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Management of Medium-Size / Revamping Projects Oil & Gas Downstream Projects 8. Project Control
RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
Management of Medium-Size / Revamping Projects: course content I.
Introduction
II.
Preliminary Studies
III. Basic Engineering (or FEED) IV. EPC Contracting V.
Organization and Engineering
VI. Procurement VII. HSE, Quality and Risk Management VIII. Project Control (cost/schedule)
X.
Completion / Commissioning / Start-up / Closure
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IX. Construction and Fabrication Management
2
Module 7 Contents 1. Project control
04 - 06
2. Scheduling and progress control
07 - 26
3. Cost estimating and control
27 - 55
ATTACHMENTS (slides 56 to 82) I. WBS and Schedule examples
III. Cost Reporting details/examples
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II. More about Progress Control
3
Project Control Scope / Objectives
Scope: • Engineering, Procurement and Construction stages of the project (including main Contractor, Subcontractors and Suppliers) • Mainly Cost and Schedule (for HSE and Quality: see previous chapter)
Schedule Control objectives: • Establish an optimized project schedule, accepted by all contributors • Determine constraints and critical path • Define method to measure progress, and apply it throughout execution
Cost Control objectives: • According to Owner cost structure, produce an optimized Cost Estimate • Make sure the budget is kept under control − Defining roles and responsibilities at all levels
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− Using appropriate tools
4
Project Control Process
« FEEDBACK » PROCESSES PROJECT SCHEDULE SYSTEM (e.g CPM) PROJECT WORK BREAK DOWN (WBS) STRUCTURE: Activities Split
(Monthly) SCHEDULE STATUS LINE
Schedule Status
Trend Analysis PROJECT PROGRESS CONTROL SYSTEM (Activities weights USD, mhrs)
(Monthly) Planned CONTROL PROGRESS Progress ACTION CALCULATION
Actual Progress
Progress Analysis Progress Forecast
(Monthly) Initial CONTROL COST ACTION Budget CALCULATION Cost Analysis Cost Forecast
Expenses & Committments
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PROJECT COST CONTROL SYSTEM (USD)
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Baseline CONTROL Schedule ACTION
5
Project Control Communication / Reporting
Frequent communication / reporting is critical for performance It enables the Project Manager to obtain • A clear picture of the Project progress vs budget and schedule • A timely identification of adverse trends / threats
It allows the Project Team: • To react and take immediate corrective actions, • If necessary, to design strategic recovery plans • To communicate with Owner and avoid last-minute surprises
Cost and Schedule can be both critical (but it depends on contract type)
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• To Owner (more often, Schedule) • To Engineering Contractor (more often, Cost)
6
Scheduling and progress control
Contractor Scheduling • Same content as above
Progress Control • Progress measurement • Recovery Plan • Schedule re-baselining
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Owner Scheduling • Work Breakdown Structure • Scheduling, Schedule levels • Critical path • Schedule revisions • Scheduling tool
7
Owner Scheduling Work Breakdown Structure
The objective of the WBS is to provide an organised structure covering the whole content of the project and to include, at different levels of detail, the information necessary to monitor, control and correctly report all project activities
The project WBS takes consideration of: • Project configuration (size, geographical and technical nature) • Project management considerations (split of responsibilities, contracting strategy / packages, reporting requirements)
It is generally organized (for an EPC schedule), by: • A geographical divisions: Work Packages / Areas / units
See examples in Attachment I RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
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• Work subdivisions (engineering disciplines, construction trades...)
8
Owner Scheduling Purpose
Owner may have to prepare a Schedule for various reasons, e.g.: • A consolidated Project schedule (Project split into several EPC packages) • Preliminary Project schedule at pre-Project stage (Owner leader)
• Commercial reasons (e.g. external customer commitments) • Schedule with contingency, vs. the one discussed with EPC Contractor
Level-0 Owner schedule will generally be presented as a Bart Chart
More detailed levels will also be developed, using PERT/CPM
Schedule presentation will be consistent with Owner WBS © 2011 - IFP Training
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Owner Scheduling Bart Chart example for 4 packages year
J F M A M J J A S O N D J F MA M J
JACKET & FLARE
4
Basic Engineering CFT - EPCI Detail Engineering Procurement Construction Installation
TOPSIDES Basic Engineering CFT - EPCI Detail Engineering Procurement Construction & Transportation Installation Hook up & commissionning
PIPELINES & CABLES
DRILLING & COMPLETION PRODUCTION
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4 5 8 1 4 4 8 10 11
3 3 9
27
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Engineering CFT Procurement & transport Installation
J AS O N D J F M A M J J A S O
10
Owner Scheduling Schedule types
Scheduling: a fundamental task of Project Management
In Revamp projects, Schedule and Cost can be closely interrelated
Bar Chart: common way to prepare the first-pass schedule • Easy to prepare, to read (condensed format, 1 line per activity) • More difficult to see critical path and to evaluate impact of changes
PERT (Project Evaluation and Review Technique) ... then PDM • Determination of Critical Path • Sequencing logics is built into the schedule
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• Then, bar charts can be produced from the network
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Owner Scheduling Schedule levels
Level 0 – Project Master Schedule: • Executive summary schedule used for reporting at Management level • Frozen at Project Sanction = Initial Baseline Schedule • Shows target dates, key milestones and main phases
Level 1 – Integrated Project Control Schedule: • Time-scale logic diagram • Decision steps, contracts sequence, work package summary activities, LLIs • Major milestones and overall project critical path
Level 2 and 3 – Contractor and sub-contractor Schedules
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• Cover all the activities/tasks of the Contracts • All milestones necessary to control contractors’ physical progress • Procurement of main equipment and fabrication, construction, installation, commissioning, with the critical path
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Owner Scheduling Links between activities and critical path
Network is built with activities predecessors and followers &, linked by End-Start, Start-Start, or End-End link Critical Path Critical Path Critical Path Critical Path
Float Float
Critical path: path of activities with no float
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• Provides shortest project duration • Goes through a series of activities from Project Start to Project Completion (e.g. studies and technical evaluation, delivery of some equipment, fabrication, site installation, hook-up, drilling)
13
Owner Scheduling Example: Gantt bar chart
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Owner Scheduling Schedule revisions
Baseline Schedule revisions performed on Project Manager decision in case of significant changes or delays Detailed assessment, based on Level 2 schedule, of all remaining activities (internal / contractors), duration & sequences including: • Actual physical progress and achieved milestones • Manhours progress and actual vs estimated productivity • Upcoming Change Orders (requested or potential) impacts on schedules • Performance of simulation schedules and “what-if” scenario as well as detailed schedules risks analysis performed by/with the Risks Assessment Manager.
Contractors may also need to revise their Baseline Schedules which may cause a revision of Company schedule
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Owner Scheduling Common softwares
Scheduling: common softwares for Medium & Small Projects: • MS-Project for small EPC projects, preliminary studies, FEED • Primavera for EPC phase (and FEED if necessary)
For presentation purposes: • Level 0 (on Excel, with information extracted from Primavera Level 1) • Level 1 or 2 only for specific critical activities
Progress reports : often prepared with Excel
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Contractor Scheduling Differences
Scheduling by EPC Contractor: more detailed than Owner • A detailed WBS/OBS is prepared to define areas and work phases for the project schedule & progress reporting • Scheduling hierarchy generally includes 4 main Levels for the concerned EPC contract, plus many sub-level schedules
Contractor responsibility on schedule compliance • Depends on the contract type (and therefore on Owner priorities) • May have financial consequences for him (or not)
Owner control on Contractor progress has to be applied © 2011 - IFP Training
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Contractor Scheduling EPC schedule hierarchy
Level 0 schedule: Project Master Schedule: milestones dates and main work phases
Level 1: Overall Project Schedule with, for major WBS areas: • Engineering by discipline (major engg milestones: PIDs, Plot Plan, MTOs, Reviews...), • Procurement with LLIs and major equipment purchasing / delivery, • Construction by trade, pre-com/com, milestones dates (MC, RFC, RFSU…) • Critical path
Level 2 schedule: Areas Schedule: CPM network; all activities according to WBS / OBS • All engineering activities by discipline and deliverables category, • Procurement activities for all equipment & bulks requisitions, • Construction by trade or construction packages, pre-com / com,
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• Detail critical path from CPM
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Contractor Scheduling EPC schedule hierarchy
Level 3: Detailed Schedules • Engineering deliverables (usually with engineering progress measurement system) • Procurement schedule (may be with procurement progress measurement system) • Site Level 3 CPM construction schedule, with Level 3 construction contractor subcontract schedules, in line with Level 2 schedule; used for progress reporting • Site CPM pre-commissioning / commissioning schedule detailed by Areas / Units / Systems / Tasks and used for progress reporting • For Revamped areas: Shut-down schedules by Job Cards
A 3 months look-ahead schedule may be used for reporting
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Contractor Scheduling Key elements to consider
Contractual milestones for achievements of the whole project or intermediary.
