Progress Reporting Procedure Draft

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Progress Reporting Procedure

Doc No: COMPANY/PRP/01 Rev.0

Company Address

PROJECT NOV Buoy Fabrication Fabrication

Title: Progress Reporting Procedure RKL Ref: Doc No: COMPANY/PRP/01/Rev.0

COMPANY/PRP/01/REV.0

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Progress Reporting Procedure Revision Register Log Revision Number

0

Date of Issue

Issue No.

19/05/2014

01


Prepared by

Checked by

Approved by

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TABLE OF CONTENT 1. SCOPE AND PURPOSE ............................................... ....................................................4 2. DEFINITION AND TERMS ................................................................. ...........................4 3. PROGRESS REPORTING PROCEDURE ...................................................................4 4. SCHEDULING HIERARCHY.............................................. ...........................................6 5. PROJECT PROGRESS MONITORING............................................... .........................7 6. REPORTING ............................................... ......................................................................9 7. PROGRESS REPORT REGISTER............................................... ..................................9


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PROGRESS REPORTING PROCEDURE

1.0 SCOPE AND PURPOSE

The scope of this procedure covers overall planning, scheduling and progress control requirements for the project. It also identifies specific progress reporting specifically to:  



Identify the types of systems to be used, format, content and maintenance by RKL Establish a procedure to implement an effective and comprehensive project planning and schedule control program. The procedure for reporting the CONTRACT’S progress and status shall be implemented through two main frequently updated and consolidated documents:   

The Daily Report The Weekly Status Report The Monthly Status Report

The Daily Report shall cover progress against the planned activities for the day stated on the report. The Weekly Report shall cover progress against planned activities for the previous week and a look-ahead for the following week, while the Monthly Report shall cover progress against plan for the previous month and 4 weeks look-ahead. The purpose of this procedure is to specify project reporting requirements for …..project 2.0 DEFINITION AND TERMS

COMPANY: PROJECT: BUOY FABRICATION CONTRACT: SITE: N/A VENDOR(S): N/A WORK:

3.0 PROGRESS REPORTING PROCEDURE COMPANY/PRP/01/REV.0

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3.1 Submission of Reports

I. II. III. IV. V. VI. VII.

The Daily Report shall be updated and submitted to the COMPANY on the second working day following the weekly cut-off date. The Weekly Report shall be updated and submitted to the COMPANY on the second working day following the weekly cut-off date. The Monthly Report shall be updated and submitted to the COMPANY on the fifth working day following the monthly cut-off date. The monthly progress meetings will be held, preferably, a few days after submitting the report to enable the participants to be fully informed. The report shall be submitted in both hard and soft copies and in numbers to be advised by the COMPANY. Each Report shall be submitted in compliance with the Document Control Requirement of the CONTRACT. Project calendar shown in Appendix 1 defines cut off dates for weekly reports, monthly reports and dates for monthly meetings.

The weekly cut-off date is the Friday of each week, close of business. The monthly cut-off date is the Friday next to the last Friday of the month. 3.2 Report Content and Responsibility Matrix

I.

II.

The RKL shall hold the overall responsibility for development, completeness, accuracy and submission of the progress information and data as contained in the Reports. The responsibility Matrix for meeting the requirements of Exhibit G 5.3 and Appendix G1 is shown below.

A) Weekly Report Legend:

R= Responsibility Party; I = Provide accurate and complete input; O= Receives final output

B) Monthly Report Legend: COMPANY/PRP/01/REV.0

R= Responsibility Party; 5

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I = Provide accurate and complete input; O= Receives final output 4.0 SCHEDULING HIERARCHY

SUPPLIER PROJECT CO-ORDINATOR SUPPLIER PROJECT DIRECTOR SUPPLIER PROJECT MANAGER SUPPLIER PROJECT DCC PROJECT TEAM MEMBERS SUB-CONTRACTORS 4.1 Planning Methods

The planning method that would be employed shall be on weekly and monthly basis to determine planned milestone as against actual milestone achieved. The project management software employed shall b e Microsoft Office Project 2007. 4.2 Level 3: Detailed Schedule

The detailed schedule covers all phases of the project scope, engineering, procurement and fabrication activities and identifies the engineering interfaces, the equipment deliveries and the fabrication including the activities of SUBCONTRACTORS. A weekly update with actual dates is used for trend analysis and identifying the critical path. 4.3 Level 4: Physical Progress

