Professional Documents
Culture Documents
MANUAL
Prepared By
__________________________________
Head Project Management Systems
Approved By
_____________________
Managing Director & CEO
Dated
_____________________
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
INDEX
Chapter
Section
1
1
2
2
1
Introduction
Preamble
Overall scheme
Project Planning
Planning techniques
Work break down structure, Organization break down structure, Mapping of
WBS and OBS, Cost Centre and mapping with BOQ,
3
1
2
3
4
5
6
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
INDEX
6
1
2
3
7
1
2
3
4
5
6
8
1
2
3
4
5
6
7
8
9
10
11
12
9
1
2
3
4
10
1
2
3
4
Organization
Typical site organization
Responsibility Matrix
Job descriptions of site functions
Planning & Scheduling
Introduction
Planning
Development of Three Month Look ahead Plans
Development of Four Week Look ahead Plans
Supervisor level planning (level 4)
Daily Schedule and Time Sheet
Field Engineering & Document Control
Introduction
Document Control
Receiving, Issuance, Revision handling
Field Engineering
Estimation
Field Marking of drawings
Preparation of field drawings and test packs
Method Statements preparation and submission
Material submittals for approval
Technical clarifications
Preparation of as built drawings
Tracking and Handing over of documents
Material Management
System for Descon Supplied Material
Sourcing, Vendor evaluation, Purchase order, Delivery Challan, Material
loading, receiving, Inspection, Stacking, Issuance and return
Client Material Handling
Reconciliation reports
Disposal of Surplus Material
Monitoring of progress
Earned man-hours concept
Estimation of progress
Progress and Efficiency Control
Progress up-dating
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
INDEX
4
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
5
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Pre-mobilization planning
Contract award
Selection of site manager and core team
Gather core team and start training
Understand scope of work, Descon and Client responsibility
Comparison of Bid and Contract
Determine impact on costs
Revisit execution strategy
Revise WBS and OBS if required
Revise budget and cash flow forecasts
Revision of Level 3 Plan
Revise manpower histograms
Prepare 3 month look ahead
Mobilization plan
Appoint mobilization incharge
Configure project management systems
Prepare MRP
Prepare HSE plan
Prepare project specific method statements
Prepare rigging studies
Prepare WPS, PQRs and Project Quality Plan
Get schedules for client deliverables
Summary of Inputs and Outputs for this stage
Mobilization
Site clearance
Arrangement of site facilities
Commission security set up
Set up stores for Descon material and Client Warehouse
Arrange indirect manpower deployment
Arrange direct manpower deployment
Recruitment
Manpower, induction. orientation
Set up staff attendance and control facilities
Arrange equipment and plant deployment
Procurement of first lot of deliverables
Negotiate and award sub contracts
Set up project monitoring systems
Determine resource availability
Prepare 4 week look ahead
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
INDEX
11
1
2
3
4
5
6
7
8
9
Construction work
Scheduling of work
Responsibility for execution
Reporting of progress
Quality Health Safety and Environment
Civil work
Mechanical work
E & I works
Equipment and Plant
Completion and handing over
1
2
3
4
5
6
12
13
1
2
3
4
5
6
7
8
9
10
11
Cost control
Bid / Proposal
Budgeting
Budget Rev 1
Project Planning
Project Resource Planning
Execution
Project Progress and Cost Control System
Monitoring
Profitability Analysis
Cash Flow Analysis
Key Performance Indicators (KPI)
14
Feedback to client
15
Invoicing client
16
1
2
3
4
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INDEX
17
1
2
3
4
Demobilization
Human resources
Equipment and plant
Project site facilities
Dispatch
Project closeout
Preparation of project wind up report
1
2
3
18
19
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 1
Introduction
1.1
Preamble
1.1.1 Purpose
This manual has been compiled to standardize procedures and have their
summaries readily available for use in the companys construction business. It
covers activities from the time a construction job is awarded to the company,
planning and mobilization stages, scheduling execution and monitoring of
activities, interaction with the client, work completion stage, demobilization
and finally incorporation of feedback from projects as they are completed.
1.1.2 Objective
Project Planning & Execution Manual has the following objectives: Standardize work practices and establish benchmarks for performance
measurement.
All projects are completed within schedule, budget and forecasted cash
flows.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
1.1.3 Scope
This manual covers the planning, execution and progress monitoring activities
of construction projects. Plant Services and EPC projects are not covered in
this manual. Details related to Contract Administration and Finance are
covered under separate manuals.
1.2
Overall Scheme
Each construction project has a defined scope of work, defined start and finish
dates, some working constraints and a specified budget. All of the personnel
who are going to be assigned to the project may not have worked together. It is
on account of these challenges that project management becomes difficult
and complex. Therefore it is necessary to have well defined procedures and
clearly spelled out responsibilities that are understood by all the persons
assigned to the project. A properly designed project management system
enables timely response to problems, delays, changes, and obstacles that arise
during the course of execution. It also indicates opportunities that might arise
enabling savings in costs. Without proper project management it is quite likely
that excessive resources shall be utilized to meet the project schedule resulting
in cost overruns and depletion of expected margins.
The planning part of the project involves deciding what is to be done, when,
by whom and with what resources. It is just as important to have a properly
designed system to maintain close observation of activities once the
construction gets underway. Constant vigilance is required to find out what
has actually been accomplished, what remains to be done and whether
resources are available to do it in time. A properly designed project
management system is meant to organize the working and to identify potential
problems so that they can be communicated in time to management. This
enables proper corrective actions to be taken.
Although this manual is only meant to cover the aspects of planning,
execution and monitoring of progress a review of the broader overall picture
has been included. Accordingly the overall sequence of events and the flow of
information from the time of identification of opportunity, submission of the
bid, winning of the contract, planning, controlling the execution, till
completion is depicted in a flow chart that is included as Attachment 1-1,
flow chart. Overview of Project Planning, Execution and Monitoring.
The table 1-2 on the following page explains the actions to be taken by the
individuals designated at each of the key assignments in the overall scheme.
The number in the extreme left column of the table identifies the referred box
on the flow chart. Major activities that are to be performed by the individuals
designated to the assignments are identified in the central column while the
salient outputs from one functionary to another are listed in the right hand
column. This table and the accompanying flow diagrams are provided here to
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
give the reader an overview of the overall scheme. Individual activities and the
relevant form of the outputs are described and defined in the corresponding
chapters. Detailed responsibilities of the individuals are included in the Job
Descriptions that are provided in Chapter 6 on Organization. The typical site
organization chart is included in that chapter as Attachment 6-1, Typical Site
Organization.
Serial#
1
Output
Proposal
ITB
Customer and
Competitors data
Enquiry Synopsis
Business Area
As submitted bid.
ITB
Level 3 plan,
Mapping of BOQ and
CCTRs.
CCTR wise summary
of Man-hours and
Quantities,
WBS, OBS,
Mobilization Plan
and Demobilization
plan. Budget Rev 0,
Cash Flow, WINBid
reports
Correspondence with
customer
Draft contract
document with any
changes if applicable
Quotations received
Project Team
Signed Contract
Documents
All documents
received from
proposals, guidelines
on strategy to be
adopted
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Serial#
4
4.1
4.2
4.3
5
Output
Project Team
Understand scope of work; identify key points in
Contract to protect Companys interest,
Understand DESCON and customer
responsibility.
Analyze proposal working
Compare final contract document with Proposal
Determine impact of any changes in the above on
the project,
Resource loading on level 3 plan
Revise level 3 plan if required
MP histograms at Supervisor level
Revise WBS and OBS if required
Review of budget R 0
Prepare MRP material and consumables
Prepare pre mobilization and mobilization plan
Assign mobilization incharge
Prepare project specific documentation viz. HSE
plan, PQP, WPS and get it approved from
customer.
Get PQR done to finalize WPS and welding
consumables.
Configure Project Monitoring Systems.
Arrange inspection of E&P and tools and get
these certified as required under the procedure.
Project team
Start mobilization activity
Order deliverables after Customers approval
wherever required under the contract.
Project team
Configure project monitoring systems
Site Manager
Review budget R 0 and prepare R 1
Review and approve project specific method
statements
Get client approvals for level 3 plan
Approve overall resources required for execution
Finalize QC manual, WPS and HSE plan
Review Technical Queries prior to issuance to
Customer for clarifications.