LLI (Long Lead Items), when applicable: items on the project critical path
Global project size and engineering, procurement and construction resources requirements versus their availability for the concerned project / site (progress rates) will translate into required manhours at peak and feasible progress rate
For Revamping projects: Planned shut-downs calendar times and durations
Standard « statistic » progress curves with % completion vs. project duration in % are available to provide a reference progress for each activity: • Engineering by discipline (process, equipment, civil, piping, E/I/A) • Procurement (main equipment, bulk material)
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• Construction (For each trade: Civil, U/G piping, Piping pre-fabrication, equipment erection, piping erection, instrumentation, painting, insulation)
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Contractor Scheduling Typical critical path
Typical critical path for an E/P onshore project usually includes: • • • • •
Long Lead Items (including erection and installation) Process PIDs (approved by Owner for design) Main equipment purchases (including inspection/transportation) Piping isometrics, pre-fabrication and installation Control loop checks at the end of construction
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Contractor Scheduling Schedule of Revamp projects Revamping Project Schedule is strongly influenced by: Production objectives vs time: new production milestones after revamp « Usual shut-downs » planned time and duration (need to minimize production outage time, including upstream and/or downstream facilities) Work authorised during pre-shutdown phases in live facilities: if too limited, amount of work during S/D and construction may become: • More/very expensive • Higher HSE/Reliability risk • Even unrealistic delays and/or major Quality concerns
Consider using available Owner supervision & commissioning staff
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Carefully review schedule constraints with Owner during FEED, to avoid subsequent trouble and change orders
22
Progress control Purpose
Compare actual progress vs schedule. Several ways: • • • • •
Milestones Overall physical progress Physical progress of the Critical Path Expected completion date vs plan Manhours progress vs detailed schedule
Analyze trends to decide if corrective actions are necessary
Depending on contract type, Owner validation may be required © 2011 - IFP Training
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Progress control Progress reporting
Periodic Progress Reports: a key Project Management tool
Address progress, but also all key events, problem areas and higher level problem areas (« areas of concern »)
Prepared: • • • •
Daily at site (construction / pre-com / com). Weekly for Head Office activities and for construction Monthly Issued before periodic Owner / Main Contractor review meetings
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Progress control Progress reporting COMPANY PROJECT MANAGEMENT TEAM Prepares Daily report (constr) Weekly report Monthly reprt Feedback Incident Close-out
MONTHLY MEETING WEEKLY MEETING
CONTRACTOR PROJECT MANAGEMENT TEAM
CONTRACTORS MONTHLY MEETING WEEKLY MEETING DAILY MEETING (Constr.)
SUB CONTRACTORS
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Prepares Daily report (constr) Weekly report Monthly report Alerts Feedback Incident Close-out
Reviews, Responds, Consolidates Oper. Centers & Site Reports Alerts Feedback Incident Close-out
MONTHLY MEETING
Monitors, Monthly
CONTRACTOR MANAGEMENT Monitors, Recommends Monthly Incident Close-out
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Prepares Daily report (constr) Weekly report Monthly reprt Alerts Feedback Incident Close-out
JV STEERING COMMITTEE
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Progress control Progress reporting Typical CONTENT
Major events, highlights
Executive Summary
HSE statistics, near misses register
HSE performance
Engineering
Progress S curves, tabulations: planned, actual, forecast for Project, Work Packages, global E, Disciplines, P, global C, C by areas/ units, C by trades
Procurement
Milestones status
Subcontracting
COI/COR register
Construction
Invoices register
Pre-com / Com
Cash flow actual & predictions
Project Controls
Procurement materials status reports
Quality
NCR register
Areas of Concern
Documents register
Level 1 Project Schedule with progress status; Trend analysis; recovery plan
Manpower histograms planned & actual
problem
areas,
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achievements,
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Progress control Progress measurement
Split project activities according to structure close to the WBS
Define weights to each line, using adequate units (€, manhours…)
For each Work package, aggregate these tasks by Levels : • • • • •
1: Work-Package or sub-project 2: Categories: home office services, procurement, construction… 3: Sub-categories: engineering discipline, requisition, construction trade 4: Tasks: engineering deliverables, equipment, construction items 5: Elementary steps: drawings, fabrication, construction works
During execution: • Measure progress achieved for each elementary step • Then, aggregate to the different Levels and compute overall progress
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See examples/illustrations in Attachment II
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Progress control Progress curves
TYPICAL PROGRESS CURVES 100%
100% 99% 97% 95% 92% 90% 87% 84%85% 82% 79% 76% 73% 70% 67%
90%
80% 70%
61% 56% 51%
60% 50%
46%
40%
40% 35% 30%
30% 20% 10% 0% 0% 1%
0% 1
2
3
4
2%
5
6% 3% 4%
6
7
8
7%
9%
25% 20% 17% 14% 11%
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
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Engineering
Procurement
Fabrication
Construction
Commissioning
Total
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Months
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Progress control Progress curves
Engineering « S » progress curves are prepared from Level 3 schedule (typically during the first 3 months of the contract)
More detailed “S” curves are prepared during Execution: • Detailed construction / fabrication curve • Field erection curve • Installation / commissioning curve
First « S » progress curves and histograms can be prepared from Level 2 schedule and manhours estimates; they allow to check that construction scheme is realistic for construction contractors
Until the Project EPC schedule is issued, a 3-month look-ahead schedule is prepared to anticipate short-term schedule and resource concerns
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Progress control Typical causes for EPC contractors delays
Insufficient manpower resources (quantity and/or quality)
Supplier or Subcontractors (careful on sub-sub-contracting !)
Strikes, disturbances related to local environment
Underestimates (manhours, bulk quantities)
Equipment Quality unacceptable non-conformances
Late information, comments or reviews from Owner This list is incomplete. Other ideas ?... © 2011 - IFP Training
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Cost Estimating and Control • Cost estimating • Cost reporting and control • Change Management © 2011 - IFP Training
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Cost Estimating and control Scope and objectives
Scope: Project CAPEX (OPEX is not in the scope) Objectives: • Estimate the project CAPEX and propose the overall budget • Make sure that this budget is acceptable to all contributors − Sufficient to assure Project HSE/Quality performance − Generating acceptable profit for each stakeholder » Owner » EPC contractor » Suppliers and Subcontractors
− Consistent with the cost and schedule constraints − Allowing adequate risk management
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• Organize the Cost Reporting/Control process (involving Owner) • Define the Change Management process (involving Owner)
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Cost Estimating Budget
Any Project has a controlled and approved Budget
The Budget may be adjusted (Revised Budget) during the Project Life:
• Budget transfer from other projects • Scope deletions or additions, approved by Owner
Structurally, the budget is expected to increase as Project develops
At the end of the Project: • Cost analysis will establish the “Final cost” − After Mechanical Completion and Handover − Once claims are settled and invoices paid
• Comparison with Revised Budget allows to draw feedback lessons RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
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• The final Cost Control report is issued
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Cost estimating Methodology
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Cost estimating Structure
Main Equipment Bulk Fabrication/Construction(onshore/offshore) Transportation Temporary Facilities Construction camps Engineering Services Management & Supervision Surveys Insurance Commissioning
Direct Costs
+ Indirect Costs
+ General Expenses
+ Associated Expenses
+ Contingencies
Direct Costs + Indirect Costs = Technical Costs
Facilities Cost Estimate
Fabrication / Construction cost are the highest costs and the most difficult to estimate, in particular for works in revamped process units and brown field; they are very site dependent (productivity) RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
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=
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Cost estimating Preliminary Estimate: a Challenge
CAPEX estimate usual desired accuracy is +/- 30% for « new » or « expanded » parts of projects in existing facilities, which may be relatively easy if the Plant is recent and cost data base available or difficult depending on: • Project complexity and location • Onshore or Offshore projects • Concerned facilities • Modifications to facilities (Expansion, Debottleneck, Upgrade, Revamp)
The CAPEX estimating method will depend on: • Cost data base (Owner and/or Contractor) for works at that location • Nature of facilities (onshore or offshore, subsea or surface, new or revamped process units, interconnecting with work in brown field…),
The CAPEX estimate should be prepared with a memorandum underlying assumptions, estimating methodology, uncertainties and risks
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Cost estimating Preliminary Estimate: a Challenge
Estimating methods are global as project details such as P&IDs are not prepared; the estimating methodology will combine available cost data base and estimating tool box.
Estimators use cost data breakdowns, unit costs, etc. from similar recent project units at the location, or at similar (in terms of cost) location, with corrections for location (importance of construction cost), escalation, and other foreseen different project conditions. (Often the estimators will use units information from several projects).
Many « factors » are used for so called « factored estimates »: • Scaling factor: P1 / Po = (C1 / Co)0.65 • Factored estimate from equipment cost: P installed= K x P equipment K may range from 2 to 6 depending on equipment type For revamped areas an other K1 factor is to be applied on top • A cost factor can be used for transportation (onshore projects)
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• Global factor on top of Direct Costs: Total cost = K x Project Direct Cost
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Cost estimating Preliminary Estimate: a Challenge
Cost information is gathered from all possible sources at the time, e.g:
• Major / special equipment or packages (glycol treatment, water treatment, utilities and power packages, etc.): prices from Vendors « budget » quotes. • Interconnecting preliminary quantities estimated by engineering from preliminary MTOs & unit costs used from previous project at the facilities, for bulks cost & for construction cost; quotations from Vendors for large pipe / pipelines • Engineering, construction supervision manhours may be estimated by ratios.
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• Contingencies or CRP (Contingency, Risks and Profit) factor, added on top of estimate
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Cost estimating CAPEX estimate during FEED
CAPEX estimate prepared according WBS/OBS; desired accuracy +/- 15%
Estimate is Quantities x Unit Costs
Construction cost is all-in construction mhrs rates x construction mhrs
Construction cost: the most important cost item, the most difficult to estimate
CRP (Contingency, Risks and Profit factor) is added on top of the cost estimate
CAPEX estimate prepared with a memorandum underlying assumptions, estimating methodology, uncertainties and risks.
