Report

CORRIDOR PROJECTS CONSTRUCTION &
INSTALLATION BLANKET
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PLANNING & PROGRESS MEASUREMENT PROCEDURE ……………………….
Rev. A Page 1
PLANNING & PROGRESS MEASUREMENT PROCEDURE

CS42979 – CORRIDOR PROJECTS CONSTRUCTION &
KONSORSIUM PT SUCOFINDO EPISI – PT SUCOFINDO

TAHUN 2023
A IFR 01/08/2023
Construction Project
Prepared Approved
Rev Status Issue Date Reason for Issue Manager Manager
CONTRACTOR Approval MEDCO Approval
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LEMBAR KRONOLOGIS REVISI DOKUMEN

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REV DATE DESCRIPTION
A 01/08/2023 ISSUED FOR REVIEW
Daftar Isi
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1 Pendahuluan 4
2 Lingkup Pekerjaan 4
2.1 Definisi 5
3 Referensi 6
3.1 Project Planning and Scheduling 6
3.2 Progress Measuring 15
3.3 Project Cost Control 16
3.4 Project Reporting and Forecasting 17
4 Financial and Cost Control, Reporting and Cash Flow Forecast 26
4.1 Financial and cost control procedures 26
4.2 Cost Baseline 26
4.3 Monthly cost report 27
4.4 Monthly Progress Report 28
4.5 Financial and cost control procedures 28
5 INVOICING 28
5.1 Original invoice 28
5.2 Draft copies of invoices (Performa invoice) 29
5.3 Value added tax (VAT) 29
5.4 First Invoice 29
5.5 Evaluation and verification 29
5.6 Final Lien 30
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1 Pendahuluan
Dokumen ini merupakan spesifikasi standar yang berlaku untuk Proyek CORRIDOR
PROJECTS CONSTRUCTION & INSTALLATION BLANKET, dan dikendalikan oleh
Project Manager. Dokumen tidak boleh diubah atau direvisi tanpa ditinjau dan
disetujui oleh Instansi Teknis yang ditunjuk untuk spesifikasi standar ini. Revisi dan
tambahan pada spesifikasi standar ini harus disetujui oleh Project Manager Proyek
CORRIDOR PROJECTS CONSTRUCTION & INSTALLATION BLANKET. Setiap
penyimpangan dari spesifikasi standar ini dan pemeliharaannya harus mengikuti
dokumen 02.1-4. Appendix A1.4 - Report, Documentation and Project Control.
2 Lingkup Pekerjaan
Sistem kontrol proyek Kontraktor dikembangkan dan ditetapkan untuk memastikan
perkiraan yang akurat, perencanaan, penjadwalan, penganggaran, pemantauan,
pengendalian dan pelaporan pelaksanaan pekerjaan berdasarkan Kontrak.
Dokumen ini membahas elemen kunci berikut dan didasarkan pada:
• Work Breakdown Structure (WBS) dan Cost of Account
• Schedule Development dan Control Plan; harus mencakup semua bidang
penting dari schedule development and control.
• Progress Measurement system untuk mengukur dan melaporkan kemajuan fisik
untuk semua aktivitas dan hasil Layanan yang dapat diidentifikasi
• The basic cost control; harus merupakan perkiraan biaya terperinci yang
mencakup seluruh cakupan layanan, didukung oleh perincian lengkap dan tarif
satuan.
• Dasar Manajemen Perubahan Sistem dan bagaimana perubahan akan
diidentifikasi, dilacak, dikendalikan dan dipantau
• Progress Reporting, Analysis and forecasting yang akan diterbitkan dalam
Persyaratan Pelaporan Mingguan dan Bulanan Proyek
• Invoicing and Payment Procedure; mengatur mekanisme penagihan selama
pelaksanaan pekerjaan.
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• Close out report yang harus disampaikan setelah selesainya Pekerjaan,

Progress Meeting yang akan diadakan secara Mingguan dan Bulanan.
2.1 Definisi
Term Definition
Company Medco E&P Grissik Ltd.
Kontraktor Konsorsium PT. SUCOFINDO EPISI – PT. SUCOFINDO
Pabrikan Produsen peralatan utama, dan atau komponen
MIGAS Direktorat Jendral Minyak dan Gas Bumi
Spesifikasi Proyek Spesifikasi yang dirujuk khusus untuk Proyek
Project Data Lembar Data yang Direferensikan khusus untuk Proyek

Sheets
Pembeli Orang yang bertanggung jawab atas pengadaan peralatan, bahan

dan atau jasa
Standard Spesifikasi Teknis Standar untuk Proyek

Specification
Vendor Perorangan, perusahaan, firma, pabrikan, atau perakit yang

merupakan pemasok bahan, pasokan, dan/atau layanan kepada
Pembeli.
Work Adalah pengawasan, administrasi, tenaga kerja, material,

transportasi, perbekalan, perkakas dan kegiatan yang diperlukan
untuk memenuhi persyaratan Spesifikasi dan Kontrak Proyek
Perusahaan.
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3 Referensi
Prosedur dan catatan panduan lain yang memiliki hubungan, dan digunakan
bersama dengan Rencana Pengendalian Proyek meliputi:
No Nomor Dokumen Judul

1 Contract, Exhibit A Scope of Work
2 Contract, Exhibit B Compensation
ID-G-BU-YY0-PRO-GN-00- Contractor Planning and Scheduling
3
0010 Requirements
ID-G-BU-YY0-PRO-GN-00- Contractor Progress Measurement
4
0011 Requirements
ID-G-BU-YY0-PRO-GN-00- Work Breakdown Structure (WBS)
5
0012 Procedure
ID-G-BU-YY0-PRO-GN-00- Contractor Project Control Reporting and
6
0013 Progress Meeting Requirement
4 Project Planning and Scheduling

