Project control plan_draft

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PROJECT CONTROL PLAN
PROJECT NAME
<XXXX>
DOCUMENT TITLE <XXXX>
DOCUMENT NUMBER <XXXX>
DOCUMENT REVISION <XXXX>
DOCUMENT STATUS <XXXX>
ISSUE DATE <XXXX>
EXPIRY DATE <XXXX>

PROJECT NAME – <PACKAGE NAME>
Doc. No: <XXX> Rev.: A
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Issued for Bid Purpose A
REASON FOR ISSUE
REVISION
HISTORY
REV. DATE PREP. BY CHECKED APPROVED
Document Family: No. of pages
45
Project: <xxx>
Doc. type:
Discipline:
System no:
Client: <xxx> Supplier Doc. No.: <xxx>
<PACKAGE NAME>
Document Title:
PROJECT CONTROL PLAN
Client Doc. No.: Rev.
A

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TABLE OF CONTENTS
1.0 SCOPE / OVERVIEW....................................................................................................7
1.1 Purpose...............................................................................................................7
1.2 Project Objectives ...............................................................................................8
1.3 Project Background.............................................................................................8
1.4 Main Interface (Tie-In General Scope) ................................................................9
2.0 DEFINITIONS ..............................................................................................................10
2.1 Abbreviations and Acronyms.............................................................................10
3.0 GENERAL INFORMATION .........................................................................................11
3.1 Subcontractor Information.................................................................................11
3.2 Client Information..............................................................................................11
4.0 PROJECT CONTROL ORGANIZATION AND RESPONSIBILITY .............................12
4.1 Overview ...........................................................................................................12
4.2 Project Control Team Roles and Responsibility ................................................13
5.0 EARLY PROJECT REQUIREMENTS.........................................................................15
5.1 Project Kickoff and Early Planning Meetings.....................................................15
5.2 Project Execution Plan ......................................................................................15
5.3 Interface Management Plan ..............................................................................15
5.3.1 Interface Register 16
5.3.2 Interface Meetings 16
5.3.3 Key Interfaces 16
6.0 COST CONTROL ........................................................................................................17
6.1 Overview ...........................................................................................................17
6.2 Earned Value Analysis ......................................................................................17
6.3 Cost and Forecasting ........................................................................................18
6.4 Budget Control ..................................................................................................18
7.0 SCHEDULE BASIS AND METHODOLOGY ...............................................................19
7.1 Overview of Integrated Planning and Schedule ................................................19
7.2 General Overview of EPS Node........................................................................20
7.3 Project Key Milestone .......................................................................................21
7.4 Critical and Near Critical Paths .........................................................................22
7.5 Engineering Basis .............................................................................................23
7.5.1 Design Document Review Cycle 23
7.6 Procurement Basis............................................................................................24

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7.6.1 Long Lead Item 24
7.6.2 Contracting and Procurement Strategy 24
7.7 Construction Basis ............................................................................................25
7.7.1 Topside Fabrication 25
7.8 Hook-Up and Commissioning Basis..................................................................25
7.9 Drilling ...............................................................................................................25
7.10 Pipeline .............................................................................................................25
7.11 Work Breakdown Structure (WBS)....................................................................26
7.12 Calendars..........................................................................................................27
7.13 Constraints........................................................................................................27
7.14 Primavera Activity ID Coding Scheme ..............................................................28
7.15 Project Activity Code .........................................................................................30
7.16 Schedule Re-baseline .......................................................................................31
8.0 PROGRESS MEASUREMENT AND CONTROL ........................................................32
8.1 Schedule Update Requirements .......................................................................32
8.2 Earned Value S-Curve ......................................................................................34
8.3 Primavera and Earned Value Analysis..............................................................35
8.4 Assumptions......................................................................................................36
8.5 Capturing the progress......................................................................................36
8.6 Progress Reporting ...........................................................................................37
8.7 Project Report Format.......................................................................................38

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APPENDICES (below is COMPANY standard list of Appendices, that will be submitted
post Contract Award)
APPENDIX A – PROGRESS MEASUREMENT SYSTEM
APPENDIX B – PROJECT SCHEDULE
APPENDIX C – PROCUREMENT LIST
APPENDIX D – PROJECT CALENDAR
APPENDIX E – ORGANISATION CHART
APPENDIX F – INTERFACE REGISTER
APPENDIX G – MASTER DOCUMENT LIST
APPENDIX H – ACUMEN FUSE / PRA SCHEDULE QUALITY FILE
APPENDIX I – PROJECT QUALITY ASSURANCE PLAN
APPENDIX J – BOUGHT OUT ITEMS LIST (PROCUREMENT PLAN)
APPENDIX K – PROJECT CALENDAR
APPENDIX L – MASTER DOCUMENT LIST (MDL)

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TABLES (below is COMPANY standard list of Appendices, that will be submitted post
Contract Award)
Table 1 Subcontractor Information..................................................................................................... 11
Table 2 Client Information................................................................................................................. 11
Table 3 Project Key Milestone ........................................................................................................... 21
Table 4 Proposed Engineering Approval Code .................................................................................. 23
Table 5 Long Lead Item..................................................................................................................... 24
Table 6 Final HUC Duration............................................................................................................... 25
Table 7 Work Breakdown Structure ................................................................................................... 26
Table 8 List of Project Calendars ....................................................................................................... 27
Table 9 List of Constraints ................................................................................................................. 27
Table 10 Primavera ID Activity ID Coding List.................................................................................... 29
Table 11 List of Project Activity Code................................................................................................. 30
Table 12 Progress Reporting Details ................................................................................................. 37
FIGURES(below is COMPANY standard list of Appendices, that will be submitted post
Contract Award)
Figure 1 Overview of PA25 Area Including of New Fields Being Developed ........................................ 8
Figure 2 Diagram of Overall Technical Interface .................................................................................. 9
Figure 3 Project Control Organization Chart ...................................................................................... 12
Figure 4 EPS Node............................................................................................................................ 20
Figure 5 Drilling Duration for 3 Wells.................................................................................................. 25
Figure 6 Work Breakdown Structure .................................................................................................. 26
Figure 7 Re-baseline Flowchart ......................................................................................................... 31
Figure 8 Updating Project Percent Complete..................................................................................... 33

