08 Project Control

Management of Medium-Size /
Revamping Projects
Oil & Gas Downstream Projects
8. Project Control
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Management of Medium-Size /
Revamping Projects: course content
I. Introduction
II. Preliminary Studies
III. Basic Engineering (or FEED)
IV. EPC Contracting
V. Organization and Engineering
VI. Procurement
VII. HSE, Quality and Risk Management
VIII. Project Control (cost/schedule)
IX. Construction and Fabrication Management
© 2011 - IFP Training

X. Completion / Commissioning / Start-up / Closure
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Module 7 Contents
1. Project control 04 - 06
2. Scheduling and progress control 07 - 26
3. Cost estimating and control 27 - 55
ATTACHMENTS (slides 56 to 82)
I. WBS and Schedule examples

II. More about Progress Control
III. Cost Reporting details/examples
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Project Control
Scope / Objectives
 Scope:
• Engineering, Procurement and Construction stages of the project
(including main Contractor, Subcontractors and Suppliers)
• Mainly Cost and Schedule (for HSE and Quality: see previous chapter)
 Schedule Control objectives:
• Establish an optimized project schedule, accepted by all contributors
• Determine constraints and critical path
• Define method to measure progress, and apply it throughout execution
 Cost Control objectives:
• According to Owner cost structure, produce an optimized Cost Estimate
• Make sure the budget is kept under control
− Using appropriate tools

− Defining roles and responsibilities at all levels
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Project Control
Process
« FEEDBACK »
PROCESSES
PROJECT (Monthly)
SCHEDULE Baseline CONTROL Schedule
SCHEDULE
SYSTEM (e.g CPM) Schedule ACTION Status
STATUS LINE
PROJECT Trend Analysis

WORK
BREAK PROJECT PROGRESS (Monthly)
DOWN CONTROL SYSTEM Planned CONTROL PROGRESS Actual
(WBS) (Activities weights Progress ACTION CALCULATION Progress
STRUCTURE: USD, mhrs)
Activities Progress Analysis
Split Progress Forecast
PROJECT COST (Monthly)

Initial CONTROL Expenses &

CONTROL SYSTEM COST
Budget ACTION Committments
(USD) CALCULATION
Cost Analysis Cost

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Forecast 5
Project Control
Communication / Reporting
 Frequent communication / reporting is critical for performance

 It enables the Project Manager to obtain
• A clear picture of the Project progress vs budget and schedule
• A timely identification of adverse trends / threats
 It allows the Project Team:
• To react and take immediate corrective actions,
• If necessary, to design strategic recovery plans
• To communicate with Owner and avoid last-minute surprises
 Cost and Schedule can be both critical (but it depends on contract type)
• To Owner (more often, Schedule)
• To Engineering Contractor (more often, Cost)

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Scheduling and progress control
 Owner Scheduling
• Work Breakdown Structure
• Scheduling, Schedule levels
• Critical path
• Schedule revisions
• Scheduling tool
 Contractor Scheduling
• Same content as above
 Progress Control
• Progress measurement

• Recovery Plan
• Schedule re-baselining
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Owner Scheduling
Work Breakdown Structure
 The objective of the WBS is to provide an organised structure

covering the whole content of the project and to include, at
different levels of detail, the information necessary to monitor,
control and correctly report all project activities
 The project WBS takes consideration of:
• Project configuration (size, geographical and technical nature)
• Project management considerations (split of responsibilities, contracting
strategy / packages, reporting requirements)
 It is generally organized (for an EPC schedule), by:
• A geographical divisions: Work Packages / Areas / units
• Work subdivisions (engineering disciplines, construction trades...)

See examples in Attachment I
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Owner Scheduling
Purpose
 Owner may have to prepare a Schedule for various reasons, e.g.:

• A consolidated Project schedule (Project split into several EPC packages)
• Preliminary Project schedule at pre-Project stage (Owner leader)
• Commercial reasons (e.g. external customer commitments)
• Schedule with contingency, vs. the one discussed with EPC Contractor
 Level-0 Owner schedule will generally be presented as a Bart Chart
 More detailed levels will also be developed, using PERT/CPM
 Schedule presentation will be consistent with Owner WBS