4.1 Work Breakdown Structure
Struktur WBS harus disampaikan kepada kontraktor dalam undangan untuk
mengajukan penawaran, dan akan menjadi bagian dari kontrak sebagaimana
ditunjukkan dalam dokumen Bukti Kontrak Kontrol Proyek. Kontraktor diharapkan
membuat WBS dan memberi kode pada semua elemen biaya dan menjadwalkan
aktivitas dengan Struktur Perincian Pekerjaan yang disetujui pada tingkat yang
disyaratkan.
Kontraktor harus dapat secara konsisten mengimplementasikan WBS yang disetujui
ke level terendah yang ditentukan kontrak termasuk memetakan paket pekerjaan
kontrak kembali ke WBS Kontraktor yang diminta untuk memfasilitasi penyelesaian
penutupan akhir. Kemajuan WBS harus dipantau, diukur dan dilaporkan secara
akurat dalam semua laporan formal yang dikeluarkan untuk Medco E&P Grissik Ltd.
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Struktur Perincian Pekerjaan Yang Dikembangkan Terdiri Dari 5 Level Sebagai

Berikut :
a. Level 0 - Ini adalah tingkat tertinggi dari struktur yang akan roll up oleh
kontraktor. Ini akan cocok dengan Level 2 (Level Sub Proyek) atau Level 3 (Level
Komponen) yang digunakan oleh PMT Medco E&P Grissik Ltd tergantung
bagaimana proyek tersebut dipecah.
b. Level 1 – Engineering (ENGI), Procurement (PROC), Fabrication (FABR),
Construction (CONS), Transportation (TRAN), Installation (INST), and Hook up
and Commissioning (COMM).
c. Level 2 - Perincian lebih lanjut dari level 1 menjadi layanan teknik dan bidang
konstruksi langsung dan tidak langsung. Pengadaan juga dipecah menjadi
peralatan utama dan material curah.
Perincian lebih lanjut dari WBS Level 1 yang akan diinduksi di Level 2 adalah,
namun tidak terbatas pada, sebagai berikut:
1) Project Management and Administration (PMAA)
2) Engineering (ENGI)
3) PMT & Other (PMTO)
4) Procurement Services (PROS)
5) Home Office Staff (HOSF)
6) Home Office Expenses (HOEX)
7) Procurement (PROC)
8) Major Equipment (MAEQ)
9) Bulk Material (BLMT)
10) Other Material Related Cost (OMRC)
11) Construction (CONS)
12) Direct Field Cost (DFCT)
13) Subcontract (SUBC)
14) Construction Management (CONM)
15) Indirect Cost (IDCT)
16) Mechanical Completion (MECP).

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17) Handover (HAOV).
18) Provisional Acceptance (PRAC) and

19) Final Acceptance (FIAC)
e) Level 3 - Discipline/Craft
Perincian lebih lanjut dari Level 2 ke dalam disiplin dan kerajinan khusus untuk
Rekayasa (RK) dan Konstruksi (CN), Pengadaan dipecah menjadi jenis
Peralatan dan bahan Curah ini selanjutnya dipecah menjadi berbagai jenis
bahan.
f) Level 4 - Deliverables
Engineering deliverables, paket konstruksi, dan perincian pengadaan lebih lanjut.
Direkomendasikan untuk mengembangkan spreadsheet Excel yang detail (mis.
Master Deliverable Register, cutting sheet, dan sebagainya) untuk
menyederhanakan WBS kontraktor, mempertahankan pengertian perencanaan,
dan memeriksa cadangan kemajuan aktivitas. Kebijaksanaan Company untuk
memutuskan apakah proyek perlu memantau substruktur kontraktor setelah
Level 4
Struktur di atas dapat digunakan untuk proyek dengan satu kontrak.
4.1.1 Persyaratan WBS Minimum untuk Tujuan Perencanaan
WBS harus dikembangkan untuk semua fase proyek. Untuk fase proyek saat ini,
Struktur Perincian Pekerjaan harus dirinci sampai tingkat yang sesuai. Untuk fase
proyek mendatang, Work Breakdown Structure memiliki persyaratan minimum untuk
setiap fase proyek untuk tujuan perencanaan, seperti yang dijelaskan dalam
Lampiran C dan D. Idealnya, tingkat WBS untuk perencanaan dan biaya harus
diselaraskan dengan tingkat Perincian Aktivitas Standar.
4.1.2 WBS Code

Setiap level WBS dikodekan dengan WBS SAP Mask. Masker WBS SAP Company
memungkinkan 24 digit termasuk titik “.”, dan tingkat yang diamanatkan dari
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Perincian Aktivitas Standar akan menjadi bagian dari masker SAP WBS. Contoh
format ditunjukkan pada tabel di bawah ini:
WBS Level WBS Mask

Level 0 (Project Master Schedule) CTR
Level 1 (Project Phase) CTR.XXXX
Level 2 (Sub-Project) CTR.XXXX.NNNN
Level 3 (Component) CTR.XXXX.NNNN.YY.ZZ.PP
Level 4 (Standard Activity CTR.XXXX.NNNN.YY.ZZ.PP.QQ
Breakdown)
Level 5 (Sub-Activity) CTR.XXXX.NNNN.YY.ZZ.PP.QA
Character 1 to 3 (CTR) diisi dengan nomor kontrak proyek, tunggal. Semua proyek
dimulai dengan “CTR” pada Level 0, yang secara jelas membedakan struktur rincian
proyek dari struktur rincian proyek lainnya. "CTR" tidak boleh digunakan kecuali
untuk WBS level tertinggi untuk proyek.
Character 5 to 7 (XXX) are used to identify the year in which the project starts.
Character 9 to 12 (NNNN) are used to identify the project name; the project name
acronym is used here.
Character 14 and 15 (YY) on level 1 are used to identify the project phase, and it
can also be used to differentiate whether a project cost is treated as expense or as
capital (DN, AP and SL are treated as expense; DF and EX are treated as capital):
Character 17 and 18 (ZZ) on level 2 are used to identify the project’s Sub-Project
or Process Unit/Area (PU).
Character 20 and 21 (PP) on level 3 are used to identify the project’s Components.
Character 23 and 24 (QQ) on level 4 are used to identify the project’s Standard
Activity Breakdown. Character 23 and 24 (QA) on level 5 are used to identify the
project’s Sub-Activity. These last two characters on level 5 will be a combination of
number and alphabet, whereas the “Q” will be replaced by a number, and the “A” will
be a sequential of alphabet (starting from A, B, C, and so on, sequentially for each
different sub-activity).
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A graphical display of these WBS mask structure, both for onshore and offshore,
are attached in appendix E of this procedure
4.1.2.1 WBS Creation and Modifications