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1.0 SCOPE / OVERVIEW
1.1 Purpose
The purpose of the Project Control Plan (PCP) for the Execution phase is to provide a
specific plan, in line with <company name> and <client’s name> guides and project
control procedures <procedures name>, to identifies the project control methods, tools
and techniques that will allow the identification of potential schedule and cost deviation
on early stage, in a consistent manner, enabling Project Management Team to make
decisions that mitigate the potential negative cost and schedule impacts.
In this Project Control Plan, we will include the narrative and schedule basis report to
document detailed assumptions, exclusions and qualifications known at the time the
project schedule is developed.
The Project Control Plan which consist of schedule basis memorandum is typically
prepared during the baseline schedule development phase. It should be considered as
a living document to be updated periodically throughout the project’s lifecycle when
condition is warranted (ex: re-baseline or recovery schedule development)
The Project Control Team will develop specific Leading Indicators (LI) to be utilized for
high-level progress and performance analysis for reporting of the project status. The
goals and objectives during the execution phase are to deliver as baseline cost and
schedule and this to be pursued with close attention to the followings:
• Monitor of Leading Indicators (LI) performance for recognition and mitigation of
early warning signs.
• Robust Management of Change (MOC) especially for changes in the forecast
related to performance.

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1.2 Project Objectives
The main drives and objectives of the < PA 25 Field Development> Project are:
• To fulfill <xxx> commitments and obligation of the respective fields.
• To minimize project CAPEX to enhance the project economics
• <xxx>
1.3 Project Background
The <PA25> field is a gas field located in the <xxx>, 1s in a water depth of <xxx> ft. It
is one of the three fields in the <xxx>, which is a 50:50 joint operating agreement
between <xxx> and <xxx>.
To enable these developments to take place a new platform <xxx> installed as part of
the <xxx> project in mid-2018.<PA25> has been designed to enable the receipt of
fluids from all the satellites including slug handling facilities for each of <xxx> and
<xxx>.fields, separate condensate treatment systems for <xxx> and <xxx> and a
common water handling facility. In addition, the <xxx> and <xxx>. facilities consist of
all typical utilities (fuel gas, instrument air, firewater, methanol, diesel, potable water,
nitrogen, power generation, etc) to ensure satisfactory operation of the satellite facilities
and the processing equipment.
Figure 1 Overview of PA25 Area Including of New Fields Being Developed
<Insert Area Overview and fields>

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1.4 Main Interface (Tie-In General Scope)
The <PA25> field is a gas field located in the <xxx>, 1s in a water depth of <xxx> ft. It
is one of the three fields in the <xxx>, which is a 50:50 joint operating agreement
between <xxx> and <xxx>.
Interfaces Engineering Design Work Scope
<xxx> Host
Tie-in
Modification /
Module
<xxx>
complex
The demarcation for the tie-in covers from <xxx> riser
flange at <xxx>. The tie-in also includes <xxx> subsea
topsides equipment and pig receiver equipment on the
cellar decks.
<xxx>topside
substructure
and pipeline
<xxx>
platform
The demarcation for the <xxx> topside and substructure
will extend from Christmas trees/wellhead interface from
<xxx> riser flange
Subsea
Pipeline and
umbilical
Subsea
Tree and
Platform
The demarcation will extend from the <xxx> subsea well
conductors/tubing connection to <xxx> pipeline &
umbilical connections.
The demarcation for the <xxx> 12” x 25km carbon steel pipeline
will extend from <xxx> subsea flow-base flange connection to
the riser flange at <xxx> platform.
Figure 2 Diagram of Overall Technical Interface
<Insert Interface Diagram>

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2.0 DEFINITIONS
2.1 Abbreviations and Acronyms
CIM - Interface Manager
EDD - Early Detailed Design
EPCC - Engineering, Procurement, Construction Contractor (FPSO topsides)
FEA - Finite Element Analysis
FEL - Front End Loading
FEED - Front End Engineering & Design
IFA - Issued for Approval
IFR - Issued for Review
IPF - Instrumented Protective Function
MMSCFD - Million Standard Cubic Feet per Day
OSBL - Out Side Battery Limits
P&ID - Piping & Instrumentation Diagram
PEP - Project Engineering Quality Plan
PFD - Process Flow Diagram
PMC - Project Management and Construction Management
SIL - Safety Integrity Level
TBA - To be Advised
TBD - To be Determined
TEG - Tri-Ethylene Glycol
WBS - Work Breakdown Structure

