Project Management For DESCON

Project Managers
 Table of Contents

Section I
 Basic Concepts
 Basic Terminologies
 Project Management
 Project Management Systems used in Descon
 Pre-mobilization Planning
Section II
 Mobilization
 Organization
 Planning & Scheduling
 Field Engineering & Doc. Control
 Material Management
 Table of Contents

Section III
 Monitoring of Progress
 Construction Work
 Handling of Extra Work
 Cost Monitoring/Control
 Feedback to Client
Section IV
 Invoicing
 Feedback to BA and Head Office
 Demobilization
 Project Closeout
 Project Review and Feedback
Basic Concepts
 Objectives

 This chapter discusses basic concepts of a

project and its management.
 At the completion of this chapter you will
have complete understanding of:
 Definition of a Project
 What is Project Management
 Challenges in Project Management
 Basic Concepts

 Project
 Unique, one-time event
 Specific start and end dates
 Work scope with definable tasks
 Allocated resources
 Projected budget or cost
 Tangible set of deliverables
 Basic Concepts

 Project Management
Know “What, When, Who, Where & How”
Create awareness of these requirements in the
entire team
Standardize use of documentation & the system
behind
Train personnel for beneficial use of the project
management systems

Effective Project Management is essential for a

successful project
 Challenges in Project Management

 Challenges to project management in executing

“ one off ” multidisciplinary projects are different
from those encountered in production planning.

Regular Production line One off Projects

Same environment Different environment
Same people Different people
Same product Different product
Same technique Different technique

Back to Contents
Basic Terminologies
 Objectives

At the completion of this chapter you will have

comprehensive knowledge at basic terminologies
used during project planning and execution
process.
 Basic Terminologies

 Activity
Activities represent work to be done in order to
complete a project
 OD (Original Duration) and RD (Remaining
Duration)
The estimated time required to complete an activity is
called OD. The amount of time left to complete an
activity after it has started is known as RD (Remaining
Duration).
 Basic Terminologies

 Predecessor
The activity that effects start or finish dates of
other activities (successor activities).

Predecessor

Successor
 Basic Terminologies

 Successor
The activity for which start or finish dates are
dependent on other activities (predecessor
activities).

Predecessor

Successor
 Basic Terminologies

 Relationship
Any sort of connection between two activities is
known as relationship.
Generally there are four types of relationships:
 SS (Start to Start)
 FS (Finish to Start)
 FF (Finish to Finish)
 SF (Start to Finish)
 Basic Terminologies

 Lag
Lag staggers or delays the relationship of one
activity (predecessor) to another (successor).
 Basic Terminologies

 SS – Relationship between activities in which

the start of a successor activity depends on
the start of its predecessor.
A
Predecessor
Start-to-start
B
Successor

A
Start-to-start with lag Predecessor

Lag B
Successor
 Basic Terminologies

 FS – Relationship in which the start of

successor activity depends on the
completion of its predecessor activity.

Finish-to-start A
Predecessor
B
Successor

Finish-to-start with lag A

Predecessor
B
Lag
Successor
 Basic Terminologies

 FF – Relationship in which the finish of

successor activity depends on the finish of its
predecessor activity.

Finish-to-Finish A
Predecessor

B
Successor

Finish-to-Finish with lag A

Predecessor
Lag
B
Successor
 Basic Terminologies

 SF – Relationship in which the finish of

successor activity depends on the start of its
predecessor activity.

Start-to-Finish A
Predecessor
B
Successor

A
Start-to-Finish with lag
Predecessor

Lag
B
Successor
 Basic Terminologies

 ES (Early Start) and EF (Early Finish) dates

Earliest possible date by which an activity can
be started / finished.

 LS (Late Start) and LF (Late Finish) dates

Latest possible date by which an activity can be
started / finished.
 Basic Terminologies

 AS (Actual Start) and AF (Actual Finish) dates

Actual Start and Actual Finish dates are the
dates on which an activity has actually started
and finished.
 Basic Terminologies

 TF (Total Float)
Duration, measured in planning units, the activity can
be delayed without affecting the project finish date.
Negative or zero Total Float indicates that timely
completion of the activity is critical to the completion of
the project. Such activities are called Critical
Activities.
 FF (Free Float)
The amount of time, measured in planning units, the
early start of an activity can be delayed without
delaying early start of a successor activity. Such
activities are called Non-critical Activities.
 Basic Terminologies

 Constraints
Constraints are ground realities that over-rule the
logical start and finish time of the activity.
For example, a certain piece of equipment will be
received on, say, 25th of March. That equipment’s
erection activity cannot be started before 26th of
March irrespective of the fact that the foundation
will be ready by 15th of March.
So we will simply put a constraint to this activity that
it cannot start before 26th of March. Similarly
concreting work cannot be easily done in winter
months in regions where temperature goes below
freezing during winter.
 Basic Terminologies

 Various types of constraints can be used but most

commonly used are as follows
 Start No Earlier Than - This type of constraint is applied
to restrict that activity to start before a certain date
 Start No Later Than - This type of constraint is applied to
restrict that activity from starting beyond a certain date
 Finish No Earlier Than - This type of constraint is applied to
restrict that activity to finish before a certain date.
 Finish No Later Than - This type of constraint is applied to
restrict that activity to finish beyond a certain date.
 Start On - To impose a compulsory start date to that activity.
 Finish On - To impose a compulsory finish to that activity.
 Basic Terminologies

 Critical Activity
An activity that has potential of delaying a project is
called a critical activity. Such activities possess total
float equal to zero or even less.
 Critical Path
Chain of critical activities that has potential of delaying
a project is called Critical Path.
 Critical Path Method (CPM)
A network analysis technique used to predict project
duration, by analyzing which sequence of activities
(which path) has the least amount of scheduling
flexibility (the least amount of float).
 Basic Terminologies

Critical Path
A
Predecessor
ES = 1 EF = 10
FS Lag=0
OD = 10 C

Successor
B
FS Lag = 0 ES=15 OD=6 EF=20
Predecessor

ES=1 OD=14 EF=14

Activity B and C are on critical path because :

1. These are forming the longest chain (14 days + 6 days = 20 days)
2. Any delay in any of the activity on critical path will cause a delay of the whole project
 Basic Terminologies

 Scheduling
The process of calculating start and end dates of
the activities. This process is carried out in two
passes i.e. Forward Pass & Backward Pass.
 Forward Pass
The process of calculating start and finish dates of
each activity starting from the project start date.
This process generates early start and early finish
dates for each activity.
 Basic Terminologies

 Backward Pass
The process of calculating finish and start dates of
each activity starting from the project finish date.
This process generates Late Start and Late Finish
dates for each activity.
 Data Date
The point in time that separates actual (Historical)
data from future (Scheduled) data.
 Basic Terminologies

 Man-Hours
It is yardstick for measurement of effort. For example,
4 Man-hour will mean any of the following:
 1 man working for 4 hours
 2 men working for 2 hours
 4 men working for 1 hour
 Standard Man-hours
Estimated effort per unit required to perform a job in
terms of man-hours.
 Basic Terminologies

 Earned Man-hours
It is amount of work executed in terms of standard
man-hours.
 Project / Budgeted Man-hours
Total number of man-hours required to execute a
project.
 Actual Man-hours
It is the man-hours actually utilized to execute work.
 Basic Terminologies

 Original (Base) Plan

A plan showing all activities as foreseen at start of the
project.
 Latest Forecast Plan
Revised/Updated Plan showing expected dates for
balance activities at certain point in time during project
life span.
 Efficiency
It is the ratio of earned man-hours to actual man-hours.
 Productivity
It is number of work units produced per man-hour spent.
 Basic Terminologies

 Budgeted Cost
Total estimated cost approved for execution of a
project.
 Cost at Completion
The expected total cost at completion of an activity
or a project. Cost at completion is estimated
periodically during course of project execution.
 Basic Terminologies

 Program Evaluation and Review Technique (PERT)

An event oriented network analysis technique used to
estimate project duration when there is a higher degree
of uncertainty with the individual activity duration
estimates. PERT applies the Critical Path Method
(CPM) to a weighted average duration estimates.
 Gantt Chart
A graphic display of schedule-related information listing
project elements on left side of the chart, dates across
the top and activity durations are shown as date-placed
horizontal bars. It is also known as Bar Chart.
PERT
GANTT
 Basic Terminologies

 Cost Center
A Cost Center is the lowest identifiable/measurable
activity to which costs incurred can be booked.
 Direct Cost
Costs that can be clearly attributed to the activity
performed. These costs are also called Variable Costs
because these are dependent on quantity of the work
performed.
 Indirect Cost
Costs that cannot be clearly attributed to specific activity.
These costs are also called Fixed Costs because these
are incurred irrespective of the quantity of the work
performed.
 Basic Terminologies

 Resource:
 Anything that is required to perform an activity is
called a resource.
 Resources can be Manpower, Equipment
and Materials.
Project Management
 Objectives

This chapter presents important features of

Project Management.
At the completion of this chapter you will be able
to understand following features more effectively.
 Dependency Cycle
 Project Management Cycle
 Project Management Phases
 Planning
 Control
Objectives of Project management

 Timely completion of the Project

 Budgetary Control so as to complete the
Project within the budgetary provisions
established by the Company.
 Ensure quality of works as required under
the Contract.
 Maintain established standards of Health,
Safety and Environment at the work places.
 Dependency Cycle

Engineering Procurement Construction

Excellent communication between each phase is extremely important

Project Management Cycle

Plan Organize

Control Direct
 Project Management Phases

Two Phases of Project Management

 Planning
 Control
 Planning

Three Key Success Factors (KSF)

“ PLAN, PLAN & PLAN ”