Seiring kemajuan proyek dan metode pelaksanaan untuk fase selanjutnya
didefinisikan dengan lebih baik, mungkin ada kebutuhan untuk membuat WBS baru
untuk fase berikutnya atau memodifikasi WBS yang disetujui. Modifikasi WBS kecil
hanya memerlukan persetujuan dari Project Control Manager / Coordinator. Untuk
membuka WBS untuk fase proyek baru atau modifikasi WBS apa pun yang
disebabkan oleh perubahan strategi kontrak, modifikasi rencana eksekusi, dan
penyesuaian ruang lingkup memerlukan persetujuan Manajemen Proyek. Proses
pembuatan WBS telah dilampirkan pada Lampiran F prosedur ini
4.1.2.2 Schedule Requirements (CPM Technique)

Kontraktor dan Subkontraktor harus menggunakan perangkat lunak
Primavera/Microsoft Project versi terbaru yang tersedia pada Tanggal Efektif atau
versi yang disetujui oleh Perusahaan. Penggunaan perangkat lunak perencanaan
dan penjadwalan lain dapat dipertimbangkan tetapi harus tunduk pada persetujuan
tertulis sebelumnya dari Perusahaan.
Kontraktor dan Subkontraktornya harus mengikuti praktik industri terbaik dalam

mengembangkan dan memelihara jadwal yang diperlukan, termasuk yang berikut:
• Tidak ada aktivitas yang terbuka (one start, one finish). Hindari
menggunakan logika SF (Start Finish).
• Minimal penggunaan start constraints
• Minimal penggunaan expected finish constraints
• Tidak ada constraints yang mengesampingkan logika
• Tidak ada lag negatif
• Tidak ada jeda yang berlebihan, sebagai panduan, jeda 4 minggu atau lebih
akan diputar ulang dengan satu aktivitas lagi
• Konsistensi dan kejelasan deskripsi aktivitas di seluruh jadwal
• Konsistensi logika sepanjang jadwal
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• Deskripsi aktivitas unik dan spesifik yang mendefinisikan tugas dengan jelas
• Penggunaan logika yang dipertahankan sebagai kebalikan dari progres override
• Persen selesai berdasarkan jam kerja yang diperoleh dan bukan durasi aktivitas
• Semua aktivitas diberi kode WBS yang sesuai
• Sumber daya dimuat per perkiraan (semua aktivitas yang membutuhkan upaya)
• Setiap kegiatan harus memiliki durasi yang wajar dengan tingkat kerincian
jadwal, terukur dan berbasis estimasi
• Penyisihan untuk liburan yang diamati di lokasi teknik dan Lokasi
• Minimalkan jumlah kalender berbeda yang digunakan
• Tidak ada negatif float paths di Baseline Schedule
Penggunaan CPM oleh Kontraktor sangat diperlukan untuk jaminan integritas

jadwal. Secara umum, Kontraktor harus mengembangkan dan menggunakan
jadwal CPM yang mengandung logika yang masuk akal dan menyeluruh dan yang
secara konsisten mencerminkan status Pekerjaan yang sebenarnya.
Persyaratan yang ditetapkan di sini berlaku untuk Kontraktor dan semua

Subkontraktor. Kontraktor harus memastikan dan menegakkan kepatuhan
terhadap persyaratan tersebut oleh semua Subkontraktornya.
Kontraktor harus menyampaikan informasi yang diperlukan (secara keseluruhan

dan dalam format WBS) untuk digunakan Perusahaan dalam memantau integrasi
biaya dan jadwal Kontraktor. Pendekatan Kontrol Proyek terintegrasi ini adalah
praktik kontrol standar untuk memastikan integritas data Kontraktor dan
memberikan peringatan dini tentang pengecualian biaya dan jadwal.
Semua dokumen perencanaan, penjadwalan, dan pengukuran kemajuan yang

dikembangkan oleh Kontraktor berdasarkan Bukti ini harus diberikan kepada
Perusahaan dalam format file PDF dan asli jika diminta oleh Perusahaan.
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Setelah Persetujuan Jadwal Dasar dan setiap tiga (3) bulan setelahnya,
Perusahaan dapat, atas kebijakan Perusahaan sendiri, melakukan audit jadwal
yang memastikan kepatuhan terhadap Exhibit F. Kontraktor harus menanggapi
temuan audit dengan cermat dan memperbaiki ketidaksesuaian atau tindakan
korektif diidentifikasi dalam waktu empat belas (14) Hari.
4.1.3 Planning and Scheduling Levels