Site Manager
Purchase Orders
Configured system
Customer
Method statements
for approval
Level 3 plan for
approval
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Serial#
6
7.1a
7.1b
7.2
Output
Site Manager
Direct and coordinate construction activities at
site
Ensure use of systems to monitor costs and
progress
Approve revisions in Level 3 plan as per Latest
Forecast
Achieve targeted invoice within costs
Ensure timely submission of invoices
Ensure achievement of targeted margins
Manage cash flow
Ensures that all extra work is identified and
billed
Take remedial action to meet project objectives
Planning and FEDC Manager
Oversee FEDC and Planning functions
Review and optimize / update Level 3 plan as
per latest forecast
Highlight critical path and foresee bottlenecks
Analyses progress and efficiency reports
Keeps track of changes in BOQ and keeps it
updated
Prepares 3 month forecasts
Planning Engineer
Generate revised rolling 3 month and 4 week
look ahead plans
Identifies resource requirement for 3month look
ahead and 4 week look ahead plans
Monitor and analyze discipline wise progress,
Update level 3 plan
Planning and FEDC Manager
Keeps track of extra work Ensures that all extra
work is identified and billed.
Communicates with client regarding changes in
scope and gets approvals
Keeps contracts engineer updated on progress
and changes of scope
Supports contracts engineer in invoice generation
Customer
Progress
Invoices for payment
Discipline Incharges
3 month and 4 week
look ahead plans
Targets
Progress analysis and
comparison with
plans
Bottleneck summary
Efficiency reports
Customer
Intimation about
extra work
Technical queries
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Serial#
7.3
7.4
7.5
Output
FEDC Engineer
Ensure that document control system is installed
and working properly
Ensures allocation of drawings to WBS/OBS
Ensure that BOQ/BM is taken off correctly and
entered into PCS
Marking of Standard man-hours, CCTR and
Supervisors codes on drawings
Prepare drawings for fabrication/erection.
Prepares sketches for execution when ever
necessary and issue to execution team after
getting it approved.
Facilitates Construction Manager in preparation
of rigging studies.
Planning and FEDC Manager
Supports site manager in revision of budget and
cash flow
Receive data from Financial Controller for
weekly report
Compile weekly Project Performance report
Monitoring of progress and comparison with
contractual commitments.
FEDC Engineer
Receive Technical Clarification requests.
If possible provide clarifications from data and
available specifications. Otherwise consults site
manager before sending to Customer for
clarification and communicates response to all
concerned.
Facilitates in preparation of project specific
method statements.
Discipline Incharges
Drawings for
Fabrication and
erection
Drawing wise BOM,
BOQ and Resource
requirement
Allocation of material
for drawings
Site Manager
Bottleneck summary
Efficiency reports
Progress analysis and
comparison with
plans
Weekly Project
Performance report
Customer
Technical
Clarification requests
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Serial#
8a
8b
Output
CM/Discipline In-charge
Discuss and distribute weekly plans to Discipline
Engineers
Assignment of drawings to supervisors
Review and optimize resource utilization
Guide Discipline Engineers in breaking up 4
week look ahead plan
Prepare project specific method statements
Ensure that extra work is identified and reported
for invoicing
Discipline Engineer
Check work front availability on 04 week basis.
Ensure quality of work and minimization of
wastage
Monitor efficiency and provide guidance to bring
it up to 1
Ensure that all relevant procedures are available
and followed
Identify extra work from contractual work scope
Ensure accurate reporting of work and correct
posting of man-hours into DSTS
Area Scheduler
Prepares daily work plans from 4 week look
ahead, after confirming the work front for the
week / day.
Interact with Discipline/Area Supervisors to plan
future work
Plan daily jobs at supervisor level, viz. level 4
planning
Print and distribute DSTS
Monitor daily progress
Enter progress into DPMS module
Ensures booking of resources to correct CCTR
Print daily supervisor efficiency reports
Identify and report extra work
Roll up area wise plans on weekly basis
Discipline Engineers
Weekly and Daily
Targets
Guidance on splitting
4 week look ahead
Area Scheduler
Weekly and Daily
Targets
Discipline
Supervisor
Daily Schedule and
Time Sheet
Information about
material availability
for drawings
Planning and FEDC
Manager
Progress entered into
DPMS
Efficiency reports
available in system
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Serial#
10
11
12
13
IC PP & A
Ensure entry of CCTR wise man-hours from
DSTS into GDMS
Compare DSTS hours with time card man-hours
of direct staff
Correct time entries in time cards
Rationalize man-hours based on lower of the two
Prepare Payroll
Contracts Engineer
Receive progress figures from Planning & FEDC
Manager and compare with contractual
commitments
Estimating costs and revenue from extra work
Estimating cost to complete
Preparation of invoices as per progress
Preparation of invoices for extra work
Compilation of data for claims
Negotiate and award subcontracts
Handling of subcontracts
IC Procurement
Floating enquires for site procurement
Evaluation of quotes issuance of purchase orders,
and entry into system
Follow up of POs, internal inspection of material
and shipment after proper crating.
Ensure vendor invoices are received and
adjusted.
Return of vendor guarantees, if any.
Output
Area Scheduler
Filled out DSTS
showing progress
achieved
I/C PP&A
Filled out DSTS
showing man-hours
utilization on CCTRS
Financial Controller
Area Scheduler
Corrected CCTR
wise man-hours
available in the
system
Financial Controller
Cost and financial
forecasts
Site Manager
Invoices for
submission to
customer
Suppliers
Enquiries
Purchase Orders
I/C Stores
Purchase Order
Copies
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Serial#
14
15
16
17
Output
Financial Controller
Availability of
updated figures in
system for the
following
Cost of purchase
orders issued
Cost of material in
inventory
Cost of materials
issued
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Serial#
18
Customer
Arrangement for timely delivery of Drawings
and Specifications
Intimation of supply of free issue materials
18.1
Customer
Authorization of extra work
Arranges payment against invoices
Make access available as per plan
Head PMS
Analysis of all ongoing projects and compilation
of reports for review
Request clarifications from Site Managers where
required
Analysis of project performance and preparation
of feedback to proposal on overall project
estimation norms
19
Output
Planning and FEDC
Manager
Drawings and
Specifications
Response to
Technical
Clarifications
Site Manager
Payment against
invoices
CEO and CFO
Projects Performance
summary reports
Business Area Head
Observations on
Projects Performance
Proposal
Department
Feedback for revision
of estimation norms
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 1 (Attachments)
1) Overview Project Planning and Execution
Attachment 1.1
Attachment 6.1
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 2
Project Planning
Project planning involves breaking down the entire project into smaller
manageable activities, determining the durations, interrelationship, and
resource requirements of each activity. Once this has been completed then the
application of resources is scheduled in a planned manner. Arrangements are
made to monitor progress and costs. When work has started progress and
resource utilization are monitored closely. Corrective actions are taken
wherever required in order to be able to meet the agreed objectives for the
project.
This chapter covers the following topics:
Planning techniques
Work break down structure
Organization breakdown structure
Mapping of Work and Organization Break Down Structures
Cost Centres and Mapping of Cost Centres with Bill of Quantities
Levels of plan
Planning terms
2.1
Planning Techniques
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Cost Center/Activity
The WBS for the construction part can be graphically represented as under
Plant Construction
Discipline A
Discipline B
Discipline C
Area X
Area Y
Area Z
Activities
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OBS
Project
Site Manager
Construction
Construction Manager
Discipline
Discipline In-charge
Zone/Area
Discipline Engineer
Cost Center/Activity
Discipline Supervisor
Please refer to Attachment 2.1 for an example of mapping of WBS and OBS
2.1.4 Cost Center (CCTR) & Mapping of CCTR and BOQ
A Cost Center (CCTR) is the smallest measurable unit of work / activity to
which costs can be booked. In Descon, standardized cost centers have been
identified and listed for most of the construction activities. These are used at
the estimation stage and the same cost centers are used during scheduling and
monitoring of progress and for assimilation of costs. Some examples are given
here
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CCTR Description
CCTR
21120
21130
22210
CS Pipe Fabrication
23120
25510
25620
During proposal stage the quantity of each BOQ item is distributed over
standard cost centers. This facilitates preparing a CCTR wise summary for
quantities and man-hours. It may however be noted that there could be more
than one cost center in one BOQ item e.g. the customer BOQ description
Earth Works may be covered in cost centers 21120 and 21130. In this case
the BOQ item quantity shall have to be split over number of Descons
standard cost centers. Similarly some of the Descon cost centers may be
distributed over a number of customer BOQ items.
Proposal department provides the Cost Centers used on the project along with
the estimated quantities and man-hours against each cost center. (See
Attachment 2.2). These are subsequently referred to as Budgeted Quantities
and Planned Man-hours respectively.
2.2
Consumes time
Consumes resources
Is assignable
Is measurable
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2.2.4 Scheduling
Scheduled start and finish dates for each activity and ultimately the entire
project are calculated based on the estimated duration of the activities, the
relationships between the activities and any applicable constraint. This process
is done in two steps. In the first step called Forward Pass early start and finish
dates of each activity are calculated starting from the project start date. In the
next step late start and finish dates of each activity are calculated starting from
the project finish date. The difference between early start and late start or early
finish and late finish is known as Float of that activity. Its the margin of delay
for an activity without delaying its successor activity.