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Owner Scheduling
Bart Chart example for 4 packages
year J F M A M J J A S O N D J F MA M J J AS O N D J F M A M J J A S O
JACKET & FLARE 4
Basic Engineering 4
CFT - EPCI 5
Detail Engineering
Procurement 8
Construction 1
Installation
TOPSIDES 4
Basic Engineering 4
CFT - EPCI 8
Detail Engineering 10
Procurement 11
Construction & Transportation
Installation
Hook up & commissionning
PIPELINES & CABLES 3
Engineering 3
CFT 9
Procurement & transport

Installation
DRILLING & COMPLETION
PRODUCTION 27
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Owner Scheduling
Schedule types
Scheduling: a fundamental task of Project Management
 In Revamp projects, Schedule and Cost can be closely interrelated
 Bar Chart: common way to prepare the first-pass schedule

• Easy to prepare, to read (condensed format, 1 line per activity)
• More difficult to see critical path and to evaluate impact of changes
 PERT (Project Evaluation and Review Technique) ... then PDM

• Determination of Critical Path
• Sequencing logics is built into the schedule
• Then, bar charts can be produced from the network

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Owner Scheduling
Schedule levels
 Level 0 – Project Master Schedule:

• Executive summary schedule used for reporting at Management level
• Frozen at Project Sanction = Initial Baseline Schedule
• Shows target dates, key milestones and main phases
 Level 1 – Integrated Project Control Schedule:
• Time-scale logic diagram
• Decision steps, contracts sequence, work package summary activities, LLIs
• Major milestones and overall project critical path
 Level 2 and 3 – Contractor and sub-contractor Schedules
• Cover all the activities/tasks of the Contracts
• All milestones necessary to control contractors’ physical progress

• Procurement of main equipment and fabrication, construction,
installation, commissioning, with the critical path
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Owner Scheduling
Links between activities and critical path
 Network is built with activities predecessors and followers &, linked by

End-Start, Start-Start, or End-End link
Critical Path
Critical Path
Critical Path
Float Critical Path

Float
 Critical path: path of activities with no float

• Provides shortest project duration
• Goes through a series of activities from Project Start to Project

Completion (e.g. studies and technical evaluation, delivery of some
equipment, fabrication, site installation, hook-up, drilling)
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Owner Scheduling
Example: Gantt bar chart

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Owner Scheduling
Schedule revisions
 Baseline Schedule revisions performed on Project Manager

decision in case of significant changes or delays
 Detailed assessment, based on Level 2 schedule, of all remaining
activities (internal / contractors), duration & sequences including:
• Actual physical progress and achieved milestones
• Manhours progress and actual vs estimated productivity
• Upcoming Change Orders (requested or potential) impacts on
schedules
• Performance of simulation schedules and “what-if” scenario as well
as detailed schedules risks analysis performed by/with the Risks
Assessment Manager.
 Contractors may also need to revise their Baseline Schedules

which may cause a revision of Company schedule
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Owner Scheduling
Common softwares
 Scheduling: common softwares for Medium & Small Projects:

• MS-Project for small EPC projects, preliminary studies, FEED
• Primavera for EPC phase (and FEED if necessary)
 For presentation purposes:
• Level 0 (on Excel, with information extracted from Primavera Level 1)
• Level 1 or 2 only for specific critical activities
 Progress reports : often prepared with Excel

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Contractor Scheduling
Differences
 Scheduling by EPC Contractor: more detailed than Owner

• A detailed WBS/OBS is prepared to define areas and work phases
for the project schedule & progress reporting
• Scheduling hierarchy generally includes 4 main Levels for the
concerned EPC contract, plus many sub-level schedules
 Contractor responsibility on schedule compliance
• Depends on the contract type (and therefore on Owner priorities)
• May have financial consequences for him (or not)
 Owner control on Contractor progress has to be applied

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EPC schedule hierarchy
 Level 0 schedule: Project Master Schedule: milestones dates and main work phases
 Level 1: Overall Project Schedule with, for major WBS areas:
• Engineering by discipline (major engg milestones: PIDs, Plot Plan, MTOs,
Reviews...),
• Procurement with LLIs and major equipment purchasing / delivery,
• Construction by trade, pre-com/com, milestones dates (MC, RFC, RFSU…)
• Critical path
 Level 2 schedule: Areas Schedule: CPM network; all activities according to WBS / OBS
• All engineering activities by discipline and deliverables category,
• Procurement activities for all equipment & bulks requisitions,
• Construction by trade or construction packages, pre-com / com,

