
N CL RU WTR 221100123 BL
Work Breakdown Structure (WBS)

The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team
to accomplish the project objectives and create the required deliverables. The depth of a WBS depends
on the size and complexity of the project and the level of detail needed to plan and manage the project.
When decomposing the total scope of work, lower levels of the WBS show greater detail, culminating in
work packages.
Work Package. The work defined at the lowest level of the work breakdown structure for which cost, and
duration are estimated and managed.
The total of the work at the lowest levels of a WBS rolls up to the higher levels. This principle is known as
the 100 percent rule. The 100 percent rule ensures that a WBS captures all known scope and project
deliverables. This principle applies to all levels of a WBS, so the sum of the work at the child level totals
the work at the parent level.
Additional rules to keep in mind when creating a WBS:
 Cost. WBS elements do not contain costs.
 Importance. WBS elements do not imply importance.
 Levels of decomposition: The WBS has no limits on the levels of decomposition. However, when a
parent results in only one child, that parent should not be decomposed further.
 Mutually exclusive elements. WBS elements do not overlap to increase clarity and avoid duplicate
work and miscommunication.
 Relationships: WBS elements do not imply or show relationships.
 Resources. WBS elements do not assign resources.
 Time. WBS elements do not account for time or sequence.
Although a WBS element does not address the above characteristics, they are crucial to scheduling,
estimating, and other related activities.

3.2.1. WBS Structure and Code
Work Breakdown Structure Component. An entry in the work breakdown structure that can be at
any level. Work Breakdown Structure Element. Any single work breakdown structure (WBS)
component and its associated WBS attributes contained within an individual work breakdown
structure.
Max.
Type of
WBS Code No. of Codes
Field
Fields
MS PE EN PR
Milestones Preliminaries Engineering procurement
EPC 2 Character
CN TC AB
Construction Testing & Commissioning As-Built & Close out
WN SN PS WP
Water Network Sewer Network Pump Station Water Plants
Scope 2 Character
TK TL ST
Tank Transimission Line Sewege Treatment Plant
Zn GR FE PI
Zone/Area 2 Character
Zone 1,2,3,… Guard Room Fence Work Piping Work
AR CV EL MC
Trade 2 Character
Architectural Civil Electrical Mechanical
31 26 32 33
Trade EARTHWORK ELECTRICAL WORKS EXTERIOR IMPROVEMENTS UTILITIES
2 NO.
(CSI) 40
PROCESS INTERCONNECTIONS
31.n 26.n 32.n 33.n
31.1 SITE CLEARING 26.1 MEDIUM VOLTAGE CABLES 32.3 ASPHALT PAVING 33.1 MICROTUNNELING
Sub.Trade
2 NO. 40.n
(CSI)
40.1 PROCESS CONTROL AND
ENTERPRISE SYSTEM
Table 2 WBS Code with or without CSI Code
Example (in case BOQ without CSI Code): XXX.CN.WN.PI.CV

Schedule ID EPC Scope Zone/Area Trade
WBS Code
XXX CN WN PI CV
Example (in case BOQ with CSI Code): XXX.CN.WN.PI.31.1

Sub.‐
Schedule ID EPC Scope Zone/Area Trade
WBS Code Trade
XXX CN WN PI 31 1

Figure 3 Work Breakdown Structure (WBS) Sample
o Milestones; includes major milestones of the project and key deliverables. It contains activities in the
form of milestone start or milestone finish that are chronological listing by early start of all milestones.
o Preliminaries: includes but not limited to Mobilization works, Project Execution Plan, Quality
Management Plan, and any contractual required Documents.
o Engineering: includes but not limited to detailed dates for Shop drawings, Material submittals and
Method statements. It contains detailed dates for submission and approvals. Material submission
should be according to contractual disciplines specifications.
o Procurement: includes but not limited to detailed dates for procuring long lead items & short lead
items that illustrate issuance of Purchasing Order, fabrication / assembly, shipping, and delivery to site
in respect to each discipline.
o Construction: demonstrates project scope of work and activities which reflect the methodology of
construction to complete the project in timely manner .in addition to authority approvals, which
include the work elements and steps to secure authority approvals for the construction. This includes
but not limited to construction permits and coordination with.
o Testing and Commissioning; Reflects work elements that required accomplishing handing‐over with
their durations.
o As Built and Close‐out; All work activities related to documentation that are required to be conducted
to release contractor liabilities. In addition to demobilization work activities that related to clearing
out the site from all temporary facilities, labor, and equipment.

Resources Structure, Code and Dictionary
Resource dictionary identifies and unifies the resources type, code and name that will execute the project
and will be assigned to individual schedule activities as either resource or activity owners.
Resource Breakdown Structure (RBS) shall precede Enterprise Resource Planning No. (ERP) at all levels
and shall be structured as follows:
Level‐1: Manpower, Equipment and Material (BOQ)
Level‐2: BOQ Structure shall be similar to Contractual Bill of Quantities as indicated in below figure.
Level‐2: Manpower, Equipment Codes as indicated in below tables.
Figure 4 Resource Breakdown Structure (RBS) Sample

Unit
Level
Resource Name Res. ID|ERP No. Resource Name Res. ID|ERP No. Unit Name Abbreviation
No.
(UOM)
Level‐ Square Meter SQM
Manpower MP|221100123 Equipment EQ|221100123
1 Centimeter CM
Labor/Helper LBR Excavator EXV Kilometer KM
Skilled
SKL Loader LDR Meter MTR
Labor/Helper
Foreman FRM Mini‐Loader MLD Each EA
Eq. Operator EQO Compactor CMP Lump sum LS
Cons. Carpenter CCP Truck TRU Set SET
Steel Fixer STF Dump Truck DTR Tube TB
Concrete Mason COM Grader GRD assembly Asy
Precast Installer PRI Road Roller RDR Cubic Meter CMT
Cubic
Block Mason BLM Mobile Cranes MCR CC
Centimeter
Steel Structure
SSI Tower Crane TCR Kilogram KG
Installer
Insulation Worker INS Jacking Machine JKM Ton TN
Level‐
Plasterer PLS Bob Cat BBC Package PKG
2
Painter PNT Water Tank WAT
Equipment
EQI Asphalt Cutter ASC
Installer
Plumber PLU Asphalt Paver ASP
Fire Fighting
FFT Jumper JUM
Technician
Pipe Fitter PPF Mixer MIX
Welder WLD
HVAC Technician HVC
Pipe‐laying
PLW
worker
Electrician ELC
Low Current
LCT
Technician
Table 3 Manpower and Equipment Resource dictionary and Code
For BOQ Resources the following items shall be taken in consideration:

 Contractual BOQ item No. shall precede Enterprise Resource Planning No. (ERP) with adding “|”
between the two Numbers. EX: 4‐2|113
 Unit price, Unit of Measurement similar to Contractual BOQ
 BOQ Resource structure shall be similar to Contractual BOQ
 Unit of Measures shall be in respect to Table No.03.
Activity Code
Activity codes are used to classify, categorize, and organize activities based on reporting needs. Activity
codes are usually created and assigned at the beginning of the project.
Moreover, it enables the project controls team to filter, group, sort, and report activity information
according to unique requirements.
The NWC activity codes have been defined and may include but not limited to the following:

Code Group Description Code Value
Preliminaries PRE
Engineering ENG
Procurement PRO
Stages
Construction CON
Testing & Commissioning TCM
As Built & Close out CLS
Water Network WTN
Sewer Network STN
Pump Station PST
Scope Water Plant WPT
Tank TNK
Transmission Line TRL
Sewage Treatment Plant STP
Zone 1 ZN1
Zone/Area
Zone n ZNn
Work Package Guard Room GR
Architectural AR
Civil CV
Trade
Electrical EL
Mechanical MC
Procurement and Contracting Requirements 00
General Requirements 01
Existing Conditions (Site Works) 02
Concrete 03
Masonry 04
Metals 05
Wood, Plastics, and Composites 06
Thermal and Moisture Protection 07
Openings 08
Finishes 09
Specialties 10
CSI Division Equipment 11
Furnishings 12
Special Construction 13
Conveying Equipment 14
Fire Suppression 21
Plumbing 22
Electrical 26
Communications 27
Earthwork 31
Exterior Improvements 32
Utilities 33
Process Interconnections 40
Table 4 Activity Code
Scheduler may increase more activity codes or values more than mentioned above if needed and shall
be defined in schedule narrative.
Control Level Schedule

Once the Baseline schedule approved, contractor is requested to submit periodical updated schedule
and including but not limited to the following:

3.5.1. Control Schedule Layout
Updated schedule layout should contain but not limited to the following components.
- Activity ID.
- Work description/Activity name.
- Original duration.
- Actual duration.
- Baseline starts and finish dates.
- Actual start and finish date.
- Total float.
- Schedule % complete.
- Performance % complete.
- Budgeted total cost.
- Actual total cost.
- Schedule Performance Index (SPI).
- Estimate To Complete (ETC).
- Estimate At Completion (EAC).
3.5.2. Control Schedule Narrative Report

A narrative shall accompany the progress schedule that describes the key aspects of the submitted
schedules. A narrative report that includes the following information should be associated:
- A description for the status of scheduled completion date and any contract milestone date(s)
since the last schedule submitted.
- A comparison between current and last update.
- S‐curve that presents actual against planned.
- Manpower and equipment histogram shows planned against schedule
- Provide a schedule variance analysis report which include:
o Schedule variance (planned vs. actual).
o Cost variance (planned vs. actual).
o Variance at completion (planned vs. actual).
o % complete variance (planned vs. actual).
- Elapsed Duration
- Critical path progress and area of concerns.
- Submittals, Engineering, Procurement status.
- Permitting Status.
- Potential Risks and corresponding Mitigation Strategies.
- A description of anticipated potential delays, including:
o Identification of the delayed activity by activity ID and description.
o Type of delay.
o Cause of the delay.
o Effect of the delay on other activities, milestones, and completion dates.
o Identification of the actions needed to avoid or mitigate the delay.

Look ahead Schedule
The Contractor shall prepare, at weekly progress meetings, a detailed Look Ahead Schedule showing
specific activities scheduled for the next three (3) weeks from the data date and show activities completed
in the last week.
3.6.1. Look‐ahead Schedule Layout

- Activity ID.
- Total float.
- Budgeted total cost.
- Actual total cost.
- Schedule Performance Index (SPI).
- Estimate To Complete (ETC).
- Estimate At Completion (EAC).
Contractors Recovery Schedule

Should any delay happen affect contractual project completion date or critical activities completion date
in Contractor’s updated schedule to show project progress as behind schedule with 10%, the Contractor
shall be required (at no cost) to prepare and submit to the supervision engineer a supplementary recovery
schedule(s). The recovery schedule shall be in a form and detail appropriate to the need and to explain
and display to the Project Manager how the Contractor intends to reschedule those activities to regain
compliance with the last previously approved progress schedules. If the Project Manager approved
contractor’s recovery schedule, a copy for information will be sent to headquarter to follow‐up in the
comprehensive portfolio Recovery Plan. The schedule shall be accompanied by a narrative describing
what steps the Contractor proposes to recover slippage. For each submission of a Recovery Schedule, a
narrative report shall be provided that includes but not limited to the following information:
3.7.1. Recovery Schedule Layout

Recovery schedule should contain but not limited to the following components:
- BL duration.
- Actual Duration.
- BL start and finish dates.
- Start and finish dates.
- Total float.
- Performance % complete
3.7.2. Recovery Schedule Narrative Report

Recovery Schedule Narrative report should include, but not limited to:

- A general description related to delayed activities, specifically delayed activities on the critical
path, that cause project finish date to be delayed. The description includes:
o Data date.
o Project Actual Completion date.
o List of Delayed Activities description.
o Added / Deleted activities.
o Added / Deleted activity relationships.
o Activity original durations.
o Activity actual Duration.
o Activity remaining durations.
o Activity actual start and finishes.
o Schedule % complete.
o Performance % complete.
o Constraints (if any)
o Activity resources.
o Activity costs.
o Activity coding.
- A statement providing status of pending items, including, but not limited to:
o Permits.
o Change orders.
o Time extension requests.
o Noncompliance or similar notices indicating deficiencies in the contractor’s performance.
- A Critical Path Activities for the proposed Recovery Schedule.
- Cash Flow (S‐Curve)
- A description of anticipated delays, including:
o Identification of the delayed activity by activity ID and description.
o Type of delay.
o Cause of the delay.
o Effect of the delay on other activities, milestones, and completion dates.
Contractors As Built Schedule

Contractor to submit As Built Schedule at the end of the project showing all agreed and verified actual
dates and duration. In no way contractors As Built Schedule should contradict with the actual data of
weekly and monthly updates.
3.8.1. As Built Schedule Layout

- Activity code.
- Actual duration.