 Planning

 “ When you fail to plan then you, in

fact, plan to fail ”

 “ A stitch in time saves nine ”

 Planning

 Identify activities to be done

 Identify milestones
 Define WBS and OBS
 Decide/calculate duration of activities
 Decide sequence of activities
 Decide resources
 Prepare cost budget
 Work Breakdown Structure

 Breaking down a long and complex project into

work packages of smaller duration and
complexity.
 A properly planned WBS delivers the following
benefits
 The project can be planned systematically
 Resources can be effectively scheduled
 Work teams can be assigned responsibilities
 Costs and budget elements can be compared
 Work Breakdown Structure
(Typical for DESCON)
1. Project

1.1 Construction

1.1.1 Discipline

[Link] Zone/Area

[Link].1 Cost Center/Activity

 Work Breakdown Structure
(Typical for DESCON)

Project

Discipline A Discipline B Discipline C

Area X

Area Y

Area Z

Activities P Q R S
 Organization Breakdown Structure

 Represents a project organization structure that

matches with WBS.
 Facilitates better control through mini projects
within large and complicated projects.
 Defines responsibility for each level of WBS.
 Organization Breakdown Structure
(Typical for DESCON)

PROJECT/SITE MANAGER

AREA I/C #1 AREA I/C #2 AREA I/C #n

Const. Mngr. Engr. Civil Engr. Civil

- Civil Engr. Civil
(area #1) (area #2) (area #n)

Const. Mngr.
- Mech. Engr. Piping Engr. Piping Engr. Piping
(area #1) (area #2) (area #n)

Const. Mngr.
- Elec. Engr. Equip. Engr. Equip. Engr. Equip.
(area #1) (area #2) (area #n)
 Integrating WBS With OBS

WBS OBS
Project Project/Site Manager

Construction Construction Manager

Discipline Discipline In-Charge

Zone/area Discipline Engineer

Cost center Discipline Supervisor

 LEVELS OF PLAN

 LEVEL - 1 PLAN
Sequence of major phases e.g., E, P, C inter-
phase, or Civil, Mechanical & Electrical
sequences.
LEVEL-1 PLAN
 LEVELS OF PLAN

 LEVEL – 2 PLAN
Breaks major phases into geographic distribution
(Zone/Area) and/or disciplines e.g., Piping,
Structure, Foundation, etc.
LEVEL-2 PLAN
 LEVELS OF PLAN

 LEVEL - 3 PLAN
Breaks all discipline activities into Cost Centers
LEVEL-3 PLAN
 LEVELS OF PLAN

 LEVEL - 4 PLAN
Further breaks down work into smaller
activities e.g., material withdrawals from
stores, layout, tacking, welding, Q.C checks,
etc.
LEVEL-4 PLAN
 Resource Allocation & Leveling

Resources required may include

 Manpower
 Tools & Plants
 Direct materials
 Consumables
 Special jigs & fixtures
Resource estimation is carried out by Proposal
Department using WinBid
 Resource Allocation & Leveling

 Resource requirement should be a smooth

curve i.e; gradual increase till it reaches its
peak, maintains peak for required period and
then gradually decreases till project is
complete.
 Resource Leveling is done in P3.
 Control

 Monitor actual progress and costs

 Compare actual progress and cost data to
the baseline
 Analyze and evaluate performance
 Recommend action and reforecast
 Communicate project goals
Project Management Systems
Used in DESCON
 Objectives

At the completion of this chapter you will have

complete understanding about Project
Management Systems used in DESCON that
are described with the help of their flow
charts,
forms and important reports.
 DESCON Project Mgmt. Systems

Effective Systems Ineffective Systems

 Knowledge based to support  Are statistics based & unable

timely decisions
to support timely decisions
 Constantly improve efficiency in
 Run on project to project basis
operations by incorporating
historical data based on inter &  Newspaper reporting events of
intra project experience yesterday with little control by
 Act like radar for a smooth take the reader over the events
off, cruising, prompt course
correction & safe landing within
the best manageable time
Cont..
 DESCON Project Mgmt. Systems

Effective Systems Ineffective Systems

 Providing tools for enhancement  Bureaucratic hassle develops

to fulfil company needs & users
of individual performance
feel it to be time wasting
 Manifest rich learning experience  Encourage solo fliers desiring
 Prevent fires to be known as “ Heroes”
 Continuous process for flow of  Dwell on “fire fighting “
information - one time creation of  Information is stored at one
data base and then electronic location which needs to be fed
flow of information across to other centers . Inadequate
geographic boundaries support for the flow of info
across geographic boundaries
 DESCON Project Mgmt. Systems

Meaningless data from the system will lead

to what is known as a phenomenon
called
“Paralysis through Analysis”
DESCON Project Mgmt. Systems

WinBid
Primavera Project Planner (P3)
Project Control System (PCS)
System for Material Acquisition, Retrieval &
Transaction (SMART)
ACCPAC
Gainful Deployment of Manpower System (GDMS)
Gainful Deployment of Equipment System (GDES)
Fixed Asset Management System (FAMS)
 Project Management Systems - Integration
System for Material
Material Acquisition, retrieval
S & Transactions
Procurement PO
(SMART)
Budget
Gainful
Estimation Equipment Deployment of
Bid to Equipment System
System Budget
Budget (GDES)
(Win Bid)
Gainful
Manpower
Deployment of
Budget
Level-II Plan Manpower System
(GDMS)

Primavera FAMS
Project Planner

Store System
Original / L.F. (ACCPAC PRO
Plan (Level-III) ICON/PO)
Monthly Progress
Updation for Latest Salary JV
Forecast Financial System Equipment Rent
Complete Budget
(ACCPAC PRO )
Charging JV
Project Control Fixed Asset
System Progress Depreciation
(PROCESS) Updation Charge
LFP / OP
Project
Work-front Availability Financial
Status Health Reports
with Progress E
 Structure of WIN - BID

 OBS (Organisation Breakdown Structure)

 WBS (Work Breakdown Structure)
 Company Norms
 Outputs of WIN-BID

Execution philosophy
Manpower Deployment Philosophy
Equipment Deployment Philosophy
Sub-contracting Philosophy
Material Plan
Site Facilities
Master Schedule
 Win Bid (Estimation System)
Cost Build-Up
Estimation
Input From System
ITB (Win Bid)

Project
Schedule Site Facility Site Facilities
Package Cost
Project
Equipment Equipment
Specs. Other Costs
Package Cost Total Site
Activity Material Financial Cost
Duration Material Cost
Package Costs
Bill of Man Hours Man Hours
Quantity Package Cost
Primavera Project Planner (P3)

Planning, Monitoring and Forecasting tool

Primavera Project
Inputs Planner Outputs
• Scheduling
-WBS -Progress (planned vs. actual)
-OBS
• Critical Path -Schedule
-Activities • Resource Plan -Critical Path
-Relationships -Consolidated Resource Plan
-Calendars and constraints -Forecast
-Resources
-Cost Accounts/Cost centers
-Monitoring data
Master Schedule from Primavera (Typical)
Overall Manpower Histogram & S-curve (Typical)
Craft Wise Manpower Histogram (Typical)
Histogram & S-Curve Mechanical (Typical)
Histogram & S-curve Piping Fabrication (Typical)
 PROCeSs™
Project Control System
S
Documen Progress Inspection&
Project Material
t Monitorin Management
Test
Definition Solution
Control g
Import / Define Receive Communicate Drawing wise Definition of
Project Scope Documents with Primavera to Material Inspection
of work from Client / get Latest Requirement Requirement
Design Forecast
Inspection
Define WBS Client Free requirement
Record Drawing wise Issue Material alerts on BOQ
Document for BOQ entry Collection
Trace-ability Notes Revision
Define OBS Control
Revision Revision Revision
Control Control Control Generation of
Line / Inspection
Define scope of Priority wise Requests
Equipment List Issue
work for each Material
/ Buildings Transmittals
supervisor Reservation Entry of
Import Original Interpretation
Retrieve Mat. Issuance
Plan (Man- Level-IV of each
Superseded to Individuals
hours based) Planning Inspection
Documents on Dwg Level

Progress Generate Daily Retrieval of

Generation of
Phylum Schedule On excess material
Dossiers
Supervisor level issuance
•Efficiency reports.
•Progress Reports for Daily Progress Generation of
Retrieval / Progress
Entry Reports
management &
Area Incharges
 PCS In Integrated Environment

PROCeSs
GDMS
IFC
dwgs.
DCS

Actual MH,
CCTR wise Budgeted Qty,
actual Man- DPMS Earned Qty,
Hours Budgeted MH

Client's MMS
delivery
/ info ACCPAC
Level III Plan

Insp Req ITS

& Test
Plan

P3

glossary
 DOCUMENTS CONTROL SYSTEM
System Flow

Controls document revisions with traceability

DCS
Inputs Outputs
- Transmittal # & Date • Document Traceability - Receiving Status
- Drawing/Isometric # • Revision Control - Issuance Status
- Revision # - Old Revisions Status
- No. of copies
Drawing Receipt from Design / Client
Drawings Issuance to Execution /
Other Departments
 Isometric / Drawing To Be Issued

Isometric / Drawing To Be Issued

Sr. MCN New Revision Previous Revision To be Issued
Drawing Number Drawing Title Incharge / Supervisor
No. Number Rev. Qty Out Rev. Qty Out (Qty)
1 SIR-001 DRG-001 [1/2] DRG 1 0 0 2 RIFFAT / IQBAL 1
2 SIR-001 DRG-001 [1/2] DRG 1 0 0 2 RIFFAT / IQBAL 1
3 REC-001 DRG-001 [1/2] DRG 1 0 0 2 RIFFAT / IQBAL 1
4 REC-001 DRG-001 [1/2] DRG 1 0 0 2 RIFFAT / IQBAL 1
 DPMS – Descon Progress Monitoring System
System Flow
Progress and Efficiency monitoring tool