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3.0 GENERAL INFORMATION
3.1 Subcontractor Information
Project Number: <xxx>
Project Title: <xxx>
Primary Office: - <xxx>
Address: <xxx>
City: <xxx>
State: <xxx> Zip Code: <xxx>
Country: <xxx>
EDD Office: -
Address: <xxx>
City:
State: <xxx> Zip Code: <xxx>
Country:
Primary Contacts:
Project Director: <xxx>
Project Manager:
Interface Manager:
Table 1 Subcontractor Information
3.2 Client Information
Client Name: <xxx>
Address: <xxx>
City: <xxx>
State: Zip Code: <xxx>
Country: <xxx>
Client Primary Contacts:
(Commercial / Contracts)
(Technical)
<xxx>
Project Location: <xxx>
Table 2 Client Information

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4.0 PROJECT CONTROL ORGANIZATION AND RESPONSIBILITY
4.1 Overview
The overall project control organization for execution phase is developed and
summarized as following:
• Project Control Team will report directly to Project Director in Oslo, Norway.
• Project Control Manager is the lead and responsible to report the cost, schedule
and risk related data to Project Management Team and Client.
• Project Control Team has overall accountability in managing cost, schedule,
risk, collection, analyzing and reporting project data related to the planning,
scheduling, cost control, change management, estimating, progress
management and risk management.
Figure 3 Project Control Organization Chart
<Insert Org Chart related Project Control Team>

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4.2 Project Control Team Roles and Responsibility
Project Control Manager
Project Control Manager is responsible for the overall project control function during
execution phase:
• Accountable for reporting project performance via weekly and monthly project
report
• To manage Project Planning and Management of Change (MOC) process which
include to create a clear relationship with the Finance, Contracting and
Procurement in aligning the scope for Cost Management, Revenue Recognition,
Planning and Risk Management.
• To provide progress reporting in an accurate, standardized and timely manner
which in accordance to Petronas Standards and Requirements.
• Provide Project Manager with accurate monthly reports that provide progress
updates, cost forecast, critical path analysis and Management of Change
summaries review.
• Assess scope change request for the total installed cost and schedule impact and
prepare reconciliations between earlier cost estimated and current cost forecast.
Project Planner
Project Planner is responsible for the overall project control function during execution
phase:
• Develop and maintain summary level schedule reports: Gantt, milestone charts,
and other tools used to support critical path analysis, near-term tasks work,
priority based.
• resource allocations, performance variances, and to support cost/schedule
integration.
• Gather and analyze information to prepare reports on the progress of projects.
Frequent on-site visits to review construction progress required.
• Support the project management team in the planning, tracking, analysis, and
reporting of projects, including dashboard maintenance.
Cost Controller
Cost Controller is responsible for the overall project control function during execution
phase:
• The Cost Control Engineer will monitor the construction cost projections and
provide any cost trends if there are change issues that impact the overall cost.
The construction Team will work with the Cost Engineer to provide reviews of
monthly Contractor pay request and to review any priced change proposals from
the Contractor(s) to verify the work is outside the project scope and to provide
oversight review of the contractor pricing.

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Document Controller
Document Controller is responsible for the overall project control function during
execution phase:
• The construction Team will work with the home office document control
department to maintain the project records in accordance with the project filing
procedures. The construction Team will monitor the drawings in use in the field
to verify that the latest revisions are being utilized for construction activities. The
construction Team will maintain the master set of as-built drawings in the field
and will require weekly input from the construction Contractor(s) for current
information.

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5.0 EARLY PROJECT REQUIREMENTS
The following key activities are needed in the early stages of the project:
5.1 Project Kickoff and Early Planning Meetings
There are a series of meetings that are normally held in the first 2 to 3 weeks of the
project. These meetings are as follows:
Meeting Planned Status
Proposals – Project Hand Over Dates to be
advised
Pre-Kick Off Conference
Kickoff Meeting
Financial Planning Meeting
Procurement Planning Meeting
Contract Acceptance Meeting
Fabrication Planning Meeting
5.2 Project Execution Plan
This Project Execution Plan will be prepared and finalized based on the information
found in the following documents:
• Proposal / Inquiry Documents including Clarifications
• Project Kickoff and Planning Meetings
• Specific Contract Terms and Conditions
• Project Specifications
• Project Communication Plan
5.3 Interface Management Plan
The xxx Module is an addition to the existing Topsides facilities on with significant
interfaces to upstream, downstream, utility, control and peripheral systems such as fire
& gas, telecoms and lighting.
These interfaces require careful tracking and management of information needed to
ensure all interface parties remain aligned and interface information is made available
to all parties, when required throughout the project.
To efficiently manage interfaces, propose to provide a dedicated Construction Interface
Manager (CIM) for the Project. The CIM would initially be embedded in the Early

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Detailed Design (EDD) core team in <Houston>, but will remain in <Houston> to
interface with Client and EPCC teams for the remainder of the Project.
The CIM will:
• Assist to prepare & maintain Project Interface Register
• Identify and record all interfaces between, EPCC, Client & other parties
• Attend progress / monthly and other meetings with EPCC, client that may impact
interfaces
• Contribute to monthly report on interface issues
• Expedite outstanding interfaces to obtain information requested
• Report open and closed interface information / issues / concerns
• Identify and manage potential changes due to interface issues.
5.3.1 Interface Register
Refer to Appendix G attached for preliminary interface register.
• The Interface Register is a live document, updated periodically and distributed to
Client and teams by respective Interface Managers.
5.3.2 Interface Meetings
• The Interface Register will be jointly reviewed and updated biweekly (every 2nd
Monday) by video/teleconference between CLIENT and teams.
• Review of the Interface Register is coordinated by Interface Managers with project
management and engineering attendance as required.
5.3.3 Key Interfaces
The project control team key interfaces during the execution are:
• Pipeline EPC contractor
• Tie-in Contractor
• Regulatory and Stakeholder management team
• Finance team