4. Schedule Health Check Procedure
Schedules are typically complex compilations of input from multiple stakeholders. Schedule review seeks
to ensure that the schedule reflects the defined scope, is suitable for control purposes, meets the
stakeholders’ milestone requirements, and that all parties agree on and understand its content, including
its probabilistic nature in relation to various agreements made and contractual requirements (i.e., risks).
The schedule should be benchmarked or validated against or compared to best practices schedule metrics
to assess its appropriateness, competitiveness, areas of risk, and to identify improvement opportunities.
Baseline Schedule Review
4.1.1. Compliance with Schedule Specification

To review the baseline schedule, the Supervision Consultant should be aware of the requirements
stated in the contract. Following is a quick checklist to review the scheduling specifications of the
contract
 Check Related Specifications of the contract sections or Special Provisions
 Software requirements
 Activity Code requirements
 ID Coding requirements
 Qualifications of contractor’s scheduler
 Required submittal contents
 Owner mandated milestone treatment
 CPM Network requirements
 Duration definitions & restrictions
 Full detailed project schedule (baseline) submission
 Cost & Resource loading
 Narrative Requirements
4.1.2. Understanding the Project

It is necessary to understand the project scope prior to review the project baseline schedule. The
designated scheduler should
 Review the contract documents such as drawings, BOQ, specifications and conditions of
contract to familiarize himself about the project requirements.
 Site visit is recommended to get a project overview.
 Construction methodologies or unusual techniques should also be reviewed.
 Interview with the Construction Manager(s) to approve project execution sequence.
4.1.3. Schedule Submittal

 Compare to schedule specification requirements
 Typical missing items:
o Schedule Narrative

o Schedule Soft Copy File (.xer)
o Explanation of Calendars, Lags, Activity Codes, Constraints,
 Resources, Cost, Productivity, BOQ
 Milestones and Milestone definitions
 S‐Curve
4.1.4. Common errors associated with the program submitted by the Contractor
During reviewing, assessment, or approving the program, the Engineer should notice certain errors
that might be done by the Contractor scheduler. These errors may include but not limited to the
following:
 Check Schedule Structure (Level of Details, Activities Duration, Approved Layout.)
 Check Schedule Data (Resources, costs, etc..).
 Run Schedule, ensure no changes
 Check NTP and Completion dates
 Check all interim Milestone dates
 Check Organizational Codes
 Review WBS structure and Code
 Review Activity Code Dictionaries
 Review Resource Code Dictionaries
 Review Calendars
 Review Resources loading by Manpower, Equipment and Bill of Quantities
4.1.5. Review Schedule Quality

Engineer shall perform DCMA 14‐Point Assessment Check. The DCMA 14‐Point Assessment Checks
consist of the following tests:
1. Logic
o Missing Logic: The number of tasks without predecessors and/or successors should not
exceed 5% of the Total Tasks or this test has is qualified as having Failed.
o Dangling Activities: (also known as dangles) are loosely tied activities in project schedules.
They are activities with either open start dates or open‐end dates. All activities, except the
first activity of a network, need to have a predecessor; otherwise, they will have open start
dates. Activities should have at least one FS or SS predecessor and at least on FS or FF
successor.
2. Leads: This metric defines “leads” as relationships with a negative lag value. The DCMA
supports the need for this test because, “Leads may distort the total float in the schedule, may
cause resource conflicts and the critical path.”
3. Lags: Number of Lags on Incomplete Tasks to Number of rela onships should not exceed 5%.
4. Rela onship Types: If at least 90% of the total predecessor relationships to Total Tasks are the
Finish‐to‐start type, then the metric is passed, otherwise it has failed. The stated philosophy
behind this check is that “FS relationships provide for a logical path.

5. Hard Constraints: The rationale behind this metric correctly states that certain types of
constraints prevent tasks from being logic driven. This metric extends that philosophy by defining
two groups of constraints, Hard Constraints and So Constraints. If more than 5% of the Total
Tasks have a Hard Constraint assigned, then this test is rated as Failed. In fact, a constraint may
cause negative float that does not lead to a milestone or project completion.
6. High Float: This metric counts the number of Total Tasks with high Total Float. The cut‐off
point for the definition of High Float is 10% of project total duration if the contractual duration is
greater than or equal to 24 Month and 8% of project total dura on if the contractual dura on is
less than or equal to 12 Month. A passing grade is awarded if 5% or less of the Total Task
ac vi es have greater than 44 working days of float.
7. Nega ve Float: if any of the Total Tasks have negative Total Float, then this metric awards the
schedule a failing grade. The DCMA states that this test helps to identify tasks that are delaying
completion of one or more milestones. Negative float may legitimately exist for several reasons.
8. High Dura on: The definition of High Duration is any duration greater than Reporting
frequency (30) working days, in case of reporting in monthly basis. This metric counts the
number of High Duration Total Tasks and divide this by the total count of Total Tasks
9. Invalid Dates: includes two checks; one for invalid forecast dates and another for invalid actual
dates. Even if the CPM has been correctly computed, it is still possible to legally compute a
forecast date that is earlier than the status date. This situation can arise if the activity in question
has negative float and the activity is on‐going or near to the data date. In this case, the late dates
may legally and legitimately fall before the status date. To be completely accurate, all actual
dates must be prior to the data date and all forecast dates should be on or later than this date to
be valid.
10. Resources: This metric requires that all tasks with durations of at least one day should have
resources
11. Missed Tasks: The goal for this metric is to measure performance compared to the baseline
plan. This check is only concerned with completed activities. It does not measure on‐going
activities that are planned to finish later than the update period. There is also no provision for
evaluating delays less than a full day (i.e., in hours.)
12. Cri cal Path Test: This is a ‘what‐if’ test performed directly on the schedule. Its intent is to
identify a current critical path activity, to grossly extend its remaining duration, and note if a
corresponding extension occurs to the project completion date.
To perform this check, you need to identify a critical activity and its current remaining duration.
You then modify that ac vity’s remaining dura on to be 600 working days and then re‐calculate
the schedule dates. You must then identify the final critical activity in the schedule and look to
see if that activity was delayed by the approximate number of days that you added to the critical
path.
13. Cri cal Path Length Index (CPLI): is one of the ‘Trip Wire checks’ that is supposed to gauge
the realism of completing the project on time. Most construction schedulers will find this test a
little bizarre. We are to measure the ratio of the project critical path length plus the project total
float to the project critical path length. The critical path length is the time in workdays from the
status date to the “end of the program.” The target number is 1.0 with a value of less than 95%
as a failure.
14. Baseline Execu on Index (BEI): is another ‘Trip Wire’ check that attempts to gauge the
efficiency of the contractor’s performance plan. This test computes the ratio of all the tasks that
have been completed versus the tasks that ‘should have been completed’ in the period between

the Baseline Schedule and the current schedule. The target ra o is 1.0 with a ra o below 95% as
being considered a failure.
 Other Checks:
o Level‐of‐Efforts: Should not Be Critical and Should not Have Variance. Hosting LOEs in
schedules is not as easy as normal activities and they barely make any difference in the
monitoring and controlling processes.
o Activities Should Have Unique Names: When you are naming activities, you should do it
in a way that anyone in any situation can understand it. Select an activity, take it out of
the WBS and see if you can understand it.
o Activity Names Should Have a Verb and WBS elements or deliverables should have a
noun. To show a work, you usually have to use a verb or something equivalent. This rule
is not just a formality but helps you and your audience better understand the activity.
o SF Relationships Should Be Avoided as Much as Possible: An SF relationship states that the

successor should not finish unless the predecessor has started; in other words, the successor
should not be prior to a certain date.
o Activities Should not Be Split In most cases, a planning software has a feature for splitting
tasks, but this does not mean that it is correct to split activities. Most of Scheduling Best
Practices forbids splitting activities because these kinds of activities are hard to manage, and
you cannot implement an effective logic for them. Whenever you want to split an activity,
you should break it down into two separate activities instead.
o Too tight schedules: The Contractor may select to start all activities on their earliest possible
dates, leaving no space for contingencies. This would result in programs with several critical
paths and minimum amount of float and the risk with such a program is that any unforeseen
event will turn the whole project into critical. This is more likely to raise claim from either
Contract parties, which, on the other hand, might lead to disputes. A reasonable amount of
float is advisable in such case to cater for unforeseen events.
o Too loose schedules: The Contractor in this case will add excessive cushions of float to
compensate his incapability or any expected delays of any sort. The Engineer should ask a
justification from the Contractor concerning this float. Unnecessary float should be omitted
and at least one critical path should be implemented.

o Overestimation of percentage of completion: During periodical updates, some activities
would have been completed while some others would be in actual progress. For the
Contractor not to overestimate the percentage of completion for such activities, a previously
agreed breakdown for this percentage should be set. For example, in lump‐sum contracts, a
concrete roof slab is divided to 30% for formwork. 30% for reinforcement, 35% for pouring,
and 5% for curing and shu er work.
4.1.6. Review Schedule Narrative

Schedule Narrative (according to template in appendix No.3) and may include but not limited to
the following:
 Project General information and layout.
 Project Execution Plan that illustrates how the contractor will perform Project Scope of Work.
 Basis of estimating activity durations
 Logic and sequence
 Project working hours and shifts.
 Risk analysis strategy of the Project including the planned flow of work, and a list of constraints
that may affect the progress of work which are beyond the Contractor's control.
 Detailed Mobilization Plan and staffing plan.
 Critical path activities only.
 Detailed Procurement schedule.
 Detailed Submittals Schedule.
 Assumptions/Exclusions/Exceptions used for planning and scheduling.
 Resources (manpower & equipment) with productivity rates and long lead materials.
 A spreadsheet shows average weekly and monthly manpower and equipment usage for each
trade and equipment to be employed for the works.
 Brief to identify constraints and an explanation of the reason for and purpose of each
constraint (If Any)
 List of Required Permits from Authorities (If Any).
 Brief to describe the reason for the use of lags that are more than 21 calendar days.
 Manpower histogram.
 Equipment histogram.
 S‐curve showing planned units and planned value on monthly and cumulative basis (S‐Curves)
Control Schedule Review
4.2.1. General overview checks

After approving Baseline Schedule, periodical updates to this schedule shall be reviewed, where
the approved baseline schedule represents the target of such updates.
The following general overview checks must be carried out, whenever applicable:
1‐ Milestones should not be held up.
2‐ Activities starting later than their early start dates should be listed.
3‐ The updated critical path should be compared with the approved baseline critical path.
Locations of major changes to the target path should be monitored and problems should be
pointed and followed up.