Untuk mencapai integrasi yang teratur untuk data jadwal Proyek, tiga (3) Tingkat
Jadwal yang ditetapkan dibuat di bawah ini. Ketiga level ini akan berada dalam
satu database dan setiap level harus dapat digulirkan ke atas atau ke bawah ke
level detail berikutnya dengan mempertahankan tanggal dan float yang sama. Data
Level 4 dan 5 dapat berada dalam sistem yang terpisah, tetapi harus diatur
sedemikian rupa sehingga dipetakan ke data jadwal level 3.
Level 1 Schedule - Schedule akan menentukan the major milestones (Termasuk

semua payment milestones) and major Work elements.
Level 2 Schedule - This schedule provides a breakdown of the Level 1 schedule

into engineering disciplines, construction crafts, major equipment groups, and bulk
material groups.
Level 3 Schedule - The Level 3 schedule is a further breakdown of the Level 2

schedule and shall provide details of engineering deliverables, construction
packages for each craft, and procurement package activities, including the work
steps to complete the deliverables. The level of detail of the activities and the logic
sequences shall be approved by Company.
Level 4 and 5 Data - Contractor's detailed Level 4 and 5 schedule data can be
defined as the supporting documents to the schedule (i.e. Progress
measurement system, procurement status report, drawing registers/logs, any tool
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or document that provides status of deliverables and supports the Level 3 schedule
in duration and status).
In recognition that a complete description of schedule level is difficult to capture,

schedule detail shall be defined by Contractor and shall be subject to written
approval by Company prior to the development of the schedule at each level.
4.1.4 Project Schedule Control

Throughout the life of the Project, planning and schedule control work is done in
parallel with monitoring the overall work. Scheduling means the manner and
sequence in which work activities are to be performed. Once the schedule is set
up, this provides a planning and schedule plan mechanism against which
performance is measured.
The Project schedule will identify various operations for sequential

execution which to be optimized. Schedule control; therefore ensure that project
execution is accomplished according to the established schedule and within the
Contract Value.
Physical Progress Control
Controlling the schedule also means monitoring progress against the time scale,
hence it can be done by comparing actual progress achieved against the
planned progress which is usually delineated by a planned progress 'S'-curve.
This 'S'-curve can be derived from the Project Master Schedule by plotting
percentage complete (by man-hour or by cost basis) over the elapsed time for the
project. Once the actual physical progress for a certain period is calculated, it can
be plotted on the planned progress 'S'• curve. Contractor also will calculate the
forecasted progress for the next period until end of project and plot this in the S -
Curve.
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The overall physical progress of the total project is calculated from the average
status of all defined project activities. In doing this, each activity has to be
weighted for its share of the total project. The 'weight factor' is determined by the
allocated cost used to accomplish the task. By multiplying the 'weighted value'
and the progress percentage of the activity, 'Earned Value' of the task which is
the activity's contribution to the overall progress, can be determined. Progress
percentage of activity is calculated with referring to rules of credit which is agreed
by Company for the project.
Contractor shall provide the progress measurement calculation in native file format
no later than 2 working days after the cut-off date for weekly and 5 working days
after the cut-off date for monthly update.
Controlling Critical Activities

When monitoring the schedule, it is best to closely track the activities that are on the
critical path. If a critical item slips, they can cause some of the near-critical activities
to be late. If the numbers of critical items rise significantly, the project must be
rescheduled and this leads to a slippage on the original completion target. Thus,
monitoring critical activities should be done at since the early stage of the project
because getting behind schedule at an early stage will substantially cause the delay
on the rest of the activities. For non-critical activities, Contractor will monitor the float
based on updated schedule on weekly basis.
Controlling Engineering Schedule
All the engineering documents and drawings associated with each schedule
activity will be monitored and reviewed on daily basis by the Document Controller.
The man-hour estimate, manpower assignment and productivity tracking become
project control major areas.
Rules of credit and how to measure Engineering Progress are described in
Document No. ID-G-BU-YYO-PRO-GN-00-XXXX (Contractor Progress
Measurement Requirement).
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Controlling Procurement Schedule
All the requisitions and purchase orders associated with each schedule activity
will be monitored and reviewed by Buyer and Expediter. In the same manner,
Expediter will control and monitor the status of engineered equipment and
materials against the planned target schedule.
Rules of credit and how to measure Procurement Progress are described in
Document No. ID-G-BU-YYO-PRO-GN-00-XXXX (Contractor Progress
Measurement Requirement).
Controlling Construction Schedule
The Construction progress data will be collected by Schedule Controller at Project

using daily work progress reports. The daily progress data reports are summarized
to report the weekly and monthly construction progress by area, work discipline and
Subcontractor.
Rules of credit and how to measure Construction Progress are described in
Document No. ID-G-BU-00000-00000-XXXX (Contractor Project Progress
Reporting Requirement).
4.2 Progress Measuring

All progress measurement activities will be carried out in accordance with:
Document Progress Measurement Procedure (Doc ID-G-BU-YYO-PRO-GN-00-
XXXX)
The schedule details all the activities required to execute the work in order to
achieve the defined project deliverables and milestones and is developed based
upon the agreed scope of Work, WBS, and Cost of Account Structure.
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To enable measurement of progress each deliverable I activity will be assigned

weighting. Progress of the activity multiplied by its weighting will determine its
earned value contribution with respect to the overall Project.
Weighting allocation for all the deliverables I activities at all levels will be based on
the Work Breakdown Structure (WBS), shown and described in Document No. ID•
G-BU-00000-00000-XXXX
4.3 Project Cost Control
Project Cost are consist of Cost of total spent of Man Hours, Cost of
Equipment and Permanent Material, Cost of Sub-Contractor work (can
illustrated by spent of man hours), Cost of Construction equipment, and others
cost project supporting facilities such as cost of non-technical aspect for
security of the project, etc.
The control of the project cost in related to the Man-hour consumption for the
project execution, are follows:
o Engineering man-hour, including of man hour for Project