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6.0 COST CONTROL
6.1 Overview
Cost control during any phase of a project comprises the setting up of the cost
procedures and systems and the monitoring and the reporting of the actual project
expenditure and commitments against the approved project budget. The early
identification and registration of deviations together with the following of trends enables
project management to control the project.
Regular reporting of the Value of Work Done, Commitments and assessment of the
cost of work remaining should detect any potential over or under expenditure in good
time for proper management action. Project progress is continuously monitored, in
physical and financial terms. In addition to these primary objectives of cost control
throughout the various phases of a project, it should provide data for:
• Capital expenditure phasing reflecting the anticipated progress of the Value of Work
Done
• A breakdown of the value of the final fixed assets
• Future estimating and planning purposes
Cost control on this project will be accomplished by the implementation of the project
control processes and tools described in the following sub-sections.
6.2 Earned Value Analysis
Earned Value Management (EVM) is a project control tool for performance monitoring
and analysis. Corrective or recovery actions based on EVM are key to the project
success. EVM is a project management control tool that will integrate scope of work
with both cost and schedule.
The EVM method will measure project performance and includes Earned Value
Analysis (EVA) and Earned Schedule (ES). The EVA process combines both cost and
schedule based on analyzing the variances between actual earned and planned cost of
work performed.
The ES process is only applicable to schedule and is based on analyzing the variances
between the actual time and the planned time taking to reach the earned value.
The results of Earned Value Management support early warning, cost earned, forecast,
communication and objective assessment.
Earned Value Analysis will be performed during execution phase, capture sub-project
EPC contractor will performed EV process as per agreed physical progress
measurement and cost phasing of the contract and will report monthly.
Earned Value Analysis project specific procedure for the execute phase will be
developed on Type 3 cost and L3 schedule estimates in accordance with the Earned
Value Management procedure <procedure name>.

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6.3 Cost and Forecasting
The critical part of the monthly cost control process is the forecasting of the Estimate at
Completion (EAC). The EAC is the current estimate, at the reporting period cut-off, of
the final cost of the project including the Base Cost Forecast and the P90 Contingency
Forecast.
The Base Cost Forecast should consider the latest information on both external and
internal commitments, including changes and performance trends, and also the latest
estimates for uncommitted cost items. The P90 Contingency Forecast should consider
the remaining contingency (original contingency minus contingency transfers to date)
and an assessment of whether the remaining contingency is adequate to cover the
remaining project risks and uncertainties.
The resulting EAC is compared to the project budget to determine if corrective actions
and/or supplemental budget funds are required.
6.4 Budget Control
The current approved Budget for the Define phase of Quest Project is the total of the
Original Budget as recorded in the JDE & PRISM and any approved changes.
Expenditures will be tracked and reported on monthly basis.

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7.0 SCHEDULE BASIS AND METHODOLOGY
7.1 Overview of Integrated Planning and Schedule
An integrated Master Schedule (Level 3) had been developed for the <project name>.
The schedule had been developed using client’s approved software, Primavera P6.
The detailed schedule consists of level 4 and 5 will be developed once the contract had
been awarded as more details will be available by then.
The schedule includes (EPCC) Engineering, Procurement, Construction,
Commissioning phases or (EPCI) Engineering, Procurement, Construction and
Installation. Key milestones and interfaces between subcomponents ae included. The
schedule is logically linked such as the critical path and near-critical path activities are
visible and understood. Schedule risk analysis has been performed using Primavera
Risk Analysis (Pertmaster) software and resulting contingency has been reflected in
P90 schedule.
The .XER file will be provided to client and it will be updated on monthly basis.
However, the progress measurement tracking in excel sheet format will be updated in
weekly basis. Each month the Project Management Team will review and update the
schedule and provide the report accordingly.
The schedule development process begins with a hand-over of the tender schedule
after contract award. The tender schedule must be reviewed, validated, and updated to
include changes in timing, execution, or any other requirements dictated by the final
scope and contract agreements.
The final product of all the above-mentioned changes and inclusions becomes the
Project Schedule. The Project Schedule structure will generally be in Level 3, according
to the ’s Standard Planning / Scheduling Work Breakdown Structure (WBS).
If there was no Tender schedule handed over from the bid process, the Project Planner
develops the schedule based on inputs from the Scope of Supply, Client need dates,
Contractual Milestones, and input from the various subcontractors, engineering
departments, project management, etc.
The Project Schedule may be expanded by adding activities or other information to
define the project scope; monitor project progress; identify and predict trends and
issues and analyze and report project performance. The Project Schedule will include
the following:
• Contractual milestones
• Key events for CLIENT, EPCC and that may include: -
• Design Freeze dates
• Drop-dead dates for when key inputs or decisions affecting critical path items
need to be made
• Deliverables identified in the Scope of Supply
• Key design review activities (HAZOP, 3D model review, etc.)
• The logical relationships between activities in the Project Schedule

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The structure of the Project Schedule will include ’s standard Planning/ Scheduling Work
Breakdown Structure (WBS) coding that permits summarization of the different project
levels. After the final review of the Project Schedule, it will be saved as the Project
Baseline Schedule for future comparison.
7.2 General Overview of EPS Node
The project schedule was prepared using Primavera P6 version 8.2. The project
schedule resides in the following EPS Nodes:
Figure 4 EPS Node