4.2.2. Schedule update check
The Engineer shall submit periodically an update for the progress of the works which satisfies the
criteria as set in the contract specifications.
All data shall be maintained collected at every check for future comparison purposes to be
compared with the approved baseline target and previous updates. The PM is responsible of
reviewing and approving the update and make sure that it reflects site actual conditions.
4.2.3. Basic data check

Before proceeding further with the reviews and checks the following basic items must be
checked:
1‐ Soft Copy in XER format shall be submitted.
3‐ Run the schedule to assure that there are no changes or open‐end activities except for the
project start which has no predecessor, and project finish which has no successor.
4‐ Assure there is no out of sequence activity.
5‐ The following data must match with the approved baseline and/or the previous update:
a. Total number of activities.
b. Number of relationships.
c. Start date.
d. Imposed finish date
6‐ Record the following data for future comparisons:
a. Number of activities in longest path.
b. Number of started activities.
c. Number of completed activities.
d. performance % complete.
e. Data date.
f. Latest calculated finish date.
7‐ The footer must include the following:
a. Schedule Legend
b. Revision Box.
4.2.4. Schedule setting check

Assuring of CPM can be calculated properly, and that the submitted update components match
with the approved target. The following checks must be carried out and should match with the
approved target:
1‐ Calendars should never be changed.
2‐ Revised finish date should match with Approved EOT.
4‐ Auto Compute Actuals rules should not be changed because they change the overall project
cost.
5‐ Project settings should not be changed.
4.2.5. Activities check

The following checks must be carried out and should match with the approved target:
1‐ Missing dates are not allowed. All activities must have their related dates, being early or
actual.
2‐ Regarding the critical path, the lowest negative float shall be recorded for future updates
comparisons.

3‐ Activities completed in previous updates should not be deleted from later updates.
4‐ Deleted in‐progress dates or a percentage is not allowed. Activities shown as in progress in
previous updates should not be deleted from later updates.
5‐ Deleted planned is only allowed if the scope of the works have changed. This case is subject to
the prior approval of the Client and the Engineer and may lead to revision of the approved
Baseline schedule. In all cases, the ID for the deleted planned activity shall not be used for future
added activities.
6‐ Added as‐built is allowed but subject to approval. Assuring of the works were completed as
indicated and were not recorded in the previous update by mistake. The impact shall be checked
in this case on the total float of the project.
7‐ Added in‐progress dates or a percentage is allowed but subject to approval of the Client and
the Engineer. verifying the works have actual start and performance percent progress in the
previous update period and were not recorded in the previous update by mistake. The reviewer
must check the impact in this case on the total float of the project.
8‐ Added planned is only allowed if the scope of the works have changed. This case is subject to
the prior approval of the Client and the Engineer and may lead to revision of the approved
Baseline schedule.
9‐ Modification of actual dates are not allowed. Actual dates shall be same as previous updates
whenever they were included.
10‐ Suspend/Resume activities and dates should be allowed only after being approved. They
should have progress percentage and remaining duration in the updates.
11‐ Changing activity type is not allowed because it has a big effect on the late dates.
12‐ Changing calendar settings and types are not allowed because it has a big effect on the late
dates.
13‐ Modified Activities name or WBS descriptions are not allowed. Descriptions shall reflect the
scope of works.
14‐ Modification of durations are not allowed. Original duration shall remain unaltered.
15‐ Actual start dates with no progress percentage and remaining duration is not allowed.
Likewise, if progress is registered there must be an actual start date.
16‐ in‐progress active activities must have increasing in performance progress percentage.
18‐ Activities with low float that could have started in the period of the update shall be
monitored.
4.2.6. Relationship checks

The following relationships checks should be carried out to check if they match with the
approved Baseline Schedule:
1‐ Original relationships and lags should not be changed.
2‐ Invalid relationships should not be allowed.
3‐ Intentionally explained deleted relationships and lags should be approved. Impact on total
float and completion date should be monitored.
4‐ Modification of relationships and lags should not be allowed. The purpose of such
modifications could be imposing some illogical changes to the critical path.
5‐ Negative Lags should not be allowed.
6‐ All finish relationships with the successors must be maintained.
7‐ Deleting of FS and leaving SS relationship is not allowed, because the SS relationship does not
affect the completion date.

4.2.7. Constraint checks
The following constraints checks should be carried out:
1‐ Deleting or modifying contract constraints is not allowed.
2‐ Deleting non‐contractual constraints is useful since it improves the CPM proper calculation.
However, check the reason behind deleting approved constraints is mandatory.
3‐ Adding non‐contractual constraints is not allowed.
4‐ Zero total float constraints shall not be allowed since they artificially control the critical path.
4.2.8. Cost checks

The following costs checks must be carried out:
1‐ Total amounts of the project and work packages budgeted costs should be maintained.
2‐ Budgeted costs deleted due to deleted activities should be incorporated for in other activities
as approved.
3‐ Added activities must include budgeted costs as approved.
4‐ Modification to any budget cost is not allowed unless it is due to adding or deleting activities
and as approved.
5‐ Negative values should not exist in the actual costs. It indicates financing problems.
6‐ Earned value and actual costs should be updated at the same data date.
4.2.9. Resources checks

The following resource checks must be carried out:
1‐ Added or deleted resources are allowed if justified and approved.
5. Appendices
Appendix No.1: WBS Code and Structure
Appendix No.2: RBS Code and Structure
Appendix No.3: Narrative Report Template
Appendix No.4: Schedules Health Check List
Appendix No.5: Compliance Sheet
Appendix No.6: Cash Flow
6. References
1. Practice standard for scheduling / Project Management Institute. Third edition 2019. Revised
edi on of Prac ce standard for scheduling, c2011. ISBN: 978‐1‐62825‐561‐4
2. Planning and Scheduling Professional (PSP), First Edition, Revised Copyright © 2014, By AACE
Interna onal. ISBN: 978‐1469968919
3. Practice standard for work breakdown structures ‐ Third edi on 2019. ISBN: 978‐1‐62825‐619‐2
4. DCMA 14‐Point Schedule Assessment, by Ron Winter, PSP, Copyright © January 7, 2011
5. Skills & Knowledge of Cost Engineering, 6th Edi on
6. Total Cost Management (TCM) Framework, 2nd Edi on, Copyright© AACE® Interna onal, 2015
7. AACE® Interna onal Recommended Prac ce No. 27R‐03 – Rev. November 12, 2010
8. AACE® Interna onal Recommended Prac ce No. 37R‐06 – Rev. March 20, 2010
9. White Book Document No. EPM‐KPP‐PR‐000001 Rev 001
10. Project Scheduling Rules,2nd edi on © 2013 Nader Khorrami Rad, PMP. ISBN 978‐87‐403‐0333‐9

Appendix No.01

Schedule Manual Test Project 24-Mar-21 10:43
Activity ID
NWC.CL.RU.WTR.221100123.BL Schedule Manual Test Project

NWC.CL.RU.WTR.221100123.BL.MS Milestones
NWC.CL.RU.WTR.221100123.BL.PE Preliminaries
NWC.CL.RU.WTR.221100123.BL.PE.MOB Mobilization Works
NWC.CL.RU.WTR.221100123.BL.PE.PDS Project Documents Submittals
NWC.CL.RU.WTR.221100123.BL.EN Engineeing
NWC.CL.RU.WTR.221100123.BL.EN.TL Transimission line
NWC.CL.RU.WTR.221100123.BL.EN.TL.Z1 Zone 1
NWC.CL.RU.WTR.221100123.BL.EN.TL.Z1.CV Civil Works
NWC.CL.RU.WTR.221100123.BL.EN.TL.Z1.AR Architectural Works
NWC.CL.RU.WTR.221100123.BL.EN.TL.Z1.MC Mechanical Works
NWC.CL.RU.WTR.221100123.BL.EN.TL.Z1.EL Electrical Works
NWC.CL.RU.WTR.221100123.BL.EN.TK Tank
NWC.CL.RU.WTR.221100123.BL.EN.TK.CV Civil Works
NWC.CL.RU.WTR.221100123.BL.EN.TK.AR Architectural Works
NWC.CL.RU.WTR.221100123.BL.EN.TK.MC Mechanical Works
NWC.CL.RU.WTR.221100123.BL.EN.TK.EL Electrical Works
NWC.CL.RU.WTR.221100123.BL.PR procurement
NWC.CL.RU.WTR.221100123.BL.PR.TL Transimission line
NWC.CL.RU.WTR.221100123.BL.PR.TL.Z1 Zone 1
NWC.CL.RU.WTR.221100123.BL.PR.TL.Z1.CV Civil Works
NWC.CL.RU.WTR.221100123.BL.PR.TL.Z1.AR Architectural Works
NWC.CL.RU.WTR.221100123.BL.PR.TL.Z1.MC Mechanical Works
NWC.CL.RU.WTR.221100123.BL.PR.TL.Z1.EL Electrical Works
NWC.CL.RU.WTR.221100123.BL.PR.TK Tank
NWC.CL.RU.WTR.221100123.BL.PR.TK.CV Civil Works
NWC.CL.RU.WTR.221100123.BL.PR.TK.AR Architectural Works
NWC.CL.RU.WTR.221100123.BL.PR.TK.MC Mechanical Works
NWC.CL.RU.WTR.221100123.BL.PR.TK.EL Electrical Works
NWC.CL.RU.WTR.221100123.BL.CN Construction
NWC.CL.RU.WTR.221100123.BL.CN.TL Transimission line
NWC.CL.RU.WTR.221100123.BL.CN.TL.Z1 Zone 1
NWC.CL.RU.WTR.221100123.BL.CN.TL.Z1.CV Civil Works
NWC.CL.RU.WTR.221100123.BL.CN.TL.Z1.AR Architectural Works
NWC.CL.RU.WTR.221100123.BL.CN.TL.Z1.MC Mechanical Works
NWC.CL.RU.WTR.221100123.BL.CN.TL.Z1.EL Electrical Works
NWC.CL.RU.WTR.221100123.BL.CN.TK Tank
NWC.CL.RU.WTR.221100123.BL.CN.TK.CV Civil Works
NWC.CL.RU.WTR.221100123.BL.CN.TK.AR Architectural Works
NWC.CL.RU.WTR.221100123.BL.CN.TK.MC Mechanical Works
NWC.CL.RU.WTR.221100123.BL.CN.TK.EL Electrical Works
NWC.CL.RU.WTR.221100123.BL.TC Testing and Commissioning
NWC.CL.RU.WTR.221100123.BL.TC.TL Transimission line
NWC.CL.RU.WTR.221100123.BL.TC.TL.Z1 Zone 1
NWC.CL.RU.WTR.221100123.BL.TC.TL.Z1.MC Mechanical Works
NWC.CL.RU.WTR.221100123.BL.TC.TL.Z1.EL Electrical Works
NWC.CL.RU.WTR.221100123.BL.TC.TK Tank
NWC.CL.RU.WTR.221100123.BL.TC.TK.MC Mechanical Works
NWC.CL.RU.WTR.221100123.BL.TC.TK.EL Electrical Works
NWC.CL.RU.WTR.221100123.BL.AB As-Built and Close out
NWC.CL.RU.WTR.221100123.BL.AB.TL Transimission line
NWC.CL.RU.WTR.221100123.BL.AB.TL.Z1 Zone 1
NWC.CL.RU.WTR.221100123.BL.AB.TL.Z1.CV Civil Works
NWC.CL.RU.WTR.221100123.BL.AB.TL.Z1.AR Architectural Works
NWC.CL.RU.WTR.221100123.BL.AB.TL.Z1.MC Mechanical Works
NWC.CL.RU.WTR.221100123.BL.AB.TL.Z1.EL Electrical Works
NWC.CL.RU.WTR.221100123.BL.AB.TK Tank
NWC.CL.RU.WTR.221100123.BL.AB.TK.CV Civil Works
NWC.CL.RU.WTR.221100123.BL.AB.TK.AR Architectural Works
NWC.CL.RU.WTR.221100123.BL.AB.TK.MC Mechanical Works
NWC.CL.RU.WTR.221100123.BL.AB.TK.EL Electrical Works
Page 1 of 1 TASK filter: All Activities