• Detail critical path from CPM
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EPC schedule hierarchy
 Level 3: Detailed Schedules

• Engineering deliverables (usually with engineering progress measurement system)
• Procurement schedule (may be with procurement progress measurement system)
• Site Level 3 CPM construction schedule, with Level 3 construction contractor subcontract
schedules, in line with Level 2 schedule; used for progress reporting
• Site CPM pre-commissioning / commissioning schedule detailed by Areas / Units / Systems
/ Tasks and used for progress reporting
• For Revamped areas: Shut-down schedules by Job Cards
A 3 months look-ahead schedule may be used for reporting

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Key elements to consider
 Contractual milestones for achievements of the whole project or intermediary.
 LLI (Long Lead Items), when applicable: items on the project critical path
 Global project size and engineering, procurement and construction resources
requirements versus their availability for the concerned project / site (progress
rates) will translate into required manhours at peak and feasible progress rate
 For Revamping projects: Planned shut-downs calendar times and durations
 Standard « statistic » progress curves with % completion vs. project duration in
% are available to provide a reference progress for each activity:
• Engineering by discipline (process, equipment, civil, piping, E/I/A)
• Procurement (main equipment, bulk material)
• Construction (For each trade: Civil, U/G piping, Piping pre-fabrication,

equipment erection, piping erection, instrumentation, painting, insulation)
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Typical critical path
 Typical critical path for an E/P onshore project usually includes:

• Long Lead Items (including erection and installation)
• Process PIDs (approved by Owner for design)
• Main equipment purchases (including inspection/transportation)
• Piping isometrics, pre-fabrication and installation
• Control loop checks at the end of construction

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Schedule of Revamp projects
Revamping Project Schedule is strongly influenced by:

 Production objectives vs time: new production milestones after revamp
 « Usual shut-downs » planned time and duration (need to minimize production

outage time, including upstream and/or downstream facilities)
 Work authorised during pre-shutdown phases in live facilities: if too limited,
amount of work during S/D and construction may become:
• More/very expensive
• Higher HSE/Reliability risk
• Even unrealistic  delays and/or major Quality concerns
 Consider using available Owner supervision & commissioning staff

Carefully review schedule constraints with Owner during FEED,
to avoid subsequent trouble and change orders
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Progress control
Purpose
 Compare actual progress vs schedule. Several ways:

• Milestones
• Overall physical progress
• Physical progress of the Critical Path
• Expected completion date vs plan
• Manhours progress vs detailed schedule
 Analyze trends to decide if corrective actions are necessary

 Depending on contract type, Owner validation may be required

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Progress control
Progress reporting
 Periodic Progress Reports: a key Project Management tool

 Address progress, but also all key events, problem areas and
higher level problem areas (« areas of concern »)
 Prepared:
• Daily at site (construction / pre-com / com).
• Weekly for Head Office activities and for construction
• Monthly
• Issued before periodic Owner / Main Contractor review meetings

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Progress control
Progress reporting
COMPANY PROJECT MANAGEMENT TEAM

JV
Prepares STEERING COMMITTEE
Daily report (constr) MONTHLY MEETING
Weekly report MONTHLY MEETING
Monthly reprt WEEKLY MEETING
Monitors,
Feedback Monthly
Incident CONTRACTOR PROJECT MANAGEMENT TEAM
Close-out
Reviews, Responds,
CONTRACTORS Consolidates Oper. Centers
& Site Reports
MONTHLY MEETING Prepares Alerts
WEEKLY MEETING Daily report (constr) Feedback
Weekly report Incident
DAILY MEETING (Constr.) Monthly report Close-out CONTRACTOR
Alerts MANAGEMENT
SUB CONTRACTORS Feedback
Incident
Prepares Monitors,
Close-out
Daily report (constr) Recommends
Weekly report Monthly
Monthly reprt Incident
Alerts Close-out