Engineer, Lead Engineer, designer, PDMS Engineer, draft man,
Document controller, Document reproduction Clerk, Engineering
secretary, etc.
o Home Office Project Management Man hour cost, including Project
Manager, Site Manager, Engineering Manager, Project
Control Manager, Project Management staff, Project Accounting
Staff, office timekeeper, etc.
o Construction supervision Man hour, including Construction
Manager, Field Key personnel, Field Administration, Field time
keeper, Clerks, Secretary, etc.
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o Direct Hire Field Labor Man hour cost, including Craft I Labor,
Helper, Foreman, etc.
Cost of Account
Cost of Account (COA) is a coded index of project cost, resources and

activity category that are attached to the WBS lowest level.
Contractor will report the expended project cost as per Cost of Account
on monthly basis. Monthly Cost report will be embedded in Monthly
Report.
4.4 Project Reporting and Forecasting

Progress reporting and forecasting (for each EPC work phase) with metrics are
typically used in reporting engineering, procurement, and construction.
Contractor will issue periodical reports covered all activities in this project for
Company information on the status of the project.
4.4.1 Daily Progress Report & Planning

Every evening before 6 PM, Contractor shall prepare and submit Daily Progress
Reports & Planning for all site activities for review and acceptance by Company.
The following are offered as minimum requirement:

1. Reporting Period: Date and Time
2. General:
Location and weather
Permit To Work (PTW)
Personnel on Board (POB)
3. HSE :
Man Hours report incident / Near miss report
HSE improvement / Positive reinforcement
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HSE Achievement (i.e. HSE Induction, training etc.)

4. Site Documentation: Site query, NCR, Site Instruction, PTW
5. Resources Manpower (Jakarta & Site)
6. Light Vehicle and Heavy Equipment
7. Site Construction Activities Today Activities Next day Plan
8. Tools & Equipment (availability report)
9. Material: Received Rejected Unavailable Damage
10. Work accomplishment for this period
11. QA/QC
12. Area of Concern
13. Photograph
4.4.2 Weekly Progress Report

Within seven (7) calendar days of the Effective Date, Contractor shall present a
draft weekly report for review and acceptance by Company. The cut-off date is
close of Business Sunday on each week.
Contractor shall submit to Company every Tuesday before 4 PM, its weekly
progress report which shall include, but not be limited to, the following items
and may improve during the project execution upon Company request.
1. HSE overview I HSE Statistic Report (including info on safety inspections
and reporting of incidents)
2. A summary narrative report on work completed during the reporting period
3. A listing of key activities planned for the next reporting period
4. Planned and actual progress (Productivity I Progress Summary) :
o Level 2 schedule (and Detailed Engineering Schedule as appropriate)
showing status at cut-off by means of a front line.
o Planned and actual progress percentages (reporting period and cumulative).
o Explanation of any schedule delays and planned recovery action.
5. Work Activity :
o Engineering
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o Procurement
o Construction and Sub construction
o Project Control
o QA/QC
6. Any critical items
7. Areas of concern (i.e. nature of problem, work activities affected, potential
impact if not corrected, mitigating action being taken and recommended action,
estimated time to bring affected activities back on schedule)
8. Manpower Histograms (Plan and actual)
9. Status of subcontracting
10. Status of procurement (Procurement Master Schedule)
11. Quality control - QA/QC (status of defects and non-conformances)
12. Engineering Deliverable List Status.
13. Temporary Facility Progress.
14. Construction Progress.
15. The weekly report shall be discussed at the weekly progress meetings between
Company and Contractor.
16. For further weekly reporting requirements refer to Specification No. ID• G-BU-
YYO-PO-GN-00-0013- "Contractor Project Progress Reporting
Requirements".
17. Photograph.
4.4.3 Monthly Progress Report

Within fourteen (14) calendar days from the Effective Date, Contractor
shall submit a draft of the monthly report format for Company review
and comment. Contractor shall incorporate Company's comments and
start using the format from its first monthly report. Company reserves
the right to require Contractor to revise the format or content any time
thereafter. Contractor shall submit to Company the monthly progress
report on last working day of the month (cut-off at 24:00 hrs. on 25th of
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the Month) for Company review and comment. Contractor shall edit the
report or incorporate comments therein as may be required by
Company and issue the report immediately thereafter. The monthly
report shall include, but not be limited to, the following items and may
improve during the project execution upon Company request.
A. HSE Overview (including info on any incidents, initiatives and safety

inspections)
B. General Narrative
1) Highlights of Contractor's activities during the reporting
period including a report on Milestones achieved
compared to those planned.
2) A narrative report for each Site on activities progressed and I or
completed during the reporting period for each active phase of
Work i.e. project management, engineering,
procurement, construction etc. The report should compare
Work accomplished during the period with Work planned for the
period.
3) A narrative report for each Site on activities planned for the next
period for each active phase of Work i.e. Project management
engineering, procurement, fabrication, construction etc.
C. Contract Schedules
1) Bar charts of all schedule levels status, updated as at the cut-off
shown by means of a data date. Schedules should show as a
minimum the activity description, forecast early start, forecast
early finish, remaining duration and total float in the column
area and the activity early bar, baseline bar and float bar in the
bar area.
2) Criticality Reports.
3) Activity Listings.
Doc. No :
Rev. A P a g e 22
4) 30-Day Look Ahead Plan.