© Oracle Corporation
24-Mar-21 10:10
NWC.CL.RU.WTR.221100
Schedule Manual Test
Project
Enterprise
NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100

Milestones Preliminaries Engineeing procurement Construction Testing and As-Built and Close out
Commissioning
Enterprise Enterprise Enterprise Enterprise Enterprise Enterprise Enterprise
NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100

Mobilization Works Transimission line Transimission line Transimission line Transimission line Transimission line
Enterprise Enterprise Enterprise Enterprise Enterprise Enterprise
Project Documents
Submittals NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100
Enterprise Zone 1 Zone 1 Zone 1 Zone 1 Zone 1
Enterprise Enterprise Enterprise Enterprise Enterprise
NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100

Civil Works Civil Works Civil Works Mechanical Works Civil Works

Architectural Works Architectural Works Architectural Works Electrical Works Architectural Works

Mechanical Works Mechanical Works Mechanical Works Tank Mechanical Works
NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100

Electrical Works Electrical Works Electrical Works Electrical Works
Enterprise Enterprise Enterprise Mechanical Works Enterprise
NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 NWC.CL.RU.WTR.221100 Enterprise NWC.CL.RU.WTR.221100

Tank Tank Tank Tank
Enterprise Enterprise Enterprise Electrical Works Enterprise
Enterprise

Civil Works Civil Works Civil Works Civil Works
Enterprise Enterprise Enterprise Enterprise

Architectural Works Architectural Works Architectural Works Architectural Works

Mechanical Works Mechanical Works Mechanical Works Mechanical Works

Electrical Works Electrical Works Electrical Works Electrical Works
WBS Code
WBS Name Page 1 of 1 © Oracle Corporation
ResponsibleManager
Appendix No.02

Schedule Manual Test Project All Active Resources 23-Aug-21 12:51
Resource ID Resource Name Resource Type
MP|221100123 Manpower Labor
LBR|221100123 Labor/Helper Labor
SKL|221100123 Skilled Labor/Helper Labor
FRM|221100123 Foreman Labor
EQO|221100123 Eq. Operator Labor
CCP|221100123 Cons. Carpenter Labor
STF|221100123 Steel Fixer Labor
COM|221100123 Concrete Mason Labor
PRI|221100123 Precast Installer Labor
BLM|221100123 Block Maso Labor
SSI|221100123 Steel Structure Installer Labor
INS|221100123 Insulation Worker Labor
PLS|221100123 Plasterer Labor
PNT|221100123 Painter Labor
EQI|221100123 Equipment Installer Labor
PLU|221100123 Plumber Labor
FFT|221100123 Fire Fighting Technician Labor
PPF|221100123 Pipe Fitter Labor
WLD|221100123 Welder Labor
HVC|221100123 HVAC Technician Labor
PLW|221100123 Pipe-laying worker Labor
ELC|221100123 Electrician Labor
LCT|221100123 Low Current Technician Labor
EQ|221100123 Equipment Nonlabor
EXV|221100123 Excavator Nonlabor
LDR|221100123 Loader Nonlabor
MLD|221100123 Mini-Loader Nonlabor
CMP|221100123 Compactor Nonlabor
TRU|221100123 Truck Nonlabor
DTR|221100123 Dump Truck Nonlabor
GRD|221100123 Grader Nonlabor
RDR|221100123 Road Roller Nonlabor
MCR|221100123 Mobile Cranes Nonlabor
TCR|221100123 Tower Crane Nonlabor
JKM|221100123 Jacking Machine Nonlabor
BBC|221100123 Bob Cat Nonlabor
WAT|221100123 Water Tank Nonlabor
ASC|221100123 Asphalt Cutter Nonlabor
ASP|221100123 Asphalt Paver Nonlabor
JUM|221100123 Jumper Nonlabor
MIX|221100123 Mixer Nonlabor
MT|221100123 BOQ Material
1|221100123 Transimission Line Material
1-1|221100123 Earthwork Material
1-1-1|221100123 Excavation Material
1-1-2|221100123 Backfilling Material
1-2|221100123 Pipes Material
1-2-1|221100123 200mm Material
1-2-2|221100123 600mm Material
2|221100123 Tank Material
2-1|221100123 Earthwork Material
2-1-1|221100123 Excavation Material
2-1-2|221100123 Concrete Material
2-2|221100123 Mechanical Material
2-2-1|221100123 Connections Material
© Oracle Corporation Page 1 of 92

Name UOM
Square Meter SQM
Centimeter CM
Decimeter DCM
Foot FT
Inch IN
Kilometer KM
Meter MTR
Mile MIL
Millimeter MM
Yard YD
Bi-Weekly BWK
Daily DAY
Half Yearly HYR
Hour HR
Minute MT
Monthly MTH
Quarterly QTR
Second SEC
Weekly WK
Yearly YR
Bag BAG
Book BK
Box BOX
Carton CRT
Container COT
Cylinder CY
Doubles DBL
Dozen DZ
Each EA
Group GRP
KIT KIT
Kilowatt hour KWH
Level LVL
Lump sum LS
Meal me
Pack PCK
Package PKG
Packet PKT
Pair PR
Ream RM
Roll RL
Set SET
Tablet TT
Trip TRP
Tube TB
assembly Asy
Ampoule AML
BARREL Brl
Bottle BTL
Can CN
Cubic Centimeter CC
Cubic Meter CMT
Deciliter DCL
Gallon GAL
IBC Drum IBC
Liter LTR
Milliliter ML
Barrel BRL
Bucket BKT
Decigram DG
Drum DM
Gram GRM
Kilogram KG
Medium Drum MDM
Milligram MG
Pound LB
Small Drum SDM
Ton TN
Appendix No.03

[Insert Consultant/Contractor Logos]
Baseline Schedule Narrative Report
[Insert Project Name]
[Insert Project Photo]
[BASELINE SCHEDULE NARRATIVE REPORT / [INSERT PROJECT NAME] 0

Table of Contents
1. Project Brief and General Information ............................................................................................. 2
2. Project Scope of Work ....................................................................................................................... 2
3. Project Location / Masterplan / Layout ............................................................................................ 2
4. Key Dates / Milestones / Level-1 ...................................................................................................... 2
5. Work Breakdown Structure ............................................................................................................... 3
5.1 Project Decomposition ................................................................................................................... 3
5.2 Engineering WBS............................................................................................................................ 3
5.3 Procurement WBS .......................................................................................................................... 3
5.4 Construction WBS (Main Decomposition)................................................................................... 3
6. Calendars ............................................................................................................................................. 3
7. Activity Codes & ID ............................................................................................................................. 3
8. Construction Sequence...................................................................................................................... 4
9. Critical Path.......................................................................................................................................... 4
10. Schedule Basis of Estimation ....................................................................................................... 4
11. Resources Breakdown Structure .................................................................................................. 4
12. BOQ Main Items.............................................................................................................................. 4
13. Production Rates ............................................................................................................................ 4
14. Manpower Histogram ..................................................................................................................... 5
15. Equipment Histogram ..................................................................................................................... 5
16. Schedule Risks................................................................................................................................ 5
17. Appendices ...................................................................................................................................... 5
I. Schedule Health Check List .......................................................................................................... 5
II. Compliance Sheet .......................................................................................................................... 5
III. BOQ .............................................................................................................................................. 5
IV. Project Baseline. ......................................................................................................................... 5
V. Critical Paths. .................................................................................................................................. 5
VI. Histograms. .................................................................................................................................. 5
VII. CD. ................................................................................................................................................ 5
[INSERT PROJECT NAME] 1

1. Project Brief and General Information
Item Description
Contractor Name
Consultant Name
Project PO No.
Project Name
Project Cost
Project Start Date
Project Finish Date
Project Duration
Project Site Hand Over
Project location
2. Project Scope of Work

Project Execution Plan that illustrates how the contractor will perform Project Scope
of Work.
3. Project Location / Masterplan / Layout
4. Key Dates / Milestones / Level-1

5. Work Breakdown Structure
5.1 Project Decomposition
5.2 Engineering WBS

- Shop drawings and Submittals Structure
- Detailed Submittals Schedule
5.3 Procurement WBS

- Procurement (Long lead Items and Short lead Items) Structure
- Detailed Procurement schedule
5.4 Construction WBS (Main Decomposition)
6. Calendars
7. Activity Codes & ID

8. Construction Sequence
9. Critical Path
- Critical path activities only
- List of Required Permits from Authorities (If Any).
10. Schedule Basis of Estimation

- Basis of estimating activity durations
- Assumptions/Exclusions/Exceptions used for planning and scheduling.
- Brief to identify constraints and an explanation of the reason for and
purpose of each constraint (If Any)
- Brief to describe the reason for the use of lags that are more than 21
calendar days
11. Resources Breakdown Structure
12. BOQ Main Items
13. Production Rates

14. Manpower Histogram

- Detailed Mobilization Plan and staffing plan
- Skilled and non-skilled labor
- A spreadsheet shows average weekly and monthly manpower usage for
each trade
15. Equipment Histogram

- A spreadsheet shows average weekly and monthly equipment usage for
each trade and its employed for the works
16. Schedule Risks

- Risk analysis strategy of the Project including the planned flow of work, and
a list of constraints that may affect the progress of work which are beyond
the Contractor's control.
17. Appendices
I. Signed Schedule Health Check List
II. Signed Compliance Sheet
III. Contractual BOQ
IV. Project Baseline.
V. Critical Paths.
VI. Histograms.
VII. CD.