Feedback
Incident
Close-out
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Progress control
Progress reporting
Typical CONTENT  Major events, achievements, problem areas,

highlights
 HSE statistics, near misses register
 Executive Summary
 Progress S curves, tabulations: planned, actual,
 HSE performance forecast for Project, Work Packages, global E,
Disciplines, P, global C, C by areas/ units, C by trades
 Engineering
 Milestones status
 Procurement
 COI/COR register
 Subcontracting
 Invoices register
 Construction
 Cash flow actual & predictions
 Pre-com / Com
 Procurement materials status reports
 Project Controls
 NCR register
 Quality
 Documents register
 Areas of Concern

 Level 1 Project Schedule with progress status; Trend
analysis; recovery plan
 Manpower histograms planned & actual
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Progress control
Progress measurement
 Split project activities according to structure close to the WBS

 Define weights to each line, using adequate units (€, manhours…)
 For each Work package, aggregate these tasks by Levels :
• 1: Work-Package or sub-project
• 2: Categories: home office services, procurement, construction…
• 3: Sub-categories: engineering discipline, requisition, construction trade
• 4: Tasks: engineering deliverables, equipment, construction items
• 5: Elementary steps: drawings, fabrication, construction works
 During execution:
• Measure progress achieved for each elementary step
• Then, aggregate to the different Levels and compute overall progress

See examples/illustrations in Attachment II
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Progress control
Progress curves

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Progress control
Progress curves
 Engineering « S » progress curves are prepared from Level 3 schedule

(typically during the first 3 months of the contract)
 More detailed “S” curves are prepared during Execution:
• Detailed construction / fabrication curve
• Field erection curve
• Installation / commissioning curve
 First « S » progress curves and histograms can be prepared from Level 2

schedule and manhours estimates; they allow to check that construction
scheme is realistic for construction contractors
 Until the Project EPC schedule is issued, a 3-month look-ahead schedule
is prepared to anticipate short-term schedule and resource concerns

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Progress control
Typical causes for EPC contractors delays
 Insufficient manpower resources (quantity and/or quality)

 Supplier or Subcontractors (careful on sub-sub-contracting !)
 Strikes, disturbances related to local environment
 Underestimates (manhours, bulk quantities)
 Equipment Quality unacceptable non-conformances
 Late information, comments or reviews from Owner
This list is incomplete. Other ideas ?...

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Cost Estimating and Control
• Cost estimating
• Cost reporting and control
• Change Management

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Cost Estimating and control
Scope and objectives
 Scope: Project CAPEX (OPEX is not in the scope)
 Objectives:
• Estimate the project CAPEX and propose the overall budget
• Make sure that this budget is acceptable to all contributors
− Sufficient to assure Project HSE/Quality performance
− Generating acceptable profit for each stakeholder
» Owner
» EPC contractor
» Suppliers and Subcontractors
− Consistent with the cost and schedule constraints
− Allowing adequate risk management
• Organize the Cost Reporting/Control process (involving Owner)

• Define the Change Management process (involving Owner)
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Cost Estimating
Budget
 Any Project has a controlled and approved Budget
 The Budget may be adjusted (Revised Budget) during the Project Life:
• Budget transfer from other projects
• Scope deletions or additions, approved by Owner
 Structurally, the budget is expected to increase as Project develops
 At the end of the Project:

• Cost analysis will establish the “Final cost”
− After Mechanical Completion and Handover
− Once claims are settled and invoices paid

• The final Cost Control report is issued
• Comparison with Revised Budget allows to draw feedback lessons
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Cost estimating
Methodology

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Cost estimating
Structure
Main Equipment
Bulk Direct Costs
Fabrication/Construction(onshore/offshore)
+
Transportation
Temporary Facilities Indirect Costs
Construction camps
+
Engineering Services General
Management & Supervision Expenses
Surveys +
Associated Expenses
Insurance
Commissioning +
Contingencies
=

Direct Costs + Indirect Costs = Technical Costs Facilities Cost Estimate
Fabrication / Construction cost are the highest costs and the most difficult to estimate,
in particular for works in revamped process units and brown field; they are very site dependent (productivity)
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Cost estimating
Preliminary Estimate: a Challenge
 CAPEX estimate usual desired accuracy is +/- 30% for « new » or « expanded »
parts of projects in existing facilities, which may be relatively easy if the Plant is
recent and cost data base available or difficult depending on:
• Project complexity and location
• Onshore or Offshore projects
• Concerned facilities
• Modifications to facilities (Expansion, Debottleneck, Upgrade, Revamp)
 The CAPEX estimating method will depend on:

• Cost data base (Owner and/or Contractor) for works at that location
• Nature of facilities (onshore or offshore, subsea or surface, new or revamped
process units, interconnecting with work in brown field…),
The CAPEX estimate should be prepared with a memorandum underlying


assumptions, estimating methodology, uncertainties and risks
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Cost estimating
 Estimating methods are global as project details such as P&IDs are not prepared; the
estimating methodology will combine available cost data base and estimating tool box.
 Estimators use cost data breakdowns, unit costs, etc. from similar recent project units at
the location, or at similar (in terms of cost) location, with corrections for location
(importance of construction cost), escalation, and other foreseen different project
conditions. (Often the estimators will use units information from several projects).
 Many « factors » are used for so called « factored estimates »:

• Scaling factor: P1 / Po = (C1 / Co)0.65
• Factored estimate from equipment cost: P installed= K x P equipment
K may range from 2 to 6 depending on equipment type
For revamped areas an other K1 factor is to be applied on top
• Global factor on top of Direct Costs: Total cost = K x Project Direct Cost

• A cost factor can be used for transportation (onshore projects)
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Cost estimating
 Cost information is gathered from all possible sources at the time, e.g:
• Major / special equipment or packages (glycol treatment, water
treatment, utilities and power packages, etc.): prices from Vendors
« budget » quotes.
• Interconnecting preliminary quantities estimated by engineering from
preliminary MTOs & unit costs used from previous project at the facilities,
for bulks cost & for construction cost; quotations from Vendors for large
pipe / pipelines
• Engineering, construction supervision manhours may be estimated by
ratios.
• Contingencies or CRP (Contingency, Risks and Profit) factor, added on top
of estimate

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Cost estimating
CAPEX estimate during FEED
 CAPEX estimate prepared according WBS/OBS; desired accuracy +/- 15%
 Estimate is Quantities x Unit Costs
 Construction cost is all-in construction mhrs rates x construction mhrs
 Construction cost: the most important cost item, the most difficult to estimate
 CRP (Contingency, Risks and Profit factor) is added on top of the cost estimate
 CAPEX estimate prepared with a memorandum underlying assumptions,

estimating methodology, uncertainties and risks.
 Estimating methodology principles are presented on next slides

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Cost estimating

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Cost estimating

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Cost Control process
Owner perspective
 Owner cost control process and involvement in tracking cost

components depends on the type of EPC contract
 If a contract is on Reimbursable basis, Owner will have access to

all cost elements and is responsible for the complete Project cost
 If a contract is on a Lump Sum basis, Owner will have access only

to the cost items specified in the contract
 Owner will have access to the cost estimate to support change

orders, approve them, and include them to Cost Control process

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Cost Reporting and Control
Forecast
 Purpose : determine the Forecast to Complete
 Cost Forecast is updated on a regular basis (typically, monthly)
 Cost Forecast may anticipate on non-finalized commitments
 Cost Forecast requires a good knowledge of technical matters
 Cost Forecast may introduce some budget transfer
 Cost Forecast includes proper management of Contingencies

• Advisable not to consume them during the early stages
• Corporate rules (Owner and/or Contractor) may exist

• The Project Manager has ultimate authority
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Organisation principles
Cost control organisation includes mainly:
 Cost Control Manager, assisted by Cost Controllers depending on
Project size, responsible for global project cost control and reporting
to operationally to the Project Control Manager and functionnaly to
the Contractor Management (in case of a JV, will report to JV Project
Manager on one hand and, on the other hand, to Partner
Management within its own organisation, issues being then
adressed if necessary by the JV Steering Committee)
 Site Cost Control Manager responsible for cost control at the site
and reporting operationnally to the Site Manager but functionally to
the Cost Control Manager
 Cost Estimators to estimate project cost changes and reporting to

the Project Control Manager
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Cost Controller duties (1/2)
Mainly coordinates with:
 Engineering and scheduling / progress control organisations to control engineering
manhours cost expenditure, planned mobilisation and trends from productivity and
personnel mhrs rates, and to control bulks quantities trends considering MTOs vs
their engineering documents basis
 Procurement to control Vendors offers versus budget (advise budget target before
negotiations, check and approve CBTs and Vendor price), and track P.Os change
trends
 Fabrication / construction contracts management to control cost and trends versus
budget (before transfer of construction contracts administration the site)
 Site cost control to control site costs and trends
 Project Management for allocation and use of technical cost contingencies or global
project risks provisions