If the completion date of the project goes beyond the contractual hand-over
date then the whole schedule needs to be re-visited.
Squeezing the schedule may require one or all of the following techniques
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Area as activities
ii.
iii.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Look for activities that are not critical but require more resources.
Increasing duration of such activities will result in decrease in resource
requirement.
Look for activities with large free floats (margins for delay). Delaying
such activities will not disturb end date of the project but will reduce
resource requirements.
Look for alternative cheaper resources. Chain blocks may be used in place
of crane in certain cases. Concrete mixers may be used in place of
Batching Plant or Concrete hoists may be used in place of concrete pumps
for small concrete pouring.
There are ways and means to smoothen resource requirement to the possible
extent. The activities should be rescheduled, keeping the logic intact, so that
peaks should be trimmed off and more resource requirement is generated to
fill up the troughs. Employing the following techniques can help a lot in doing
this
2.2.9 Trimming off a peak
Look for activities that fall in that period especially the one starting in the
peak period or the one finishing in that period.
Try to drag such activities, keeping the logic intact, out of the peak region
and into the trough region either by delaying the start, such that the activity
starts after the peak or finish before that period. It is generally easier to
take such activities out of the peak requirement period without upsetting
the schedule.
Look for the activities that are either finishing immediately before the
trough period or starting immediately after that period.
Try to drag such activities, keeping the logic intact, into the trough period
either by delaying its finish date or by starting it early.
Look for the activities that have large resource requirement and either
finish immediately before the trough period or start immediately after that
period. It is generally easier to take such activities into the trough period
without much disturbing the schedule.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Important Note: It is practically very difficult to smooth out all the resources
as smoothening of one resource may disturb some other resource. So it is
recommended that first priority during smoothening process should be given
to critical resources like cranes, special crafts etc. and second priority should
be given to less critical resources like most of materials and consumables.
Please see Attachment 2.6(a) & 2.6(b)for examples of un-smoothened and
smoothened resources
2.2.11 Assigning Responsibility
Determining responsibility for each activity is critical to any scheduling effort,
since any construction project involves bringing together many crafts,
subcontractors, suppliers and others to attain project completion. Activities
should be defined so that the responsibility for activity completion is clear and
assignable to a single party. If the activity is to be completed by the
contractor's own force then it should be assigned to a proper supervisor. If the
activity is to be completed by the subcontractor or the vendor, responsibility
should be assigned accordingly.
2.3
Levels of Plan
There are various levels of planning depending upon the extent to which the
activities have been broken down and the details provided therein.
In DESCON generally four levels of plans are prepared.
Level - 1 Plan
This is the basic contractual plan that defines start and end dates for each of
the major activities like design, procurement and construction. See
Attachment 2.7
Level - 2 Plan
In this level, the discipline-wise schedule for each of the above major
activities is prepared. For example the schedule for civil, mechanical and E&I
construction activities is defined separately. See Attachment 2.8
Level - 3 Plan
In this level, the level 2 plan is broken down into various Zones/Areas. The
activities of Level 2 plan are further divided into smaller activities (up-to
Cost Centers level) and schedule for each Cost center is provided. For
example Mechanical discipline is further broken down to rotary equipment,
stationary equipment, CS piping fabrication etc. See Attachment 2.9
Level - 4 Plan
This plan is prepared at site. In this plan the activities of the level 3 plan are
broken down to Drawing/Isometric level. In Descon working this exercise is
done at supervisor level.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
2.4
Planning terms
For the purpose of explanation the terms used in planning are arranged here in
their logical sequence rather than alphabetically.
Activity or Task
The tasks that have to be accomplished in order to complete the project.
Predecessor Activity
The activity that effects start or finish dates of other activities (Successor
activities).
Successor Activity
The activity for which start or finish dates are dependent on other activities
(Predecessor activities).
Lag
Lag staggers or delays the relationship of one activity (predecessor) to another
(successor).
Constraints
Constraints are ground realities that overrule the logical start and finish time of
the activity. For example, a certain piece of equipment will be received on,
say, 25th of March. That equipments erection activity cannot be started
before 26th of March irrespective of the fact that the foundation will be ready
by 15th of March.
So we will simply put a constraint to this activity that it cannot start before
26th of March. Similarly concreting work cannot be easily done in winter
months in regions where temperature goes below freezing during winter.
Various types of constraints can be used but most commonly used are as
follows
Early Start
The earliest possible time at which the activity can be started.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Late Start
The latest possible time an activity can be started without delaying the end
date of the project.
Early Finish
The earliest possible time at which an activity can be finished.
Late Finish
The latest possible time at which an activity can be finished without delaying
the end date of the project.
Free float
Its the margin of delay for an activity without delaying its successor activity.
See Attachment 2.10
Total Float
Its the margin of delay for an activity or a chain of activity without delaying
the project. See Attachment 2.11
Scheduling
The process of calculating start and end dates of the activities.
Forward Pass
The process of calculating start and finish dates of each activity starting from
the project start date. This process generates early start and early finish dates
for each activity. See Attachment 2.12
Backward Pass
The process of calculating start and finish dates of each activity starting from
the project finish date. This process generates late start and late finish dates for
each activity. See Attachment 2.13
Data date
The point in time that separates actual (historical) data from future (scheduled)
data.
Man-hours
It is yardstick for measurement of effort. For example, 4 Man-hour will mean
any of the following:
1 man working for 4 hours
4 men working for 1 hour
Standard Man-hours
Estimated effort per unit required to perform a job in terms of man-hours.
Earned Man-hours
It is amount of work executed in terms of standard man-hours.
Project / Budgeted Man-hours
Total number of man-hours required to execute a project.
Actual Man-hours
It is the amount of man-hours actually utilized to execute work.
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Cost Center
A Cost Center is the lowest identifiable/measurable activity to which costs
incurred can be booked.
Direct Cost
Costs that can be clearly attributed to the activity performed. These costs are
dependent on quantity of the work performed.
Indirect Cost
Costs that cannot be clearly attributed to specific activity. These costs are
incurred irrespective of the quantity of the work performed.
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CHAPTER 2 (Attachments)
1) Mapping of OBS and WBS
Attachment 2.1
Attachment 2.2
3) Activity Relationship
Attachment 2.3a
4) Activity Relationship
Attachment 2.3b
5) Activity Relationship
Attachment 2.3c
6) Activity Relationship
Attachment 2.3d
7) Critical Path
Attachment 2.4
Attachment 2.5
9) Smoothing of Resources
Attachment 2.6a
Attachment 2.6b
Attachment 2.7
Attachment 2.8
Attachment 2.9
Attachment 2.10
Attachment 2.11
Attachment 2.12
Attachment 2.13
Attachment 6.1
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CHAPTER 3
3.2 PCS
Project Control System or PCS is in-house developed software designed to
monitor progress and efficiencies during the project execution phase. It
consists of the following modules:
Bottlenecks
Test Packs
3.2.1 DCS (Document Control System)
DCS is an important part of PCS. As the name suggests, DCS is aimed at
exercising effective document control at project sites. The target users of the
system are document controllers. Main features of DCS are efficient receipt,
issuance, retrieval, status and revision management of documents. DCS is
primarily meant for external documents, i.e. from client or consultant, but can
also be easily extended to cater for internal documents using intelligent coding
structure. In contrast to routine document control, this DCS module forms a
very important part of an integrated project management environment. The
information available in the DCS module is shared by other modules of PCS
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DPMS, ITS, & MMS. However this information sharing is one way only:
DCS does not use information of the other systems. The usual mode of
inputting information in the system is manual entry, but in some cases
information can be electronically input in the system. The rich reporting
capabilities of DCS help document controller keep track of different
information related to drawings.
Reports that can be generated through DCS are:
Transmittal wise receipt/issuance: It lists all receipts and issues, and these
can be filtered for transmittal number, duration, received, issued, or both.
They can be further filtered for Area incharge, supervisor, location, and
test pack. The report can also filter for superceded or latest. The report also
includes MCN (Material Control Number) and Test Pack numbers that
have been entered in different modules.
Drawing wise ledger: This report shows receiving and issuance record.
Drawings status: It gives a full summary and can show if different versions
of a drawing are in use in different modules,
DSTS: This is the Daily Schedule and Time Sheet for each supervisor.
Consumable/material analysis.
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Shipment detail.
Over issuance.
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Welder Wise Statistical Analysis: This report shows the work done by
a welder or a pair of welders with repair information under an
inspection extent for a specific period of time.
Drawing Wise Statistical Analysis: This report shows the work done
under a drawing with information of the inspection extent for a specific
period of time.
Welder Repair % age based on RT: The primary purpose of this report
is to view the %age repair on joints and %age of film on repair
performed by welder(s) during a specific period of time.