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7.3 Project Key Milestone
Description Start Finish
Conceptual Design AFE Approval
Integrated OCS Submission
Basis for Design Approval
Conceptual Design Award
Detailed Design Tendering Process
Integrated Functional Review 4 (IFR-4)
Milestone Review 5 (MR-5) Endorsed/Approval
Field Development Plan Approval
Project 2nd
Partial AFE Submission
Detailed Design Award
Award PO for Pressure Vessel
Award Structural Primary Steel
Award PO for Gas & Condensate Metering
Award PO for Pedestal Crane
Award PO for ABV & MOV
Award PO for DSS Steel & Fittings
Project Full AFE Approval
Fabrication Award (Jacket, Topside & Module 3)
Award PO for Pipeline & Bends (1st
Batch)
Award PO for Pipeline & Bends (2nd
Batch)
Complete Detail Design AFC
Final Investment Review
Substructure Sailed away from xxxx
Substructure completed Installation
Topside Sailed away from
Topside completed installation
Module 3 Sailed away from
Module 3 completed installation
Hook-Up & Commissioning Start
Pre-drill Completion
Pipelay (20"x30km) Completion
Drilling (3 wells) Completion
Hook-Up & Commissioning Completion (1st Gas
Prioritize)
First Gas
Post HUC &Punchlist Clearance
Table 3 Project Key Milestone

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Note that all dates shown are deterministic dates – see section 7.12 for output from the
Schedule Risk Analysis.
The deterministic schedule is a network of tasks (representing the whole project)
connected to each other with dependencies that describe the work to be performed,
that work's duration and the planned start and finished date of the work and the project.
Each task has a single planned duration and a predecessor and successor - i.e. the
duration of each task is not variable.
The longest pat through the network is the critical path. The possibility of variance to
any task duration due to uncertain performance or of a risk or opportunity occurring is
not incorporated in the deterministic schedule.
7.4 Critical and Near Critical Paths
The main critical path for the project follows the detailed below and starts from letter of
award scope:
• Initial Engineering to allow placement of the order of MEG package.
• Initial Engineering to allow the placement of a subcontract for the pipe demolition.
• Initial Engineering to allow the placement of subsea contractor
In addition to the main critical path there are a number of near critical path with float
less than 10 days.
• Procurement, manufacture and delivery of the Steam Turbine
• Install and hook-up of the Steam Turbine
• Pre-Commissioning and commissioning of the Steam Turbine and associated systems
• Commissioning – Various areas through to RFSU, Start-up and 1st injection.

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7.5 Engineering Basis
7.5.1 Design Document Review Cycle
• The review cycle for the design documents shall be within fourteen (14) calendar
days. Client to make comment within the review period. Subcontractor to incorporate
comments within (14) calendar days.
Client approval are required for below documents and to be specified in MDL.
For detail measurement on Engineering Rule of Credit please refer to the appendix
xxx.
Code Name Descriptions Revision Instructions
1 Approved
Shall proceed with procurement and/or
construction/ fabrication
No further review
required. shall issue the
document Certified Final
or AS-BUILT
2
Approved with
Comments
May proceed with procurement and/or
construction/ fabrication incorporating
Client comments. Documents shall be
revised to incorporate comments and
resubmitted to Client with the next
Revision Status
Documents shall proceed
with the next revision
status to obtain approval
from Client
3
Rejected –
Revise and
Resubmit
May not proceed. Document shall be
modified to address Client comments and
re-issued for Approval before proceeding
with procurement and/or
construction/fabrication
Revise, incorporate
comments and Resubmit
for approval
4
Approval Not
Required
Document does not require review and/or
approval
Documents shall not be
resubmitted or issued IFI
for subsequent revisions
5
Withdrawn or
Void
Document no longer required e.g.
duplicate numbering, documents merged,
’s documents returned (to be voided by
Client)
shall void and withdraw
all copies and previous
revisions of document
Table 4 Proposed Engineering Approval Code

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7.6 Procurement Basis
7.6.1 Long Lead Item
The critical long lead items currently identified on the project are listed in the table
below. A more detailed table of all procurement items is attached in Appendix x.
Long lead items criteria for this project are set ass 4 months and above.
The majority of the procurement durations under these sections are based on enquiry
quotes received as part of the development of the execution estimate and schedule
carried out.
Description Duration (days) Start Finish
Award, Manufacture & Deliver -
Steam Turbine Generator
Cooling Water Booster Pumps
(HP
Shell & Tube Heat Exchangers
CO2 Compressor Package
Award, Design, Procure,
Manufacture & Deliver - Waste
Water Treatment
Award, Engineering,
Manufacture & Deliver - Flue
Gas Ducting
Table 5 Long Lead Item
7.6.2 Contracting and Procurement Strategy
Project Control Team will ensure strict compliance towards <client procurement
procedure> for the Category Management and Contracting Process for any sourcing
activities. Authorization will be obtained in accordance to the <client procurement
procedure> and there are allowances considered for that duration in the schedule.
Typical sourcing options will be based on either:
• Competitive tender where several contractors with similar capabilities compete
against
each other on pricing and project execution, or
• Sole sourcing whenever there is a monopoly situation (i.e. specific expertise) or
HSSE
concerns or schedule constraint precludes any bidding process.