Prepares costs expenses reports, forecast and monthly cost reports; also prepares
change orders
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Cost Controller duties (2/2)
Mainly Coordinates with:
 Fabrication / Construction / Pre-com / com Management to control site
supervision cost (mobilised cost, planned mobilisation, daily rates costs...)
 Site Contracts Administrator(s) / quantities surveyors and Scheduling /
Progress Control Manager to control current construction cost, establish
forecasts from anticipated quantities variations, productivity, and additional
work orders
 Site procurement for local purchases
 Site Administration Manager for site running costs control (accommodation /
camps, TCF...)
 Prepares back-charges to Vendors and Construction Contractors as applicable,
insurance claims in case of damages during transport or at site

 Prepares site costs expenses reports, forecast and monthly cost reports; also
prepares change orders
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Periodic actions
 Day-to-day:
• Review work progress and consistency with contract terms
• Inform Management of any non-budgeted items
• Review all invoices received and consistency with contract terms
 Typically on a monthly basis:
• Calculate the escalation formulae and price revisions, if any
• Manage the various provisions
• Review the estimate to complete and the final forecast
 Less frequently (quarterly, annually, or ad hoc):
• Formal reporting to EPC Management, Owner and Partners
• Regulatory reporting if applicable (e.g. tax)

• Propose budget revisions
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Keys of effective cost control
 Timely and serious estimate of Engineering Manhours

 Bulk Quantities estimate based on complete detail engineering
 Check of Suppliers and Fabrication/Construction contracts:
• Estimates based on up-to-date verified info
• Actual costs timely compared to estimate, and challenged
• Rigorous Procurement procedures, no by-pass
 Schedule changes: careful about cost consequences
 Rigourous Change Management
 Accurate and timely Reporting / Forecasting to Management

 Timely followup of cost control actions decided by the team
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Management of change
Process
Management of Change Change Order Procedure

Covers all changes to contract • Covers Additions, Modifications
and Deletions to Project scope,
with impact on Project cost,
Engineering Deviation Requests schedule, process performance
• Cover deviations to contractual
reference standards or already • Procedure includes:
Approved Design Specifications − Change Process
• Written Procedure − Change Orders Log
• Deviation Requests Register − Approvals
• Clear Owner approval authority
• Change Requests Register

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Deviation requests/engineering queries
 Clarify or ask a deviation to a contractual document, for the purpose of

developing the detail engineering and procurement requisitions
Usually due to:

• Conflicting requirements in different documents
• Proposal of an engineering improvement
• Required materials not consistent with local availability
 Ask a deviation to already approved requisition documents
Usually due to:

• Proposal of a supply improvement
• Availability of raw materials different from requirements

• Vendors fabrication or test standards different from requirements
• Standard packages or skids
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Change order procedure
A “Change Order” is not an anomaly
• When cost variations are not due to Contractor and potentially give rise to
a Change Order: Contractor notifies Company and prepares a Change
Order Request (COR) with an estimate and formal request to be usually
submitted within 2 weeks maximum to Company.
• Company may also need to change the scope, or to exert Options provided
under the contract, or for any reason to ask Contractor to change its work
thru a Change Order Instruction (COI). Company then notifies Contractor
with an estimate to be usually submitted within 2 weeks maximum to
Company.
• Change Orders are monitored by the Project Cost Management team and
recorded as soon as they are identified on a Change Order Register.
• Change Orders estimates are evaluated by the Contractor (using contract
unit costs as available), and checked by Company Cost Management team.