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RT Films Status: This report gives the status of RT Film usage during
a specific period of time. This report is also used to compute the
payment of NDE contractor.
Welder Wise Repair %age: This report shows percentage of repair type
of welder against each month.
ITS flow sheet is attached as Attachment 3.4
3.2.5 Bottlenecks
This system enables its users to book major bottlenecks in a project. When a
bottleneck is observed it is entered in the system, and it is used to keep track of the
factors responsible for the bottleneck, incharges and clients comments thereupon,
remedial actions taken, effects of the bottleneck, etc. The report that is produced
from this system is
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3.3
Test Pack Status Report: This report shows the status of the activities that
are to be conducted for the Test Packs. It shows the completion dates of the
activities that have been finished.
Man-hour reports
3.4
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3.5
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Defining different groups, sub groups, material type, and item type on
the basis of acquired information, which classifies different items
(Consumable's, Fixed assets etc.).
3.5.3
Indent Main
Indent Viewer
Enquiry Management.
Quotation Management.
Purchase order (Split order vendor wise, Change order, Repeat order).
The Vendor Management system is also a part of PMS. It facilitates addition,
modification, and deletion of vendors from the system. Allows paperless
integration of supplier performance, history measurement, supplier
management and tracking / tracing.
SMART process flow is attached as Attachment 3.7
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3.6
ACCPAC
ACCPAC is an off-the-shelf package consisting of various modules to perform
different financial functions.
ACCPAC consists of the following modules:
AP-Accounts Payable
AR-Accounts Receivable
GL-General Ledger
JC-Project Accounting , used for job costing
PO-Purchase Order It is used for receiving information on purchase orders
issued in SMART
IC-Inventory Control It is being used for all transactions in the Descon
Material Store
SM-System Manager for System Administration and error tracking
These modules are described in detail in the Financial manual.
3.7
System integration
For the overall integration of the system please refer to the flow chart at
Attachment 3.8
For most of the systems, to integrate them with each other, Electronic Import
and Export routines are used. For example, the Actual Man hours entered in
GDMS are exported from GDMS as a text file. The same text file is imported
in PROCeSs. Likewise PROCeSs is integrated with P3 using the same
technique and the Level-III plan is imported into PROCeSs as a text file.
PROCeSs is also capable of importing BOQ, BOM, Field Change
Requirements in the BOM, Client Stock, and Consumable data from
ACCPAC-IC .
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 3 (Attachments)
1) DCS Flow Chart
Attachment 3.1
Attachment 3.2
Attachment 3.3
Attachment 3.4
Attachment 3.5
Attachment 3.6
Attachment 3.7
Attachment 3.8
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 4
Pre-mobilization Planning
For a project to progress satisfactorily in its earlier phases it is necessary to
start the planning activities as early as possible. It is desirable to have a period
of three to four months for the initial planning before actual mobilization to
site. This period of pre-mobilization starts from the time when assessment of
interaction with the client indicates that there is a strong likelihood of the
contract being awarded to Descon. The individual pre mobilization activities
are described in the following paragraphs. Please refer to Attachment 4.1
flow chart for pre-mobilization planning
4.1
Contract Award
After evaluation of bids it is usual for the client to shortlist the contractor for
awarding the job and to issue a Letter of Acceptance (LOA) or Letter of Intent
(LOI) to the contractor. This letter is advance intimation to the selected
contractor of the customers intention to award the project as per the
Conditions of the Contract. It may be addressed to the Proposal Manager,
Head Business Development, or the Head of the relevant Business Area. The
recipient acknowledges receipt of LOI/LOA. Most projects are to be carried
out against tight time schedules and this practice of issuing the LOI gives
advance notice to the contractor to start preliminary planning in order to
reduce the reaction time that would be required after award of the contract. It
enables the contractor to start early mobilization of resources that would be
required to carry out the project.
After issuance of the letter of intent or award of the work and before signing
of the contract, the Proposal Manager ensures that any variations between the
contract and the tender requirements are resolved and documented. The
Contract Document is thoroughly reviewed by the Proposal Manager before it
is signed. After the review, Proposal Manager or any other person nominated
by the Executive Management signs the contract on behalf of the Company.
Contract agreement normally includes
The Tender
Conditions of Contract
Specifications
Drawings
Bill of Quantities
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4.2
4.3
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
4.4
4.5
4.6
4.7
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Enquires are floated to get more realistic price estimates for the procurement
of material and its delivery at the site. Similarly quotations are obtained from
other possible vendors for equipment required at the site. Methodology of
performing major jobs is reviewed to see how costs can be reduced. Efforts
are made to more extensively utilize Descon owned equipment that may now
be available in time for the project needs. E&P department is contacted to
confirm availability of Descon owned resources planned to be utilized at the
project and to see if additional Descon owned equipment could now be used
in place of hired equipment. Alternate options are considered and evaluated
for subcontracting out additional portions of the work. The following
advantages can be expected from sub contracting
4.8
4.9
Hiring of technicians
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Possession of camp
Possession of site
Setting up of offices
Setting up of workshops
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
In case there are some bugs in the system they can be identified and
rectified
Makes all the members familiar with the work of this project
4.22 Summary
The total inputs required for proper pre-mobilization planning from Proposal
and Business Area have been tabulated overleaf. The actions taken in this
phase and the responsibly for carrying them out are summarized in the central
box The outputs for use of the Site Management are listed in the box on the
right.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
form
Proposal/Business Area
Process
Responsi
bility.
Project Team
Output
form
to Site Manager
PLFEM
report
ITB Complete
doc
PLFEM
P3
P3
PLFEM
Mobilization plan
P3
excel
PLFEM
SMART
WBS,
excel
Organization chart
Plng.
excel
excel
Plng.
Organization chart
excel
Mobilization Plan.
P3
Plng.
doc
doc.
Plng.
Method Statements
doc
doc.
Review of budget R 0
PLFEM
excel
doc.
Fedc
doc.
PLFEM
TSF details
doc.
SM
Budget Rev 0,
excel
Resp.
Cash Flow,
excel
DIC
WINBid reports
excel
Resp.
doc
Fedc
Contract document
doc
Plng.
Quotations received
doc
PLFEM
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 4 (Attachments)
1) Premobilization Planning
Attachment 4.1
Attachment 4.2
3) Mobilization Plan
Attachment 4.3
4) Equipment Deployment
Attachment 4.4
Attachment 4.5
Attachment 4.6
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 5
Mobilization
A lot of resources and efforts are required to start a new project in a timely
and cost effective manner. Mobilization means, to move and muster all the
resources required for the project and gear up for performing the job. The
period between award of the project and its starting date, as given in contract,
is called the Mobilization Period. It varies from project to project depending
upon the size of project, the contract conditions and total duration of the
project.
5.1
Site clearance
The first activity to start at the site after taking it over is to clear it up for
eventual setting up of the project and the temporary site facilities. It is planned
in advance, as all other activities at the site are dependent on it. Owing to the
large areas of most sites the clearance is arranged in a sequential manner so
that the area where the temporary site facilities are to be set up becomes
available while work on the other areas continues.
5.2
Residential Facilities
Stores / Warehouses
QC Laboratory
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5.3
5.4
5.5
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
5.6
5.7
Recruitment
Four different types of recruitment is done in the company
Permanent
Management Cadre
Contract
Management Cadre
Permanent
Non-management Cadre
Temporary
Non-management Cadre
The permanent and contract employees are employed through HRD at Head
Office. Hiring of Management Cadre employees is done as defined in the
Hiring Policy of the Company HRD Policy- 02.
Temporary employment is done at the project site by the respective Incharge
Personnel and Administration (I/C P&A), and is authorized by the Site
Manager.
In case manpower is required in the Management Cadre, the concerned person
initiates the Manpower Request Form HRD/FRM-03 and gets it approved
from Site Manager. This is then sent to HRD through Head BA.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
5.8
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
5.9
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
b) If the equipment required for the site is not available within the Company,
the BA initiates CIR procedure to purchase fresh equipment. A buy vs.
rent evaluation is carried out and presented to the senior management for
approval in accordance with the limits of authority.
c) In case equipment required cannot be released from other sites, or is not
available within the Company, it is hired from any suitable supplier by the
BA and mobilized at site.
MD grants the approval for fresh purchase. A capital investment request is
raised, which is approved by the Executive Committee. The required
equipment is then arranged by Head E&P and dispatched to site.