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7.7 Construction Basis
7.7.1 Topside Fabrication
Based on benchmark of <xxx> fixed platform topside projects, an average of 13 months
fabrication duration is to be expected. Fabrication duration is measured from award of
fabrication to day of sail-away.
7.8 Hook-Up and Commissioning Basis
HUC for <xxx> project is to be executed in 3 major campaigns i.e. <xxx> HUC, <xxx>
HUC and Final Commissioning & Start-up.
Based on discussion with Production & Construction Services (PCS) team, using the
norms collected from various past projects and also recent topside project, the duration
for major HUC activities i.e. pre-drill, well tie-in, final hook-up and commissioning are
determined.
The structural installation is assumed to be completed in one single lift without taking
into accounts the probability of additional scope at worksite.
Offshore HUC requiring construction vessels such as <xxx> are assumed not working
during monsoon period i.e. November to January.
ID Activity Name Start Finish Duration (days)
A0100 <xxx> Tie-in Commissioning
A200 <xxx> Final HUC
Table 6 Final HUC Duration
7.9 Drilling
Drilling for 3 wells executed in one single campaign. Drilling duration is based on actual
work scope of each well and been benchmark against previous drilling campaign in
<xxx> field. Shown in figure below is the latest drilling sequence.
Figure 5 Drilling Duration for 3 Wells
7.10 Pipeline
Pipeline scope is executed via an Engineering, Procurement, Construction, Installation
and Commissioning (EPCIC) contract. Pipeline carried out in separated campaign
utilizing two vessels i.e. pipelay barge and pipeline pre-commissioning barge.
The actual duration for the offshore installation of the pipeline is 75 days and
commissioning is 30 days.
.

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7.11 Work Breakdown Structure (WBS)
The Standard Planning / Scheduling Standard WBS are composed of Levels 1-3, one
code (PROJECT IDENTIFIER), and the Primavera activities within the schedule.
Additional Primavera WBS levels may be used at the discretion of the Project Planner
and/or Package Planners, but will not be considered part of the Standard WBS.
Figure 6 Work Breakdown Structure
Primavera
Levels
Primavera
Level Name
Description Primavera Element
WBS 0 Project Summary of the entire
project
EPS node represented
by the Global project
code PROJECT
IDENTIFIER
WBS 1 Package Major package divides as:
• Conceptual FEED Study
• Detail Engineering
• Equipment Procurement,
Construction & Delivery.
•
Level 1 WBS
WBS 2 Sub-Package Sub-category of Package:
• Engineering Phase will be
split into Engineering
Discipline
• Equipment Procurement
Construction & Delivery will
be split into Equipment
Packages.
Level 2 WBS
(Level 2 Schedule
already been including
as guideline inside
Contract Document)
WBS 3 Deliverable Deliverables divided according
to phase of:
• Key Documentation
• Procurement
• Construction
• Delivery.
Level 3 WBS
WBS 4 Activities Detail pieces of work to be
accomplished to complete the
Scope of Supply
Primavera activities
Table 7 Work Breakdown Structure

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7.12 Calendars
There are 2 types of calendar will be used in the project.
No Duration Calendar name Details
1
5 Days Work Week
-8 hours per day
Engineering
calendar
5 days of working for every week and
all major public holidays have been
taken into consideration.
2
Fabrication – 8.5
hours per day
Fabrication
calendar
6 days working
3
Offshore
Campaign- 8 hours
per day
Offshore
calendar 7 days of working every week.
Table 8 List of Project Calendars
7.13 Constraints
Table 9 List of Constraints
ID Description Justification
A11222 Pre-drill Champaign
Start date is is not driven by the
project.
A2233 Drilling & Completion (5 Wells)
Start date is based on drilling
sequence and is not driven by
the project.

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7.14 Primavera Activity ID Coding Scheme
Each activity code component has a unique code which complies with relevant coding
system. Figure 2 illustrates coding structure.
Phase Code Value Discipline Code Value
Engineering
Eng
General GNR
Civil CVL
Process PRO
Structural STC
Piping / Plumbing PIP
Pipeline PPL
Mechanical MCL
Electrical ELC
Instrumentation and
telecommunication
INT
HVAC / Ducting HVC
Architectural ARC
HSE HSE
Phase Code Value Procurement Type
Procurement Prc
Bulk Material BM
Equipment EQT
LLI (Long Lead Item) LLI
Spare Part SPT
Phase Code Value Discipline Code Value
Construction Con
Civil CVL
Process PRO
Structural STC
Piping / Plumbing PIP
Pipeline PPL
Mechanical MCL
Electrical ELC
Instrumentation and
telecommunication
INT
HVAC / Ducting HVC
Architectural ARC
ID Phase Justification
MS :0010 Milestone
Activity ID for Milestone start
with MS

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Main Facility Code Value
Refinery REF
Steam Cracker Complex SCC
Petrochemical Complex PCM
Gas Processing Platform GPP
Re-gasification Terminal RGT
Co-generation Plant CGP
Metering Station MRS
Gas Compressor Station GCS
Gas Transmission Pipeline GTP
Offshore Well OSW
Central Process Platform CPP
Well Head Platform WHP
Living Quarter Platform LQP
Riser Platform RSP
Vent Platform VTP
Mobile Offshore Production
Unit
MOP
Floating Storage &
Offloading
FSO
LNG Plant LNP
Floating Production Storage
& Offloading
FPO
Floating LNG FLG
Sub-Sea Facilities SSF
Pipeline Manifold PLM
Offshore Pipeline OEP
Oil Receiving Facility ORF
Gas Receiving Facility GRF
Production Plant PRP
Water Alternating Gas WAG
Crude Oil Terminal COT
AREA Code Value
Flare FLR
Process PRS
Utility UTY
Storage STR
Off Site OFT
Jacket JKT
Topside TPS
Tripod TRP
Bridge BRG
Table 10 Primavera ID Activity ID Coding List
Primavera ID example:
Engineering work for Process Engineering with PFD as example:
Eng.Pro.00010

