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Schedule Updating Procedure

Code du document : DOP3000-PRC-011-0-03

B&R-C

Date :10 November 2003

Indice de revision: 0
Page 1 of 8

Mots cls: Planning, Scheduling, Schedule Updating

Schedule Updating
Procedure
Evolution du document :
Date
10.11.03

Indice
0

Objet de la modification
Cration

Rdige par : Y Farhi


Vrifie par: M.Robaine
Approuve par: T.Mokrane

NB/ La procdure signe est disponible au niveau de la Direction Qualit.

Le prsent document est la proprit exclusive de B&R-C.

Schedule Updating Procedure


B&R-C

1.

Code du document : DOP3000-PRC-011-0-03

Date :10 November 2003

Indice de revision: 0
Page 2 of 8

PURPOSE

This procedure documents the process by which the project schedule is updated and maintained
as a dynamic document in order to support the decision making of the Project Manager.
It supports the methods used to determine progress for Engineering, Procurement and
Construction works and identifies the steps taken to identify and evaluate deviations from the
schedule baseline, and for the preparation of reports to highlight such exceptions.
2.

APPLICABILTY

This process map establishes the standard for schedule updates on Engineering,
Procurement and Construction works for major projects in BRC.

3.

DEFINITIONS
VOWD - Value of Work Done. The value of the useful work done at any given
point in a project. Note: The budget may be expressed in cost or labour hours.
BCWP - Budgeted Cost of Work Performed (or Earned Value). The amount in
the budget to carry out the work performed
BCWS - Budgeted Cost of Work Scheduled. The amount of work we had
planned to have achieved by a certain date.
ACWP - Actual Cost of Work Performed. What it cost to carry out the work
performed.
PVN - Project Variation Notice

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Schedule Updating Procedure


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Code du document : DOP3000-PRC-011-0-03

B&R-C

Date :10 November 2003

ST

Additional Note

Decision

HSE HSE Alert

X X

Meeting (plus attendees)

RISK Business Risk

Process Measure

Local/Project Variation

END End

Activity Steps

Procurement

Involved in Activity

Engineering

Start

Cost/Commercial

Accountable for Activity

Planning

Client

Responsible and
Accountable for Activity

Project Management

Responsible
for Activity

Construction & Commissioning

Legend
R

ST

1.0

ENGINEERING SCOPE

1.1
1.1

Measure and evaluate physical


progress for each activity in accordance
with the methodology stated in the PEP.

1.2
1.2

Update the activities with percentage


completion and remaining duration

1.3
1.3

Download actual man-hours from


timesheet system.

PLANNING AND SCHEDULING


DOP3000-PRC-008-0-03

1.4 Input JV and / or design subcontractor


manhours into Project Control system.
1.5
1.5

Provide information as requested by


Cost/Commercial group.

1.6 Download revised forecast dates and


percentage completion to Cost system.
END
ST

2.0 PROCUREMENT SCOPE

2.1
2.1

Measure and evaluate physical


progress for each activity using the
Procurement Status Report Milestone
actvities.

2.2 Update the activities status with


percentage completion and remaining
duration
2.3 Download revised forecast dates and
percentage completion to Cost system.

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Schedule Updating Procedure


Code du document : DOP3000-PRC-011-0-03

B&R-C

Date :10 November 2003

Indice de revision: 0
Page 4 of 8

Responsible
for Activity

Responsible and
Accountable for Activity

Accountable for Activity

ST

Start

Involved in Activity
Additional Note

Decision

HSE HSE Alert

X X

Meeting (plus attendees)

RISK Business Risk

Process Measure

Local/Project Variation

END End

Activity Steps

ST

3.0 CONSTRUCTION SCOPE

3.1
2.1

P ro je c t M a n a g e m e n t
P la n n in g
C o s t/C o m m e rc ia l
E n g in e e rin g
P ro c u re m e n t
C o n s tru c tio n & C o m m is s io n in g
C lie n t

Legend
R

Measure and evaluate physical


progress for each activity, Assess
remaining duration of activities.

3.2 Update the activities status with


percentage completion and remaining
duration
3.3 Download revised forecast dates and
percentage completion to Cost system.

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Schedule Updating Procedure


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Code du document : DOP3000-PRC-011-0-03

B&R-C

Date :10 November 2003

ST

Additional Note

Decision

HSE HSE Alert

X X

Meeting (plus attendees)

RISK Business Risk

Process Measure

Local/Project Variation

END End

Activity Steps
4.0

PERFORMANCE EVALUATION

4.1
3.1

Analyse preliminary results, query


anomalies and apparent errors with
source provider. Adjust as necessary.

4.2
3.2

Perform analysis, prepare trends and


produce reports.

4.3
3.3

Identify occurring and potential


deviations from baselines and
suggestive corrective actions.

Procurement

Involved in Activity

Engineering

Start

Cost/Commercial

Accountable for Activity

Planning

Client

Responsible and
Accountable for Activity

Project Management

Responsible
for Activity

Construction & Commissioning

Legend
R

PROJECT FORECASTS
DOP3000-PRC-014-0-03

4.4 Issue reports to relevant project


personnel

4.5 Evaluate schedule deviations and take


corrective action.

4.6
3.6

Consolidate meeting decisions, issue


schedule exception list to relevant
managers and generate Project
Variation Notice (PVN).