DPMS
• Progress Monitoring (Plan Vs Actual)
Inputs • Supervisor-wise Efficiency Monitoring Outputs
• Discipline-wise Efficiency
• Overall Efficiency - Progress Reports
- Cost Centers Wise BOQ • Consumption Analysis
- Drawing/Isometric - Man-hours Analysis Report
• (Materials & Consumables) - Supervisor-wise Efficiency Reports
- Standard Man-hours • Work Front Availability
-Progress Measurement Steps - Discipline-wise & Overall Efficiency
• Daily Schedule (DSTS) Reports
(Phylums)
- Plan (Original/Latest Forecast) - Consumption Analysis Reports
- Actual Progress (DSTS) (Direct Material / Consumable)
- Actual Man-hours (DSTS) -Work Front Availability
- Store Data (Direct Material / Consumable) -Daily Schedule & Time Sheet (DSTS)
Definition of OBS
Definition of Project Scope of Work
Definition of Project WBS
Activity Quantification on WBS
Drawing Wise Bill Of Quantity (BOQ) Entry
Level-IV Planning
Progress Entry (from DSTS)
 Project Top Sheet (Tabular)
From To
Latest Forecast Date 24-Apr-2004 This Period 25-Mar-03 05-Jun-2004
Total Weeks 89 This Week 30-May-04 05-Jun-2004
Project Start Date 25-Mar-03 This Month 01-Jun-04 05-Jun-2004
Project End Date 29-Nov-04 Project Todate 25-Mar-03 05-Jun-2004

PROGRESS PERCENTAGE STATUS

Planned Planned Variance
Progress
Original L_Forecast Variance Original L_Forecast
(Manhours
(%) (%) Actual (%) (%) (%)
Basis)
A B C D=C-A D=C-B
This Period 57.560 49.841 49.910 (7.650) 0.069
This Week 2.389 2.934 2.983 0.594 0.049
This Month 1.610 1.955 2.120 0.510 0.165
Project Todate 57.560 49.841 49.910 (7.650) 0.069

MANHOURS STATUS
Progress
(Manhours Original Latest Actual
Basis) Budgeted Forecast Manhours Earned Manhours Efficiency
Total Project 1,684,636 1,646,224
This Period 969,676 820,501 685,142 821,630 1.199
This Week 40,250 48,292 40,031 49,107 1.227
This Month 27,123 32,185 34,028 34,900 1.026
Project Todate 969,676 820,501 685,142 821,630 1.199
 Project Top Sheet (Graphical)
From To
Latest Forecast Date 24-Apr-2004 This Period 25-Mar-03 05-Jun-04
Total Weeks 89 This Week 30-May-04 05-Jun-04
Project Start Date 25-Mar-03 This Month 1-Jun-04 05-Jun-04
Project End Date 29-Nov-04 Project Todate 25-Mar-03 05-Jun-04

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Jun- Jul-03 Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Apr- May- Jun- Jul-04 Aug- Sep- Oct- Nov- Dec-
03 03 03 03 03 03 04 04 04 04 04 04 04 04 04 04 04
Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04

Original Plan 1% 2% 5% 10% 16% 21% 26% 32% 38% 44% 50% 57% 65% 74% 82% 90% 97% 100% 100%
L. F. Plan 1% 1% 3% 7% 12% 17% 22% 27% 32% 37% 43% 49% 57% 65% 73% 81% 88% 95% 100%
Actual 1% 0% 2% 6% 11% 16% 21% 26% 32% 37% 42% 49%
 Man-Hour Analysis Report
DESCON Engineering, Abu Dhabi
BAB FIELD FACILITIES EXPANSION PROJECT (1101).
ABU DHABI, UAE

Criteria : Discipline = Mechanical

Discipline Wise Man-Hours Analysis Start Date = 25/03/2003
End Date = 05/06/2004
DEL-PCS-DPMS-002

Original Latest Quantities Manhours

CCTR CCTR Description Unit Budg Std. Budg Std.
QTY QTY Planned Earned Variance Planned Earned Actual Variance
MHs MHS/Unit MHs MHS/Unit
A B C=B/A D E F=E/D G H I=H-G J=GxF K=HxF M L=K-J
22120 ERECTION OF STEEL STRUCTURE TON 2,047.0 120,530 58.881 2,047.0 120,530 58.881 1,510 1,674 164 88,911 98,567 88,562 9,657
22130 PIPE SUPPORT FABRICATION TON 119.0 24,906 209.294 119.0 24,906 209.294 113 81 (32) 23,650 16,953 15,770 (6,697)
22140 PIPE SUPPORT ERECTION TON 119.0 13,413 112.714 119.0 13,413 112.714 50 17 (33) 5,636 1,916 1,525 (3,720)
22210 STATIONARY EQUIPMENT TON 459.0 15,809 34.442 459.0 15,809 34.442 293 425 132 10,092 14,638 10,398 4,546
22220 ROTARY EQUIPMENT INSTALLATION TON 24.0 9,475 394.792 24.0 9,475 394.792 10 16 6 3,948 6,317 5,040 2,369
22230 INSTALLATION OF FURNACES TON 212.0 13,352 62.981 212.0 13,352 62.981 212 76 (136) 13,352 4,787 3,028 (8,565)
22310 TANK FABRICATION AND ERECTION TON 556.0 50,925 91.592 556.0 50,925 91.592 258 205 (53) 23,631 18,776 10,766 (4,854)
22410 INSULATION HOT & COLD SQM 1,354.0 14,047 10.374 1,354.0 14,047 10.374 - - - - - - -
22510 SAND BLASTING & PAINTING WORKS SQM 60,872.0 68,110 1.119 60,872.0 68,110 1.119 31,919 29,933 (1,986) 35,714 33,492 21,605 (2,222)
23120 CS PIPE FABRICATION ID 59,800.0 104,051 1.740 59,800.0 104,051 1.740 42,256 58,978 16,722 73,525 102,621 114,675 29,096
23130 PIPE ERECTION CARBON STEEL ID 78,616.0 225,541 2.869 78,616.0 225,541 2.869 25,815 26,639 824 74,061 76,424 93,157 2,364
23140 PIPING TIE INS ID 894.0 13,593 15.205 894.0 13,593 15.205 75 - (75) 1,140 - - (1,140)
23320 PIPE FABRICATION SS ID 5,102.0 9,733 1.908 5,102.0 9,733 1.908 1,090 - (1,090) 2,079 - - (2,079)
23330 PIPE ERCTION SS ID 2,379.0 4,881 2.052 2,379.0 4,881 2.052 127 - (127) 261 - - (261)
23420 POST WELD HEAT TREATMENT STM 27,376.0 61,596 2.250 27,376.0 61,596 2.250 16,813 5,015 (11,798) 37,829 11,284 8,163 (26,546)
23610 HYDROTESTING FLUSHING TON 859.0 65,600 76.368 859.0 65,600 76.368 22 18 (4) 1,680 1,375 1,222 (305)
23900 MISC. MECHANICAL WORK STM 422.0 35,120 83.223 422.0 35,120 83.223 195 149 (46) 16,228 12,400 6,305 (3,828)

PROject Control System - [PROCeSs] (Ver:5.4.0) 05 June, 2004 - Pag

Copyright © DESCON Engineering Ltd.
Licensed to : DESCON
 Daily Schedule and Time Sheet

Man-
Hours
Detail

Progress
Standard Manhours .50
Detail
Manpower required 5 Information for
supervisor
Earned Manhours

Efficiency
 DSTS carries DSTS feed back
Supervisor name  Earned Quantity
Cost Center  Earned Man-hours
Area  Actual Man-Hours
Discipline
consumed (Billable)
Group#
 Idling (Actual MH)
DWG #
 Efficiency
SMH Scheduled
SMH available  Bottlenecks
(listed on DSTS)
Incharge / Supervisor Wise Efficiency Report

Efficiency

Superviso CCTR and

r names CCTR
and emp # description

Earned and
Actual Man-
Hours
 ITS – Inspection & Testing Solutions
System Flow
Tool for Quality Control, welder performance
and preparation of dossiers

ITS
Inputs Outputs
• Quality Control
- Drawing # • Joint-wise Welder’s Traceability - Welder’s Performance
- Spool # / Joint # • Welder’s Performance - Welder’s Productivity
- Welding Class • Preparation of Shop Dossiers - Inspection Status
- Inspection Requirements - Repair Status
- WPS - Dossiers
Definition of Inspection Class
Generate Inspection Requests
Inspection Progress Entry (Welding)
Generation of RT Request
Welders Progress Summary
Inspection Summary
 Material Management

 In a typical construction project, material

management system caters for the
procurement & inventory management for
material that is the contractor’s supply, as
well as client-supplied materials.
 The facility for Client Material is called as
Warehouse and is handled through MMS of
PROCeSs.
 While, the one for Descon Material is termed
as Store and is handled through SMART.
 Material Management System
System Flow
Free Issue Material management with traceability

MMS
Inputs Outputs
•Inventory Control
- Bill of Materials / Bill of Quantity •Traceability - Stock Inventory
- Client Material Collection Note - Material Traceability
- Material Inspection Report (MIR) - Cost Center Wise Booking
- Accepted Material Report (AMR) - Material Reconciliation
- Store Issue Requisition (SIR) - Work Front Availability
- Shipment Details
Drawing Wise Bill Of Material (BOM) Entry
Client Material Issuance Note Entry
Shipment Receiving Entry
 Material Issuance to Site