Please refer to Attachment 4.4 Equipment Mobilization Plan. Also Read for
further details: Equipment Planning E&P SOP-02, Fresh Purchase of
Equipment and Plant E&P SOP 03, Hiring of Rental Equipment and
Transport E&P-MS-01.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
This document is Intellectual Property of Descon Engineering Limited. Any unauthorized use, including the modification and
reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 5 (Attachments)
1) Equipment Deployment
Attachment 4.4
Attachment 4.5
Attachment 7.5
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 6
Organization
6.1
6.2
Responsibility Matrix
The responsibilities of the different site functionaries in performing various
planning monitoring and controlling functions at the site have been plotted on
a common matrix. This is included as Attachment 6.2
6.3
Job Descriptions
Keeping the typical site organization in view typical Site Job Descriptions
have also been drawn up. In these the concept of responsibilities part has been
written in such a way that it will give an overview of the responsibility of the
individual assigned to this position. Charts have been included in the JDs of
the key positions defining the key inputs this individual will receive from
others, the feedback that he has to provide and the outputs he has to produce.
The typical Site JDs are included as Attachments with this chapter. Listing of
the Job Descriptions is provided on the following page. They are arranged in
groups according to the type of function performed. For a quick reference the
Concept of Responsibilities for the functions are summarized in Attachment
6.3
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 6 (Attachments)
1) Typical Site Organization
Attachment 6.1
2) Responsibility Matrix
Attachment 6.2
Attachment 6.3
4) Site Manager
Attachment 6.4
Attachment 6.5
6) FEDC Engineer
Attachment 6.6
7) Planning Engineer
Attachment 6.7
8) System Administrator
Attachment 6.8
9) Quantity Surveyor
Attachment 6.9
Attachment 6.10
Attachment 6.11
Attachment 6.12
Attachment 6.13
Attachment 6.14
Attachment 6.15
16) Scheduler
Attachment 6.16
Attachment 6.17
Attachment 6.18
Attachment 6.19
Attachment 6.20
Attachment 6.21
22) I/C QA QC
Attachment 6.22
Attachment 6.23
Attachment 6.24
Attachment 6.25
Attachment 6.26
Attachment 6.27
Attachment 6.28
Attachment 6.29
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 7
Introduction
The purpose of Planning and Scheduling is to achieve project goals and
objectives through the planned application of resources to meet the projects
quality, cost and revenue objectives.
Following benefits are outcome of good planning and scheduling:
Eliminating surprises.
At proposal stage, a fit for the purpose Level 03 Plan is prepared based on the
data available in the bidding documents using Primavera Project Planner.
Once the project is awarded the same plan is revisited or revised keeping in
view latest available information. This plan is prepared before mobilization to
project site. It covers all activities (also called Cost Center) in each area and is
resource loaded in terms of manpower. After approval this plan is frozen as a
baseline plan called the original plan and is used as a reference to compare
actual progress with original planned progress.
This original Plan is imported into the DPMS module of PCS. This
information available in PCS is used for carrying out detailed Level 04
planning and scheduling through DSTS. Actual achieved progress is entered
into DPMS daily through DSTS which allows comparison of daily planned
targets to actual achieved progress. Supervisor wise daily efficiency is
generated through the DPMS module and is made available to the Discipline
Engineer and Incharges for their review.
In the last week of every month the Level 03 Plan is updated by incorporating
actual progress and re-scheduling certain activities as per latest information
available. This new plan, called Latest Forecast Plan, depicts actual picture of
the project with a forecast of how things will be carried out in the future. This
LF plan is imported into DPMS so that the project progress can be compared
with original and LF plans simultaneously.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
7.2
Planning
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To convey to each supervisor drawing wise plan for the day as the
complete activity may take several days.
To report back progress and efficiency with which the targets for the
day were achieved.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 7 (Attachments)
1) 3-Month Look Ahead Flow Chart
Attachment 7.1
Attachment 7.2
Attachment 7.3
Attachment 7.4
Attachment 7.5
Attachment 7.6
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Introduction:
Field Engineering and Document Control is a very important function in
project execution as it acts as a repository of project specifications, drawings
and field engineering related information and documents at the site. The
function also ensures correct estimation of BOQ and BOM from drawings
their distribution to CCTRS and breakdown into workable package as per
WBS & OBS. It also provides field sketches/guidance to execution staff when
required, and arranges clarification of technical queries from the customer.
The overall flow of information through FEDC is described in tabular form in
Attachment 8.1
8.2
Document Control:
8.2.1 Receiving
The Document Controller receives all documents / drawings from the
Client/Consultant on behalf of the FEDC Engineer. The received documents
are checked for conformity according to the transmittal and in case any
discrepancy is observed with the transmittal the same is clarified with the
issuing office. Document Controller then enters all records regarding receipt
of drawings into DCS module of PCS.
The drawings are then estimated as described in 8.3.1 and marked up as
described in 8.3.2
8.2.2 Issuance
The marked up drawings are then dispatched to the relevant Discipline
Incharges through transmittals for planning their construction activities.
8.2.3 Revision control
At the time of entry of receipt of a drawing or document into DCS in case an
earlier version of the drawing had been received the system points it out. All
the persons who had been issued the earlier version are informed that the
drawing or document with them has been superseded and the new one is on
the way. This enables costly rework to be avoided. The new drawing is then
issued through a transmittal while the old version is withdrawn from site,
marked as SUPERSEDED and filed separately.
8.3
Field Engineering
8.3.1 Estimation
Keeping in view the workload with the Quantity Surveyors and the priority of
the drawing the FEDC Engineer assigns the drawing to a Quantity Surveyor
for estimation of its BOM and BOQ and Total Man-hours based on its BOQ
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
using the norms for this type of work. These are the same norms that were
used in the bid preparation. After the estimation the drawings are also stamped
with the following information:
a. Cost Center-wise B.O.Q
b. Total Man-hours
c. Direct materials
d. Direct consumable
e. Whether the job is a B.O.Q item or Extra Work
Quantity Surveyor then enter B.O.Q of the drawings into DPMS and the
B.O.M into MMS.
8.3.2 Field marking of drawings
To facilitate shop fabrication and later field installation of piping, FEDC
Engineer reviews the drawings and prepares spool break down by marking the
field and shop joints. For electrical drawings cable cutting plans are prepared.
In case the client is providing drawings in electronic format the procedure
adopted is described in Attachment 8.2
8.3.3 Preparation of Field drawings and Test Packs.
FEDC Engineer prepares field routing drawings / sketches for small bore
piping. Field Engineer prepares For E&I discipline Field Engineer prepares
field routing drawings / sketches for cable trays and conduits etc. where ever
applicable. Test Packs of piping and loops are also prepared as per
requirement of P&IDs and piping lay out plans.
8.3.4 Method Statements Preparation and Submission
The FEDC Engineer coordinates the overall requirement of method statements
for the project. The requirement of method statements is communicated to the
relevant Discipline Incharges for preparing them. The prepared method
statements are then brought in line with project specific requirements and
submitted to the client with Site Managers approval. After clients
confirmation they are distributed under document control.
8.3.5 Material Submissions for approval.
The FEDC Engineer coordinates the submission of all material samples to the
client for approval.
8.3.6 Technical Clarifications
During course of execution of the project it is sometimes required to obtain
written clarifications from the client. This could be necessitated by any of the
following reasons.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
When staff carrying out detailed planning or having the work executed feel
that written clarification from the client is required they will raise a QUERY
SHEET. See Attachment 8.3 (Form No. PMS/FRM-28)
The Query sheet would be forwarded to Planning & FEDC Managers
describing the problem. Planning & FEDC Manager shall log the QUERY
SHEET in his register and review the necessity of getting the clarification. If
the cause is found to be justified the QUERY SHEET shall be sent to the
client through the Site Manager. A reference number shall be maintained of
all QUERY SHEETS sent out. See Attachment 8.4 (PMS/FRM-29)
Planning & FEDC Manager shall follow up the client to get response to the
queries sent. He shall intimate the FEDC Engineer and / or Discipline
Engineer about client's response to the QUERY SHEET after it is logged in
his register.
In case the clients response would result in an increase in the scope of work
this is handled as defined in the procedure for extra work described in the
chapter 12.
8.3.7 Preparation of As Built Drawings
The FEDC Engineer monitors and records all deviation from drawings carried
out in the field. Subsequently he ensures preparation of as built drawings for
completing the project records and submission to the client
8.3.8 Tracking and Handing over of Documents
During the course of the project the FEDC engineer keeps track of the
movement of all documents. Salient amongst these are Technical Queries,
Material Submissions, Quality Dossiers, Record of holds and their release,
Record of equipment supplied and the clients acceptance Certificates. He also
consolidates all the documentation for handing over to the client as per terms
of the contract.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 8 (Attachments)
1) Flow Sheet FEDC
Attachment 8.1
Attachment 8.2
3) Query Sheet
Attachment 8.3
4) Query Register
Attachment 8.4
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 9
Material Management
Material logistics and management are both very important elements in the
overall success of a construction project. Even marginal delay in the
availability of material can cause upsets in the project schedule. This could
require additional expenditure to make up for the delays and in the worst case
could result in imposition of penalties. In a typical construction project,
material management system caters for the procurement & inventory
management for material that is the contractors supply, as well as clientsupplied materials. They are handled separately as costs are to be accumulated
for the first category while the client-supplied materials are usually all free
issue. Their storage is also in separate independently staffed warehouses. The
facility for Client Material is called as Warehouse while the one for Descon
Material is termed as Store.