Estimating methodology principles are presented on next slides © 2011 - IFP Training
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Cost estimating CAPEX estimate during FEED
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Cost estimating CAPEX estimate during FEED
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Cost Control process Owner perspective
Owner cost control process and involvement in tracking cost components depends on the type of EPC contract
If a contract is on Reimbursable basis, Owner will have access to all cost elements and is responsible for the complete Project cost
If a contract is on a Lump Sum basis, Owner will have access only to the cost items specified in the contract
Owner will have access to the cost estimate to support change orders, approve them, and include them to Cost Control process © 2011 - IFP Training
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Cost Reporting and Control Forecast
Purpose : determine the Forecast to Complete
Cost Forecast is updated on a regular basis (typically, monthly)
Cost Forecast may anticipate on non-finalized commitments
Cost Forecast requires a good knowledge of technical matters
Cost Forecast may introduce some budget transfer
Cost Forecast includes proper management of Contingencies • Advisable not to consume them during the early stages • The Project Manager has ultimate authority
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• Corporate rules (Owner and/or Contractor) may exist
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Cost Reporting and Control Organisation principles
Cost control organisation includes mainly: Cost Control Manager, assisted by Cost Controllers depending on Project size, responsible for global project cost control and reporting to operationally to the Project Control Manager and functionnaly to the Contractor Management (in case of a JV, will report to JV Project Manager on one hand and, on the other hand, to Partner Management within its own organisation, issues being then adressed if necessary by the JV Steering Committee)
Site Cost Control Manager responsible for cost control at the site and reporting operationnally to the Site Manager but functionally to the Cost Control Manager
Cost Estimators to estimate project cost changes and reporting to the Project Control Manager
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Cost Reporting and Control Cost Controller duties (1/2) Mainly coordinates with: Engineering and scheduling / progress control organisations to control engineering manhours cost expenditure, planned mobilisation and trends from productivity and personnel mhrs rates, and to control bulks quantities trends considering MTOs vs their engineering documents basis
Procurement to control Vendors offers versus budget (advise budget target before negotiations, check and approve CBTs and Vendor price), and track P.Os change trends
Fabrication / construction contracts management to control cost and trends versus budget (before transfer of construction contracts administration the site)
Site cost control to control site costs and trends
Project Management for allocation and use of technical cost contingencies or global project risks provisions Prepares costs expenses reports, forecast and monthly cost reports; also prepares change orders
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Cost Reporting and Control Cost Controller duties (2/2) Mainly Coordinates with: Fabrication / Construction / Pre-com / com Management to control site supervision cost (mobilised cost, planned mobilisation, daily rates costs...)
Site Contracts Administrator(s) / quantities surveyors and Scheduling / Progress Control Manager to control current construction cost, establish forecasts from anticipated quantities variations, productivity, and additional work orders
Site procurement for local purchases
Site Administration Manager for site running costs control (accommodation / camps, TCF...)
Prepares back-charges to Vendors and Construction Contractors as applicable, insurance claims in case of damages during transport or at site
Prepares site costs expenses reports, forecast and monthly cost reports; also prepares change orders
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Cost Reporting and Control Periodic actions
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Day-to-day: • Review work progress and consistency with contract terms • Inform Management of any non-budgeted items • Review all invoices received and consistency with contract terms Typically on a monthly basis: • Calculate the escalation formulae and price revisions, if any • Manage the various provisions • Review the estimate to complete and the final forecast Less frequently (quarterly, annually, or ad hoc): • Formal reporting to EPC Management, Owner and Partners • Regulatory reporting if applicable (e.g. tax) • Propose budget revisions
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Cost Reporting and Control Keys of effective cost control
Timely and serious estimate of Engineering Manhours
Bulk Quantities estimate based on complete detail engineering
Check of Suppliers and Fabrication/Construction contracts: • Estimates based on up-to-date verified info • Actual costs timely compared to estimate, and challenged • Rigorous Procurement procedures, no by-pass
Schedule changes: careful about cost consequences
Rigourous Change Management
Accurate and timely Reporting / Forecasting to Management
Timely followup of cost control actions decided by the team
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Management of change Process
Management of Change Covers all changes to contract Engineering Deviation Requests • Cover deviations to contractual reference standards or already Approved Design Specifications • Written Procedure • Deviation Requests Register • Clear Owner approval authority
Change Order Procedure • Covers Additions, Modifications and Deletions to Project scope, with impact on Project cost, schedule, process performance • Procedure includes: − Change Process − Change Orders Log − Approvals
• Change Requests Register © 2011 - IFP Training
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Management of change Deviation requests/engineering queries
Clarify or ask a deviation to a contractual document, for the purpose of developing the detail engineering and procurement requisitions
Usually due to: • Conflicting requirements in different documents • Proposal of an engineering improvement • Required materials not consistent with local availability
Ask a deviation to already approved requisition documents
Usually due to: Proposal of a supply improvement Availability of raw materials different from requirements Vendors fabrication or test standards different from requirements Standard packages or skids
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• • • •
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Management of change Change order procedure
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A “Change Order” is not an anomaly • When cost variations are not due to Contractor and potentially give rise to a Change Order: Contractor notifies Company and prepares a Change Order Request (COR) with an estimate and formal request to be usually submitted within 2 weeks maximum to Company. • Company may also need to change the scope, or to exert Options provided under the contract, or for any reason to ask Contractor to change its work thru a Change Order Instruction (COI). Company then notifies Contractor with an estimate to be usually submitted within 2 weeks maximum to Company. • Change Orders are monitored by the Project Cost Management team and recorded as soon as they are identified on a Change Order Register. • Change Orders estimates are evaluated by the Contractor (using contract unit costs as available), and checked by Company Cost Management team. • Change Orders need to be formalized and agreed by all Parties and will therefore be transferred to Project budgets (Company and Contractor) only after Approval by Company.
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Management of change Cost trends caused by Owner
Project definition unclear or incomplete
Scope changes during execution
Delayed access to construction areas
Missing elements or information
Wrong assumptions on market costs
Unclear interfaces between contractors
Conflicts with EPC Contractor, or Suppliers, or Subcontractors
Insufficient quality of Project Management Team
Delays in achieving Owner tasks
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Management of change Cost trends caused by Environment
Unplanned inflation rate or exchange rate changes
Weather catastrophy (cyclones, flooding, earthquakes)
Political trouble (strikes, wars, unplanned regulatory changes)
Delays to obtain working visas
Unexpectedly low productivity due to bad weather
Unforeseen difficulties (soils or sea bed conditions)
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Management of change Cost trends caused by EPC Contractor
Initial Price too low
Insufficient qualification of Project Management Team
Inability to forecast on time
Sub-contractors lack of performance
Estimating errors (incomplete/incorrect technical info)
Insufficient provisions or contingency
Missing cost elements
Wrong assumptions on supplier/subcontractor markets © 2011 - IFP Training
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Project control Key points to keep in mind
Owner has a critical role in controlling EPC Contractor performance
This role depends on the contract type but is always to be assured
Scheduling: • May be quite critical on Revamping projects (shutdown windows) • Smaller projects need simpler tools • Critical path should be clearly identified and optimized
Cost estimating: • Up-to-date cost databases are a key to effective estimating • Accuracy of Cost Control estimate should be around 10% • Estimate used for approval (FEED stage) should be based on quantities
Cost and Schedule control: • Monitoring methods should be clearly defined in the EPC contract • For Revamping projects, may be closely inter-related
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ATTACHMENTS I.
WBS and Schedule examples
II.