5) Narrative of schedule accomplishments and concerns.
6) Description of current schedule changes. D.
Progress
1) Progress tables for Level 1, Level 2 and Level 3 activities
showing planned and actual progress percentages for the
reporting period and cumulative.
2) Progress S-curves (overall, phase, discipline, subcontract and
work product) showing target, actual and forecast progress.
3) Narrative on significant variances to the planned progress and a
report on any areas of concern affecting the progress (including
poor productivity).
4) Narrative mitigation plan on the significant variance.
5) Progress and Status of the Contract Administration items per
Appendix 1 - Contract Administration table of this Exhibit F.
E. Manpower I Capacity
1) Changes in Contractor's Contract organization.
2) A labor productivity report, by engineering discipline or
construction craft, showing budget man-hours, earned man-hours,
actual man• hours, schedule performance index (SPI), cost
performance index (CPI) and forecast man-hours.
3) Summary table of the project manpower by each Site and
discipline.
4) Manning histograms planned vs. actual and earned by phase,
discipline and subcontract
5) The Manpower Projection Plan in the form set out in Appendix 3.
6) A comparison between the total number of personnel actually
engaged on the Work and the number planned for the reporting
period. This comparison shall be presented in a tabular format
that highlights specific discrepancies by Site at discipline and
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Rev. A P a g e 23
craft I trade level, and shall include a narrative explanation of

discrepancies between planned and actual manpower levels.
7) A-month look-ahead capacity and workload histogram for each
Site, including those of Suppliers and Subcontractors, divided per
discipline/craft/trade.
F. Procurement
The reports will be in tabulated form and will cover all equipment and
materials with planned, forecast and actual dates for:
1) Requisition/Purchase Order number
2) Equipment/Material description & compliance with PMFL
3) COPI approval points in accordance with the contract
requirements (vendor lists, awards etc.)
4) Issue of bids
5) Receipt of bids
6) Bid Analysis
7) Issue request for approval to COPI (if required)
8) Issue of orders and/or amendments/changes
9) Supplier drawing reviews
10) Spare parts recommended lists
11) Inspection and expediting activity
12) Shipping status
13) Required on-site date
14) PO closeout date
15) Local Content Achievement report actual against local content
commitment in the contract)
16) Master lists status report (if any)
Separate monthly reports will be prepared for Expediting,
Inspection and Logistics, as required.
In addition, a separate exception report will be prepared on a
monthly basis with the lists of activities which have not been
Doc. No :
Rev. A P a g e 24
completed as planned, providing reasons for slippages, any

consequential impact and proposed remedial action.
G. Subcontracting Status report on subcontracting.
H. Interfaces
1) Narrative report on interfaces including areas of
concern/constraints.
2) Interface Register.
I. Document Register
1) A summary table giving the number of documents at each
milestone in the production of engineering deliverables for
each Site and discipline (actual versus planned).
2) Document Register, updated as at the period cut-off showing, as
a minimum, the planned and actual dates for each milestone in
the production of engineering deliverables i.e. start IDC, issued to
Company for review, issued to Company for approval and issued
AFC. For additional requirements refer to Specification No. ID-
G• BU-00000-00000-01128- “Contractor Project Progress
Reporting Requirements".
J. QA/QC
1) Quality assurance and quality surveillance activities
performed during the reporting period.
2) Quality assurance and quality surveillance activities planned for
the next reporting period.
3) Internal and external audits performed during the previous
month and those planned for the current month in accordance
with the month look ahead detailed quality audit schedule.
4) Repair/rectification statistics relative to inspections made and
Work performed on fabricated and manufactured items. This
applies also for Contractor's inspections at Subcontractor and
Supplier Sites.
Doc. No :
Rev. A P a g e 25
5) Tabulation of identified nonconformance (NCR) items which may

or will affect the final design or product and the status of
corrective actions taken.
K. Cost Report
Contractor shall include a cost report and a cash flow forecast in the
Monthly Report.
L. Certification
Status on third party certification (general progress, any issues
and certificates issued).
M. Local Content
Report on the Indonesian local content of the Work showing
the planned, committed, achieved and forecast values of
Indonesian local content (for lump sum, estimated sum and total
work scope). Specific information shall be given on the use of
Indonesian Subcontractors, Suppliers and Services.
N. Site Queries I Technical Queries
Site and Technical query status report giving queries raised,
resolved and pending.
0. Photographs
Photographs (color) including a brief write-up for each photograph
showing progress of the Work.
P. Safety, Health, Environment
Contractor shall include a safety report in the Monthly Report which
shall be in full conformance with the HSE reporting requirements
set out in this Contract. The safety report shall contain the following
data for Contractor, Supplier and Subcontractor personnel
performing Work during the report period, by each Site
(categorized as shown below), and showing cumulative totals since
the Effective Date:
a. hours of exposure (hours worked);
b. treatment cases and deaths;
Doc. No :
Rev. A P a g e 26
c. restricted workday cases;

d. lost time incidents;
e. incidents classified as "near misses";
f. occupational illnesses; and
g. Recordable incident frequency rate.
The report shall be on "Leading Metrics". The report shall also
include a reference to:
a. all the major safety activities and events occurring during
the reporting period, and
b. any lost-time accidents, or incidents, or "near misses"
in the reporting period;
c. directives changing work practices, procedures, or design,
based upon lessons learned from experience. HSE Meeting
Schedule :
Contractor shall arrange schedule Safety meeting at site
weekly and monthly safety meeting, Daily tool box meeting
will conduct every day before start work.
Q. Change Order/ Change authorization Register and Deviation Notice
Contractor shall include a change order register and deviation
notice register with the status of changes and deviation
R. Risk Register
Contractor shall provide summary of project risk register including
its mitigation plan.
The monthly report shall be discussed at the weekly progress
meetings between Company and Contractor.
For further monthly reporting requirements refer to Specification No.
ID-G-BU-00000-00000-01128 - "Contractor Project Progress
Reporting Requirements".
S. Photograph
Doc. No :
Rev. A P a g e 27
4.4.4 Look-Ahead Schedules
Contractor shall provide 30 Day and 90 Day Look-Ahead Schedules as

described in Specification no. ID-G-BU-YYO-PRO-GN-00-001 O,
"Contractor Planning & Scheduling Requirements". The look-ahead
schedules shall be consistent with the information shown in the current
Contract Schedule but providing more detail (if necessary).
4.4.5 Project Close-out Report