CHANGE CONTROL
DOP3000-PRC-013-0-03

END

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Schedule Updating Procedure


B&R-C

Code du document : DOP3000-PRC-011-0-03

Date :10 November 2003

Indice de revision: 0
Page 6 of 8

NOTES
Note 1.1

For engineering and design scope, progress shall be based on the physical
completion of documents and drawings, together with an appropriate assessment
of engineering "thinking and calculation".
Work performed by BRC engineers shall be assessed from the information
provided in the Document Control System which is set up to provide predetermined % completions at various milestones of the production of each
document and drawing. Where work has proceeded beyond any milestone, but
not yet reached the next, an assessment of the additional agreed percentage may
be taken. However, caution must be taken not to overstate progress.
All sub-design contractors shall provide progress and other relevant information
as may be stipulated in contract documents based on a similar acceptable system.
Progress information is also used to calculate Earned Value (BCWP) which in
turn allows Productivity to be calculated - a strong tool in understanding
progress problems and in preparing Forecasts at Completion.

Note 1.2

A realistic assessment must be made of the remaining duration required to


complete each activity. This should not be seen, however, as an acceptance that
target dates will not be met, but to serve as a realistic assessment taking current
circumstances into consideration. Manpower histograms should be prepared
showing forecasted resourcing levels required and compared to originals.
All efforts must be undertaken to correct negative trends.

Note 1.3

The cost control system has a facility to download manhours and cost of
manhours from the timesheet system. Standard reports are available to compare
actuals with budgets and forecasts etc. Productivity calculations are prepared by
comparing actual manhours with earned manhours.
Productivity = Earned divided by Actual
Above 1.0 is considered good; under 1.0 not so good.

Note 1.5

The Cost/Commercial group must be given access to all necessary information on


actual manhours and costs, productivity factors, etc. to allow good cost forecasts
to be provided and for the reconciliation of Client invoices.

Note 2.1

BRC considers that progress must be based on actual physical progress and
quantities, whatever those quantities may be. It must not be based on % of time
expended, nor cost expended, nor manhours expended.
For each activity the total planned quantity of the items is determined

Note 3.1

BRC considers that progress must be based on actual physical quantities,


whatever those quantities may be. It must not be based on % of time expended,
nor cost expended, nor manhours expended.
Le prsent document est la proprit exclusive de B&R-C.

Schedule Updating Procedure


B&R-C

Code du document : DOP3000-PRC-011-0-03

Date :10 November 2003

Indice de revision: 0
Page 7 of 8

For each activity (usually at network level) the total planned quantity of the items
is determined. This may be a simple, singular unit such as m3 of excavation, in
which case measurement of what is completed is relatively straightforward.
Some items (most, in fact) will include various units such as m3 concrete, which
would include the formwork (m2) and reinforcement (tonne). In these
circumstances it is preferable to accept the major element as the unit of
measurement and make allowance for situations where for example, the
formwork alone is complete, e.g. 60% complete when all formwork done.
Alternatively, determine the % for formwork, concrete and reinforcement against
total for the network item (e.g. 50% formwork, 35% reinforcement, 15% pour
concrete).
This will provide a % complete for each activity based on current work content.
In this method, the principle is to ignore the procurement cost of materials and
concentrate on the work effort of labour.
Each item must then be weighted to identify its work content in relation to the
total scope for each sub-contractor (or element). Again, this should be assessed
on work content. The easiest method is for the contractor to provide his planned
manhours for each activity and from his standard quantity (i.e. manhours), the %
of each activity can be easily calculated.
The overall progress for the contractor is then a simple calculation of aggregation
of sum of each item % complete x weighting.
If the contractor is unable or unwilling to provide manhours, an assessment must
then be made by the BRC Management Team (in conjunction with the contractor,
if necessary) of the weighted value of each item to the total (expressed as %).
A further assessment needs to be made for the total construction effort by
determining the % of each contractor's scope against total scope. The resultant
calculation will give overall progress for construction.
It is anticipated that the measurement of large construction works shall be done
by the Quantity Surveyor (responsibility of the Cost Control) and he shall work
closely with the Planning Engineer in providing measurement data in order that
this can be translated to percentage completions for the necessary update of the
project schedules.
Cost and Planning personnel must therefore be in general agreement as to the
Value of Work Done (VOWD) and ensure that payments to sub-contractors do
not exceed this value.
Note 4.1

Preliminary results and anomalies could include items which show progress but
no actual costs (or vice versa), unrealistic progress or productivity or, in the case
of BRC engineering scope, incorrect booking of manhours.
All such items must be discussed and resolved prior to completion of the
reporting cycle and analysis.

Note 4.2

The resultant trend and analysis will form the basis for the preparation of the
schedule forecast which will include a comparison of earned value (BCWP) and
planned (BCWS).

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Schedule Updating Procedure


B&R-C

Code du document : DOP3000-PRC-011-0-03

Date :10 November 2003

Indice de revision: 0
Page 8 of 8

Note 4.3

In addition to identifying occurring deviations from schedule, the Planning


Engineer is expected to identify potential and likely deviations. The Planning
Engineer is also expected to make suggestions on what corrective action should
be taken to minimise current problems and negate potential schedule deviations.

Note 4.6

The preparation of the PVN is to provide the vehicle for any cost and / or
schedule deviation which may be as a result of Client instruction, in which case a
Variation Order shall be pursued.
If the deviation is caused by reason other than the Client instruction, the PVN is
raised to cover the additional internal costs for uncorrected trends.

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