897
Accepted Material Report
Item Wise Stock Report
 SMART™
System for Material Acquisition, Retrieval & Transactions
Material
S Procurement INDENT
Budget Material
MRP Material Requirement Plan
Requirement
Plan Approvi
Design Application ng Reject
-Auto Cad Material Authorit
y
- PDS Requirement
Approve
PMS
ACCPAC Procurement
Inventory Control Management
System

Step-III Step-II Step-I

•AMR - Accepted Mat. Report Issue PO Decision Sourcing
•SIR - Store Issue Requisition
•SRN - Store Return Note
•ADJ - Adjustment Notes Issue PO CS Generation Inquiries to
•WN - Write Off Notes Vendors
Approvi Approve
•Consumption Reports. ng
•Ledger / Stock etc. Authorit
y
Vendors
Reject Quotations
Budget Definition
Material Take Off (MTO)
MTO Scheduling
Material Requirement Plan
Purchase Order
 ACCPAC
Budget
WINBID
GL

Budget

AP IC AR

PO JC

Actual MH,
Budgeted Qty,
Earned Qty,
Budgeted MH DPMS
PO
Updated Eqpt Machine
SMART Hours
stock
Mat./Cons.
Eqpt.
consumptio
Cost GDES n
 JC – Job Cost
System Flow

JC
•All types of Cost booking for
• project(direct/indirect)
•-Received cost (Expenses)
•-Sub-contractor invoices
•-Supplier/vendor invoices
Inputs •-Any other cost Outputs
•All types of Revenue booking
-Progress/OP/LFP from PCS •-Normal -Notes to analytical study
•-Extra-Work
-Budget from WinBid •Customer invoice booking -Analytical study
-Detailed CCTR with budget •CCTR/Expense wise invoice of cost -Job status I/ II
-WBS (zone/area/CCTR) •Monitoring eqpt. Wise cost booking -CCTR wise analysis report
•Write off
-CCTR, Expense Head, CCTR, -Transaction listing
•Inventory issuance
cost item entry,eqpt. CCTR -Releasing information to GL
-All project cost is booked on CCTR,
expense head wise
-Inventory issuance CCTR/Expense head wise
-Write off inventory
Notes to analytical study report
Analytical study report
 AP –Account Payable
System Flow

AP
Inputs •Payment to the supplier/vendor Outputs
•Booking of supplier/vendor invoices
-Vendors/Suppliers invoices •Sub-Ledger for accounts payable -Accounts Payable selected journal
-Purchase Journal •Employee advances and adjustments -Vendor/Supplier balance
-Employee Advances -Employee balance
-Vendors/Suppliers Management -Payable Aging
-Releasing information to GL
Selected AP Journal
 AR – Account Receivable
System Flow

AR
•Customer management
Inputs •Receipts of payments from Outputs
customers
-Entry of Customers •Invoices preparation for customer -Accounts receivable ledger
-Invoices to customers •Sub-Ledger for accounts receivable -Invoice Register (to customer)
-Receiving of payment -Releasing information to GL
from customer
Invoice Register to customer
 IC/PO – Inventory Control/Purchase Order
System Flow
DESCON procured inventory management and control

IC/PO
•Purchase Order handling
Inputs •Receiving against PO Outputs
•Inventory transfer management
-Import of PO from SMART •Special treatment of tools inline with
-Inventory on hand
company policy
-PO generation •Inventory on-hand value, QTY Count and -Location/Project wise inventory detail
-Inventory control items inventory management location/project wise -Consolidated Transaction report
-Mat/Cons/Tools Transfers -Inventory journal
-Mat/Cons/Tools receipts against PO -Releasing of Inventory Transactions
to GL
Consolidated Transaction
 GL – General Ledger
System Flow

GL
Inputs •Creation of general journal
•Account wise detail of all Outputs
transactions posted in GL
•Creation of trial balances -Trial balance
-All transactions entered in AP,AR,
•Entry information into relevant -Income statement
JC,IC are released as un-posted batches
accounts -Balance sheet
-The un-posted batches are posted
-General Ledger detail report
-Budget of each account of general ledger
-Budget comparison income
-Any voucher directly booked from GL (not recommended)
statement
-Budget comparison balance
Sheet
-Releasing information to GL
UNPOSTED: The information has arrived in the GL but has
not been recorded in the relevant account
POSTED: The information that has been made part of
General Ledger
DIRECTLY BOOKED: Any document/transaction that is
directly entered in GL and is not coming from any module
RELEASING TO GL: All documents/transactions of
issue/receipt/transfer of inventory are released to GL so that
they can be posted to GL
Balance Sheet
Income Statement
Trial Balance
 GDMS™
Gainful Deployment of Manpower System
-Employee personnel
Information.
- Daily Attendance.
Input
S Indirect Manpower -Leave record
Mob. / De-Mob. Plan management.
(Budgeted) Process-I Output -Daily Schedule &
Timesheet Entry
(DSTS).
Direct Manpower
Requirement GDMS Gainful
(Craft-wise) Budgeted
Deployment of
Manpower System - Strength reports.
Salary Breakup (Area) - Crew compositions.
- Attendance Registers.
-Budgeted Mob./De-
Grade/Craft wise
Salary Ranges mob comparison with
Process-III actual. etc.

Pay slips

Process-II Generation of Payroll

CCTR wise actual
man-hours to
Journal Voucher for
PROCeSs™ for
Financial System
generation of
efficiency reports
 GDMS – Gainful Deployment of Manpower System
System Flow
Tool for monitoring efficiency, wages
control and payroll generation

GDMS

• Manpower Attendance Outputs

Inputs • Daily Strength Report
- Employee # • Booking of Direct Labor Costs to CCTR - Daily Strength Report

- Employee Craft/Grade • CCTR Wise Actual Direct MH Input to - Payroll

- Area-wise Cost Center-wise
- Salary Package/OT rate
- Supervisor Name
DPMS for Efficiency Monitoring Direct Man-hours

- Area Code
• Generation of Payroll
-CCTR-wise Actual Man-hours
from DSTS
Personal Information
Time Sheet Entry (from DSTS)
Daily Strength Report
 GDES™
Gainful Deployment of Equipment System

LOG BOOK
S - Daily Equipment Utilization
- PO Issuance
Equipment
Mob./De-Mob. Plan
(Budgeted) Input
GDES
Equipment Rent Gainful Deployment
Process-I
of Equipment
System
Equipment
Maintenance Output
Schedule
Process-II

Output Input
•Equipment Operating Status
•Rent Charging JV
•Equipment Efficiency Reports
•Cost Centre wise Utilization Reports
•Equipment Repair Cost Equipment •Cost Centre wise Equipment & POL
•BER (Beyond Economical wise Spare Cost etc.
parts Issuance
Repair)
 GDES - Gainful Deployment of Equipment System
System Flow

Tool for effective equipment utilization,

routine maintenance and POL control

GDES
Inputs Outputs
• Equipment Mobilization Status
- Equipment Cost Center
• Equipment Efficiency - Equipment List
• POL Consumption
- Cost Center Wise M/C Hours - Equipment Deployment Plan
• CCTR Wise Cost Booking
- Breakdown Hours - POL Consumption Record
• Maintenance Plan
- POL Consumption - Equipment Maintenance Schedule
- Equipment Utilisation Report
Cost Centre Wise Equipment Utilization
Equipment Deployment Planning
Equipment Maintenance Record
 Equipment Utilization Report
(Cost Center Wise)
EQUIPMENT UTILIZATION C.C WISE
DESCON ENGINEERING (PVT) LTD

PROJECT # :5003 MIRANI DAM

REPORT FROM :26/02/2004 TO :25/04/2004 PAGE #: 1
REPORT DATE :14/06/2004 [Link]
Hours Over Break DIESEL ENGINE
Eqp. C.C Eqp. Desc Proj. C.C Cost Centre Desc. Consumed Time Down OIL
71131 CRANE ; KATO NK450 45-TON (SR # CT45838) 1 BREAKDOWN 0.00 0.00 110.00 0.00 0.00
21885 MISC CIVIL WORKS/GUTTER DOWN PIPE/FENCI 226.00 40.00 26.00 230.00 0.00
29400 OTHER OVER HEADS 16.00 0.00 0.00 0.00 0.00
TOTAL 242.00 40.00 136.00 230.00 0.00

72109 AIR COMPRESSOR AIRMAN 600 CFM 21120 GENERAL EXCAVATION 154.00 20.00 5.00 575.00 0.00
21124 30.00 7.00 3.00 0.00 0.00
21130 BACK FILLING / DISPOSAL 112.00 19.00 25.00 0.00 0.00
21215 * 10.00 0.00 0.00 0.00 0.00
TOTAL 306.00 46.00 33.00 575.00 0.00

72115 AIR COMPRESSOR AIRMAN 600CFM 1 BREAKDOWN 0.00 0.00 10.00 0.00 0.00
21120 GENERAL EXCAVATION 13.00 0.00 0.00 0.00 0.00
21124 194.00 36.00 22.00 770.00 0.00
21130 BACK FILLING / DISPOSAL 19.00 10.00 11.00 0.00 0.00
21220 CONCRETE PLACING SUB STRUCTURE 10.00 0.00 0.00 0.00 0.00
21885 MISC CIVIL WORKS/GUTTER DOWN PIPE/FENCI 43.00 10.00 0.00 0.00 0.00
TOTAL 279.00 56.00 43.00 770.00 0.00

72131 AIR COMP 655-CFM AKTIO SR#68-4022106 21124 409.00 75.00 6.00 1035.00 0.00
21885 MISC CIVIL WORKS/GUTTER DOWN PIPE/FENCI 27.00 5.00 0.00 0.00 0.00
TOTAL 436.00 80.00 6.00 1035.00 0.00