More about progress control
III. Cost reporting details/examples
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ATTACHMENT I WBS and Schedule examples
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ATTACHMENT II More about Progress Control
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Principle split
OVERALL PROJECT
WORK PACKAGE 1
WORK PACKAGE 2
MANUFACTURING DELIVERY
CONSTRUCTION AND PRECOMMISSIONING
HOME OFFICE SERVICES
MANUFACTURING DELIVERY
CONSTRUCTION AND PRECOMMISSIONING
15%
35%
50%
15%
35%
50%
% according to USD values RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
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HOME OFFICE SERVICES
66
Principle split – Weights sample onshore
© 2011 - IFP Training
% according to mhrs for services and USD for procurement RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
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Progress measurement: Weighting sample offshore FPSO
28,6% TOPSIDES Engineering Procurement Construction Integration Towing FPSO & Flotel Tie-in precomm and Comm HULL & L Q
10,6% 34,2% 16,8% 3,3% 2,1% 1,8% 31,2%
SPS
14,3% Engineering Procurement Manufacturing Systems Testing Transport
4,0% 22,1% 67,3% 3,3% 3,3%
UFR
24,5% 4,5% 36,2% 14,5% 27,8% 17,0%
DRILLING
32,7% Drilling Rig Rig Contract Services
42,8% 57,2%
TOTAL RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
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Engineering Procurement Construction Offshore Installation OLT
100,0% 68
Recovery plan example: loss of mobilisation at year end and drifting
RECOVERY PLAN: INCREASE MOBILISATION TO INCREASE PROGRESS ACTUAL PROGRESS ON TIME UNTIL END DEC. BUT DRIFTING
© 2011 - IFP Training
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Project Schedule sample: Gas Plant 2 Trains extension and upgrade – S/Ds Planning
Four S/Ds at actual EPC time start
One major S/D initially
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Progress curves: Schedule Baseline Revisions
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JC preparation progress curve
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Preparation of JCs may take several months: procedure for preparation, progress control to be implemented
74
Fabrication scheduling
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Scheduling transportation to site Transportation to site of the main components is not very difficult by itself, but the coordination of this activity can be a real challenge
The speed of the spread(s) transporting the main components is directly calculated from the distance and the marine spread speed + some provisions for bad weather, adverse wind, …
The capacity of the transportation barge or vessel must be assessed carefully: transporting 2000 tons, 5000 tons or even 30000 tons is a case by case study
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Scheduling offshore installation Initial scheduling of offshore installation requires:
Detailed analysis of the scope: number and main characteristics of all modules / decks / jackets / pipelines / floating storage…
Evaluation of the marine construction equipment required: • • • • •
Derrick barge – crane capacity Pipe Laying Barge – stinger – max pipe size – type of welding Offshore tie-in means: ROV… Trenching, shore approach equipment Drilling rigs type…
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The schedule will be reviewed after contractors selection
77
Scheduling offshore installation
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Scheduling hook-up
Hook-up time is highly dependant upon the yard fabrication and its level of completion
It is fundamental to reduce as much as possible the hook-up work: hook-up is very costly and always critical
No hook-up without accommodation
No hook-up without a good logistic and supporting equipment © 2011 - IFP Training
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ATTACHMENT III Cost Reporting details/examples
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Company Cost Report Format Principles
Project Level* (1) (2) Approve Scope Description d Change Budget
(3) Budget Transfer
(4) Current Budget (1+2+3)
(5) Commit
(6) (7) Estimate Forecast To (5+6) Complete
(8) Variance (+/-) (4-7)
(9) (10) Expend. Approved Incurred Invoices
AFE X Y Z
100 50 90
0 0 0
0 10 - 10
100 60 80
90 60 80
12 0 -5
102 60 75
2 0 -5
70 60 73
65 60 65
Sub-total
240
0
0
240
230
7
237
-3
203
190
24
0
0
24
0
22
22
-2
0
0
264
0
0
264
230
29
259
-5
203
190
Provisions Contingen cy Total
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* Level 0 = Project 1 = Phase 2 = Major Work Split 3 = Commitment 4 = Work Package
82
Cost monitoring example TOTAL E&P XXXX DATE: OCT 2003
PROJECT: ANGELA PAPYRUS LEVEL 0 (1)
CODE TOTAL E&P XXXX DATE: OCT 2004
DESCRIPTION
APPROVED BUDGET
(2)
200
(4)
BUDGET TRANSFER
(5)
CURRENT BUDGET (1+2+3)
(6)
COMMITMENT
(7)
ESTIMATE to COMPLETE
PROJECT: ANGELA PAPYRUS 0 0 13350 13350 0 LEVEL 1 WELLHEAD PF & CONNECTION 0 0 54550 51550 3000
Initial Studies 13350 Wellhead Connect. 54550 (1) (2) 300 Production Pltf 137320 400 Quarter Pltf 37070 APPROVED SCOPE CODE DESCRIPTION 500 FPSO 42430 CHANGE TOTAL E&P XXXX600 Buoy & SealinesBUDGET 12900 DATE: 2004 210OCT Gen. Mngt700 & Serv 2200 0 Management 5600 100
(3)
SCOPE CHANGE
ALL IN k US$
0
(3)
(4)
-10000
0 BUDGET 0 TRANSFER
127320
CURRENT -500 36570
(5)
118380
(6)
0
0
22005600
2200 0 4523
(9)
13350 127320 36570 FORECAST 45130 (5+6) 12900
(10)
Expenditure ALL IN k US$ Incurred
Approved Invoices
0
54550
(7)
8940
34500 ESTIMATE 2070to 2700BUDGET 45130 COMMITMENT 43170 1960 COMPLETE (1+2+3) 0 PROJECT: 0 12900 0 12900 ANGELA PAPYRUS 0
(8)
Variance FORECAST (+/ -) (7(5+6) 4)
0
(8)
0
30
26
(9)
(10)
12760
10000
Variance0 6383 Expenditure (+/ -) 0 18823 Incurred (7-4) 0 ALL IN k US$45
5073 Approved 16450 Invoices 42
5600 0
56002200
0 0
350 15
150
300 8940 0 400 100
5400 127320 14000 3350 1500
0 00 0 0
0 14000 12760 0 240
800 3650 10200300
0 0 0 0
LEVEL 1 Production Platform Engineering 4400 323 0 4723 200 4723 0 0 0 Sub-Total 0 (3) 295420 34470 295420 38056 31606 (1) 8500 303220 (2)645 (4) 9145 (5) 260950 (6) (7) 9145 (8) 0 0 (9) (10) 0 230 Mal & Eqpt supply 0-7800 9045 100 0 240 Onshore fab 22500 1682 0 24182 23582 600 24182 0 0 0 CURRENT Variance 800 Provisions (rate) 2100 0 -10 2090 0 2090 2090 0 10 10 APPROVED SCOPE BUDGET0 ESTIMATE to FORECAST Expenditures Approved 250 Transportation 3550 0 3550 3450 100 3550 0 0 0 900 Contingency 12430 0 0 12430 0 12430 12430 0 0 0 CODE DESCRIPTION BUDGET COMMITMENT (+/ -) 260 Offshore Works 16500 0 -500 16000 15800 200 16000 0 0 0 BUDGET CHANGE TRANSFER COMPLETE (5+6) Incurred Invoices TOTAL E&P XXXX (1+2+3) (7-4) ALL IN k US$ PROJECT: ANGELA PAPYRUS 270 Hook-up Wks 6200 0 0 6200 6000 200 6200 0 0 0 DATE: OCT 2004 280 Long Commissioning sup 3200 317750 0 0 -1800 1400 1000 400 0 1400 0 0 310 lead Items 28630 -4200 -7810 1 24430 24430 24430 **** TOTAL 0 309940 260950 48990 309940 0 00 38066 4800 316162400 LEVEL Quarter Platform 290 Gen. Spare parts 950 0 0 -350 0 600 550 50 600 00 0 240 0240 320 Mngt & Serv 2640 2640 2400 240 2640 (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) 330 Engineering 4680 0 -700 3980 3600 380 3980 0 720 360 CURRENT Variance 340 Mal & Eqpt supply 45840 0 -5100 40740 40300 40740 0 Expenditure4500Approved4500 APPROVED SCOPE BUDGET ESTIMATE440 to FORECAST CODE DESCRIPTION BUDGET COMMITMENT (+/ -) 350 16480 16480 16150 330 16480 0 BUDGET CHANGE TRANSFER COMPLETE (5+6)68000 Incurred3502500 Invoices 2500 2*** Onshore TOTAL fab 68000 2650 0 -2650 0 68000 66150 1850 0 (1+2+3) (7-4)ALL0IN k US$ TOTAL E&P XXXX 360 Transportation 4500 0 0 4500 4500 0 4500 0 0 0 PROJECT: ANGELA PAPYRUS DATE: OCT 2004 Long Works lead Items 2560 2560 2560 2560 00 2560 1250 370 410 Offshore 18000 0 0 00 18000 14500 35000 18000 0 0 LEVEL 18500 FPSO & BUOY Gen. Mngt 1200 1200 1200 1200 00 240 240 380 420 Hook-up Wks & Serv 8500 0 0 00 6200 23000 8500 0 0 (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) Engineering sup 2150 2150 2050 100 2150 00 410 410 380 430 Commissioning 4850 0 0 00 4850 3800 1050 4850 0 0 CURRENT Malparts & Eqpt supply 12720 -250 12470 11890 12470 00 2600 2600 390 440 Spare 3200 0 0 0 3200 2500 ESTIMATE 580 700 FORECAST 3200 Variance 0 0 APPROVED SCOPE BUDGET to Expenditure Approved CODE BUDGET COMMITMENT (+/ -) 450 Onshore DESCRIPTION fab 6140 0 0 6140 5725 415 6140 0 573 573 BUDGET CHANGE TRANSFER COMPLETE (5+6) Incurred Invoices (1+2+3) (7-4) 460 Transportation 2200 0 0 2200 2125 75 2200 0 0 0 220
Offshore Works 3*** 470 TOTAL 510 Purchase Hull 480520 Hook-up Wks& Serv Gen. Mngt
Onshore fab 560 Towing 4*** 570 TOTAL Offshore Works 580 Hook-up Wks 580 Commissioning sup 590 Spare parts 550
5***
TOTAL
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0 00 00
0 -10000 1500 -250 0
5400 127320 14000 3350 1500
5100 118380 14000 2950 1400
800 3650 300 10200
00 00
00 00
800 3650 300 10200
600 3500 300 9900
200 150 300 0
6500
0
0
6500
5900
600
6500
0
1800 37070 2500
0 00
0 -500 0
1800 36570 2500
1800 34500 2200
0 2070 300
1800 36570 2500
0
2280
0
1200
3480
3100
380
3480
0
0
0
1100
0
0
1100
970
130
1100
0
0
0
400
0
0
400
400
400
0
0
0
42430
0
2700
45130
43170
0
1960
45130
0 0
0
240
0 10000 0
14000
410
0
410
0
3600
0
1800
0
573 0 6383 0
18823
0 0 5073 0
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480530 Commissioning Engineering sup 490540 Spare parts Mal & Eqpt supply
5400 137320 12500 3600 1500
16450
83
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Management of Medium-Size / Revamping Projects: course content I.