• Change Orders need to be formalized and agreed by all Parties and will
therefore be transferred to Project budgets (Company and Contractor) only
after Approval by Company.
RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 52
Cost trends caused by Owner
 Project definition unclear or incomplete

 Scope changes during execution
 Delayed access to construction areas
 Missing elements or information
 Wrong assumptions on market costs
 Unclear interfaces between contractors
 Conflicts with EPC Contractor, or Suppliers, or Subcontractors
 Insufficient quality of Project Management Team

 Delays in achieving Owner tasks
RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 53

Cost trends caused by Environment
 Unplanned inflation rate or exchange rate changes

 Weather catastrophy (cyclones, flooding, earthquakes)
 Political trouble (strikes, wars, unplanned regulatory changes)
 Delays to obtain working visas
 Unexpectedly low productivity due to bad weather
 Unforeseen difficulties (soils or sea bed conditions)

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 54
Cost trends caused by EPC Contractor
 Initial Price too low

 Insufficient qualification of Project Management Team
 Inability to forecast on time
 Sub-contractors lack of performance
 Estimating errors (incomplete/incorrect technical info)
 Insufficient provisions or contingency
 Missing cost elements
 Wrong assumptions on supplier/subcontractor markets

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 55
Project control
Key points to keep in mind
 Owner has a critical role in controlling EPC Contractor performance

 This role depends on the contract type but is always to be assured
 Scheduling:
• May be quite critical on Revamping projects (shutdown windows)
• Smaller projects need simpler tools
• Critical path should be clearly identified and optimized
 Cost estimating:
• Up-to-date cost databases are a key to effective estimating
• Accuracy of Cost Control estimate should be around 10%
• Estimate used for approval (FEED stage) should be based on quantities
Cost and Schedule control:


• Monitoring methods should be clearly defined in the EPC contract
• For Revamping projects, may be closely inter-related
RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 56

ATTACHMENTS
I. WBS and Schedule examples
II. More about progress control
III. Cost reporting details/examples

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 57
ATTACHMENT I
WBS and Schedule examples

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 58
ATTACHMENT II
More about Progress Control

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 65
Principle split
OVERALL
PROJECT
WORK PACKAGE 1 WORK PACKAGE 2
HOME OFFICE MANUFACTURING CONSTRUCTION AND HOME OFFICE MANUFACTURING CONSTRUCTION AND
SERVICES DELIVERY PRECOMMISSIONING SERVICES DELIVERY PRECOMMISSIONING

15% 35% 50% 15% 35% 50%
% according to USD values
RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 66

Principle split – Weights sample onshore

% according to mhrs for services and USD for procurement
RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 67
Progress measurement: Weighting sample offshore
FPSO 28,6%
TOPSIDES
Engineering 10,6%
Procurement 34,2%
Construction 16,8%
Integration 3,3%
Towing FPSO & Flotel 2,1%
Tie-in precomm and Comm 1,8%
HULL & L Q 31,2%
SPS 14,3%
Engineering 4,0%
Procurement 22,1%
Manufacturing 67,3%
Systems Testing 3,3%
Transport 3,3%
UFR 24,5%
Engineering 4,5%
Procurement 36,2%
Construction 14,5%
Offshore Installation 27,8%
OLT 17,0%

DRILLING 32,7%
Drilling Rig 42,8%
Rig Contract Services 57,2%
TOTAL 100,0%
RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 68
Recovery plan example: loss of mobilisation at year end
and drifting
RECOVERY PLAN:
INCREASE MOBILISATION
TO INCREASE PROGRESS
ACTUAL PROGRESS
ON TIME UNTIL END DEC.
BUT DRIFTING

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 71
Project Schedule sample: Gas Plant 2 Trains extension and
upgrade – S/Ds Planning
Four S/Ds
at actual
EPC time
start
One
major S/D
initially

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 72
Progress curves: Schedule Baseline Revisions

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 73
JC preparation progress curve

Preparation of JCs may take several months: procedure for
preparation, progress control to be implemented
RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 74
Fabrication scheduling

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 75
Scheduling transportation to site
 Transportation to site of the main components is not very difficult

by itself, but the coordination of this activity can be a real
challenge
 The speed of the spread(s) transporting the main components is

directly calculated from the distance and the marine spread speed
+ some provisions for bad weather, adverse wind, …
 The capacity of the transportation barge or vessel must be

assessed carefully: transporting 2000 tons, 5000 tons or even
30000 tons is a case by case study

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 76
Scheduling offshore installation
Initial scheduling of offshore installation requires:

 Detailed analysis of the scope: number and main characteristics of
all modules / decks / jackets / pipelines / floating storage…
 Evaluation of the marine construction equipment required:
• Derrick barge – crane capacity
• Pipe Laying Barge – stinger – max pipe size – type of welding
• Offshore tie-in means: ROV…
• Trenching, shore approach equipment
• Drilling rigs type…