Appendix No.04

Project Schedule Heath Check List ‫ﻗﺎﺋﻤﺔ اﻟﻌﻨﺎﺻﺮ اﻷﺳﺎﺳﻴﺔ ﳌﺮاﺟﻌﺔ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ‬
Consultant: : ‫اﻻﺳ ﺸﺎري‬ Contractor: : ‫اﳌﻘﺎول‬ Directorate/Region: :‫ اﳌﺪﻳﺮ ﺔ‬/ ‫اﳌﻨﻄﻘﺔ‬
Project Name (Enjaz) : :(‫اﺳﻢ اﳌﺸﺮوع )ﺑﻨﻈﺎم إﻧﺠﺎز‬ Enjaz Project No. / ERP No. : (‫رﻗﻢ اﻟﻌﻘﺪ اﻟ ﺸﻐﻴ )ﺑﻨﻈﺎم إﻧﺠﺎز‬
Submission Date ‫ﺗﺎر ﺦ اﻟﺘﻘﺪﻳﻢ‬ Revised ‫ﻣﻌﺪﻟﺔ‬ Baseline ‫ﺧﻂ أﺳﺎس‬ Schedule Type ‫ﺗﺼ ﻴﻒ ا ﺪول اﻟﺰﻣ‬
‫ﻣﺴﻠﺴﻞ‬ ‫اﻟﻮﺻﻒ‬ Acceptable ‫ﻣﻘﺒﻮل‬ ‫ﻻﻳﻮﺟﺪ‬ ‫ﻣﻼﺣﻈﺎت‬
No Description Yes ‫ﻌﻢ‬ No ‫ﻻ‬ N/A Remarks
General Items ‫اﻟﺒﻨﻮد اﻟﻌﺎﻣﺔ‬
(‫ﺗﻮﺣﻴﺪ ﻟﻐﺔ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ )ﻋﺮ ﻴﺔ أو إﻧﺠﻠ ﻳﺔ‬
1
Unified Schedule Language (Arabic, English)
‫ ﻳﻮم ﻣﻦ ﺗﺎرﺦ ﺴﻠﻴﻢ اﳌﻮﻗﻊ‬١٥ ‫ﺗﻘﺪﻳﻢ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ ﺧﻂ اﻷﺳﺎس )اﻹﺻﺪاراﻷول( ﻣﻦ اﳌﻘﺎول ﺧﻼل‬
2
Baseline Schedule (1st Revision) Submission within 15 days from Site Handover
(٣٫١ ‫ ﻗﺴﻢ‬- ‫إﺳﻢ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ ﻣﻄﺎﺑﻖ ﻹﺳﻢ اﳌﺸﺮوع اﻟﺘﻌﺎﻗﺪي ﺑﻨﻈﺎم إﻧﺠﺎز ﻣﻊ إﺿﺎﻓﺔ رﻗﻢ اﻹﺻﺪاروﺗﺎر ﺨﮫ )دﻟﻴﻞ إدارة اﻟ اﻣﺞ اﻟﺰﻣﻨﻴﺔ‬
3 Schedule Name Schedule same as contractual name in addition to Revision No. and date of submission
(Refer to Scheduling Management Manual - Section3.1)
(٣٫١ ‫ﻛﻮد اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ ﻣﺘﻮاﻓﻖ ﻣﻊ دﻟﻴﻞ إدارة اﻟ اﻣﺞ اﻟﺰﻣﻨﻴﺔ )ﻗﺴﻢ‬
4
Schedule ID Schedule Comply with Scheduling Management Manual (Refer to Scheduling Management Manual - Section3.1)
‫ ﻣﻊ اﻹﻟ ام ﺑﺎﻹﺻﺪاراﳌﻌﺘﻤﺪ ﻟﺪى ﺷﺮﻛﺔ اﳌﻴﺎﻩ اﻟﻮﻃﻨﻴﺔ‬، Pdf ‫ و ﺔ‬XER ‫ﺗﻘﺪﻳﻢ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ ﺑﺼﻴﻐﺔ‬
5
Submit Electronic copy (XER file) along with the hard copy of project schedule provided and compatible with the latest version used at NWC
(٣ ‫ ﻣﺮﻓﻖ رﻗﻢ‬،٤٫١٫٦ ‫ارﻓﺎق ﺗﻘﺮﺮﺗﻔﺼﻴ ﻋﻦ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ واﳌﻄﺎﺑﻖ ﻟﻠﻨﻤﻮذج اﳌﺮﻓﻖ ﺑﺪﻟﻴﻞ إدارة اﻟ اﻣﺞ اﻟﺰﻣﻨﻴﺔ )ﻗﺴﻢ‬
6
Attach Schedule Narrative Report (Refer to Scheduling Management Manual - Section4.1.6 , Appendix No.3)
(٦ ‫ ﻣﺮﻓﻖ رﻗﻢ‬- ‫ارﻓﺎق ﻣﻨﺤ اﻟﺘ ﻠﻔﺔ اﳌﻌﺘﻤﺪ ﻣﻊ ﻣﺮاﻋﺎة أن ﺗﻜﻮن ﺴﺐ اﻹﻧﺠﺎزا ﻄﻄﺔ اﳌﺪرﺟﺔ ﺑﻨﻈﺎم إﻧﺠﺎز ﻣﻤﺎﺛﻠﺔ ﻟ ﺴﺐ اﻹﻧﺠﺎزا ﻄﻄﺔ ﺑﺎﻟ ﻧﺎﻣﺞ اﻟﺰﻣ )دﻟﻴﻞ إدارة اﻟ اﻣﺞ اﻟﺰﻣﻨﻴﺔ‬
7
Attach Signed S-Curve (Refer to Scheduling Management Manual - Appendix No.6)
(‫ارﻓﺎق ﻣﻨﺤﻨﻴﺎت اﻟﻌﻤﺎﻟﺔ و اﳌﻌﺪات )ﻣﻠﻔﺎت اﻛﺴﻞ‬
8
Attach Manpower & Equipment histograms in trades (Excel Sheet )
(‫ارﻓﺎق ﻣﻌﺪﻻت اﻻداء ﻟﻠﻌﻤﺎﻟﺔ و اﳌﻌﺪات )ﻣﻠﻔﺎت اﻛﺴﻞ‬
9
Attach Productivity Rate (Excel Sheet)
(‫ارﻓﺎق ﺗﻔﺼﻴﻞ اﻟﺘ ﻠﻔﺔ ﻟﻸ ﺸﻄﺔ )ﻣﻠﻔﺎت اﻛﺴﻞ‬
10
Attach Cost Break down (Excel Sheet)
‫ارﻓﺎق ﺟﺪاول اﻟﻜﻤﻴﺎت اﳌﻌﺘﻤﺪة اﻟﺘﻌﺎﻗﺪﻳﺔ‬
11
Attach Contractual signed BOQ
‫ﺣﺎل ﺗﻜﺮارﺗﻘﺪﻳﻢ اﻟ ﻧﺎج اﻟﺰﻣ‬ ‫ارﻓﺎق ﻗﺎﺋﻤﺔ اﻹﻣﺘﺜﺎل ﻟﻠﻤﻼﺣﻈﺎت ﻋ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ‬
12
Attach the list of compliance sheet to the schedule, in case of schedule resubmission
‫ارﻓﺎق ﺧﻄﺎب إﻋﺘﻤﺎد ﺻﺎﺣﺐ اﻟﺼﻼﺣﻴﺔ ﺣﺎﻟﺔ اﻟﺘﻤﺪﻳﺪ اﻟﺮﺳ‬
13
Attach the letter of approval of the authorized person in the case of an official extension of time
Main Technical Items ‫اﻟﺒﻨﻮد اﻟﻔﻨﻴﺔ اﻷﺳﺎﺳﻴﺔ‬
‫ ﺗﺎرﺦ ﺎﻳﺔ اﳌﺸﺮوع ﻣﻤﺎﺛﻞ ﻟﺘﺎرﺦ اﻟ ﺎﻳﺔ اﻟﺘﻌﺎﻗﺪﻳﺔ أو اﳌﻌﺪﻟﺔ اﳌﻌﺘﻤﺪة‬، ‫ﺗﺎرﺦ ﺑﺪاﻳﺔ اﳌﺸﺮوع ﻣﻤﺎﺛﻞ ﻟﺘﺎرﺦ إﺳﺘﻼم اﳌﻮﻗﻊ‬
1
Project Start Date like Site Hand Over date & Project Finish Date Like Contractual or Revised approved Completion Date
‫ﻗﻴﻤﺔ اﳌﺸﺮوع اﻹﺟﻤﺎﻟﻴﺔ ﺑﺎﻟ ﻧﺎﻣﺞ اﻟﺰﻣ ﻣﻤﺎﺛﻠﺔ ﻟﻘﻴﻤﺔ اﻟﻌﻘﺪ ﺑﺪون ﻗﻴﻤﺔ أﻋﻤﺎل اﻟ ﺸﻐﻴﻞ واﻟﺼﻴﺎﻧﺔ‬
2
The total project value in the Schedule is like the contract value without operation and maintenance works Value
‫إدراج ﺗﺎرﺦ ﺎﻳﺔ اﳌﺸﺮوع اﻹﻟﺰاﻣﻲ ﻋ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ‬
3
Finish Date shall be mentioned (Must Finish By)
‫ﻴ ﻠﺔ أﻋﻤﺎل اﳌﺸﺮوع ) ﺸﻤﻞ ﻞ ﻧﻄﺎق وﻣﺨﺮﺟﺎت اﳌﺸﺮوع ( و ﻣﻨﻈﻤﺔ ﺎﻟﺘﺎ‬
((1)‫ اﳌﺮﻓﻖ رﻗﻢ‬، ٣٫١ ‫ ﻗﺴﻢ‬- ‫ اﻹﻏﻼق )دﻟﻴﻞ إدارة اﻟ اﻣﺞ اﻟﺰﻣﻨﻴﺔ‬، ‫ اﻹﺧﺘﺒﺎرات‬، ‫ اﻟﺘﻨﻔﻴﺬ‬، ‫ اﻟﺘﻮرﺪات‬، ‫ اﻟﺘﻘﺪﻳﻤﺎت اﻟ ﻨﺪﺳﻴﺔ‬، ‫ اﳌﻘﺪﻣﺎت‬، ‫اﳌﻌﺎﻟﻢ‬
4
Project WBS Structure (Shall consider all SOW ,Deliverables) and arranged like: Milestones, Preliminaries, Engineering, Procurement, Construction, Testing & Commissioning, Closeout & As-Built (Refer to
Scheduling Management Manual - Section3.2-Appendix No.1)
((1)‫ اﳌﺮﻓﻖ رﻗﻢ‬، ٣٫٢٫١ ‫ﻛﻮد ﻴ ﻞ أﻋﻤﺎل اﳌﺸﺮوع ﻣﺘﻮاﻓﻖ ﻣﻊ دﻟﻴﻞ إدارة اﻟ اﻣﺞ اﻟﺰﻣﻨﻴﺔ ) ﻗﺴﻢ‬
5
Project WBS Code Comply with Scheduling Management Manual (Refer to Scheduling Management Manual - Section3.2.1-Appendix No.1)
( ‫ اﻻﺟﺎزات اﻟﺮﺳﻤﻴﺔ ﺑﺎﳌﻤﻠﻜﺔ‬- ‫اﻟﺘﻘﻮ ﻢ ا ﺎص ﺑﺎﳌﺸﺮوع واﻷ ﺸﻄﺔ واﳌﻮارد )أﻳﺎم و ﺳﺎﻋﺎت اﻟﻌﻤﻞ اﻟﺘﻌﺎﻗﺪﻳﺔ‬
6
Project , Activities & Resources Calendar (Contractual working days & Hrs., KSA Official holidays)
(٣٫٤ ‫إﺳﺘﺨﺪام ﻛﻮد اﻷ ﺸﻄﺔ اﳌﺘﻮاﻓﻖ ﻣﻊ دﻟﻴﻞ إدارة اﻟ اﻣﺞ اﻟﺰﻣﻨﻴﺔ )ﻗﺴﻢ‬
7
Project Activity Codes Comply with Scheduling Management Manual (Refer to Scheduling Management Manual - Section3.4)
‫ﻣﺴ اﻟ ﺸﺎط ﻓﺮﺪ وﻏ ﻣﻜﺮر‬
8
Project Activity Name shall be unique and not repeated
‫اﻟﺘﻮاﻓﻖ ﻣﻊ اﳌﻌﺎﻟﻢ اﻷﺳﺎﺳﻴﺔ ﻟﻠﻤﺸﺮوع‬
9
Compliance with Major Contract Milestones
FF ‫ ور ﻂ ﻣﻌﺎﻟﻢ اﻟ ﺎﻳﺔ ﺑﺎﻟ ﺸﺎط اﻟﺴﺎﺑﻖ ﻌﻼﻗﺔ‬SS ‫ر ﻂ ﻣﻌﺎﻟﻢ اﻟﺒﺪاﻳﺔ ﺑﺎﻟ ﺸﺎط اﻟﻼﺣﻖ ﻌﻼﻗﺔ‬
10
Start Milestones shall be linked by SS relationship with Successors and Finish Milestones shall be linked by FF relationship with predecessors
‫ اﻹﻋﺘﻤﺎدات‬- ‫ ﺗﻘﺪﻳﻤﺎت اﳌﻮاد‬- ‫ اﻟﺮﺳﻮﻣﺎت اﻟ ﻨﺪﺳﻴﺔ‬: ‫ﺗﻘﺴﻴﻢ أ ﺸﻄﺔ اﻟﺘﻘﺪﻳﻤﺎت اﻟ ﻨﺪﺳﻴﺔ واﻟ ﺗﺘﻀﻤﻦ وﻻ ﺗﻘﺘﺼﺮﻋ‬
11
Engineering Activities includes but not limited to the following: Shop drawings, Material submittals and Method statements in respect to each discipline
‫ اﻟﺘﻮﺻﻴﻞ ﻟﻠﻤﻮﻗﻊ( ﻟ ﻞ ﻗﺴﻢ‬- ‫ اﻟ ﻦ‬- ‫اﻟﺘﺠﻤﻴﻊ‬/ ‫اﻟﺘﺼ ﻴﻊ‬- ‫ )أﻣﺮاﻟﺘﻮرﺪ‬: ‫ ﻗﺼ ة اﻷﺟﻞ( واﻟ ﺗﺘﻀﻤﻦ وﻻ ﺗﻘﺘﺼﺮﻋ‬، ‫ﺗﻘﺴﻴﻢ أ ﺸﻄﺔ اﳌﺸ ﻳﺎت )ﻣﻮاد ﻃﻮ ﻠﺔ اﻷﺟﻞ‬
12 Procurement Activities includes but not limited to detailed dates for procuring long lead items & short lead items that illustrate issuance of Purchasing Order, fabrication / assembly, shipping, and delivery to
site in respect to each discipline
(‫ ﻳﻮم )أو ﻛﻤﺎ ﻳﺘﻢ اﻹﺗﻔﺎق ﻋﻠﻴﮫ ﻣﻊ اﻹﺳ ﺸﺎري‬٩٠ ‫ﺗﻔﺼﻴﻞ أ ﺸﻄﺔ اﳌﺸ ﻳﺎت ﻟﻠﻤﻮاد ﻃﻮ ﻠﺔ اﻷﺟﻞ و اﳌﻮاد اﻟ ﺗﺤﺘﺎج دورة ﺗﻮرﺪ ﺎ ﻷﻛ ﻣﻦ‬
13
Breakdown of the LLI procurement activities which are the materials that need a supply cycle of more than 90 days (or as agreed upon with the consultant)