9.1
Item coding
As complete details of all the material requirements are not available in the
early stages of the project, the periodic requirement of all the main materials
and consumables is taken from the proposal documents. This is fed into the
MRP module for drawing up the MRP.
Details on the capabilities of this software are provided in section 3.5
9.1.1 Sourcing
A comprehensive database of vendors / suppliers in Pakistan and Overseas is
maintained for sourcing purposes operating in the BA Office. Nature of
materials to be handled are steel plates & profiles, pipes & tubes, fittings,
valves, pumps, cathodic protection system, civil construction materials,
chemicals, process equipment, electrical & instrumentation materials, cable
trays, paints, oil & lubricants, etc.
9.1.2 Vendor Evaluation
All Vendors / suppliers are pre-qualified and approved by Incharge
Procurement and Incharge Q.A. on the basis of their:
Quality system
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Performance
Pre-qualified vendors list is maintained and updated as and when required but
at least once in a year, by Incharge Procurement. For detail on evaluation and
pre-qualification of vendors, please refer to Work instruction COMM-PROCMS-01 Sourcing and COMM-PROC-MS-02 Pre-qualification of suppliers
9.1.3 Purchase Order (P.O.)
Inquiries regarding Material requirement with complete technical
specifications are floated to prospective vendors, local/overseas as the case
may be and comparative statements are prepared for unit rates and other terms
and conditions for detailed analysis with regard to technical/commercial
aspects.
After approval of Comparative Statement, Purchase Order is prepared
according to the specification given in the indent in favor of the selected
supplier on specified format for local/overseas procurement, and approved by
the competent authority.
For the repetition of a requirement, a Repeat Purchase Order (RPO) can be
issued to the same supplier for the same item(s), on the basis of previous
Purchase Order, keeping in view the general market trend.
For bulk procurement of standard items and consolidated project specific
items, Rate Running Contracts can be established. Purchase Order against
RRC is issued on the basis of indent after getting approval from the competent
authority.
A Change Order is issued, whenever a variation occurs from the original
Purchase Order e.g. cancellation of P.O., changing of specification, quantities
or price.
For further detail please refer to the following.
COMM-PROC-SOP-01 purchasing
COMM-PROC-SOP-02 Import of goods
COMM-PROC-SOP-03 Export of goods
COMM-PROC-MS-03 Purchasing
COMM-PROC-MS-04 Implementation of procurement through SMART
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Tools
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Fixed Assets
Drawing Number
Area reference
Cost center.
Expense head.
Issuance records are updated in Store System in use at the site (This may be
in-house built software NStore or ACCPAC Icon) after issue of material.
Any excess material left after completion of specific work is returned to Store
on Site Return Note (SRN) duly filled bearing the signatures of the authorized
person.
Stores personnel checks the material, segregate it and update record for all
returned materials.
For further detail, refer to
COMM-STORES-SOP-01 Identification traceability indenting
COMM-STORES-SOP-01 Material movement
COMM-STORES-SOP-01Physical inventory
COMM-STORES-MS-01 Handling of Descon Material
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9.2
9.3
Reconciliation Reports
Material that is handled at site either through Store or Warehouse is reconciled
at completion of the project. The Warehouse Incharge and the Central
Material Controller are responsible to carry out the reconciliation. Materials
left over from Client Warehouse are returned to client through Material return
Note (MRN) and a final material reconciliation report is issued by client
declaring that there is no variance regarding material supplied.
Similarly material handled through Store is reconciled against issuance record
and Physical inventory is carried out in order to demobilize / shifting of
material at the completion of project. The Stores incharge and the Central
Material Controller are responsible for this reconciliation.
9.4
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CHAPTER 10
Monitoring of Progress
All progress measurement at site is dependent on the information collected
from the daily schedule and time sheets (DSTS) This is then processed in
DPMS and GDMS to generate progress and efficiency reports. For the overall
scheme of progress measurement please refer to flow chart for progress
monitoring provided as Attachment 10.1
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10.3
PMS/FRM-04 (Overall)
Bottlenecks Report
PMS/FRM-13
Daily Diary
PMS/FRM-12
Progress up-dating
Achieved progress in terms of %age in P3 Schedule is updated at the end of
every month as per report generated from DPMS called report to update P3.
After progress-updating P3 reschedules activities that could not be started on
time based on linkage with predecessor activities. This updated plan is
compared with Original/Target Plan to see whether contractual milestone
dates are shifted or not. In case these have shifted, the reasons are discussed
and if decided the targets are restored back to the contractual dates by revising
strategy. In case the change in schedule is attributable to client, cost impact is
calculated by the cost engineer and intimated to Contracts Engineer for
preparation of claim. In case the reasons are attributable to Descon, then cost
impact and revised Cost at Completion are calculated. In case there is a
change in budgeted project margin Head Office is approached for approval
with supporting documentation explaining the reasons.
This plan after incorporating achieved progress and required adjustments is
called Latest Forecast Plan or L. F. plan. Please refer Attachment 10.10 for a
sample L.F. Plan of an actual project. Revised three months and four week
look ahead schedules are then prepared based on the LF plan.
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CHAPTER 10 (Attachments)
1) Flow Sheet Monitoring
Attachment 10.1
2) Top Sheet
Attachment 10.2
Attachment 10.3
Attachment 10.4
Attachment 10.5
Attachment 10.6
7) Crew Composition
Attachment 10.7
8) Daily Diary
Attachment 10.8
9) Bottlenecks Report
Attachment 10.9
Attachment 10.10
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CHAPTER 11
Construction Works
The purpose of all the Pre-mobilization Planning and Mobilization activities is
to ensure that once direct work starts it proceeds smoothly at site. Successful
completion of these activities does not mean that there can be a drop in
vigilance when construction activities have started and resources are being
utilized. The utilization of all the resources has to be controlled and accurately
monitored on a day-to-day basis. Resources may be redeployed as found
appropriate in order to stay on schedule.
The Site Manager has the ultimate responsibility for ensuring achievement of
the project schedule and objectives within the planned resources.
Responsibilities of all other site functionaries have been defined in Chapter 6
Organization.
In this chapter the process of exercising control over work execution shall be
described. The following topics are covered.
1. Scheduling of work
2. Responsibility for execution
3. Reporting of progress
4. Quality assurance
5. Health Safety and Environment
6. Civil works
7. Mechanical works
8. E&I works
9. Equipment and Plant
10. Handing over
target for completion of this activity is set so that the DSTS is available to
supervision first thing in the morning.
For preparation of DSTS refer to flow chart Attachment 7.5
The progress and efficiency reports produced from the system are referred by
the Discipline Engineers, In-charges and the Site Manager. Therefore it is
important for the supervisor to fill out the progress and the attendance
accurately.
LEVEL 4 FORMATS/FORMS
Project Quality and HSE Plans are prepared, specific to a particular project.
These Plans regulates the working of a project, supported and supplemented
by the Method Statements.
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Note:
A procedure describes how a process is performed, while a Method Statement
describes how a task is performed. Method Statements tend to be more
detailed than a procedure.
Records are the filled forms. Records document how the tasks were actually
done.
For QMS documents of QHSE department please see Attachment 11.1
11.4.2 QHSE Planning
QHSE Planning starts right from bidding stage, QHSE department coordinates
with proposal manager in the study of ITT/ITB especially with regard to the
quality aspect in the scope of work and preparation of QHSE documents
accordingly for order acquisition team to make profitable project-winning
proposals.
QHSE department is responsible for overseeing the preparation of quality
plans, inspection and testing procedures, and HSE Plan in the light of project
specifications/requirements and their implementation at work sites through
adequate deployment of resources pertinent to quality control functions.
QHSE head office provides all resources considered necessary to implement
and maintain the quality of product/service. This includes infrastructure
needed to achieve conformity to product requirements (building, working
space & associated facilities, deployment of trained & experienced QHSE
manpower, process equipment, transport or communication and working
environment).
Head QHSE shall ensure selection of QHSE manpower and other resources in
the view of all project requirements and coordinate with PM/SM for all
bbudgetary deviations.
11.4.3
Standard copy of PQP will be made available on net for ready reference of
BAs/BSDs. Proposals may request QHSE to tailor PQP for making it fit
for purpose inline with tender specifications.
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Appreciating the fact that PQP (project specific) is a live document and
the changes in departmental documents, execution philosophy and
contract specifications must be done at the start of every month, to achieve
conformity while implementation. I/C QA&QC site and SM will send a
copy of latest PQP to Head QA&QC on quarterly basis. PQP copy may be
requested at any point during the course of the project by Head
BAs/BSDs to conduct Audits. A new revision number must be issued for
all reviews and modifications to the document.