Contractor shall submit to Company within thirty (30) Days of achieving
Provisional Acceptance, a Work Control Close-Out Report containing
as a minimum, the following:
A. a narrative of the execution of the engineering, procurement,
fabrication, installation, and completion/commissioning activities,
any deviation from Baseline Schedule and Contract schedule shall
be explained, and the general impact of each major deviation shall
be reported in the form of lesson learned. Contractor shall highlight
positive and negative experiences, and the potential areas of
improvement.
B. Man - Hours and HSE Statistics
C. "as-built” Contract Schedule (including manpower histograms and S
curves);
D. "as-built" Detailed Engineering Schedule;
E. "as-built" Procurement Milestone Schedule; and
F. "as-built" Document Register.
G. Vendor performance reports.
H. Final cost statement (including breakdown of all Change Orders).
The draft of Final cost statement shall be submitted to Company 90
days after Effective Date
Doc. No :
Rev. A P a g e 28
I. Quantity data base with budgeted and actual man-hours, installed

units and weight information
J. Asset register report
5 Financial and Cost Control, Reporting and Cash Flow Forecast
5.1 Financial and cost control procedures

Contractor shall implement acceptable financial and cost control
procedures to ensure:
a. Contractor maintains proper internal checks and financial control of all
transactions under this Contract and that invoicing is reliable and accurate.
b. Contractor maintains an acceptable cost control system that takes into account
the breakdown of the Contract Price, the Contract requirements concerning
Changes, control of Day works and provides for accurate cost reporting and
forecasting.
c. Incorporation of and compliance with Company's code of accounts.
5.2 Cost Baseline

Contractor shall establish the cost control system according to this Exhibit based
on the Company WBS structure. A comprehensive description of the cost control
system will be submitted as part of the Project Controls system description
submittal. Contractor's cost control system shall be an integrated system that
includes the following: cost baselines, change management process, cost and
quantity tracking system, earned value management, cost forecasting process,
cost reporting process, spend profiles and invoicing process. The cost control
system shall interface with the Project scheduling software to allow for transfer of
earned value information.
Contractor shall develop cost baselines and submit to Company within thirty (30)
Days after the Effective Date. A cost baseline spreads the original Contract Price
over the duration of the Project according to Company WBS, approved Baseline
Schedule, Payment Milestones (if any) and approved staffing plans. It is a time•
Doc. No :
Rev. A P a g e 29
phased budget that shall be used as a basis to measure, monitor, and control cost
performance of the Project.
5.3 Monthly cost report

Contractor shall submit a monthly cost report in a format and content to be agreed
between Company and Contractor. The cost report shall be included in the
Monthly Progress Report as defined in Section 8.5 the cost report will include as
minimum, but not be limited to the following items and may improve during the
project execution upon Company request.
a. Overall cost summary report (showing values for budget, approved Changes,
pending Changes, commitments against Estimated Sums forecast and invoiced
etc.).
b. Value of Work Perform (VOWP) shall be determined based on cost for
completed Work and for partially completed Work for which progress credit
has been earned based on the agreed progress measurement system up to an
agreed Cut-off Date.
c. For Estimated Sum, a monthly cost report containing the original cost baseline,
approved Change Orders, current cost baseline, commitments to date, Value of
Work Done, forecast final cost, forecast variance from prior period with
forecast variance explanation
d. For Lump sum or unit price Work, a monthly cost report containing the original
contract value, approved Change Orders, current contract value, Value of
Work Perform, forecast final cost and forecast variance from prior period with
forecast variance explanation.
e. A cash flow report reflecting actual. The cash flow forecast shall be for the
duration of the Contract and shall be broken down into the major elements of
the Contract Price, showing invoiced and payment past, current and projected
Cost incurred to date and forecast cost to complete the Work by month for each
WBS element containing forecast cost.
Doc. No :
Rev. A P a g e 30
5.4 Monthly Progress Report

Contractor shall provide on a monthly basis (and include in the Monthly Progress
Report as defined in Section 8.5) a rolling cash flow forecast in a format and
content to be agreed between Company and Contractor. The cash flow forecast
shall take into account approved Change Order Authorizations, planned
progress of the Work, planned achievement dates of Payment Milestones and
the retention and payment terms of the Contract as may be applicable.
Contractor shall implement an Earned Value (EV) Tracking System for the Work.
5.5 Financial and cost control procedures

Contractor shall submit project specific financial and cost control procedures and
proposed formats for monthly cost report and cash flow forecast, cost baseline,
change tracking system for Company review and acceptance within fourteen (14)
Calendar days from the Effective Date.
6 INVOICING
Reference to General Terms & Conditions, Clause 7 and Exhibit E of this Contract
6.1 Original invoice

Contractor shall submit an original invoice, fully justified and documented to the
satisfaction of Company, on a calendar month basis on or before the fifteenth (15th)
Business Day of the month following the close of the previous month's invoice
period or as otherwise described in the Contract. All invoices shall be marked per
Company billing instructions.
Contractor shall submit electronic invoices via e-Payables as well as hardcopy
invoices (if applicable). Both hardcopy and electronic invoices shall include all
supporting documentation satisfactory to Company (such as Company-approved
time records, certificates, etc.) which shall be provided to substantiate amounts
chargeable to Company, consistent with the terms and condition of the Contract.
Doc. No :
Rev. A P a g e 31
6.2 Draft copies of invoices (Performa invoice)

Contractor shall submit draft copies of invoices (Performa invoice) for Company's
review prior to issuance of the formal invoice.
6.3 Value added tax (VAT)

Contractor shall separately invoice Company for any applicable value added tax
(VAT) and for any other costs for which separate invoicing is specifically provided.
6.4 First Invoice