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7.15 Project Activity Code
Below table illustrate the project activity code that will be utilized for this project.
DETAILS ACTIVITY CODE
Engineering ENG
Procurement PRC
Construction CONS
Testing and
Commissioning
TNC
Installation INS
Mechanical Completion MC
Tie -in TI
Shut-Down SD
Process PROC
Piping PIPE
Mechanical MECH
Electrical ELC
Instrumentation INSTR
Civil and Structure CNS
Datasheet DS
Drawing DWG
Calculation CALC
Material Take-Off MTO
30% Model Review 30% MR
1st
Deck 1DCK
2nd
Deck 2DCK
3rd
Deck 3DCK
Table 11 List of Project Activity Code

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7.16 Schedule Re-baseline
Should the project baseline schedule need to be re-baselined (only with mutual
agreement with CLIENT or by CLIENT formal request), will then re-issue the new re-
baselined schedule, schedule impact and other MOC-related reports.
Approved Change Orders (CO) shall be included in the schedule to show the new
scope and completion dates. Approved changes to the PMS shall be coordinated by
the Primavera planner/scheduler after each monthly reporting period is complete and
before the update for the next reporting period has started. The original project baseline
schedule shall not be changed.
The updated baseline will then form the basis of measuring progress and reporting to
the client.
Figure 7 Re-baseline Flowchart
<Insert Re-baseline Flowchart>

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8.0 PROGRESS MEASUREMENT AND CONTROL
8.1 Schedule Update Requirements
Weekly Bi-Weekly Monthly
After the project is underway, updates to the activities in the schedule are completed
biweekly. Input to the Project Schedule may come from any or all of the following:
• Client
• Project team
• Sub-contractors / vendors
• Any responsible discipline
• SAP system
• Document Control (Master Document List)
• Expediting List
The Project Planner will do a final review of the update inputs, then run the data-
date/cut-off analysis, review the Primavera scheduling Log, and perform further
analysis of the project plan. This analysis will include identifying critical path activities,
identifying bottlenecks, determining how and why the critical path has changed, and
simulating different scenarios, if necessary. These analyses may be used both for
internal and external reporting requirements.
After each reporting period, any Change Order Requests approved during the period
will be reflected in the updated schedule.
Additions to the project scope of supply will be entered as new WBS/activity (to reflect
additional changes/scope/package) and shall carries zero (0) weightage in the project
master schedule. The progress measurement for Change Order(s) will be monitored
separately and will not reflect project baseline schedule progress. A copy of the project
baseline schedule will only be updated to show the impact of approved changes by
agreement with Client.
For any changes/scope/package activities related to deletions to the project scope of
supply, these WBS items/activities will be retained, but filtered from most views. Again,
a copy of the project baseline schedule will only be updated to show the impact of
approved changes.
For the monthly reporting cycle, the project’s data date shall be set on the last calendar
day of the month; regardless of whether it is a working or non-working day

Page 33 of 45
Figure 8 Updating Project Percent Complete

Page 34 of 45
8.2 Earned Value S-Curve
Progress reports in the form of EV S-Curves per phase, package and discipline can be
prepared with data from Primavera. The Cameron Process Systems standard is EV S-
Curves for the overall project, engineering, procurement, and construction scope.
There are three key dimensions for each work package (Project) that EVM develops
and monitors:
1. Planned Value (PV): the authorized budget (unit or cost) for the work to be
completed that is assigned to an activity or WBS. The total planned value for the
project is also known as Budget at Completion (BAC).
2. Earned Value (EV): the value of the work performed which is expressed in
terms of the budget assigned to that work for an activity or WBS component
(e.g., if an activity assigned 10 hours/$1000.00 budget is completed, then the
EV is 10 hours/$1000.00). PV*physical % complete = EV
3. Actual Cost (AC) and Actual Units (AU): the total cost/units (hours) actually
incurred or recorded for the work accomplished. Please note that actuals do not
have upper limits; whatever is spent to achieve the EV will be measured.
The three parameters of Earned Value, Planned Value and Actual Cost, can be
monitored and reported on for a weekly or monthly basis, as well as on a cumulative
basis. The following important concepts should be recognized
1. Schedule Performance Index (SPI): the efficiency ratio of work accomplished
versus the work planned for a specific time period. SPI indicates the rate at
which the project is progressing. SPI = EV/PV or Budget Cost Work
Performed/Budget Cost Work Scheduled.
2. Cost Performance Index (CPI): the efficiency ratio of the cost of the work
performed versus the actual cost. CPI = EV/AC or Budget Cost Work
Performed/Actual Cost Work Performed.
3. Estimate to Complete (ETC): the forecast based on the remaining project
costs. ETC = Remaining Total Costs for the Activities
4. Estimate at Complete (EAC): the forecast of the total project costs based on
project performance and risk quantification. EAC = Actual Cost + ETC Cost
Additional other key performance indicators include the following:
1. Cost Variance (CV): measures cost efficiency; it is the delta between the cost
budgeted vs. the cost spent; Earned Value – Actual Cost =Cost Variance.
2. Schedule Variance (SV): measures schedule efficiency; it is the delta between
the work planned vs. the work performed; Earned Value – Planned Value =
Schedule Variance.
3. Variance at Completion (VAC): measures the cost performance of the project;