Introduction
II.
Preliminary Studies
III. Basic Engineering (or FEED) IV. EPC Contracting V.
Organization and Engineering
VI. Procurement VII. HSE, Quality and Risk Management VIII. Project Control (cost/schedule)
X.
Completion / Commissioning / Start-up / Closure
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IX. Construction and Fabrication Management
2
Module 7 Contents 1. Project control
04 - 06
2. Scheduling and progress control
07 - 26
3. Cost estimating and control
27 - 55
ATTACHMENTS (slides 56 to 82) I. WBS and Schedule examples
III. Cost Reporting details/examples
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II. More about Progress Control
3
Project Control Scope / Objectives
Scope: • Engineering, Procurement and Construction stages of the project (including main Contractor, Subcontractors and Suppliers) • Mainly Cost and Schedule (for HSE and Quality: see previous chapter)
Schedule Control objectives: • Establish an optimized project schedule, accepted by all contributors • Determine constraints and critical path • Define method to measure progress, and apply it throughout execution
Cost Control objectives: • According to Owner cost structure, produce an optimized Cost Estimate • Make sure the budget is kept under control − Defining roles and responsibilities at all levels
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− Using appropriate tools
4
Project Control Process
« FEEDBACK » PROCESSES PROJECT SCHEDULE SYSTEM (e.g CPM) PROJECT WORK BREAK DOWN (WBS) STRUCTURE: Activities Split
(Monthly) SCHEDULE STATUS LINE
Schedule Status
Trend Analysis PROJECT PROGRESS CONTROL SYSTEM (Activities weights USD, mhrs)
(Monthly) Planned CONTROL PROGRESS Progress ACTION CALCULATION
Actual Progress
Progress Analysis Progress Forecast
(Monthly) Initial CONTROL COST ACTION Budget CALCULATION Cost Analysis Cost Forecast
Expenses & Committments
© 2011 - IFP Training
PROJECT COST CONTROL SYSTEM (USD)
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Baseline CONTROL Schedule ACTION
5
Project Control Communication / Reporting
Frequent communication / reporting is critical for performance It enables the Project Manager to obtain • A clear picture of the Project progress vs budget and schedule • A timely identification of adverse trends / threats
It allows the Project Team: • To react and take immediate corrective actions, • If necessary, to design strategic recovery plans • To communicate with Owner and avoid last-minute surprises
Cost and Schedule can be both critical (but it depends on contract type)
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• To Owner (more often, Schedule) • To Engineering Contractor (more often, Cost)
6
Scheduling and progress control
Contractor Scheduling • Same content as above
Progress Control • Progress measurement • Recovery Plan • Schedule re-baselining
© 2011 - IFP Training
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Owner Scheduling • Work Breakdown Structure • Scheduling, Schedule levels • Critical path • Schedule revisions • Scheduling tool
7
Owner Scheduling Work Breakdown Structure
The objective of the WBS is to provide an organised structure covering the whole content of the project and to include, at different levels of detail, the information necessary to monitor, control and correctly report all project activities
The project WBS takes consideration of: • Project configuration (size, geographical and technical nature) • Project management considerations (split of responsibilities, contracting strategy / packages, reporting requirements)
It is generally organized (for an EPC schedule), by: • A geographical divisions: Work Packages / Areas / units
See examples in Attachment I RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
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• Work subdivisions (engineering disciplines, construction trades...)
8
Owner Scheduling Purpose
Owner may have to prepare a Schedule for various reasons, e.g.: • A consolidated Project schedule (Project split into several EPC packages) • Preliminary Project schedule at pre-Project stage (Owner leader)
• Commercial reasons (e.g. external customer commitments) • Schedule with contingency, vs. the one discussed with EPC Contractor
Level-0 Owner schedule will generally be presented as a Bart Chart
More detailed levels will also be developed, using PERT/CPM
Schedule presentation will be consistent with Owner WBS © 2011 - IFP Training
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Owner Scheduling Bart Chart example for 4 packages year
J F M A M J J A S O N D J F MA M J
JACKET & FLARE
4
Basic Engineering CFT - EPCI Detail Engineering Procurement Construction Installation
TOPSIDES Basic Engineering CFT - EPCI Detail Engineering Procurement Construction & Transportation Installation Hook up & commissionning
PIPELINES & CABLES
DRILLING & COMPLETION PRODUCTION
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4 5 8 1 4 4 8 10 11
3 3 9
27
© 2011 - IFP Training
Engineering CFT Procurement & transport Installation
J AS O N D J F M A M J J A S O
10
Owner Scheduling Schedule types
Scheduling: a fundamental task of Project Management
In Revamp projects, Schedule and Cost can be closely interrelated
Bar Chart: common way to prepare the first-pass schedule • Easy to prepare, to read (condensed format, 1 line per activity) • More difficult to see critical path and to evaluate impact of changes
PERT (Project Evaluation and Review Technique) ... then PDM • Determination of Critical Path • Sequencing logics is built into the schedule
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• Then, bar charts can be produced from the network
11
Owner Scheduling Schedule levels
Level 0 – Project Master Schedule: • Executive summary schedule used for reporting at Management level • Frozen at Project Sanction = Initial Baseline Schedule • Shows target dates, key milestones and main phases
Level 1 – Integrated Project Control Schedule: • Time-scale logic diagram • Decision steps, contracts sequence, work package summary activities, LLIs • Major milestones and overall project critical path
Level 2 and 3 – Contractor and sub-contractor Schedules
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• Cover all the activities/tasks of the Contracts • All milestones necessary to control contractors’ physical progress • Procurement of main equipment and fabrication, construction, installation, commissioning, with the critical path
12
Owner Scheduling Links between activities and critical path
Network is built with activities predecessors and followers &, linked by End-Start, Start-Start, or End-End link Critical Path Critical Path Critical Path Critical Path
Float Float
Critical path: path of activities with no float
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• Provides shortest project duration • Goes through a series of activities from Project Start to Project Completion (e.g. studies and technical evaluation, delivery of some equipment, fabrication, site installation, hook-up, drilling)
13
Owner Scheduling Example: Gantt bar chart
© 2011 - IFP Training
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14
Owner Scheduling Schedule revisions
Baseline Schedule revisions performed on Project Manager decision in case of significant changes or delays Detailed assessment, based on Level 2 schedule, of all remaining activities (internal / contractors), duration & sequences including: • Actual physical progress and achieved milestones • Manhours progress and actual vs estimated productivity • Upcoming Change Orders (requested or potential) impacts on schedules • Performance of simulation schedules and “what-if” scenario as well as detailed schedules risks analysis performed by/with the Risks Assessment Manager.
Contractors may also need to revise their Baseline Schedules which may cause a revision of Company schedule
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15
Owner Scheduling Common softwares
Scheduling: common softwares for Medium & Small Projects: • MS-Project for small EPC projects, preliminary studies, FEED • Primavera for EPC phase (and FEED if necessary)
For presentation purposes: • Level 0 (on Excel, with information extracted from Primavera Level 1) • Level 1 or 2 only for specific critical activities
Progress reports : often prepared with Excel
© 2011 - IFP Training
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Contractor Scheduling Differences
Scheduling by EPC Contractor: more detailed than Owner • A detailed WBS/OBS is prepared to define areas and work phases for the project schedule & progress reporting • Scheduling hierarchy generally includes 4 main Levels for the concerned EPC contract, plus many sub-level schedules
Contractor responsibility on schedule compliance • Depends on the contract type (and therefore on Owner priorities) • May have financial consequences for him (or not)
Owner control on Contractor progress has to be applied © 2011 - IFP Training
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Contractor Scheduling EPC schedule hierarchy
Level 0 schedule: Project Master Schedule: milestones dates and main work phases
Level 1: Overall Project Schedule with, for major WBS areas: • Engineering by discipline (major engg milestones: PIDs, Plot Plan, MTOs, Reviews...), • Procurement with LLIs and major equipment purchasing / delivery, • Construction by trade, pre-com/com, milestones dates (MC, RFC, RFSU…) • Critical path
Level 2 schedule: Areas Schedule: CPM network; all activities according to WBS / OBS • All engineering activities by discipline and deliverables category, • Procurement activities for all equipment & bulks requisitions, • Construction by trade or construction packages, pre-com / com,
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• Detail critical path from CPM
18
Contractor Scheduling EPC schedule hierarchy
Level 3: Detailed Schedules • Engineering deliverables (usually with engineering progress measurement system) • Procurement schedule (may be with procurement progress measurement system) • Site Level 3 CPM construction schedule, with Level 3 construction contractor subcontract schedules, in line with Level 2 schedule; used for progress reporting • Site CPM pre-commissioning / commissioning schedule detailed by Areas / Units / Systems / Tasks and used for progress reporting • For Revamped areas: Shut-down schedules by Job Cards
A 3 months look-ahead schedule may be used for reporting
© 2011 - IFP Training
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Contractor Scheduling Key elements to consider
Contractual milestones for achievements of the whole project or intermediary.