Level 4 schedules are used for tracking the physical progress by discipline, main phases an d trade at the very elementary level, as well for engineering, procurement and site activities. Progress measurement systems are based on detailed work items, weighted and progressed on identified milestones (progress scale): • Procurement: Requisitions weighted on hours and on cost values for manufacturing • Engineering: Activities weighted on hours • Fabrication / Erection: Activities weighted on hours or quan tities These systems are used for the production of p rogress S-curves, manpower histograms and the calculation of productivity, through a linkage with the man-hours expenditure system. COMPANY/PRP/01/REV.0

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5.0 PROJECT PROGRESS MONITORING

SUPPLIER will nominate a representative to be at the mill to ascertain the actual work done. 5.1 Methodology

The method of progress monitoring shall be through electronic means and physical visitation of the mill. 5.2 Progress Measurement procedures

A "quantity-driven earned value" progress measurement system is implemented for the Procurement & Fabrication, namely Physical Progress Measurement. The level of detail on which the progress measurement is done, is the le vel 4. The progress shall be then aggregated up to level 3 for reporting the total progress of the work. The physical progress for the Project is obtained b y summing up the physical weighted progress of each main category of works: Engineering, Procurement and Fabrication. The weighted Progress schedule is as follows: Engineering 10% Procurement 30% Fabrication 60% Engineering The overall engineering physical progress is defined as follows: Determination of physical progress by summing up the weighted progress of each deliverable listed in the Master Document Register, the weight being the percentage of man-hours estimated for each deliverable; The progress is measured at the level of the deliverables which are elementary tasks, each deliverable being split into a set of "Milestones". Each deliverable is given a weighting and each Milestone represents a percentage of achievement of the considered Deliverable. (Using an excel spread sheet) Chain of milestones for the measurement of the progress engineering as follows: The chain milestones are put with the steps and percentage of progress. M1 START 5% COMPANY/PRP/01/REV.0

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M2 IFR 50% M3 IFA 80% M4 IFC / Final 100% Procurement The progress of procurement activities (using an excel spread sheet) is based on the procurement deliverables (i.e.: material requisitions). Chain of milestones for the measurement of the progress as follows: The chain milestones are put with the steps and percentage of progress. M1 Start 0% M2 PO 20% M3 50% Progress 50% M4 EXW 80% M5 LOAD 85% M6 Delivery 95% M7 Vendor Data Book 100% Fabrication (Using an excel spread sheet). Chain of milestones for the measurement of the progress for the Fabrication is as follows: The chain milestones are put with the steps and percentage of progress. 5.3 Progress Curves.

This is used to determine the progress of work/ the o verall execution of the contract. At each agreed cut-off date the progress measurement systems are updated with actual data. These data are used for the calculation of planned and forecasted progress as well as for the updating of the level 3 schedule and the progress s-curves. A Progress Trend Analysis is supported by a lev el 3 schedule simulation report allowing the new final and partial completion dates resulting from the actual progress to be determined. The total floats of the remaining activities are calculated and shown. COMPANY/PRP/01/REV.0

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This trend report enables all new critical work items to be anticipated and new completion dates to be forecasted. New forecast dates for remaining and downstream activities, corresponding resource allocation to reach targets, progress curves, mobilization histograms and corresponding efficiency ratio allow and help the Project Management to make decisions for corrective actions. 6.0 REPORTING

In order to maintain a strong and integral control of progress of work, SUPPLIER shall submit a monthly status report to COMPANY. This shall consist of Executive Summary and General Management of the project. 7.0 PROGRESS REPORT REGISTER

A progress register shall be maintained to ensure consistent report procedure. It shall be updated Weekly/Monthly taking into account all the report sent previously. The following documents are issued and shall be included in the reports: • Bar chart schedule (Level 3) showing the progress schedule float by front line as o f reporting cut-off date and established on the basis of reference schedule. • Critical path schedule, with the status of the actual progress and anticipated critical activities. • Monthly Progress “S”-curves showing Early Plan, Early Forecast and Actual Progress. • List of activities to be completed or to be initiated in the succeeding reference period. • Schedule trend analysis with forecast remaining duration versus planned activities. • Narrative and alert notice highlighting areas of c oncern.


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Progress Reporting Procedure Draft

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