72132 AIR COMP 500-CFM DENYO 21120 GENERAL EXCAVATION 6.00 0.00 0.00 0.00 0.00
21124 337.00 57.00 29.00 1705.00 0.00
21885 MISC CIVIL WORKS/GUTTER DOWN PIPE/FENCI 22.00 6.00 0.00 0.00 0.00
TOTAL 365.00 63.00 29.00 1705.00 0.00

73115 POWER GENERATOR 100 KVA P100 F.G. WILSON 21124 60.00 7.00 0.00 0.00 0.00
21885 MISC CIVIL WORKS/GUTTER DOWN PIPE/FENCI 418.00 68.00 0.00 0.00 0.00
TOTAL 478.00 75.00 0.00 0.00 0.00

73135 WELDING GENERATOR DSL DENYO 400/500AMP 21215 * 215.00 43.00 0.00 0.00 0.00
TOTAL 215.00 43.00 0.00 0.00 0.00

73147 POWER GENERATOR PETBOW 230 KVA BN 184 0 IDLE 0.00 0.00 0.00 0.00 0.00
TOTAL 0.00 0.00 0.00 0.00 0.00

73155 POWER GENERATOR PETBOW 320 KVA CX 253 21210 CONCRETE PRODUCTION. 233.00 74.00 10.00 0.00 0.00
21215 * 1.50 0.00 0.00 0.00 0.00
TOTAL 234.50 74.00 10.00 0.00 0.00

73171 POWER GENERATOR 225-KVA CATERPILLER 0 IDLE 0.00 0.00 0.00 0.00 0.00
21885 MISC CIVIL WORKS/GUTTER DOWN PIPE/FENCI 120.00 60.00 0.00 0.00 0.00
TOTAL 120.00 60.00 0.00 0.00 0.00
 FAMS – Fixed Assets Management System
System Flow

FAMS
•Comprehensive corporate wise Fixed
Asset Management for own & leased
Inputs Assets Outputs
•Calculation of depreciation charge
-Category wise entry of Fixed based on category of asset -Fixed asset register

assets with original value.

•Transfer management and tracking of In- -Journal voucher
Transit Assets -In-Transit assets
-Inter Site Asset Transfer
•History maintenance of Assets -Fresh purchase assets
Note (ISATN) •Write off
-Leased assets
 Reasons of Inefficient working of
Systems at sites
1. Non-Availability of online Connectivity
Some systems such as ACCPAC & SMART require Online
connectivity for their efficient usage at sites. This facility is
needed due to following reasons:
 Material receiving is at the site and AMR is punched in
ACCPAC-IC module. Booking of payable is done at Head
Office in ACCPAC-AP module. While booking payable
material receipt information is required from IC module. Due to
non-availability of online connectivity, the information required
from IC module is not available in AP module.
 Requirement of material is raised from site either through
MRP or through Indent. Procurement is done at Head Office
on the raised requirement. Due to non-availability of online
connectivity, the raised requirements don’t automatically come
in the PMS (Procurement Management System).
 Reasons of Inefficient working of
Systems at sites
2. Complex Integration
 Integration of systems is complex and is through
import/export routines.
 If any import/export routine is failed during process
then information is not transferred accurately which
results in complexities in other systems.
 For example, original/latest forecast plan is prepared
in P3 and exported to PCS which is a complex
process. If this export is not done properly then it may
create problems in PCS.
 Reasons of Inefficient working of
Systems at sites
3. Lack of User’s Interest
Usage of company’s systems get a second priority.
The first priority seems to be other tasks.
 Reasons of Inefficient working of
Systems at sites
4. Irregular Training
Users are moved to the sites even if they are
failed in the evaluation test after their training
session which results in their poor
performance at site.
 Reasons of Inefficient working of
Systems at sites
5. Culture
 There is a gap between business process
adopted by company and that of ERP
system. To fulfill this gap customization is
done in the system which disturbs system’s
procedures and causes bugs in it.
 Users try to use the system according to their
own working style rather to follow system’s
working rules.
 Suggested Solutions

 Online connectivity should be established to facilitate systems

implementation.
 Integration of systems should be smooth and user friendly.
 Proper system implementation at sites should be forced from
Business Areas rather than Business Support Department.
 Users should not be allowed to move to the site without
passing evaluation test.
 The results of the test conducted after training session of
users should be considered during their appraisal.
 Customization of ERP system should not be encouraged
rather customization should be done in company’s business
processes.
Pre-Mobilization Planning
 Objectives

 At the completion of this chapter you will

know about the activities to be carried out
during period of pre-mobilization which starts
from the time when assessment of
interaction with the client indicates that there
is a strong likelihood of the contract being
awarded to Descon.
 Pre-mobilization Planning

 Contract award
 Selection of site manager and core team
 Gather Core Team and start training
 Understand scope of work
 Comparison of Bid and Contract
 Determine impact on costs
 Revisit execution strategy

cont…
 Pre-mobilization Planning cont…

 Review and revision of WBS and OBS

 Revise budget and cash flow forecasts
 Revision of Level 3 Plan
 Revise manpower histograms
 Prepare 3 month look ahead
 Mobilization plan
 Appoint mobilization in-charge
 Pre-mobilization Planning cont…

 Configure project management systems

 Prepare MRP
 Prepare HSE plan
 Prepare project specific method statements
 Prepare rigging studies
 Prepare WPS and Project Quality Plan
 Get schedules for client deliverables
Mobilization
 Objectives

 The period between award of the project and

its starting date, as given in contract, is called
the ‘Mobilization Period’. It varies from project
to project depending upon the size of project,
the contract conditions and total duration of the
project.
 At the completion of this chapter you will have
effective understanding of all such factors
which are directly concerned with this phase.
 Mobilization Plan

 Site clearance
 Arrangement of site facilities
 Residential facilities,Project site office, workshops
and yards, stores/warehouses, lay down/storage
area,LAN Architecture and communication
infrastructure,QC laboratory, E & P workshop and
generator rooms, security arrangement, Utilities etc.
 Commission security set up
 Set up project management systems

Cont…
 Mobilization Plan cont…

 Set up stores for Descon material and Client

Warehouse
 Arrange indirect manpower deployment
 Arrange direct manpower deployment
 Recruitment
 Manpower, induction, orientation
 Set up staff attendance and control facilities
 Mobilization Plan cont…

 Arrange equipment and plant

 Procurement of first lot of deliverables
 Negotiate and award sub contracts
 Determine resource availability
 Prepare 4 week look ahead
Organization
 Objectives

At the completion of this chapter you will be

able to understand:
 Typical Site Organization
 Responsibility Matrices
 Job Descriptions
Typical Site Organization
 Organization
Responsibility Matrices
Responsibility Matrices
Responsibility Matrices
Responsibility Matrices
 Typical Job Description
JOB TITLE : Site Manager

LOCATION : Project XXXX

PURPOSE : This Job Description describes the duties and responsibilities of the Site Manager.

SCOPE: : This job description shall apply to anyone who is assigned to this job irrespective
of his grade in the Company.

REPORTING TO : Operations Manager

REPORTING POSITIONS : Planning & FEDC Manager < JD [Link]>

Construction Manager < JD [Link]>
Financial Controller < JD [Link]>
I/C Contracts < JD [Link]>
I/C QC < JD [Link]>
I/C HSE < JD [Link]>
I/C PP&A < JD [Link]>
I/C E&P < JD [Link]>
I/C Stores < JD [Link]>

cont….
 Typical Job Description cont….

EDUCATION /SKILLS/EXPERIENCE
 Education: Minimum Engineering Graduate
 Experience: 12-15 years of relevant experience
 Computer Literacy: Word, Excel, Power Point and familiar with the Company’s Project Management

Systems.

CONCEPT OF RESPONSIBILITIES:
The incumbent is the Site Leader possessing superior qualities of leading a team of professionals
under highly challenging environment. Through active inducement he has to ensure that his team
maintains a very high morale. He also ensures that the entire project team is well aware of Company’s
standard planning, scheduling and monitoring techniques as enumerated in Company’s Project
Execution Manual. The incumbent must be capable of executing the project in complete harmony with
the BA’s strategy as embodied in the execution plans and the budget of the project.

RESPONSIBILITIES

1. QUALITY OBJECTIVES COMMITMENT

Ensure achievement of Quality Objectives defined for the project deliverables including those
established for continuous improvement.
 Typical Job Description cont….

Pre-mobilization
 Guides project team in the pre-mobilization activities,
 Analysis of the scope of work as well as detailed working and assumptions made in the proposal.
 Comparison of the proposal with final contract document
 Prepares the strategy to be adopted for project.
 Preparation of detailed mobilization plan.
 Seeks approval of /Manager Operation for proceeding with these plans.
 Ensures proper mapping of OBS with WBS and BOQ with CCTRs.
 Assigns a suitable individual as mobilization in-charge.
 Ensures that adequate arrangements are made for smooth start of work at site.
Post mobilization
Timely Completion and with-in Budget
Ensures Project completion within specified time by constantly monitoring progress on a daily basis utilizing system
generated reports from PCS giving Man-hour efficiencies, Latest Forecast plan from P3. Optimizes cost by keeping

sharp focus on labour, materials, consumables, and indirect cost with the help of Analytical Studies from SBT.
System Implementation
 Ensures Project Management Systems as shown in the Project Management Flow Diagram are in place, working
properly, and providing daily/ weekly reports on the project progress cost.
Ensures accuracy, timely generation and submission of progress reports to the customer & BA.
 Typical Job Description cont….