LLI (Long Lead Items), when applicable: items on the project critical path
Global project size and engineering, procurement and construction resources requirements versus their availability for the concerned project / site (progress rates) will translate into required manhours at peak and feasible progress rate
For Revamping projects: Planned shut-downs calendar times and durations
Standard « statistic » progress curves with % completion vs. project duration in % are available to provide a reference progress for each activity: • Engineering by discipline (process, equipment, civil, piping, E/I/A) • Procurement (main equipment, bulk material)
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• Construction (For each trade: Civil, U/G piping, Piping pre-fabrication, equipment erection, piping erection, instrumentation, painting, insulation)
20
Contractor Scheduling Typical critical path
Typical critical path for an E/P onshore project usually includes: • • • • •
Long Lead Items (including erection and installation) Process PIDs (approved by Owner for design) Main equipment purchases (including inspection/transportation) Piping isometrics, pre-fabrication and installation Control loop checks at the end of construction
© 2011 - IFP Training
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Contractor Scheduling Schedule of Revamp projects Revamping Project Schedule is strongly influenced by: Production objectives vs time: new production milestones after revamp « Usual shut-downs » planned time and duration (need to minimize production outage time, including upstream and/or downstream facilities) Work authorised during pre-shutdown phases in live facilities: if too limited, amount of work during S/D and construction may become: • More/very expensive • Higher HSE/Reliability risk • Even unrealistic delays and/or major Quality concerns
Consider using available Owner supervision & commissioning staff
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Carefully review schedule constraints with Owner during FEED, to avoid subsequent trouble and change orders
22
Progress control Purpose
Compare actual progress vs schedule. Several ways: • • • • •
Milestones Overall physical progress Physical progress of the Critical Path Expected completion date vs plan Manhours progress vs detailed schedule
Analyze trends to decide if corrective actions are necessary
Depending on contract type, Owner validation may be required © 2011 - IFP Training
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Progress control Progress reporting
Periodic Progress Reports: a key Project Management tool
Address progress, but also all key events, problem areas and higher level problem areas (« areas of concern »)
Prepared: • • • •
Daily at site (construction / pre-com / com). Weekly for Head Office activities and for construction Monthly Issued before periodic Owner / Main Contractor review meetings
© 2011 - IFP Training
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Progress control Progress reporting COMPANY PROJECT MANAGEMENT TEAM Prepares Daily report (constr) Weekly report Monthly reprt Feedback Incident Close-out
MONTHLY MEETING WEEKLY MEETING
CONTRACTOR PROJECT MANAGEMENT TEAM
CONTRACTORS MONTHLY MEETING WEEKLY MEETING DAILY MEETING (Constr.)
SUB CONTRACTORS
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Prepares Daily report (constr) Weekly report Monthly report Alerts Feedback Incident Close-out
Reviews, Responds, Consolidates Oper. Centers & Site Reports Alerts Feedback Incident Close-out
MONTHLY MEETING
Monitors, Monthly
CONTRACTOR MANAGEMENT Monitors, Recommends Monthly Incident Close-out
© 2011 - IFP Training
Prepares Daily report (constr) Weekly report Monthly reprt Alerts Feedback Incident Close-out
JV STEERING COMMITTEE
25
Progress control Progress reporting Typical CONTENT
Major events, highlights
Executive Summary
HSE statistics, near misses register
HSE performance
Engineering
Progress S curves, tabulations: planned, actual, forecast for Project, Work Packages, global E, Disciplines, P, global C, C by areas/ units, C by trades
Procurement
Milestones status
Subcontracting
COI/COR register
Construction
Invoices register
Pre-com / Com
Cash flow actual & predictions
Project Controls
Procurement materials status reports
Quality
NCR register
Areas of Concern
Documents register
Level 1 Project Schedule with progress status; Trend analysis; recovery plan
Manpower histograms planned & actual
problem
areas,
© 2011 - IFP Training
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achievements,
26
Progress control Progress measurement
Split project activities according to structure close to the WBS
Define weights to each line, using adequate units (€, manhours…)
For each Work package, aggregate these tasks by Levels : • • • • •
1: Work-Package or sub-project 2: Categories: home office services, procurement, construction… 3: Sub-categories: engineering discipline, requisition, construction trade 4: Tasks: engineering deliverables, equipment, construction items 5: Elementary steps: drawings, fabrication, construction works
During execution: • Measure progress achieved for each elementary step • Then, aggregate to the different Levels and compute overall progress
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See examples/illustrations in Attachment II
27
Progress control Progress curves
TYPICAL PROGRESS CURVES 100%
100% 99% 97% 95% 92% 90% 87% 84%85% 82% 79% 76% 73% 70% 67%
90%
80% 70%
61% 56% 51%
60% 50%
46%
40%
40% 35% 30%
30% 20% 10% 0% 0% 1%
0% 1
2
3
4
2%
5
6% 3% 4%
6
7
8
7%
9%
25% 20% 17% 14% 11%
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
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Engineering
Procurement
Fabrication
Construction
Commissioning
Total
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Months
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Progress control Progress curves
Engineering « S » progress curves are prepared from Level 3 schedule (typically during the first 3 months of the contract)
More detailed “S” curves are prepared during Execution: • Detailed construction / fabrication curve • Field erection curve • Installation / commissioning curve
First « S » progress curves and histograms can be prepared from Level 2 schedule and manhours estimates; they allow to check that construction scheme is realistic for construction contractors
Until the Project EPC schedule is issued, a 3-month look-ahead schedule is prepared to anticipate short-term schedule and resource concerns
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29
Progress control Typical causes for EPC contractors delays
Insufficient manpower resources (quantity and/or quality)
Supplier or Subcontractors (careful on sub-sub-contracting !)
Strikes, disturbances related to local environment
Underestimates (manhours, bulk quantities)
Equipment Quality unacceptable non-conformances
Late information, comments or reviews from Owner This list is incomplete. Other ideas ?... © 2011 - IFP Training
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Cost Estimating and Control • Cost estimating • Cost reporting and control • Change Management © 2011 - IFP Training
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Cost Estimating and control Scope and objectives
Scope: Project CAPEX (OPEX is not in the scope) Objectives: • Estimate the project CAPEX and propose the overall budget • Make sure that this budget is acceptable to all contributors − Sufficient to assure Project HSE/Quality performance − Generating acceptable profit for each stakeholder » Owner » EPC contractor » Suppliers and Subcontractors
− Consistent with the cost and schedule constraints − Allowing adequate risk management
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• Organize the Cost Reporting/Control process (involving Owner) • Define the Change Management process (involving Owner)
32
Cost Estimating Budget
Any Project has a controlled and approved Budget
The Budget may be adjusted (Revised Budget) during the Project Life:
• Budget transfer from other projects • Scope deletions or additions, approved by Owner
Structurally, the budget is expected to increase as Project develops
At the end of the Project: • Cost analysis will establish the “Final cost” − After Mechanical Completion and Handover − Once claims are settled and invoices paid
• Comparison with Revised Budget allows to draw feedback lessons RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
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• The final Cost Control report is issued
33
Cost estimating Methodology
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Cost estimating Structure
Main Equipment Bulk Fabrication/Construction(onshore/offshore) Transportation Temporary Facilities Construction camps Engineering Services Management & Supervision Surveys Insurance Commissioning
Direct Costs
+ Indirect Costs
+ General Expenses
+ Associated Expenses
+ Contingencies
Direct Costs + Indirect Costs = Technical Costs
Facilities Cost Estimate
Fabrication / Construction cost are the highest costs and the most difficult to estimate, in particular for works in revamped process units and brown field; they are very site dependent (productivity) RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
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=
35
Cost estimating Preliminary Estimate: a Challenge
CAPEX estimate usual desired accuracy is +/- 30% for « new » or « expanded » parts of projects in existing facilities, which may be relatively easy if the Plant is recent and cost data base available or difficult depending on: • Project complexity and location • Onshore or Offshore projects • Concerned facilities • Modifications to facilities (Expansion, Debottleneck, Upgrade, Revamp)
The CAPEX estimating method will depend on: • Cost data base (Owner and/or Contractor) for works at that location • Nature of facilities (onshore or offshore, subsea or surface, new or revamped process units, interconnecting with work in brown field…),
The CAPEX estimate should be prepared with a memorandum underlying assumptions, estimating methodology, uncertainties and risks
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36
Cost estimating Preliminary Estimate: a Challenge
Estimating methods are global as project details such as P&IDs are not prepared; the estimating methodology will combine available cost data base and estimating tool box.
Estimators use cost data breakdowns, unit costs, etc. from similar recent project units at the location, or at similar (in terms of cost) location, with corrections for location (importance of construction cost), escalation, and other foreseen different project conditions. (Often the estimators will use units information from several projects).
Many « factors » are used for so called « factored estimates »: • Scaling factor: P1 / Po = (C1 / Co)0.65 • Factored estimate from equipment cost: P installed= K x P equipment K may range from 2 to 6 depending on equipment type For revamped areas an other K1 factor is to be applied on top • A cost factor can be used for transportation (onshore projects)
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• Global factor on top of Direct Costs: Total cost = K x Project Direct Cost
37
Cost estimating Preliminary Estimate: a Challenge
Cost information is gathered from all possible sources at the time, e.g:
• Major / special equipment or packages (glycol treatment, water treatment, utilities and power packages, etc.): prices from Vendors « budget » quotes. • Interconnecting preliminary quantities estimated by engineering from preliminary MTOs & unit costs used from previous project at the facilities, for bulks cost & for construction cost; quotations from Vendors for large pipe / pipelines • Engineering, construction supervision manhours may be estimated by ratios.