Job Descriptions
Mobilization Plan
Manpower histogram
List of IMTE
Rigging Plans
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The project core team as well as Head Office QHSE functionaries will gauge
implementation effectiveness. Deficiencies shall be highlighted to the project
team for corrective and preventive actions.
All Inspections & Test records on approved formats as referred in QIP shall
be maintained by I/C QA&QC at site for final quality dossier submission.
11.4.6
Receiving Inspection
In determining the amount and nature of receiving inspection, consideration
has been given to the amount of control exercised at Head Office, sites, works
and vendor premises to ensure conformance and record evidence.
Refer SOP:
QA&QC/MS-01 - Receiving Inspection
This is highly appreciated control point for Descon. All pre-requisite checks
are ensured either it is a Descon supplied material/product or a vendor /client
scope. The primary interfaces in between all functionaries have been
identified in respective SOP and MS of departments.
11.4.7
Suppliers Pre-qualification
In order to ensure that purchased product conforms to specified requirements,
assistance is provided to Subco & Procurement department for the technical
evaluation of Suppliers (sub-contractors/vendors) as per laid down
policies/procedures.
Refer SOP/MS:
Comm-Proc/MS-02 - Pre-Qualification of Suppliers
Comm-Proc/MS-11 Sourcing / Pre-Qualification of Sub-contractors
Comm-Proc/SOP-04 - Subcontracting
11.4.8
Welding
Welding Procedure Qualification
A welding procedure is qualified according to ASME IX or other applicable
code. Essential, supplementary essential and non-essential variables are noted
on Welding Procedure Specification (WPS) formats.
If results are in accordance with the applicable codes then Procedure
Qualification Record is prepared by welding engineer.
Refer MS:
QA&QC/M/MS-07 - Welding Procedure Qualification
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QA&QC/SOP-01
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Excavation.IP-MS-01
BackfillingIP-MS-02
General Fill.IP-MS-03
Formwork IP-MS-05
Flooring. IP-MS-13
Tiling IP-MS-14
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For other project specific activities, project specific Method Statements are
prepared and shall be followed.
11.6
Mechanical Works
The mechanical construction shall be carried out according to Project Quality
Plans (PQPs) / Project Execution Plans (PEPs), Work Instructions and
Execution Manual.
In general the following activities are involved at mechanical construction
sites. The applicable generic Method Statements are indicated against each
type of activity.
For other project specific activities, project specific Method Statements are
prepared and are to be followed.
Instruments calibration
PC/EI/MS-05
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For other project specific activities, project specific Method Statements are
prepared and are to be followed.
A utilization card is maintained for each piece of equipment at the site. This
has provision for recording its daily assignment CCTR wise and supervisor
wise as well as the number of hours it was utilized during the day. Idle time
and time under maintenance are also recorded on these cards. The I/C E&P is
responsible for the accurate posting of equipment hours on these cards.
Information from these cards is fed into the GDES system. Similarly data of
equipment wise maintenance, POL usage, operator salaries and other costs is
combined to come up with the operating cost of the equipment.
11.8.3 Maintenance
The I/C E&P at site prepares a preventive maintenance schedule at site and
has all the equipment maintained accordingly.
For further details please refer to the following documents
Hiring of Rental Equipment E&P/MS-02
Equipment Planning E&P/SOP-02
Standard organization of E&P at sites E&P/SOP-04
Equipment Maintenance E&P/MS-02
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CHAPTER 11 (Attachments)
1) Top Sheet (Discipline Wise)
2) Flow Sheet Monitoring
Attachment 7.5
Attachment 10.1
Attachment 11.1
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CHAPTER 12
Change orders that are issued by the client during the course of the
project.
12.3 Identification
The site instruction would be required to carry out any work that is
outside the original scope.
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The filled out Extra Work form shall be given to the Planning and
FEDC Manager. It shall be entered in the Extra Work Register
maintained by FEDC, Attachment 12.2 given a serial number and
analyzed to quantify the scope.
The Client shall be requested to issue a formal variation order for the
extra work through a change proposal. This change proposal shall
define the scope and propose a pricing basis.
2.
Ask Descon to carry out the instruction while the pricing basis
is being finalized
3.
The Planning and FEDC manager shall keep the Site Manager
informed about the extent and scope of all Extra Work request forms
received and shall obtain written approval of the Site Manager for
Works exceeding (one) days duration
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The Contracts engineer shall come up with a selling price for each
item of extra work based on the terms agreed with the client.
1.
2.
3.
Client could also desire a lump sum rate to be agreed for the
extra work.
It is desirable that price estimate for the extra work shall be submitted
to the client before the work is executed. In case this is not practicable
then the estimate shall be conveyed to the client as early as possible.
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Invoice for the extra work should be submitted soon after work
completion along with supporting documents such as copies of
intimation to client/client acceptance, etc.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 12 (Attachments)
1) Extra Work Request Form
2) Extra Work Register
Attachment 12.1
Attachment 12.2
Attachment 12.3
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 13
Although Material and labour packages have been developed with great care
but the same must be adjusted for degree of difficulty as foreseen.
Proposal Manager specifically executes and / or authorizes the following:
Entering the schedule for start and end date of each activity. Activities
along-with schedule can be exported to Primavera P3 for refining and
then imported back.
Reviews of material and manpower rates with the help of fresh quotes
from commercial and personnel & administration departments in case
the existing rates in the database appear outmoded.
After adjustment of indirect cost again the programme should be rerun with option to distribute indirect cost on direct cost centers on
selected basis.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
13.2. Budgeting
As stated earlier, on award of contract WINBID system is run to develop Budget Rev
0. The following elements of costs are subsequently revisited after a closer scrutiny
on work methods to be adopted, sub contracting philosophy, final negotiation with
vendors and suppliers through healthy competitive procurement scheme established
by the Site Management team and respective BA Head.
Consumable Cost
Subcontracting Cost
Equipment Rental
POL Cost
Utilities
Insurance
billable work. All this is only possible if novel ways are looked into by the
execution team and its BA Leadership in their execution philosophy to ensure
enhanced efficiencies through timely availability of all inputs (drawings, access,
T&P, manpower, supervision, etc.)
Some of the other factors necessitating development of Rev 1 may be based upon the
factors i.e. if scope of work gets changed during execution due to additional clients
requirements and uncontrollable conditions, arise such as results in inflation or
deflation
Budget Rev1 can be prepared using WINBID incorporating new criteria and cost data.
A note of caution here is never to use budgeting process to hide inefficiencies or to pad
contingencies.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
1 Project
1.1 Construction
1.1.1
Discipline
1.1.1.1 Zone/Area
1.1.1.1.1 Cost Center / Activity
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Site Manager
1.1 Construction Manager
1.1.1 Discipline In-Charge
1.1.1.1 Discipline Supervisor
1.1.1.1.1 Cost Center / Activity
OBS
Project
Site Manager
Construction
Construction Manager
Discipline
Discipline In-charge
Zone/Area
Discipline Engineer
Cost Center/Activity
Discipline Supervisor
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Construction Overhead
Site Facilities
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Supervision
Other Overheads
13.6. Execution
For detail account of activities at this stage of project please refer to other relevant
sections of this Chapter
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
13.8. Monitoring
13.8.1 Progress of Work
Every drawing must be entered into DPMS-DCS with clear identification of relevant
cost center, schedule and amount of effort required for its execution.
It is important to record and review actual progress against plan through proper use of
DSTS as a fundamental tool of site management.
Work plan i.e., the what and when is fed into the DPMS by the Planning and
FEDC office. It is continuously updated on any change in scope of work.
The supervisor records actual Progress on DSTS issued by the Planning and FEDC
office and returns to Scheduler for entry into the DPMS system.
Cost Center wise actual man-hours are recorded in GDMS.
It is the foremost responsibility of the frontline supervisor that he strives to achieve an
efficiency of 100 % or better on a daily basis. Achievement of 100% efficiency on a
daily basis is a manifestation of good advance planning and scheduling and
conversely worst than 100% efficiency is an alarm sounding bell and a tell tale for
poor site management
13.8.2 Invoicing
Invoicing is the most important culmination point of any business process. At
DESCON timely generation of invoice equal to or surpassing the planned value is a
sound indicator of a projects health. No matter what the contractual arrangement
calls for invoicing on a given project for it could be based on measured progress or
upon attaining a milestone. It is usual that an agreed procedure is used to raise
invoices and unnecessary delays are avoided by ensuring that the progress and its
basis is pre agreed with the clients.
13.8.3 Cost
Effective cost planning is pre-requisite to achieve success. Cost accumulation scheme
is elaborated as per Attachment-13.1
The system would only accept costs with reference to a Cost Center.