Contract Administration
 Reads the contract carefully, understands all the potential risks, and establishes the Company
approach to mitigate those risks by making all grass root management & supervision
knowledgeable about the preventive measures necessary for mitigating those risks.
 Act as contract representative of DESCON at Site. Seek approval from the BA for any major
changes and deviations prior to the agreement with the parties involved
Subcontracting
 Frames strategy for subcontracting in consultation with /Manager Operations
 Overseas gainful implementation of subcontracting objectives listed below
1. Ensuring a tighter control on the sub contract than the one existing in between DESCON and the Customer
2. Enhance Projects profitability by reducing site cost through reduced cost of indirect and / or better negotiation
and introduction of competition.
3. Enhance DESCON ‘s Capability in executing more business through efficient marshalling of sub contractors in
the field.
Working Capital
Controls working capital requirement. This information is extracted from SBT generated
Reports.
Invoicing
Raises invoices as per the pre agreed invoicing procedure as per contract and in accordance with a
closely monitored and ensured date for submission of invoice.
Planning and scheduling
Ensures that planning & FEDC becomes a strategic tool for controlling Construction activities and
related operating efficiency of plant and personnel
Resource Mobilization
Ensures backup of timely availability and mobilization of resources including manpower, materials,
equipment and plant etc.
 Typical Job Description cont….

Procurement & Stores

Ensures timely availability of essential material at site as per MRP and exercises good material management
at site.
Execution Methodology
Ensures execution of the project as per plan prepared before setting out site activities, further improved
through receipt of better quality of information and ensuing “course correction” activities of the planning &
Scheduling function at site.
Discipline & Welfare Of Employees
Ensures proper discipline is maintained at site and in the camp. Exercises authority at site according to the
limits defined in authorization matrix. Ensures that all employees are living in decent and hygienic conditions
conforming to DESCON policy and Customer’s requirements.
Incentives
Propagates the concept of companies' profit sharing scheme to motivate staff at site by making them
understand how the company intends to pass on to them a share of the extra profit from the project when the
margins achieved for the original scope of work are better than the initial targets
Regulatory and Statutory Requirements
Advises management and employees at site on the issues of interpretation of Company’s HSE, P&A policies
and the regional governing laws for smooth risk free operations.
 Typical Job Description cont….

Quality, Health, Safety and Environment

 Demonstrates Site Management’s visible focus on QHSE issues by effective implementation through
his management of project specific approved QHSE plans. Inculcates a culture for strict adherence to
QHSE regulatory and statutory requirements
 Acts as chief QHSE officer at site and ensures, that wherever Customer Policy is more stringent the
same is well understood and complied with by all cadres Facilitate QHSE function in all manners to
make it realized to all Company staff that it is a line function
 (Other than “QHSE” staff) demonstrate DESCON Management’s visible focus on QHSE issues by
effective implementation of QHSE project specific approved plans.
 Typical Job Description cont….
FEEDBACK
ON
TO
Inventory
2. BUSINESS BA
Invoicing status
CYCLE BA
Profitability
BA
SOURCE INPUT Cash Flow
BD/PROP Projects Contract FC
Bid documents Ageing of payables
FC
Proposal working Ageing of
docs receivables FC
Quotations received Lease liability
ITB and BA/CFO
Correspondence Weekly Project
Budget Rev 0 Performance
PMS Company's Systems
Training of Staff reports BA
HSE PQP (Standard) Operational
HSE plan (Standard) efficiency
QMS Docs. OUT PUT
BA/FIN Cash if negative PMS/PROP/ EPAM Project handover
cash flow PROJECT
QHSE Project closeout
SBTsystem QHSE/BA report
HR/BA Indirect Manpower Customer Customer Satisfied
complaints QHSE/BA Margins/Profit
Training Training need and Assets for Company
Orientation performance of Skilled workforce
PP&A Direct Manpower staff Enhanced Market-
Infrastructure support HRD Image/Reputation
Skill/trade certification PDCAMode, Frequency LTI free man-hours
Asstt. in Labor law Audit
and document
implementation Corrective and Preventive Actions
format should be as
Coaching & Training
per the QMS
Technological development
SOP's
Recommendations for PMS improvement
Implementation effectiveness
Improving Efficiency
Team Building
 Typical Job Description cont….

3. FINANCIAL MANAGEMENT
 Arranges revision of budget in consultation with other members of site management allowing for expected
variations due to changes in actual conditions
 Responsible for expenses related to project execution and monitors cost by referring to SBT generated Project
Analytical Study.
 Manages Cash Flow as per forecast
 Can sanction expenses as stipulated in the FEWS for the project as per the financial limits of Authority.
4. POLICIES / PROCEDURES
 Owns and complies with Company’s policies addressed in Management Manual, Quality, HSE, Core &
Operating Values
 Fully implement Regional/corporate Quality Management Systems for Site operations
 Develop, Implement and maintain Project specific Quality Plan meeting all internal and external requirements
5. COACHING AND GUIDANCE
Responsible for all contractual communication with customer and other parties. Also responsible for handling
Customer Complaints on priority and to respond in a manner to maintain desired level of comfort of the
customer. Deals with the Customers in a manner that enhances their trust in the Company. Generates feedback
on Customer satisfaction as per the agreed frequency
6. OTHER DUTIES AND RESPONSIBILITIES
If required, possible stand in for Project Manager/Operations Manager/Head BA in their absence
 Typical Job Description
ACKNOWLEDGEMENT

I hereby state that I have read and fully understood the concepts and responsibilities detailed in this job description and believe that they
can be implemented by me

Name : ______________________

Signature : ______________________

Effective Date : ______________________

DISTRIBUTION

MD&CEO
Head BA
Manager Operations
Manager Projects
Financial Controller
Proposal Manager
Head QHSE

Approved By: Issued By:

___________________________ ________________________________
Head Business Area <XXXX> Head, Human Resource Development
Planning and Scheduling
 Objectives

 This chapter discusses the way to achieve

the project goals and objectives through the
planned application of resources to meet the
project’s quality, cost and revenue objectives.
 It also presents the important features with
the help of flow charts.
 At the completion of this chapter you will be
able to have better understanding of Planning
and Scheduling of a Project.
 Planning and Scheduling

Planning
 Development of Three Month look ahead
Plans
 Development of Four Week Look ahead Plan
 Level 4 Planning
 Daily Schedule & Time Sheet (DSTS)
 3 month look ahead flow chart
1 Progress entry 2. Zone/area/CCTR 3. Updation of 4.
into DPMS based Wise progress level-3 plan in p3
on data of DSTSs Report from DPMS as per Report to Generation of
(Daily) (weekly) update P3 of DRAFT 3-month
DPMS look ahead plan
P Area Scheduler P Planning engineer P Planning Engr. from P3
S planning S Planning & S Planning &
Engineer FEDC Mngr FEDC Mngr P Planning Engineer
S

5.
Check for work
front availability

P Planning
Engineer
S

[Link] necessary
9. Distribute the 8. Review by 7. Generation of adjustments to
plan site manager 3-month look make the plan
ahead plan realistic

P Planning & P Site Manager P Planning Engr. P Planning Engr.

FEDC Mngr S S Planning & S Planning &
FEDC Mngr. FEDC Mngr
 4 week look ahead flow chart
[Link] of next
month plan as per [Link] workable 3. 4.
level 3 plan and drawings w.r.t. pre- Identify client issued Identify area access 5.
Workfront availability Fabrication status material against Identify the availability
Reports drawing Vs. required power

P Planning Engineer P Planning Engineer P Planning Engineer P Planning Engineer

P Planning Engineer S P & FM S P & FM S P & FM S P & FM
S P & FM

6.
Identify tools & plant
And consumables
availability vs.
Requirement

P Planning Engineer
S P & FM

7.
Identify the QC/Engg
related pre-requisites
e.g. WPS, method
statements, etc.

P Planning Engineer
S P & FM

9. 8
12 11 10 Review both plans Carry forward the
Distribute the plan to Distribute the plan to Finalization of next by PM with I/C last
Supervisors Discp. In-charges month targets with Planning and month's progress
committed resources Area I/C slippage to next
Month
P Planning Engineer P Planning Engineer P Planning Engineer
P Planning Engineer S P & FM S P & FM S P & FM P Planning Engineer
S P & FM S P & FM
 Flow chart- Daily Schedule and Time Sheet
Receipt of drawing Entry of drawings in Material and BOQ Entry of material and Issuance of drawings
Doc. Control System Take off BOQ in DPMS To respective areas

P Document
controller Document Controller P Quantity Surveyor P Data Entry Operator P Document Controller
S FEDC Engineer S FEDC Engineer S FEDC Engineer S FEDC Engineer S FEDC Engineer

Workfront availability Entry of drwg. Wise

Analysis (SIR, Area Break down of 4- free Issue material in Receipt of drawing Entry of Material
Access, E&P, week Look ahead client ware house /material wise free- Collection Note (MCN)
Manpower ) plan onto DSTS system issue Material

P Quantity Surveyor P Area Scheduler P Data Entry Operator P I/C Stores P Document Controller
S FEDC Engineer S Discipline I/C S I/C Stores S FEDC Engineer

Execute work as per

Interaction with Generate DSTS and DSTS and feed back Entry of CCTR wise Entry of CCTR wise
Supervisors issue to supervisor to Area Planner for progress from DSTS Manhours from DSTS
his Efficiency into DPMS into GDMS

P Area Scheduler P Area Scheduler P Discipline P Area Scheduler P Time Keeper

S Discipline Engr. S Discipline Engr. Supervisor S Discipline Engr. S I/C PP&A
S Discipline Engr.