ً
‫ ﻳﻮﻣﺎ‬١٤ ‫إﻋﺘﻤﺎد اﻟﺘﻘﺪﻳﻤﺎت اﻟ ﻨﺪﺳﻴﺔ ﻳﺠﺐ أﻻ ﺗﺘﺠﺎوز‬/ ‫ﻣﺪة أ ﺸﻄﺔ ﻣﺮاﺟﻌﺔ‬
14
Engineering Activities of Review/Approval Duration shall not exceed 14 days
‫ ﻳﺠﺐ ﺑﺪء أﻋﻤﺎل اﻟﺘﻨﻔﻴﺬ ﻌﺪ إﻧﻘﻀﺎء ﺬﻩ اﳌﺪة‬،‫ ﺷ ﺮ‬١٢ ‫ﺣﺎل ﻣﺪة اﳌﺸﺮوع أﻗﻞ ﻣﻦ أو ﺴﺎوي‬ ‫ ﺑﺤﺪ أﻗ‬%١٠ = ‫ﻣﺪة أﻋﻤﺎل اﻟﺘﺠ ات ﺑﺎﳌﺸﺮوع‬
‫ ﻳﺠﺐ ﺑﺪء أﻋﻤﺎل اﻟﺘﻨﻔﻴﺬ ﻌﺪ إﻧﻘﻀﺎء ﺬﻩ اﳌﺪة‬،‫ ﺷ ﺮ‬١٢ ‫ﺣﺎل ﻣﺪة اﳌﺸﺮوع أﻛ ﻣﻦ‬ ‫ ﺑﺤﺪ أﻗ‬% ٨ = ‫ﻣﺪة أﻋﻤﺎل اﻟﺘﺠ ات ﺑﺎﳌﺸﺮوع‬
15
project Mobilization Activities = 10% as a maximum, in case the project period is less than or equal to 12 months, the implementation work must start after the expiration of this period
project Mobilization Activities = 8% maximum in case the project period is greater than 12 months, the implementation work must start after the expiration of this period
(‫ اﻟﺘﻘﺮﺮ‬/ ‫ ﻳﻮم )ﻣﺪة اﻟﺘﺤﺪﻳﺚ‬٣٠ = ‫ا ﺪ اﻷﻗ ﳌﺪة اﻟ ﺸﺎط اﻟﻮاﺣﺪ ﺑﺄ ﺸﻄﺔ اﻟﺘﻨﻔﻴﺬ‬
16
Construction Activity Duration shall not Exceed more than 30 days (Reporting/Updating Duration)
(‫ﺗﻔﺎﺻﻴﻞ أ ﺸﻄﺔ اﻟﺘﻨﻔﻴﺬ )ﻣﺮاﻋﺎة ﺗﻔﺼﻴﻞ اﻷ ﺸﻄﺔ ﻟﻠﻮﺻﻮل ﻟ ﺪ اﳌﻘﺒﻮل ﻟﻠﺘﺤﻜﻢ ﺑﺎﳌﺸﺮوع‬
17
Activity Level (Breakdown Sufficient for Proper Control)
‫ ﻣﻦ إﺟﻤﺎ ﻗﻴﻤﺔ اﻟﻌﻘﺪ أو ﺣﺴﺐ ﺟﺪاول اﻟﻜﻤﻴﺎت اﳌﻌﺘﻤﺪة‬%١٠ ‫ﺗﻔﺼﻴﻞ أ ﺸﻄﺔ اﻹﺧﺘﺒﺎرات واﻟﻔﺤﺺ وﺗﺤﻤﻴﻠ ﺎ ﺑﺘ ﻠﻔﺔ ﺑﻤﺎ ﻻﻳﺘﻌﺪى‬
18
Detailed testing and commissioning activities and its cost shall not exceed 10% of the total contract value or according to the BOQ
‫ ﻣﻨﻄﻘﻴﺔ اﳌﺴﺎرا ﺮج ﻟﻠﻤﺸﺮوع‬،‫ ﻣﻨﻄﻘﻴﺔ ﺴﻠﺴﻞ اﻷ ﺸﻄﺔ ﺣﺴﺐ ﻣﺮاﺣﻞ اﻟﻌﻤﻞ‬، ‫ﺗﻮاﻓﻖ ﺴﻠﺴﻞ اﻷﻋﻤﺎل ﻣﻊ ﻃﺮق اﻟﺘﻨﻔﻴﺬ‬
19
Logic/Sequence of Work Shall Comply with Approved MOS and Critical Path shall be Meaningful links & Sound logic
(Fixed Duration & Units) ‫ﻧﻮع اﳌﺪة اﳌﺴﺘﺨﺪﻣﺔ ﻟ ﻞ اﻻ ﺸﻄﺔ‬
20
Duration Type ( Fixed Duration & Units ) For All Activities
‫ إﻻ ﺑﻮﺟﻮد ﻣﺎ ﻳﺜ ﺖ ذﻟﻚ ﻌﺎﻗﺪﻳﺎ‬٠= ‫ﺴﺒﺔ اﻟﻘﻴﻮد ﻋ أ ﺸﻄﺔ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ‬
21
Activity Constraints =0 unless stated in contract
٠= ‫ أ ﺸﻄﺔ ذات ﺎﻳﺎت ﻣﻔﺘﻮﺣﺔ( ﻣﺎ ﻋﺪا ﺸﺎط ﺑﺪاﻳﺔ و ﺎﻳﺔ اﳌﺸﺮوع‬/ ‫ﺴﺒﺔ اﻷ ﺸﻄﺔ ا ُ ﺮة )ﺑﺪون أ ﺸﻄﺔ ﺳﺎﺑﻘﺔ او ﻻﺣﻘﺔ‬
22
Activities Without Predecessors or Successors (Open ended activities) except Project start and finish activities =0
‫ ﻣﻦ إﺟﻤﺎ ﻋﺪد أ ﺸﻄﺔ اﳌﺸﺮوع وﻻ ﻳﺘﻢ وﺿﻌ ﺎ اﻻ ﻟﻀﺮورة ﻣﻨﻄﻘﻴﺔ‬%٥ ‫( ﻻ ﺗﺰﺪ ﻋﻦ‬Lag) ‫ﻋﺪد اﻷ ﺸﻄﺔ اﳌﺸﺘﻤﻠﺔ ﻋ ﻓﻮاﺻﻞ زﻣﻨﻴﺔ‬
23
Number of activities with LAGs shall not exceed 5% from total number of project activities and can't be added unless there is logical reason
‫ ﻣﻦ إﺟﻤﺎ ﻣﺪة اﳌﺸﺮوع‬%١٠ ‫اﻟﺴﻤﺎﺣﻴﺔ اﻟ ﻠﻴﺔ ﻻ ﺗﺰﺪ ﻋﻦ‬
24
Total Float not exceed 10% from Project Duration
٠=‫ﺳﻤﺎﺣﻴﺔ أ ﺸﻄﺔ اﳌﺴﺎرا ﺮج أو اﳌﺴﺎراﻷﻃﻮل‬
25
Critical Path or Longest path Float (TF=0)
%٠= ‫ ﺎﻳﺔ( ﺑ ن اﻷ ﺸﻄﺔ‬-‫ﺴﺒﺔ اﻷ ﺸﻄﺔ ﻌﻼﻗﺔ )ﺑﺪاﻳﺔ‬
26
(SF) Relationships =0
‫ ﻣﻦ اﺟﻤﺎ ﻋﺪد اﻟﻌﻼﻗﺎت‬%٩٠ ‫ﺑﺪاﻳﺔ( ﺑ ن اﻷ ﺸﻄﺔ ﻳﺠﺐ أن ﻻ ﺗﻘﻞ ﻋﻦ‬-‫ﺴﺒﺔ اﻟﻌﻼﻗﺔ ) ﺎﻳﺔ‬
27
(FS) relationship between schedule activities not less than 90% of total relationships
٠ = ‫ﺴﺒﺔ اﻷ ﺸﻄﺔ اﳌﻌﻠﻘﺔ ﻣﻦ إﺟﻤﺎ ﻋﺪد اﻟﻌﻼﻗﺎت‬
28
Dangling Activities = 0
٠ = ‫ اﻟﻔﻮاﺻﻞ اﻟﺰﻣﻨﻴﺔ اﻟ ﻠﻴﺔ اﻟﺴﺎﻟﺒﺔ ﻟﻸ ﺸﻄﺔ‬/ ‫اﻟﺴﻤﺎﺣﻴﺔ اﻟ ﻠﻴﺔ‬
29
Activities with -ve (Lag/ float) = 0
‫ ﻣﻦ اﺟﻤﺎ ﻋﺪد اﻷ ﺸﻄﺔ‬%٢٠-١٠ ‫ﺴﺒﺔ ﻋﺪد اﻷ ﺸﻄﺔ ا ﺮﺟﺔ‬
30
Critical Activities Account Within Range (10-20%) of Number of Total Activities
‫ ﻟ ﻔﺎظ ﻋ ﺴﻠﺴﻞ اﻟﻌﻼﻗﺎت ﺑ ن اﻷ ﺸﻄﺔ‬Retained Logic ‫ﻋﻤﻞ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ ﺑﻄﺮ ﻘﺔ‬
31
Scheduling Progressed Activities Use Retained
Auto Complete Actual & Calculate Cost From Units ‫ﺣﺴﺎب اﳌﻮارد اﳌﺴﺘﺨﺪﻣﺔ ﻟ ﻞ اﻻ ﺸﻄﺔ ﺑﻄﺮ ﻘﺔ‬
32
Resource Calculation with Auto Complete Actual & Calculate Cost From Units
‫ ﻴ ﻠﺔ وﻛﻮد اﳌﻮاد ﻣﺘﻮاﻓﻘﺔ ﻣﻊ ﺟﺪاول اﻟﻜﻤﻴﺎت‬- ( (2)‫ ﻣﺮﻓﻖ رﻗﻢ‬، ٣٫٣ ‫ ﻛﻮد اﳌﻮارد )ﻋﻤﺎﻟﺔ وﻣﻌﺪات( ﻣﺘﻮاﻓﻖ ﻣﻊ دﻟﻴﻞ إدارة اﻟ اﻣﺞ اﻟﺰﻣﻨﻴﺔ )ﻗﺴﻢ‬- ‫ﻴ ﻠﺔ اﳌﻮارد إ ﻋﻤﺎﻟﺔ وﻣﻌﺪات وﻣﻮاد‬
33 Resource Breakdown Structure into labor, equipment and materials - Resource code (labor and equipment) is in line with the Scheduling Management Manual (Refer to Scheduling Management Manual -
Section3.3-Appendix No.02) - The material structure and code is in line with the BoQ
((2) ‫ ﻣﺮﻓﻖ رﻗﻢ‬، ٣٫٣ ‫ )ﻗﺴﻢ‬: ‫( ﻋ ﺟﻤﻴﻊ اﳌﺴﺘﻮ ﺎت و ﺗﻨﻈﻴﻢ اﻟ ﻴ ﻞ ﻋ اﻟﻨﺤﻮ اﻟﺘﺎ‬RBS) ‫( ﺴﺒﻖ رﻗﻢ اﳌﻮرد ﻴ ﻞ ﺗﻔﺼﻴﻞ اﳌﻮارد‬ERP) ‫رﻗﻢ ﺗﺨﻄﻴﻂ ﻣﻮارد اﳌﺆﺳﺴﺔ‬
BOQ ‫ اﻟﻘﻮى اﻟﻌﺎﻣﻠﺔ واﳌﻌﺪات و‬:‫اﳌﺴﺘﻮى اﻷول‬
. (‫وﺣﺪة اﻟﻘﻴﺎس‬، ‫ ﺳﻌﺮاﻟﻮﺣﺪة‬، ‫اﻟﻜﻤﻴﺔ‬، ‫ ﺗﻘﺴﻴﻢ اﳌﻮاد ﻣﻤﺎﺛﻞ ﺪاول اﻟﻜﻤﻴﺎت اﻟﺘﻌﺎﻗﺪﻳﺔ ﻣﻊ ﻣﺮاﻋﺎة ﺗﺤﻤﻴﻞ )رﻗﻢ اﻟﺒﻨﺪ‬:‫اﳌﺴﺘﻮى اﻟﺜﺎ ﻲ‬
((2) ‫ ﻣﺮﻓﻖ رﻗﻢ‬، ٣٫٣ ‫ اﳌﻌﺪات اﳌﺸﺎرإﻟ ﺎ دﻟﻴﻞ إدارة اﻟ اﻣﺞ اﻟﺰﻣﻨﻴﺔ )ﻗﺴﻢ‬، ‫ أﻛﻮاد اﻟﻘﻮى اﻟﻌﺎﻣﻠﺔ‬:‫اﳌﺴﺘﻮى اﻟﺜﺎ ﻲ‬
‫إﺟﻤﺎ اﻟﺘ ﻠﻔﺔ ﻋ اﻟ ﺸﺎط ﺣﺎﺻﻞ ﺿﺮب اﻟﻜﻤﻴﺔ ﺳﻌﺮاﻟﻮﺣﺪة‬
34
Enterprise Resource Planning No. (ERP) shall precede Resource Breakdown Structure (RBS) at all levels and shall be structured as follows: (Refer to Scheduling Management Manual - Section3.3-Appendix
No.02)
Level-1: Manpower, Equipment and BOQ
Level-2: BOQ Structure shall be similar to Contractual Bill of Quantities ( Item No., Qty,Unit Price,Unit of Measure).
Level-2: Manpower, Equipment Codes s in line with the Scheduling Management Manual (Refer to Scheduling Management Manual - Section3.3-Appendix No.02)
Total Activity Cost = QTY * Unit Rate
‫ﺗﻢ ﺗﺤﻤﻴﻞ اﻷ ﺸﻄﺔ ﺑﺎﳌﻮارد اﳌﺒﺎﺷﺮة اﻟﺘﻔﺼﻴﻠﻴﺔ ﻣﻄﺎﺑﻘﺔ ﳌﻌﺪﻻت اﻷداء اﻟﻮاﻗﻌﻴﺔ ﻟﻠﺘﻨﻔﻴﺬ اﳌﻮﻗﻊ‬
35
Direct Resources loading in details and comply with site productivity
‫ﻟﻢ ﻳﺘﻢ ﺗﺤﻤﻴﻞ ﻣﻌﻈﻢ ﺗ ﻠﻔﺔ اﳌﺸﺮوع ﻣﻨﺤ اﻟﺘ ﻠﻔﺔ ﺎﻳﺔ ﻣﺪة اﳌﺸﺮوع‬
36
S-curve is not Back loaded
ٌ ً
‫اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ اﳌﻌﺪل ﺗﻢ إﻋﺪادﻩ ﺑﻨﺎءا ﻋ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ ﺧﻂ اﻷﺳﺎس اﳌﻌﺘﻤﺪ وا َﺪث ﺣ ﺗﺎرﺦ ﺑﺪاﻳﺔ اﻟﺘﻤﺪﻳﺪ و ﺴﺒﺔ اﻹﻧﺠﺎزاﻟﻔﻌﻠﻴﺔ ﻣﺘﻮاﻓﻘﺔ ﻣﻊ ﺴﺒﺔ اﻹﻧﺠﺎزاﻟﻔﻌﻠﻴﺔ ﺑﻨﻈﺎم إﻧﺠﺎز‬
37
Revised schedule was prepared based on the approved and updated baseline schedule until the start date of the extension, and the actual percentage is consistent with the actual percentage in the Enjaz system
(Out of Sequence Activities) ‫ﺗﻢ ﺗﻼ اﻟﻌﻼﻗﺎت اﻟﻐ ﻣﻨﻄﻘﻴﺔ ﺑﺎﻟ ﻧﺎﻣﺞ اﻟﺰﻣ اﳌﻌﺪل‬
38
Avoidance of Out of Sequence Activities
‫ﺗﻢ ﺗﻼ إدراج ﺗﻮار ﺦ ﻓﻌﻠﻴﺔ ﻟﻸ ﺸﻄﺔ ﺗﺘﻌﺪى ﺗﺎر ﺦ ﺗﺤﺪﻳﺚ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ‬
39
Avoidance of Activities Actual Dates after Data date
Comments: :‫ﻣﻼﺣﻈﺎت‬
Reviewed by: : ‫ﺗﻢ اﳌﺮاﺟﻌﺔ ﺑﻮاﺳﻄﺔ‬