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• Contingencies or CRP (Contingency, Risks and Profit) factor, added on top of estimate
38
Cost estimating CAPEX estimate during FEED
CAPEX estimate prepared according WBS/OBS; desired accuracy +/- 15%
Estimate is Quantities x Unit Costs
Construction cost is all-in construction mhrs rates x construction mhrs
Construction cost: the most important cost item, the most difficult to estimate
CRP (Contingency, Risks and Profit factor) is added on top of the cost estimate
CAPEX estimate prepared with a memorandum underlying assumptions, estimating methodology, uncertainties and risks.
Estimating methodology principles are presented on next slides © 2011 - IFP Training
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Cost estimating CAPEX estimate during FEED
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Cost estimating CAPEX estimate during FEED
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41
Cost Control process Owner perspective
Owner cost control process and involvement in tracking cost components depends on the type of EPC contract
If a contract is on Reimbursable basis, Owner will have access to all cost elements and is responsible for the complete Project cost
If a contract is on a Lump Sum basis, Owner will have access only to the cost items specified in the contract
Owner will have access to the cost estimate to support change orders, approve them, and include them to Cost Control process © 2011 - IFP Training
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Cost Reporting and Control Forecast
Purpose : determine the Forecast to Complete
Cost Forecast is updated on a regular basis (typically, monthly)
Cost Forecast may anticipate on non-finalized commitments
Cost Forecast requires a good knowledge of technical matters
Cost Forecast may introduce some budget transfer
Cost Forecast includes proper management of Contingencies • Advisable not to consume them during the early stages • The Project Manager has ultimate authority
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• Corporate rules (Owner and/or Contractor) may exist
43
Cost Reporting and Control Organisation principles
Cost control organisation includes mainly: Cost Control Manager, assisted by Cost Controllers depending on Project size, responsible for global project cost control and reporting to operationally to the Project Control Manager and functionnaly to the Contractor Management (in case of a JV, will report to JV Project Manager on one hand and, on the other hand, to Partner Management within its own organisation, issues being then adressed if necessary by the JV Steering Committee)
Site Cost Control Manager responsible for cost control at the site and reporting operationnally to the Site Manager but functionally to the Cost Control Manager
Cost Estimators to estimate project cost changes and reporting to the Project Control Manager
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Cost Reporting and Control Cost Controller duties (1/2) Mainly coordinates with: Engineering and scheduling / progress control organisations to control engineering manhours cost expenditure, planned mobilisation and trends from productivity and personnel mhrs rates, and to control bulks quantities trends considering MTOs vs their engineering documents basis
Procurement to control Vendors offers versus budget (advise budget target before negotiations, check and approve CBTs and Vendor price), and track P.Os change trends
Fabrication / construction contracts management to control cost and trends versus budget (before transfer of construction contracts administration the site)
Site cost control to control site costs and trends
Project Management for allocation and use of technical cost contingencies or global project risks provisions Prepares costs expenses reports, forecast and monthly cost reports; also prepares change orders
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Cost Reporting and Control Cost Controller duties (2/2) Mainly Coordinates with: Fabrication / Construction / Pre-com / com Management to control site supervision cost (mobilised cost, planned mobilisation, daily rates costs...)
Site Contracts Administrator(s) / quantities surveyors and Scheduling / Progress Control Manager to control current construction cost, establish forecasts from anticipated quantities variations, productivity, and additional work orders
Site procurement for local purchases
Site Administration Manager for site running costs control (accommodation / camps, TCF...)
Prepares back-charges to Vendors and Construction Contractors as applicable, insurance claims in case of damages during transport or at site
Prepares site costs expenses reports, forecast and monthly cost reports; also prepares change orders
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Cost Reporting and Control Periodic actions
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Day-to-day: • Review work progress and consistency with contract terms • Inform Management of any non-budgeted items • Review all invoices received and consistency with contract terms Typically on a monthly basis: • Calculate the escalation formulae and price revisions, if any • Manage the various provisions • Review the estimate to complete and the final forecast Less frequently (quarterly, annually, or ad hoc): • Formal reporting to EPC Management, Owner and Partners • Regulatory reporting if applicable (e.g. tax) • Propose budget revisions
48
Cost Reporting and Control Keys of effective cost control
Timely and serious estimate of Engineering Manhours
Bulk Quantities estimate based on complete detail engineering
Check of Suppliers and Fabrication/Construction contracts: • Estimates based on up-to-date verified info • Actual costs timely compared to estimate, and challenged • Rigorous Procurement procedures, no by-pass
Schedule changes: careful about cost consequences
Rigourous Change Management
Accurate and timely Reporting / Forecasting to Management
Timely followup of cost control actions decided by the team
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Management of change Process
Management of Change Covers all changes to contract Engineering Deviation Requests • Cover deviations to contractual reference standards or already Approved Design Specifications • Written Procedure • Deviation Requests Register • Clear Owner approval authority
Change Order Procedure • Covers Additions, Modifications and Deletions to Project scope, with impact on Project cost, schedule, process performance • Procedure includes: − Change Process − Change Orders Log − Approvals
• Change Requests Register © 2011 - IFP Training
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Management of change Deviation requests/engineering queries
Clarify or ask a deviation to a contractual document, for the purpose of developing the detail engineering and procurement requisitions
Usually due to: • Conflicting requirements in different documents • Proposal of an engineering improvement • Required materials not consistent with local availability
Ask a deviation to already approved requisition documents
Usually due to: Proposal of a supply improvement Availability of raw materials different from requirements Vendors fabrication or test standards different from requirements Standard packages or skids
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• • • •
51
Management of change Change order procedure
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A “Change Order” is not an anomaly • When cost variations are not due to Contractor and potentially give rise to a Change Order: Contractor notifies Company and prepares a Change Order Request (COR) with an estimate and formal request to be usually submitted within 2 weeks maximum to Company. • Company may also need to change the scope, or to exert Options provided under the contract, or for any reason to ask Contractor to change its work thru a Change Order Instruction (COI). Company then notifies Contractor with an estimate to be usually submitted within 2 weeks maximum to Company. • Change Orders are monitored by the Project Cost Management team and recorded as soon as they are identified on a Change Order Register. • Change Orders estimates are evaluated by the Contractor (using contract unit costs as available), and checked by Company Cost Management team. • Change Orders need to be formalized and agreed by all Parties and will therefore be transferred to Project budgets (Company and Contractor) only after Approval by Company.
52
Management of change Cost trends caused by Owner
Project definition unclear or incomplete
Scope changes during execution
Delayed access to construction areas
Missing elements or information
Wrong assumptions on market costs
Unclear interfaces between contractors
Conflicts with EPC Contractor, or Suppliers, or Subcontractors
Insufficient quality of Project Management Team
Delays in achieving Owner tasks
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Management of change Cost trends caused by Environment
Unplanned inflation rate or exchange rate changes
Weather catastrophy (cyclones, flooding, earthquakes)
Political trouble (strikes, wars, unplanned regulatory changes)
Delays to obtain working visas
Unexpectedly low productivity due to bad weather
Unforeseen difficulties (soils or sea bed conditions)
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Management of change Cost trends caused by EPC Contractor
Initial Price too low
Insufficient qualification of Project Management Team
Inability to forecast on time
Sub-contractors lack of performance
Estimating errors (incomplete/incorrect technical info)
Insufficient provisions or contingency
Missing cost elements
Wrong assumptions on supplier/subcontractor markets © 2011 - IFP Training
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55
Project control Key points to keep in mind
Owner has a critical role in controlling EPC Contractor performance
This role depends on the contract type but is always to be assured
Scheduling: • May be quite critical on Revamping projects (shutdown windows) • Smaller projects need simpler tools • Critical path should be clearly identified and optimized
Cost estimating: • Up-to-date cost databases are a key to effective estimating • Accuracy of Cost Control estimate should be around 10% • Estimate used for approval (FEED stage) should be based on quantities
Cost and Schedule control: • Monitoring methods should be clearly defined in the EPC contract • For Revamping projects, may be closely inter-related
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ATTACHMENTS I.
WBS and Schedule examples
II.