Generate Supervisor Review of efficiency

Wise efficiency report Report and corrective
Actions

P Area Scheduler P Discipline Engr.

S Discipline Engr. S Discipline I/C
Field Engineering & Document Control
(FEDC)
 Objectives

 At the completion, this chapter enables its reader

to understand the role of FEDC through a
comprehensive discussion at:
 Estimation of BOQ and BOM from drawings their
distribution to CCTR(s)
 Breakdown into workable package as per WBS &
OBS
Field Engineering & Document Control
 Acts as a repository of project specifications,
drawings and field engineering related
information and documents at the site
 Also ensures correct estimation of BOQ and
BOM from drawings their distribution to CCTR(s)
and breakdown into workable package as per
WBS & OBS.
Field Engineering & Document Control
Document Control
Salient features are:
 Receive drawings / documents
 The Document Controller receives all documents /
drawings from the Client/Consultant on behalf of the
FEDC Engineer.
 The received documents are checked for conformity
according to the transmittal and in case any
discrepancy is observed with the transmittal the
same is clarified with the issuing office

cont…
Field Engineering & Document Control
 Issuance of drawings / documents
The drawings are then dispatched to the relevant
Discipline In-charges through transmittals for planning
their construction activities.
 Revision Control
At the time of entry of receipt of a drawing or document
into DCS in case an earlier version of the drawing had
been received the system points it out. All the persons
who had been issued the earlier version are informed
that the drawing or document with them has been
superseded and the new one is on the way.
Field Engineering & Document Control
Field Engineering
 Estimation
FEDC Engineer assigns the drawing to a Quantity
Surveyor for estimation of its BOM and BOQ and Total
Man-hours based on its BOQ using the norms for this
type of work.
 Field Marking of Drawings
FEDC Engineer reviews the drawings and prepares
spool break down by marking the field and shop joints.

cont…
Field Engineering & Document Control
 Preparation of Field Drawings and Test
Packs
 FEDC Engineer prepares:
 Field routing drawings / sketches for small bore piping
 Field routing drawings / sketches for cable trays and
conduits etc.
 Test Packs of piping as per requirement of P&IDs and
piping lay out plans.
Field Engineering & Document Control
 Method Statement Preparation and
Submission
The requirement of method statements is
communicated to the relevant Discipline In-charges
for preparing them. The prepared method statements
are then brought in line with project specific
requirements and submitted to the client with Site
Managers approval.
Field Engineering & Document Control
 Material Submission for approval
The FEDC Engineer coordinates the submission of
all material samples to the client for approval.
 Technical Clarification
During course of execution of the project it is
sometimes required to obtain written clarifications
from the client. This could be necessitated by any
of the following reasons:
 Error or omission in defining the scope of a deliverable.
 Error or omission in defining the scope of project.
 Implementing a work around plan to overcome a
difficulty encountered during execution.
Field Engineering & Document Control
 Preparation of “As Built Drawings”
FEDC ensures preparation of “as built drawings” for
completing the project records and submission to the
client.
 Tracking and Handing over of Documents
FEDC engineer keeps track of the movement of all
documents. Salient amongst these are:
 Technical Queries
 Material Submissions
 Quality Dossiers
 Record of holds and their release
 Record of equipment supplied
 Clients acceptance certificates
Material Management
 Objectives

 In a typical construction project, material

management system caters for the procurement &
inventory management for material that is the
contractor’s supply, as well as client-supplied
materials.
 At the completion of this chapter you will be able to
understand:
 How client supplied material and DESCON supplied
material are managed separately?
 How these two categories of material are stored
independently? The storage facility for Client Material is
called as Warehouse while the one for Descon Material
is termed as Store.
 Material Management

 For Descon Supplied Material

 Sourcing
 Vendor Evaluation
 Purchase Order (P.O.)
 Delivery Challan
 Material Loading, Receiving, Inspection, Stacking,
Issuance and Return (AMR, SIR, MRN)
 Disposal of Surplus/Scrap Material
 Material Management

 Client Material Handling

 Receipt of the material from client
 Material Inspection, Stacking, Issuance and Return
(AMR, SIR, MRN)
 Material Reconciliation
Monitoring of Progress
 Objectives

 At the completion of this chapter you can have

better understanding of:
 How is the progress measurement carried out at
site based on the information collected from Daily
Schedule & Time Sheet (DSTS).
 What contribution does it provide in DPMS and
GDMS for progress monitoring.
 Monitoring of Progress

Concept of Earned man-hours

 At proposal stage total man-hours are calculated by
multiplying the CCTR quantity with unit man-hours and
difficulty factor. The unit man-hours multiplied by the
difficulty factor used at the proposal stage are frozen
after award of contract and are called standard man-
hours per unit.

Cont…
 Monitoring of Progress

 As an example we assume that for CCTR 23120 (CS

pipe fabrication) 02 man-hours are required for 01 DI
of welding. There is total 2000 DI Welding. So the total
budgeted man-hours to achieve 100% progress on
CCTR 23120 are 4000. At any stage of the project if
500 DI are earned using 1200 actual man-hours. The
earned man-hours are therefore calculated as Earned
Quantity X Standard man-hours per unit
i.e. 500 X 2 = 1000. The achieved progress is thus
(Earned man-hours / total budgeted man-hours)X100)
i.e. (1000 / 4000)X100 = 25%. Efficiency is calculated
by dividing Earned man-hours by actual man-hours i.e
1000/1200 = 0.83.
 Monitoring of Progress

 All progress measurement at site is dependent on

the information collected through the Daily
Schedule and Time Sheets (DSTS).
 The supervisors report actual progress /
quantities and man-hours daily by writing it on
their DSTS.
 This DSTS is then processed in DPMS and
GDMS to generate progress and efficiency
reports.
 Monitoring of Progress

 Area scheduler shall ensure that the daily

progress, as received on DSTS, is checked and
accurately entered in the DPMS system.
 DPMS calculates achieved progress on the basis
of earned man-hours.
 Actual Man-hours are then imported into DPMS
from GDMS.
 DPMS also calculates the efficiency by
comparing earned and actual man-hours.
 Monitoring of Progress

Progress and Efficiency Control

 Every piece of job at site should be reported to
FEDC so that it can be invoiced
 Following Progress and efficiency reports are
generated from DPMS.
 Project Top Sheet (overall)
 Project Top Sheet (Discipline wise)
 Man-hours Analysis Report
 Supervisor wise efficiency report
 Monitoring of Progress

 Progress Updating in P3
Achieved progress in terms of %age in P3
Schedule is updated at the end of every
month as per report generated from DPMS
called ‘report to update P3’. After progress-
updating P3 reschedules activities that could
not be started on time based on linkage with
predecessor activities.
This plan after incorporating achieved
progress and required adjustments is called
Latest Forecast Plan or L. F. plan
Construction Works
 Objectives

 In this chapter the process of exercising

control over work execution shall be
described.
 At the completion of this chapter you will have
understanding of:
 When are the construction work activities started?
 How utilization of resources is being controlled
and monitored on daily basis?
 How resources are deployed appropriately?
 Construction Works

 The purpose of pre-mob planning and

mobilization activities is to ensure that direct
work proceeds smoothly. Successful
completion of these activities does not mean
that there can be a drop in vigilance when
construction activities have started.
Utilization of all resources has to be
controlled and monitored on a day-to-day
basis.
 Site manager has the ultimate responsibility
for ensuring achievement of project schedule
and objectives within the planned resources.
 Construction Works

 The process of exercising control over work

execution consists of:
 Scheduling of work
 Job execution as per DSTS
 Reporting of Progress on DSTS
 QHSE Planning
 Project Quality Plan (PQP)
 HSE Plan
 Construction Works

 Quality Inspection Plan

 Receiving Inspection
 Suppliers Pre-Qualification
 Welding
• Welding Procedure Qualification
• Welder/Welding Operator Qualification Test (WQT)
 Costumer Satisfaction
 Internal Audit
 Document Control
 Control of non-confirming Products
 Control of Quality Records
 Construction Works
Quality Management System

LEVEL 1
QUALITY
MANUAL

LEVEL 2 – STANDARD
OPERATING
PROCEDURES

LEVEL 3 – METHOD
STATEMENTS / P0LICIES

LEVEL 4 – FORMATS/FORMS
 Construction Works

 Civil Works
 Mechanical Works
 E & I Works
 Equipment and Plant Deployment, Utilization &
Maintenance
 Completion and Handing over
Handling of Extra Work
 Objectives

 It is desirable to have a defined procedure for

handling of extra work as its proper tracking
and invoicing can have a significant impact on
the cash flow and overall revenue of the
project.
 At the completion of this chapter you will be
able to know:
 What are the reasons for coming up of extra work?
 How extra work is handled?
 Handling of Extra Work

The extra work can come up for the following

reasons:
 When fresh items are added to the BOQ.
 Changes in design requiring addition of new items
 Change in already completed work
 Changes in scope on receipt of technical
clarifications or revision of specifications issued by
the client
 Changes that have to be made due to erection
difficulties.
 Change orders that are issued by the client during the
course of the project.
 Handling of Extra Work

Steps for handling of extra work

 Identification
 Processing
 Pricing
 Monitoring
 Billing
Cost Monitoring
 Objectives

 For a project to succeed in producing the

desired margins the control of costs is just
as important as control of progress.
 At the completion, this chapter increases the
reader’s information about:
 How cost is to be monitored?
 How cost estimates have been built up at the
proposal stage?
 What are the Key Performance Indicators (KPI)?
 All this discussion is supported by some
important reports.
 Cost Control- Basic Concepts

Two components of cost:

 Variable/Direct Cost (VC)
Costs that can be clearly attributed to the activity
performed. These costs are dependent on quantity of
the work performed.
 Fixed/Indirect Cost (FC)
Costs that cannot be clearly attributed to specific
activity. These costs are incurred irrespective of the
quantity of the work performed
 Break-even Analysis
Break-even Analysis
4000

3000
Rs.

2000

1000

0
20 40 60 80 100 120 140 160 180 200

Units/Time Period
Fixed Cost Variable Cost Total Cost Selling Price
 Effect of duration on margin
5 Months Duration
1 2 3 4 5 6 7 8 9 10 Total
Units/Month 20 20 20 20 20 100
Fixed Cost 500 500 500 500 500 2,500
Variable Cost 200 200 200 200 200 1,000
Total Cost 700 700 700 700 700 3,500
Selling Price 800 800 800 800 800 4,000
Margin 100 100 100 100 100 500

10 Months Duration
1 2 3 4 5 6 7 8 9 10 Total
Units/Month 10 10 10 10 10 10 10 10 10 10 100
Fixed Cost 500 500 500 500 500 500 500 500 500 500 5,000
Variable Cost 100 100 100 100 100 100 100 100 100 100 1,000
Total Cost 600 600 600 600 600 600 600 600 600 600 6,000
Selling Price 400 400 400 400 400 400 400 400 400 400 4,000
Margin (200) (200) (200) (200) (200) (200) (200) (200) (200) (200) (2,000)

5 10
Months Months
Total Production 100 100
Fixed Cost 2,500 5,000
Variable Cost 1,000 1,000
Total Cost 3,500 6,000
Selling Price 4,000 4,000
Margin 500 (2,000)
 Key Performance Indicators (KPI)

 The KPI’s are intended to facilitate higher

management in getting awareness about a
businesses health in a brief and short form.
 A popular method for measuring health is
through “Ratio Analysis”.

Cont…
 Key Performance Indicators (KPI)
cont…
 Some of the relevant (but certainly not
exhaustive) are stated here under. It is the site
management’s prerogative to select any one of
these but a Company wide standardized format
has a greater value for bench marking.

Material Margin/ (Revenue – Direct Material Cost)

MH = ----------------------------------------
Direct Manpower SMH’s
Key Performance Indicators (KPI)
cont…

 Contribution Margin/ MH = Revenue – Variable Cost

MH

 Average Cost/MH=(Total Salary+MOB Cost+Camp/Catering)

MH

SOT
 SOT = ____________
Direct Salary

 Equipment Turn over = _______________

Revenue
Equipment Rental
Key Performance Indicators (KPI)
cont…
MATERIAL

 Cost at Completion based upon budget allowance Vs Actual

Trend
Budget Allowance = BA

Actual Trend = A
Cost on completion = _______ x ____________________
A
BA 1 %
Progress

Direct
 No of Indents, Planned Vs Actual
Indirect
Direct
 No Of Emergency Indents

Indirect
Key Performance Indicators (KPI)
cont…
 Avg. Value of P.O Planned Vs Actual Direct
Value = No of PO’s Indirect

 % Of Orders on “Approved” Vendors, No Of PO’s

No Of PO’s on Approved List

 Inventory Turnover = Total Consumption

Average Inventory

 Inventory Aging

 Inventory Conversion to Billing

 POL Consumption Per Machine (Standardize For Cross Project

comparison)
Key Performance Indicators (KPI)
cont…
 Charge Out Tools : Total Cost (FP Only)
Person Strength of D. Manpower

Communication Cost
 No of Cell Phones
 Avg. Billing / Cell Phone
 Other Telephone Cost
 Fax Cost
 Courier Costs
Supervisory Personnel
SITE MANAGEMENT “TURNOVER” =  REVENUE
(INCLUDING ALL TOPTIER  SITE MANAGEMENT COST
PERSONNEL) (SALARIES+BENEFITS
COMMUNICATION+
PERKS+TRANSPORATION+B/L
+LEAVE FARE ETC)
Key Performance Indicators (KPI)
cont…
OTHER THAN PERSONNEL =  REVENUE
IN BOVE TURNOVER SITE MANAGEMENT COST
(SALARIES+BENEFITS
+COMMUNICATION

+TRANSPORTATION + B/L +
LEAVE FARE, ETC)
Cost Center Wise Cost Analysis Report
Basis of indirect cost distribution
Rolling Cash Flow/Forecast

Back to Contents
Feed Back To Client
 Objectives

 At the end of this chapter you will understand

in a better way:
 How client is being informed about the progress
of project?
 What items are included in daily reports?
 What other types of reports are used for this
purpose?
 Feed Back To Client

 Clients require to be kept informed about the

actual progress of work so that they can
compare this with the targeted planned
progress. The frequency of reporting could
be daily, weekly and monthly.
 Feed Back To Client

The items that may be reported on a daily basis

could be as follows:
Verbal description in salient activities in progress
Summary of discipline and area wise progress
Descon direct and indirect manpower deployed
Equipment deployed
Bottleneck summary
 Feed Back To Client

 The monthly report in addition to reporting

progress highlights the following:
 Bottlenecks
 Instances of time loss
 Reasons for time loss
 Material and Equipment delivery delays
Invoicing
 Objectives

 The exact basis of invoicing for work

completed varies from project to project. It is
agreed at the time of finalizing the contract.
 This chapter discusses about:
 What are the parameters for invoicing?
 Responsibilities of FEDC Manager in this case.
 Invoicing

 The most commonly used parameters for invoicing

are:
 Actual progress
 Milestone based
 In-charge contracts is responsible for preparation of
invoice
 Planning & FEDC manager is mainly responsible to
provide documentary back up in support of the invoice.
 The invoice shall be sent to the client with the approval
of the Site Manager. The Financial Controller shall
follow up the client for payments.
Feedback to BA and Head office
 Objectives

 Since, the feedback to the Business Area

and the head office is more detailed and in
standardized Descon terminology.
 Accurate feedback to these locations
enables management to have a clear
understanding of the state of the project and
enables them to recommend timely
corrective action.
 This chapter presents a form of reports
which is used for formal feedback and is
provided on daily, weekly and monthly basis.
 Feedback to BA and Head office
Type of report BA Head Head Office
Daily progress Diary Daily by e-mail/Fax

Weekly-Project Weekly by e mail/Fax Weekly to PMS after

Performance Report including comments.
Project top sheet and To be sent by Planning &
Man-hour Analysis Report FEDC Manager
from DPMS

Project Analytical study Monthly by 10th of the Monthly by 10th of the

month month

Project-Monthly Accounts, Monthly by 10th of the Monthly by 10th of the

Balance Sheet, month month
Profit and Loss and Cash
Flow Statements
Project close out report At project close out At project close out
Demobilization
 Objectives

 This chapter will throw light at:

 How demobilization is done upon completion of
a project?
 What are the responsibilities of FEDC manager
in this phase?
 Demobilization

 A Demobilization schedule is prepared for all the

demobilization activities. This is based on
demobilizing resources from site in a manner
that progress is not affected and unnecessary
costs are avoided.
 Planning and FEDC manager draws up a plan
for demobilization of:
 Human Resources
 Equipment & Plant
 Project Site Facilities
Project Close Out
 Objectives

 At the completion of this chapter you will be

able to understand:
 What is project close out report?
 What purposes is it meant for?
 What is the pattern and contents of this report?
 Project Close Out

At the completion of the project a detailed close

out report is prepared. This report is meant to
serve the following purposes:
 Consolidating all the project performance
parameters in one report.
 Having details available for reference in
preparation of subsequent proposals.
 Updating estimation norms.
 Comparing performance of similar projects.
The Planning and FEDC Manager has the responsibility
of compiling the report.
 Project Close Out

Contents of Project Close-out report are listed below:

1. Project Organization, initial and at peak Charts

2. Project master schedule, plan vs actual bar chart
3. Progress curves for main activities
4. B.O.Q. original and final
5. Direct Manpower Histogram, planned and actual
6. CCTR wise direct material consumed
7. CCTR wise consumables consumed

Cont…
 Project Close Out cont…

8. List of method statements prepared at site

9. Details of site facilities established
10. List of subcontractors
11. Copies of sub-contracts
12. WPS
13. List of welders with productivity and repair rate
14. Total weld inches
15. List of vendors with specialization
16. List of vendors with specialization
17. MRP Cont…
 Project Close Out cont…

18. Major tools and plant deployed

19. Rental Rates
20. CCTR wise budgeted and actual machine months
21. Craft wise average rate per man-hour
22. CCTR wise cost vs. revenue
23. Final analytical study
24. Final cash flow curve
25. Project cost analysis report
 Project Close Out cont…

26. Direct vs. indirect manpower ratio

27. Major achievements
28. Major bottlenecks
29. Recommendations for future similar projects
30. Detailed table of contents of the report showing
the source of information is available as
PC/Annex 1 with PC/SOP-04
31. Copies of the report are prepared for the BA
office and for PMS
Project Review & Feed Back
 Objectives

 At the closeout of the project a detailed close

out report is prepared. This is then analyzed
by the Project Management Systems
department and recommendations are made
for updating the estimation norms used by
Proposals. This chapter discusses all these
factors.
Analysis of Project Close Out report

During this review the following are

thoroughly analyzed.

 Man-hours per unit for the main cost centers.

 Direct Material consumption.
 Consumables consumption.
 Machine months CCTR wise.
 BOQ original and final.
 Machine rental rates.
 Project Review & Feed Back

At the closeout of the project a detailed close out

report is prepared. This is then analyzed by the
Project Management Systems department and
recommendations are made for updating the
estimation norms used by Proposals.

Analysis of
Project Close Norms
Out Report Generation WinBid
Thank You !