Supervision Consultant / Directorate Planning Engineer ‫ اﳌﻨﻄﻘﺔ‬/ ‫ﻣ ﻨﺪس اﻟﺘﺨﻄﻴﻂ اﻹﺳ ﺸﺎري‬
Name: :‫اﻹﺳﻢ‬
Signature: :‫اﻟﺘﻮﻗﻴﻊ‬
Approved by: : ‫ﺗﻢ اﻹﻋﺘﻤﺎد ﺑﻮاﺳﻄﺔ‬
Project Manager in Directorate ‫ﻣﺪﻳﺮاﳌﺸﺮوع ﺑﺎﳌﻨﻄﻘﺔ‬
Note:- use right and wrong sign marks. .‫و ﺧﻄﺄ‬ ‫ اﺳﺘﺨﺪم ﻋﻼﻣﺔ‬: ‫ﻣﻼﺣﻈﺔ‬
Schedule Health Check Rev.04_May2021
Appendix No.05

Project Schedule Compliance Sheet ‫ﻗﺎﺋﻤﺔ اﻹﻣﺘﺜﺎل ﻟﻠﺘﻌﻠﻴﻘﺎت ﻋ اﻟ ﻧﺎﻣﺞ اﻟﺰﻣ‬
Consultant: :‫اﻻﺳ ﺸﺎري‬ Contractor: : ‫اﳌﻘﺎول‬ Directorate/Region: :‫ اﳌﺪﻳﺮ ﺔ‬/ ‫اﳌﻨﻄﻘﺔ‬
Project Name (Enjaz) : :(‫اﺳﻢ اﳌﺸﺮوع )ﺑﻨﻈﺎم إﻧﺠﺎز‬ Enjaz Project No. / ERP No. : (‫رﻗﻢ اﻟﻌﻘﺪ اﻟ ﺸﻐﻴ )ﺑﻨﻈﺎم إﻧﺠﺎز‬
Submission Date ‫ﺗﺎر ﺦ اﻟﺘﻘﺪﻳﻢ‬ Revised ‫ﻣﻌﺪﻟﺔ‬ Baseline ‫ﺧﻂ أﺳﺎس‬ Schedule Type ‫ﺗﺼ ﻴﻒ ا ﺪول اﻟﺰﻣ‬
‫ﻣﺴﻠﺴﻞ‬ ‫اﻟﺘﻌﻠﻴﻖ‬ ‫إﻣﺘﺜﺎل )رد( اﳌﻘﺎول‬ ‫ﻣﻼﺣﻈﺎت‬
No Comment Contractor Compliance Remarks
Comments: :‫اﳌﻼﺣﻈﺎت‬
Reviewed by: : ‫ﺗﻢ اﳌﺮاﺟﻌﺔ ﺑﻮاﺳﻄﺔ‬

Supervision Consultant / Directorate Planning Engineer ‫ اﳌﻨﻄﻘﺔ‬/ ‫ﻣ ﻨﺪس اﻟﺘﺨﻄﻴﻂ اﻹﺳ ﺸﺎري‬
Approved by: : ‫ﺗﻢ اﻹﻋﺘﻤﺎد ﺑﻮاﺳﻄﺔ‬
Project Manager in Directorate ‫ﻣﺪﻳﺮاﳌﺸﺮوع ﺑﺎﳌﻨﻄﻘﺔ‬
Appendix No.06

%
(SR)
(Rev.n)
(Rev.n)
Month
Month
500,000
0
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
BL Monthly
Act. Cum. %
Period No.
Period No.
(SAR)
(SAR)
Planned (SR)
Planned (SR)
Planned (SR)
Planned (SR)
REV. Monthly
BL Planned %
BL Cumulative
Act. Monthly %
REV. Planned %
Act. Cumulative
REV. Cumulative
Contract Price
Act. Monthly (SR)