More about progress control
III. Cost reporting details/examples
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ATTACHMENT I WBS and Schedule examples
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ATTACHMENT II More about Progress Control
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Principle split
OVERALL PROJECT
WORK PACKAGE 1
WORK PACKAGE 2
MANUFACTURING DELIVERY
CONSTRUCTION AND PRECOMMISSIONING
HOME OFFICE SERVICES
MANUFACTURING DELIVERY
CONSTRUCTION AND PRECOMMISSIONING
15%
35%
50%
15%
35%
50%
% according to USD values RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
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HOME OFFICE SERVICES
66
Principle split – Weights sample onshore
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% according to mhrs for services and USD for procurement RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
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Progress measurement: Weighting sample offshore FPSO
28,6% TOPSIDES Engineering Procurement Construction Integration Towing FPSO & Flotel Tie-in precomm and Comm HULL & L Q
10,6% 34,2% 16,8% 3,3% 2,1% 1,8% 31,2%
SPS
14,3% Engineering Procurement Manufacturing Systems Testing Transport
4,0% 22,1% 67,3% 3,3% 3,3%
UFR
24,5% 4,5% 36,2% 14,5% 27,8% 17,0%
DRILLING
32,7% Drilling Rig Rig Contract Services
42,8% 57,2%
TOTAL RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013
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Engineering Procurement Construction Offshore Installation OLT
100,0% 68
Recovery plan example: loss of mobilisation at year end and drifting
RECOVERY PLAN: INCREASE MOBILISATION TO INCREASE PROGRESS ACTUAL PROGRESS ON TIME UNTIL END DEC. BUT DRIFTING
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Project Schedule sample: Gas Plant 2 Trains extension and upgrade – S/Ds Planning
Four S/Ds at actual EPC time start
One major S/D initially
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Progress curves: Schedule Baseline Revisions
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JC preparation progress curve
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Preparation of JCs may take several months: procedure for preparation, progress control to be implemented
74
Fabrication scheduling
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Scheduling transportation to site Transportation to site of the main components is not very difficult by itself, but the coordination of this activity can be a real challenge
The speed of the spread(s) transporting the main components is directly calculated from the distance and the marine spread speed + some provisions for bad weather, adverse wind, …
The capacity of the transportation barge or vessel must be assessed carefully: transporting 2000 tons, 5000 tons or even 30000 tons is a case by case study
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Scheduling offshore installation Initial scheduling of offshore installation requires:
Detailed analysis of the scope: number and main characteristics of all modules / decks / jackets / pipelines / floating storage…
Evaluation of the marine construction equipment required: • • • • •
Derrick barge – crane capacity Pipe Laying Barge – stinger – max pipe size – type of welding Offshore tie-in means: ROV… Trenching, shore approach equipment Drilling rigs type…
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The schedule will be reviewed after contractors selection
77
Scheduling offshore installation
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Scheduling hook-up
Hook-up time is highly dependant upon the yard fabrication and its level of completion
It is fundamental to reduce as much as possible the hook-up work: hook-up is very costly and always critical
No hook-up without accommodation
No hook-up without a good logistic and supporting equipment © 2011 - IFP Training
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ATTACHMENT III Cost Reporting details/examples
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Company Cost Report Format Principles
Project Level* (1) (2) Approve Scope Description d Change Budget
(3) Budget Transfer
(4) Current Budget (1+2+3)
(5) Commit
(6) (7) Estimate Forecast To (5+6) Complete
(8) Variance (+/-) (4-7)
(9) (10) Expend. Approved Incurred Invoices
AFE X Y Z
100 50 90
0 0 0
0 10 - 10
100 60 80
90 60 80
12 0 -5
102 60 75
2 0 -5
70 60 73
65 60 65
Sub-total
240
0
0
240
230
7
237
-3
203
190
24
0
0
24
0
22
22
-2
0
0
264
0
0
264
230
29
259
-5
203
190
Provisions Contingen cy Total
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* Level 0 = Project 1 = Phase 2 = Major Work Split 3 = Commitment 4 = Work Package
82
Cost monitoring example TOTAL E&P XXXX DATE: OCT 2003
PROJECT: ANGELA PAPYRUS LEVEL 0 (1)
CODE TOTAL E&P XXXX DATE: OCT 2004
DESCRIPTION
APPROVED BUDGET
(2)
200
(4)
BUDGET TRANSFER
(5)
CURRENT BUDGET (1+2+3)
(6)
COMMITMENT
(7)
ESTIMATE to COMPLETE
PROJECT: ANGELA PAPYRUS 0 0 13350 13350 0 LEVEL 1 WELLHEAD PF & CONNECTION 0 0 54550 51550 3000
Initial Studies 13350 Wellhead Connect. 54550 (1) (2) 300 Production Pltf 137320 400 Quarter Pltf 37070 APPROVED SCOPE CODE DESCRIPTION 500 FPSO 42430 CHANGE TOTAL E&P XXXX600 Buoy & SealinesBUDGET 12900 DATE: 2004 210OCT Gen. Mngt700 & Serv 2200 0 Management 5600 100
(3)
SCOPE CHANGE
ALL IN k US$
0
(3)
(4)
-10000
0 BUDGET 0 TRANSFER
127320
CURRENT -500 36570
(5)
118380
(6)
0
0
22005600
2200 0 4523
(9)
13350 127320 36570 FORECAST 45130 (5+6) 12900
(10)
Expenditure ALL IN k US$ Incurred
Approved Invoices
0
54550
(7)
8940
34500 ESTIMATE 2070to 2700BUDGET 45130 COMMITMENT 43170 1960 COMPLETE (1+2+3) 0 PROJECT: 0 12900 0 12900 ANGELA PAPYRUS 0
(8)
Variance FORECAST (+/ -) (7(5+6) 4)
0
(8)
0
30
26
(9)
(10)
12760
10000
Variance0 6383 Expenditure (+/ -) 0 18823 Incurred (7-4) 0 ALL IN k US$45
5073 Approved 16450 Invoices 42
5600 0
56002200
0 0
350 15
150
300 8940 0 400 100
5400 127320 14000 3350 1500
0 00 0 0
0 14000 12760 0 240
800 3650 10200300
0 0 0 0
LEVEL 1 Production Platform Engineering 4400 323 0 4723 200 4723 0 0 0 Sub-Total 0 (3) 295420 34470 295420 38056 31606 (1) 8500 303220 (2)645 (4) 9145 (5) 260950 (6) (7) 9145 (8) 0 0 (9) (10) 0 230 Mal & Eqpt supply 0-7800 9045 100 0 240 Onshore fab 22500 1682 0 24182 23582 600 24182 0 0 0 CURRENT Variance 800 Provisions (rate) 2100 0 -10 2090 0 2090 2090 0 10 10 APPROVED SCOPE BUDGET0 ESTIMATE to FORECAST Expenditures Approved 250 Transportation 3550 0 3550 3450 100 3550 0 0 0 900 Contingency 12430 0 0 12430 0 12430 12430 0 0 0 CODE DESCRIPTION BUDGET COMMITMENT (+/ -) 260 Offshore Works 16500 0 -500 16000 15800 200 16000 0 0 0 BUDGET CHANGE TRANSFER COMPLETE (5+6) Incurred Invoices TOTAL E&P XXXX (1+2+3) (7-4) ALL IN k US$ PROJECT: ANGELA PAPYRUS 270 Hook-up Wks 6200 0 0 6200 6000 200 6200 0 0 0 DATE: OCT 2004 280 Long Commissioning sup 3200 317750 0 0 -1800 1400 1000 400 0 1400 0 0 310 lead Items 28630 -4200 -7810 1 24430 24430 24430 **** TOTAL 0 309940 260950 48990 309940 0 00 38066 4800 316162400 LEVEL Quarter Platform 290 Gen. Spare parts 950 0 0 -350 0 600 550 50 600 00 0 240 0240 320 Mngt & Serv 2640 2640 2400 240 2640 (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) 330 Engineering 4680 0 -700 3980 3600 380 3980 0 720 360 CURRENT Variance 340 Mal & Eqpt supply 45840 0 -5100 40740 40300 40740 0 Expenditure4500Approved4500 APPROVED SCOPE BUDGET ESTIMATE440 to FORECAST CODE DESCRIPTION BUDGET COMMITMENT (+/ -) 350 16480 16480 16150 330 16480 0 BUDGET CHANGE TRANSFER COMPLETE (5+6)68000 Incurred3502500 Invoices 2500 2*** Onshore TOTAL fab 68000 2650 0 -2650 0 68000 66150 1850 0 (1+2+3) (7-4)ALL0IN k US$ TOTAL E&P XXXX 360 Transportation 4500 0 0 4500 4500 0 4500 0 0 0 PROJECT: ANGELA PAPYRUS DATE: OCT 2004 Long Works lead Items 2560 2560 2560 2560 00 2560 1250 370 410 Offshore 18000 0 0 00 18000 14500 35000 18000 0 0 LEVEL 18500 FPSO & BUOY Gen. Mngt 1200 1200 1200 1200 00 240 240 380 420 Hook-up Wks & Serv 8500 0 0 00 6200 23000 8500 0 0 (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) Engineering sup 2150 2150 2050 100 2150 00 410 410 380 430 Commissioning 4850 0 0 00 4850 3800 1050 4850 0 0 CURRENT Malparts & Eqpt supply 12720 -250 12470 11890 12470 00 2600 2600 390 440 Spare 3200 0 0 0 3200 2500 ESTIMATE 580 700 FORECAST 3200 Variance 0 0 APPROVED SCOPE BUDGET to Expenditure Approved CODE BUDGET COMMITMENT (+/ -) 450 Onshore DESCRIPTION fab 6140 0 0 6140 5725 415 6140 0 573 573 BUDGET CHANGE TRANSFER COMPLETE (5+6) Incurred Invoices (1+2+3) (7-4) 460 Transportation 2200 0 0 2200 2125 75 2200 0 0 0 220
Offshore Works 3*** 470 TOTAL 510 Purchase Hull 480520 Hook-up Wks& Serv Gen. Mngt
Onshore fab 560 Towing 4*** 570 TOTAL Offshore Works 580 Hook-up Wks 580 Commissioning sup 590 Spare parts 550
5***
TOTAL
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0 00 00
0 -10000 1500 -250 0
5400 127320 14000 3350 1500
5100 118380 14000 2950 1400
800 3650 300 10200
00 00
00 00
800 3650 300 10200
600 3500 300 9900
200 150 300 0
6500
0
0
6500
5900
600
6500
0
1800 37070 2500
0 00
0 -500 0
1800 36570 2500
1800 34500 2200
0 2070 300
1800 36570 2500
0
2280
0
1200
3480
3100
380
3480
0
0
0
1100
0
0
1100
970
130
1100
0
0
0
400
0
0
400
400
400
0
0
0
42430
0
2700
45130
43170
0
1960
45130
0 0
0
240
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