Page 35 of 45
it is the delta between the budget at completion and the estimate at completion;
Budget at Completion – Estimate At Completion = Variance At Completion
4. To Complete Performance Index (TCPI): measures the efficiency level which
the project must achieve to complete the work at the current EAC value; work
remaining/ETC = TCPI. TCPI can also be measured from the BAC; (BAC – EV
cum) / (BAC – AC cum) = TCPI.
The following statement applies when the following occurs:
• SPI or CPI = 1.0 – actual schedule and cost matches estimated cost
• SPI or CPI > 1.0 – ahead of schedule and actual cost is lower than originally
budgeted
• SPI or CPI < 1.0 – behind schedule and cost overrun
8.3 Primavera and Earned Value Analysis
Earned Value for Process Systems will be performed by utilizing performance indexes
and Earned Value analysis based on budgeted cost. Units/hours will be tracked for
remaining hours in the budgeted tasks.
The following are prerequisites for solid Earned Value Management practices in
Primavera:
• All projects shall follow the WBS format, for its respective business unit
• All schedules shall be baselined for both budget and schedule prior to execution
– no exceptions
• Activities shall be resource loaded (budgeted cost and units)
• All of the resources (labor/non-labor) are required to have a cost rule associated
with them
• Primavera view log/schedule log report shall be run to ensure that no
discrepancies exist in the schedule prior to baseline
• All schedule activities and resources shall be agreed upon by all applicable
parties prior to baseline
• Schedules as a rule should always follow solid Project Management Practices.

Page 36 of 45
8.4 Assumptions
The following assumptions apply:
• Schedule is using fixed duration and units.
• Earned Value is being calculated based on the budgeted cost for an activity and
the activity physical % complete, utilizing the Global Template in Primavera to
follow the standard Rules of Credit for engineering, procurement and construction
(manufacturing/fabrication).
• Activity % complete will be measured for status by Physical % Complete outlined in the
Rules of Credit, using the steps feature in Primavera for automatic calculations on such
activities
• Physical % Complete will drive Earned Value
8.5 Capturing the progress
Engineering documents that require CLIENT acceptance per the contract will be
identified in the MDL. Progress of the engineering activity is measured by document
milestones/steps for each document.
Note: Engineering progress measurement tracks overall engineering progress based
on documentation status only. Headcount and total manhours expended by will
be tracked for HSE reporting (monthly) but manhour breakdown by discipline,
manpower efficiency, manpower histograms or productivity reporting of any kind
will not be provided for lump sum Contracts.
Progress is measured according to the following table of document milestones/steps.
Below is the example of the Rule of Credit.
For detail progress measurement calculation for Engineering, Procurement and
Construction, please refer to the appendix:

Page 37 of 45
The breakdown of the progress weightage structure begins with an overall budgeted
value for the entire project. This value does not necessarily represent any cost, price,
or any other financial system at. It is a scheme by which relative value can be given to
the project.
This budgeted value is then broken down by package, then by component according to
its importance and criticality to the project.
Other planning deliverables like S-curve, planned% vs actual%, progress measurement
claim% will be generated based on the same weightage distribution systems.
8.6 Progress Reporting
Item Weekly Biweekly Monthly
Engineering & Vendor Documentation Deliverables
Status Report (MDL)
Project Progress Statistics
Engineering Status
Quantity Control Monitoring
Progress EV S-Curves
Requisition & PO Status Reports
Management Summary
Project Schedule (Level 5)
Project Budget / Change Status
Invoice & Payment Status
Inspection Schedule (current & next month)
Expediting Reports *
Inspection Reports *
Other:
Table 12 Progress Reporting Details
* Specific Expediting & Inspection reports would be normally issued immediately
following a Vendor visit. General expediting and inspection status would be included
in monthly report

Page 38 of 45
8.7 Project Report Format
Standard Client Standard Other:
Project reporting is an important internal and external communication tool in order to
provide CLIENT with the latest information regarding the progress of the project. This
procedure outlines the minimum requirements for project reporting for ongoing projects.
The format and content of the reports identified in this document shall be dictated either
through project services, applicable business unit procedures, and contractual reporting
requirements or by management. The report summarizes the project progress within the
period, and typically contains the following information: -
• Summary of the progress – previous and next period
• Actual versus planned progress percentage
• Identification of key activities for the coming period
• Outstanding queries from
• Outstanding queries from CLIENT
• Areas of concern – technical and/or non-technical
• Master Document Register status report
• Other information as identified in the contract/coordination procedure
Baseline schedule will be submitted with below column:
• Activity ID
• Activity Name
• Original Duration
• Start Date
• Finish Date
• Float
Progress schedule will be submitted with below column:
• Activity ID
• Activity Name
• Original Duration
• Physical Percent Complete
• Start Date
• Finish Date
• Total Float

Page 39 of 45
9.0 TECHNICAL ASSURANCE
9.1 Schedule Quality Statement
Project Risk Department had provided the assessment of achievability of target
milestone date particularly the <start-up> <mechanical completion> date. The P90
Monte Carlo Chart is provided below. (this is just an example of P90 chart)
Figure 9 P90 Monte Carlo Chart
9.2 Acumen Fuse / Primavera Risk Analysis
Quality of the schedule had been checked with <Acumen Fuse> < Primavera Risk
Analysis>. The Output file is included in Appendix

Page 40 of 45
APPENDIX A – PROGRESS MEASUREMENT SYSTEM

Page 41 of 45
APPENDIX B – PROJECT SCHEDULE

Page 42 of 45
APPENDIX C – PROCUREMENT LIST

Page 43 of 45
APPENDIX D – PROJECT CALENDAR

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APPENDIX E – MASTER DOCUMENT LIST (MDL)

Page 45 of 45
APPENDIX F – ACUMEN FUSE / PRA OUTPUT FILE

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