Invoice Summary
REV. Cum Planned

BL Cum Planned %
Schedule
Actual Revised (n) Baseline Actual Revised (n) Baseline Schedule Type
Type
XXXX
1
1
0 0 500,000 500,000
Original Price
٢٠‐‫ﻳﻨﺎﻳﺮ‬ ٢٠‐‫ﻳﻨﺎﻳﺮ‬
Total Invoiced
0.0%
0.0%
1.1%
1.1%
[Insert Consultant and Contractor logos]
2
2
٢٠‐‫ﻓ اﻳﺮ‬ 500,000 500,000 1,500,000 1,000,000 ٢٠‐‫ﻓ اﻳﺮ‬
Act. Monthly (SR)
1.1%
1.1%
3.4%
2.3%
Act. Cumulative (SR)
X%
Total Paid
BL Monthly Planned (SR)

Advance %
3
3
٢٠‐‫ﻣﺎرس‬ 1,500,000 1,000,000 2,500,000 1,000,000 ٢٠‐‫ﻣﺎرس‬
3.4%
2.3%
5.7%
2.3%
BL Cumulative Planned (SR)
REV. Monthly Planned (SR) (Rev.n)
4
4
٢٠‐‫أﺑ ﻞ‬ 2,500,000 1,000,000 3,500,000 1,000,000 ٢٠‐‫أﺑ ﻞ‬
5.7%
2.3%
8.0%
2.3%
REV. Cumulative Planned (SR) (Rev.n)
0
5
5
٢٠‐‫ﻣﺎﻳﻮ‬ 3,500,000 1,000,000 4,500,000 1,000,000 ٢٠‐‫ﻣﺎﻳﻮ‬
8.0%
2.3%
2.3%
10.2%
Pending
#VALUE!
Advance Payment
6
6
٢٠‐‫ﻳﻮﻧﻴﻮ‬ 4,500,000 1,000,000 6,500,000 2,000,000 ٢٠‐‫ﻳﻮﻧﻴﻮ‬
2.3%
4.5%
10.2%
14.8%
7
7
٢٠‐‫ﻳﻮﻟﻴﻮ‬ 6,500,000 2,000,000 8,500,000 2,000,000 ٢٠‐‫ﻳﻮﻟﻴﻮ‬
4.5%
4.5%
14.8%
19.3%
8
8
٢٠‐‫أﻏﺴﻄﺲ‬ 8,500,000 2,000,000 10,500,000 2,000,000 ٢٠‐‫أﻏﺴﻄﺲ‬
4.5%
4.5%
19.3%
23.9%
9
9
٢٠‐ ‫ﺳ ﺘﻤ‬ 10,500,000 2,000,000 12,500,000 2,000,000 ٢٠‐ ‫ﺳ ﺘﻤ‬
4.5%
4.5%
23.9%
28.4%
Change Value 4
Change Value 1
12,500,000 2,000,000 14,500,000 2,000,000
10
10
٢٠‐‫أ ﺘ ﺮ‬ ٢٠‐‫أ ﺘ ﺮ‬
4.5%
4.5%
28.4%
33.0%
14,500,000 2,000,000 16,500,000 2,000,000
11
11
٢٠‐ ‫ﻧﻮﻓﻤ‬ ٢٠‐ ‫ﻧﻮﻓﻤ‬
4.5%
4.5%
33.0%
37.5%
16,500,000 2,000,000 18,500,000 2,000,000
12
12
٢٠‐ ‫د ﺴﻤ‬ ٢٠‐ ‫د ﺴﻤ‬
4.5%
4.5%
37.5%
42.0%
18,500,000 2,000,000 20,500,000 2,000,000
13
13
٢١‐‫ﻳﻨﺎﻳﺮ‬ ٢١‐‫ﻳﻨﺎﻳﺮ‬
4.5%
4.5%
42.0%
46.6%
20,500,000 2,000,000 22,500,000 2,000,000
14
14
٢١‐‫ﻓ اﻳﺮ‬ ٢١‐‫ﻓ اﻳﺮ‬
4.5%
4.5%
46.6%
51.1%
22,500,000 2,000,000 25,500,000 3,000,000
15
15
٢١‐‫ﻣﺎرس‬ ٢١‐‫ﻣﺎرس‬
Contract Modified Price 4
4.5%
6.8%
51.1%
58.0%
24,500,000 2,000,000 29,500,000 4,000,000
16
16
٢١‐‫أﺑ ﻞ‬ ٢١‐‫أﺑ ﻞ‬
4.5%
9.1%
55.7%
67.0%
26,500,000 2,000,000 33,500,000 4,000,000
17
17
٢١‐‫ﻣﺎﻳﻮ‬ ٢١‐‫ﻣﺎﻳﻮ‬
4.5%
9.1%
60.2%
76.1%
28,500,000 2,000,000 37,500,000 4,000,000
18
18
٢١‐‫ﻳﻮﻧﻴﻮ‬ ٢١‐‫ﻳﻮﻧﻴﻮ‬
4.5%
9.1%
64.8%
85.2%
Cash Flow S‐Curve
30,500,000 2,000,000 39,500,000 2,000,000

19
19
٢١‐‫ﻳﻮﻟﻴﻮ‬ ٢١‐‫ﻳﻮﻟﻴﻮ‬
4.5%
4.5%
69.3%
89.8%
Change Value 5
Change Value 2
32,500,000 2,000,000 40,500,000 1,000,000

20
20
٢١‐‫أﻏﺴﻄﺲ‬ ٢١‐‫أﻏﺴﻄﺲ‬
4.5%
2.3%
73.9%
92.0%
33,500,000 1,000,000 33,500,000 41,500,000 1,000,000
21
21
٢١‐ ‫ﺳ ﺘﻤ‬ ٢١‐ ‫ﺳ ﺘﻤ‬
2.3%
2.3%
76.1%
76.1%
94.3%
34,250,000 750,000 42,500,000 1,000,000
22
22
٢١‐‫أ ﺘ ﺮ‬ ٢١‐‫أ ﺘ ﺮ‬
1.7%
2.3%
77.8%
96.6%
35,000,000 750,000 43,500,000 1,000,000

23
23
٢١‐ ‫ﻧﻮﻓﻤ‬ ٢١‐ ‫ﻧﻮﻓﻤ‬

1.7%
2.3%
79.5%
98.9%
35,750,000 750,000 44,000,000 500,000

24
24
٢١‐ ‫د ﺴﻤ‬ ٢١‐ ‫د ﺴﻤ‬

1.7%
1.1%
81.2%
100.0%
36,500,000 750,000
25
25
٢٢‐‫ﻳﻨﺎﻳﺮ‬ ٢٢‐‫ﻳﻨﺎﻳﺮ‬
1.7%
83.0%
37,250,000 750,000
26
26
٢٢‐‫ﻓ اﻳﺮ‬ ٢٢‐‫ﻓ اﻳﺮ‬

1.7%
84.7%
38,000,000 750,000
27
27
٢٢‐‫ﻣﺎرس‬ ٢٢‐‫ﻣﺎرس‬
1.7%
86.4%
38,750,000 750,000
28
28
٢٢‐‫أﺑ ﻞ‬ ٢٢‐‫أﺑ ﻞ‬
1.7%
88.1%
39,500,000 750,000
29
29
٢٢‐‫ﻣﺎﻳﻮ‬ ٢٢‐‫ﻣﺎﻳﻮ‬
1.7%
89.8%
Change Value 6
Change Value 3
40,250,000 750,000
30
30
٢٢‐‫ﻳﻮﻧﻴﻮ‬ ٢٢‐‫ﻳﻮﻧﻴﻮ‬
1.7%
91.5%
41,000,000 750,000
31
31
٢٢‐‫ﻳﻮﻟﻴﻮ‬ ٢٢‐‫ﻳﻮﻟﻴﻮ‬
1.7%
93.2%
41,750,000 750,000
32
32
٢٢‐‫أﻏﺴﻄﺲ‬ ٢٢‐‫أﻏﺴﻄﺲ‬
1.7%
94.9%
42,500,000 750,000
33
33
٢٢‐ ‫ﺳ ﺘﻤ‬ ٢٢‐ ‫ﺳ ﺘﻤ‬

1.7%
96.6%
43,150,000 650,000
34
34
٢٢‐‫أ ﺘ ﺮ‬ ٢٢‐‫أ ﺘ ﺮ‬
1.5%
98.1%
43,700,000 550,000
35
35
٢٢‐ ‫ﻧﻮﻓﻤ‬ ٢٢‐ ‫ﻧﻮﻓﻤ‬

1.2%
99.3%
0
44,020,000 320,000
36
36
٢٢‐ ‫د ﺴﻤ‬ ٢٢‐ ‫د ﺴﻤ‬

0.7%
5,000,000
100.0%
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
50,000,000

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Scheduling Management Manual

REVISION ISSUE DATE DETAILS PREPARED REVIEWED APPROVED

Rev.0 Apr. 2021 Scheduling Manual M. Elfouly M. Abdou M. Adli

Reviewed by Mohamed Abdou

Scheduling Management Manual 2|Page

Scheduling Management Manual 3|Page

TABLE 1 SCHEDULE ID CODE ............................................................................................................................ 21

Scheduling Management Manual 4|Page

Scheduling Importance and Benefits

Scheduling Management Manual 5|Page

Scheduling Key Concepts and Basic Requirements

Scheduling Management Manual 6|Page

Schedule Types and Project Schedule Hierarchy/Levels

Scheduling Management Manual 7|Page

Figure 1 Control Schedule Levels / Hierarchy

Scheduling Management Manual 8|Page

Scheduling Management Manual 9|Page

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Scheduling Management Manual 11 | P a g e

Schedule Planning and Development Processes

Figure 2 Process Map for Schedule Planning and Development

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Scheduling Management Manual 20 | P a g e

Schedule ID and Name

Table 1 Schedule ID Code

Scheduling Management Manual 21 | P a g e

Work Breakdown Structure (WBS)

Scheduling Management Manual 22 | P a g e

Table 2 WBS Code with or without CSI Code

Example (in case BOQ without CSI Code): XXX.CN.WN.PI.CV

Example (in case BOQ with CSI Code): XXX.CN.WN.PI.31.1

Scheduling Management Manual 23 | P a g e

Scheduling Management Manual 24 | P a g e

Figure 4 Resource Breakdown Structure (RBS) Sample

Scheduling Management Manual 25 | P a g e

Table 3 Manpower and Equipment Resource dictionary and Code

For BOQ Resources the following items shall be taken in consideration:

Scheduling Management Manual 26 | P a g e

Table 4 Activity Code

Control Level Schedule

Scheduling Management Manual 27 | P a g e

3.5.2. Control Schedule Narrative Report

Scheduling Management Manual 28 | P a g e

3.6.1. Look‐ahead Schedule Layout

Contractors Recovery Schedule

3.7.1. Recovery Schedule Layout

3.7.2. Recovery Schedule Narrative Report

Scheduling Management Manual 29 | P a g e

Contractors As Built Schedule

3.8.1. As Built Schedule Layout

Scheduling Management Manual 30 | P a g e

Baseline Schedule Review

4.1.1. Compliance with Schedule Specification

4.1.2. Understanding the Project

4.1.3. Schedule Submittal

Scheduling Management Manual 31 | P a g e

4.1.5. Review Schedule Quality