13.8.3.1 Direct Material
Store Keeper records cost on recording of SIR (Store Issue Requisition) in
Project Accounting Module. Material Price is responsibility of Commercial
and usage is responsibility site Manager.
3.8.3.2 Direct Labour
Direct labour cost is recorded in GDMS through entry of time sheet. Journal
Voucher is processed by the system for cost center wise entry in Project
Accounting System.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
= SOT
----------Direct Salary
Vs
Actual Trend A
X1
(A)
----- -------------BA
Progress %
Direct
Direct
Indirect
No Of POs
.
No Of POs on Approved List
Inventory Turnover = Total Consumption
Average Inventory
Inventory Aging
Inventory Conversion to Billing
POL Consumption Per Machine (Standardize For Cross Project Comparison)
Charge Out Tools
Person
Communication Cost
No of Cell Phones
Avg. Billing / Cell Phone
Other Telephone Cost
Fax Cost
Courier Costs
SUPERVISORY PERSONNEL:
SITE MANAGEMENT TURNOVER
(INCLUDING ALL TOP TIER)
REVENUE
SITE MANAGEMENT COST
(SALARIES+BENEFITS
COMMUNICATION+
PERKS+TRANSPORATION+B/L
+LEAVE FARE ETC.)
REVENUE
SITE MANAGEMENT COST
(SALARIES+BENEFITS
+COMMUNICATION
+TRANSPORTATION + B/L + LEAVE
FARE, ETC.
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CHAPTER 13 (Attachments)
1) Cost Accumulation Flow Chart
Attachment 13.1
Attachment 13.1a
Attachment 13.1b
Attachment 13.2
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 14
Feedback to Client
Clients require to be kept informed about the actual progress of work so that
they can compare this with the targeted planned progress. The frequency of
reporting could be daily, weekly and monthly. The amount of information to
be provided to the client on these progress reports is mutually agreed at very
early stages of the project. The format of the reports and the frequency should
be agreed up front with the Client. The collection of detailed information that
may be required to produce client specific reports can be time consuming and
costly.
Descon progress monitoring is based on assimilating progress onto cost
centers. This is because our estimation of costs during the bid preparation
stage is also based on cost center quantities. Therefore to evaluate work
efficiency the actual costs are also measured on the same basis. Clients
however prefer to have feedback of actual progress on their own terms. This
could be based on area wise or discipline wise progress and the unit of
measure could be different from the one used by Descon. For example they
might ask piping progress to be reported in tons instead of Dia Inches.
To overcome this difference it is necessary to devise a system where in the
progress measured through the Descon system can be converted to progress in
the terms desired by the client. The initial mapping of the clients BOQ on our
cost centers can be utilized for this purpose. However as the progress recorded
on our cost centers has often to be distributed over a number of clients BOQ
items the system has to be designed so that progress can be correctly
distributed. This system can require assumptions, as progress on one cost
center has to be distributed over a number of client BOQ items. For example
progress on the CCTR of excavation has to be distributed over different
activities like cable trench, underground piping, foundations etc. They may all
be progressing at different rates than the overall progress on the CCTR.
Therefore in order to come up with a realistic estimate of the progress in
clients format the estimator will have to use individual multiplication factors
in converting the progress.
In the worst case if the clients system is very different from ours then progress
against their elements shall have to be measured separately.
The items that may be reported on a daily basis could be as follows,
Equipment deployed.
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Bottlenecks summary.
Bottlenecks
Equipment delays
The exact format of these reports is drawn up in consultation with the client
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CHAPTER 14 (Attachments)
1) Daily Site Report
Attachment 14.1
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CHAPTER 15
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CHAPTER 16
B A Head
Daily by e mail/Fax
Head Office
Weekly to PMS
after
including
comments.
To be sent by
Planning
&
FEDC Manager
At project close
out
Equipment deployed.
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Equipment un-serviceable.
Bottlenecks summary.
The report is prepared by Planning and FEDC and is given by the Planning
and FEDC Manager to the Site Mangers for review and then sent to the Head
BA.
Discipline wise and overall progress for the week and up-to-date.
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Both of the above are compared on the basis of the month, year to
date, project to date as well as balance to complete.
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 16 (Attachments)
1) Weekly Project Performance Report
Attachment 16.1
Attachment 16.2
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 17
Demobilization
As specific project target tasks begin to reach completion, demobilization of
resources comprising of manpower, equipment, and site facilities is started in
a phased manner. Shifting of resources from one work location to another
needs analytical review of project progress and the responsibility lies with Site
Manager who develops demobilization strategy with assistance of Planning
and FEDC Manager. A Demobilization schedule is prepared for all the
demobilization activities. This is based on demobilizing resources from site in
a manner that progress is not affected and unnecessary costs are avoided.
This document is Intellectual Property of Descon Engineering Limited. Any unauthorized use, including the modification and
reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
17.4 Dispatch
Before dispatch from site a person authorized by the Site Manger for this
purpose inspects all items that have been demobilized and are to be dispatched
to another site. He ensures that the condition of the goods is recorded and that
the item being dispatched is properly protected and secured for transportation.
For further details please refer to PC/SOP-04 Project winding up and
demobilization.
This document is Intellectual Property of Descon Engineering Limited. Any unauthorized use, including the modification and
reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 18
Project Closeout
At the completion of the project a detailed close out report is prepared. This
report is meant to serve the following purposes.
The Planning and FEDC Manager has the responsibility of preparing the
report and keeping this in view he ensures that the relevant data is maintained
and readily available for inclusion in the report. Salient items in the report are
listed below:
Project Organization, initial and at peak
Charts
P3
P3
P3
ACCPAC
ACCPAC
ITS
ITS
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
CHAPTER 19
Monthly
Monthly
Monthly
Monthly
Weekly
Equipment Rental
Monthly
Monthly
Monthly
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reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Consumables consumption.
PMS prepares observations on the reasons for variance and gives their
recommendation for future similar projects. These could include some change
in estimation norms or the difficulty factors to be used for an area. These are
then reviewed by the higher management and finalized for action by Proposal
Department. The review also includes an assessment of the overall project
performance and decides the action to be taken for recognizing the key players
whose contribution helped achieve good results. An action plan is prepared for
incorporation of the lessons learnt on this project into future projects.
This document is Intellectual Property of Descon Engineering Limited. Any unauthorized use, including the modification and
reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Attachment
Description
Reference
1.1 Overview Project Planning and Execution
Typical Site Organization
6.1
2.1
2.2
2.3a
2.3b
2.3c
2.3d
2.4
2.5
2.6a
2.6b
2.7
2.8
2.9
2.10
2.11
2.12
2.13
Systems in Descon
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
4.1
4.2
4.3
4.4
4.5
4.6
Mobilization
Organization
6.1
6.2
6.3
6.4
4.4
4.5
This document is Intellectual Property of Descon Engineering Limited. Any unauthorized use, including the modification and
reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Chapter
Attachment
6.5
6.6
6.7
6.8
6.9
6.10
6.11
6.12
6.13
6.14
6.15
6.16
6.17
6.18
6.19
6.20
6.21
6.22
6.23
6.24
6.25
6.26
6.27
6.28
6.29
Description
Planning and FEDC Manager
FEDC Engineer
Planning Engineer
System Administrator
Quantity Surveyor
Document Contrler
Planer, Discipline
Central Material Controller
Construction Manager
Discipline Incharge
Discipline Engineer
Scheduler
Discipline Supervisor
Area Material Coordinator
Financial Controller
Incharge Contracts
Cost Controller
I/C QA QC
I/C HSE
I/C Descon Material Store
I/C Site Procurement
I/C Client Material Warehouse
I/C PP&A
I/C E&P
I/C Site Setup
Reference
Planning &
Scheduling
7.1
7.2
7.3
7.4
7.5
7.6
FEDC
8.1
8.2
8.3
8.4
Material
Management
9.1
9.2
9.3
9.4
This document is Intellectual Property of Descon Engineering Limited. Any unauthorized use, including the modification and
reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.
Chapter
Monitoring of
Progress
Attachment
10.1
10.2
10.3
10.4
10.5
10.6
10.7
10.8
10.9
10.10
Construction
works
Handling of Extra
Work
Description
Process flow
Project top sheet Overall
Project top sheet Discipline wise
Manhour analysis report
Consumable analysis report
Monthly manpower Histogram
Crew Composition
Daily Diary
Bottlenecks report
Latest Finish Plan
Feedback to Client
Reference
Cost controlling
Invoicing Client
0
Sample of daily progress report
14.1
Daily Diary
10.8
16.1 Format of weekly Project Performance Report
Guidelines for preparation of Weekly
16.2 Report
Demobilization
Project Feedback
This document is Intellectual Property of Descon Engineering Limited. Any unauthorized use, including the modification and
reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.