Company and Contractor shall meet in advance of Contractor preparing its first
invoice, and hold further meetings as necessary to ensure that there is full mutual
agreement on administrative aspects of invoicing. The meetings will address such
matters as the required format of invoices; possible submission of draft invoices;
invoicing routines in respect of Estimated Sum items; invoicing issues relating to
Indonesian withholding tax and Value Added Tax; invoicing issues related to any
direct invoicing by overseas-domiciled constituent members of Contractor that do
not have a permanent establishment in Indonesia.
6.5 Evaluation and verification

Prior to final payment to Contractor, after the physical work of contract/project is
completed, Company will conduct evaluation and verification by the relevant third
party institution for the verification of the realization of Local Content achievement as
described in section 18.0 Local Content
6.6 Final Lien

Upon Final Acceptance of the Work, including approved Change Order
Authorizations issued thereunto, and Company receipt and approval of all data
and submittals required under the Contract, Contractor shall furnish to Company a
Final Lien in a form to be agreed by Company signed by an officer of Contractor,
certifying that Contractor has paid in full all companies who have supplied
Doc. No :
Rev. A P a g e 32
equipment, materials or services to it, and fulfilled all of its rental, tax, duty and other
fiscal obligations with respect to the Work.
Following submittal of said Final Lien Waiver, Contractor may submit its final
invoice to Company. Said final invoice shall be for all payments due to
Contractor for the Work under this Contract and all Change Order
Authorizations thereunto. The final invoice shall contain the following statement
on the front page of the invoice signed by Contractor's Project Manager:
"This invoice covers the entire remaining compensation due to Contractor for
the Work under Contract No. CS-16703664 including, but not limited to, all
remaining compensation for direct and indirect costs for engineering,
material and equipment, plant, tools, consumables, supplies, supervision,
utilities, inspection, Subcontractors and Suppliers, labor, general overheads,
bonuses, profit, travel and expenses, computer usage, reproduction, any and
all other incidental costs, changes in schedule, delays resulting directly or
indirectly from Changes to the Work, and acts or omissions of Company during
the Contract Term up to Final Acceptance of all of the Work."

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CORRIDOR PROJECTS CONSTRUCTION &

PLANNING & PROGRESS MEASUREMENT PROCEDURE

KONSORSIUM PT SUCOFINDO EPISI – PT SUCOFINDO

LEMBAR KRONOLOGIS REVISI DOKUMEN

REV DATE DESCRIPTION

A 01/08/2023 ISSUED FOR REVIEW

• Close out report yang harus disampaikan setelah selesainya Pekerjaan,

Company Medco E&P Grissik Ltd.

Kontraktor Konsorsium PT. SUCOFINDO EPISI – PT. SUCOFINDO

Pabrikan Produsen peralatan utama, dan atau komponen

MIGAS Direktorat Jendral Minyak dan Gas Bumi

Spesifikasi Proyek Spesifikasi yang dirujuk khusus untuk Proyek

Project Data Lembar Data yang Direferensikan khusus untuk Proyek

Pembeli Orang yang bertanggung jawab atas pengadaan peralatan, bahan

Standard Spesifikasi Teknis Standar untuk Proyek

Vendor Perorangan, perusahaan, firma, pabrikan, atau perakit yang

Work Adalah pengawasan, administrasi, tenaga kerja, material,

No Nomor Dokumen Judul

4 Project Planning and Scheduling

Struktur Perincian Pekerjaan Yang Dikembangkan Terdiri Dari 5 Level Sebagai

16) Mechanical Completion (MECP).

17) Handover (HAOV).

18) Provisional Acceptance (PRAC) and

Struktur di atas dapat digunakan untuk proyek dengan satu kontrak.

4.1.1 Persyaratan WBS Minimum untuk Tujuan Perencanaan

4.1.2 WBS Code

WBS Level WBS Mask

4.1.2.1 WBS Creation and Modifications

4.1.2.2 Schedule Requirements (CPM Technique)

Kontraktor dan Subkontraktornya harus mengikuti praktik industri terbaik dalam

Penggunaan CPM oleh Kontraktor sangat diperlukan untuk jaminan integritas

Persyaratan yang ditetapkan di sini berlaku untuk Kontraktor dan semua

Kontraktor harus menyampaikan informasi yang diperlukan (secara keseluruhan

Semua dokumen perencanaan, penjadwalan, dan pengukuran kemajuan yang

4.1.3 Planning and Scheduling Levels

Level 1 Schedule - Schedule akan menentukan the major milestones (Termasuk

Level 2 Schedule - This schedule provides a breakdown of the Level 1 schedule

Level 3 Schedule - The Level 3 schedule is a further breakdown of the Level 2

In recognition that a complete description of schedule level is difficult to capture,

4.1.4 Project Schedule Control

The Project schedule will identify various operations for sequential

Physical Progress Control

Controlling Critical Activities

Controlling Procurement Schedule

Controlling Construction Schedule

The Construction progress data will be collected by Schedule Controller at Project

4.2 Progress Measuring

To enable measurement of progress each deliverable I activity will be assigned

4.3 Project Cost Control

o Engineering man-hour, including of man hour for Project

Cost of Account (COA) is a coded index of project cost, resources and

4.4 Project Reporting and Forecasting

4.4.1 Daily Progress Report & Planning

The following are offered as minimum requirement:

HSE Achievement (i.e. HSE Induction, training etc.)

4.4.2 Weekly Progress Report

4.4.3 Monthly Progress Report

A. HSE Overview (including info on any incidents, initiatives and safety

4) 30-Day Look Ahead Plan.

craft I trade level, and shall include a narrative explanation of

completed as planned, providing reasons for slippages, any

5) Tabulation of identified nonconformance (NCR) items which may

c. restricted workday cases;