The schedule will be reviewed after contractors selection
RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 77

Scheduling offshore installation

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 78
Scheduling hook-up
 Hook-up time is highly dependant upon the yard fabrication and

its level of completion
 It is fundamental to reduce as much as possible the hook-up

work: hook-up is very costly and always critical
 No hook-up without accommodation
 No hook-up without a good logistic and supporting equipment

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 79
ATTACHMENT III
Cost Reporting details/examples

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 80
Company Cost Report Format Principles
Project Level*
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10)
Approve Scope Budget Current Commit Estimate Forecast Variance Expend. Approved
Description d Change Transfer Budget To (5+6) (+/-) Incurred Invoices
Budget (1+2+3) Complete (4-7)
AFE
X 100 0 0 100 90 12 102 2 70 65
Y 50 0 10 60 60 0 60 0 60 60
Z 90 0 - 10 80 80 -5 75 -5 73 65
Sub-total 240 0 0 240 230 7 237 -3 203 190
Provisions
Contingen 24 0 0 24 0 22 22 -2 0 0
cy
Total 264 0 0 264 230 29 259 -5 203 190
* Level 0 = Project

1 = Phase
2 = Major Work Split
3 = Commitment
4 = Work Package
RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 82

Cost monitoring example
TOTAL E&P XXXX PROJECT: ANGELA PAPYRUS ALL IN k US$
DATE: OCT 2003
LEVEL 0
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10)
CURRENT Variance
APPROVED SCOPE BUDGET ESTIMATE to FORECAST Expenditure Approved
TOTAL E&PCODE
XXXX DESCRIPTION BUDGET COMMITMENT (+/ -) (7-
ALL IN k US$
DATE: OCT 2004
BUDGET CHANGE
PROJECT: ANGELA PAPYRUS
TRANSFER
(1+2+3)
COMPLETE (5+6)
4)
Incurred Invoices
100 Initial Studies
200 Wellhead Connect.
13350
54550
LEVEL
0
1 WELLHEAD
0
0
013350
54550
PF & 13350
CONNECTION
51550
0
3000
13350
54550
0
0 30 26
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10)
300 Production Pltf 137320 0 -10000 127320 118380 8940 127320 0 12760 10000
400 Quarter Pltf APPROVED 37070 0 CURRENT
-500 36570
34500 ESTIMATE
2070to 36570 Variance0 6383 5073
SCOPE BUDGET FORECAST Expenditure Approved
CODE DESCRIPTION
500 FPSO 42430 0 BUDGET
2700 45130COMMITMENT
43170 COMPLETE
1960 45130 (+/ -) 0 18823 16450
TOTAL E&P XXXX BUDGET CHANGE TRANSFER (5+6) Incurred Invoices
600 Buoy & Sealines 12900 0 PROJECT:
0 ANGELA
(1+2+3)
12900 PAPYRUS
0 12900 12900 (7-4) 0 ALL IN k US$
45 42
DATE:
210OCT
Gen.2004
Mngt
700&Management
Serv 2200 5600 0 0 0 0 2200
5600 22000 5600 0 2200
5600 00 350
15 150
220 Engineering 4400 323 LEVEL
0 1 Production
4723 Platform
4523 200 4723 0 0 0
Sub-Total
230 Mal & Eqpt supply (1)8500 303220
(2)
645 0 (3) 0-7800 295420
(4)9145 (5) 260950
9045 34470
(6) 100 295420
(7)9145 (8) 0 0 38056
(9) 0 31606
(10)0
240 Onshore fab 22500 1682 0 24182 23582 600 24182 0 0 0
800 Provisions (rate) 2100 0 CURRENT
-10 2090 0 2090 2090 Variance
0 10 10
250 Transportation APPROVED
3550 SCOPE
0 BUDGET0 3550 3450 ESTIMATE
100to FORECAST
3550 0 Expenditures
0 Approved
0
CODE 900 Contingency
DESCRIPTION 12430 0 BUDGET
0 12430 COMMITMENT
0 12430 12430 (+/ -)0 0 0
260 Offshore Works
TOTAL E&P XXXX BUDGET
16500 CHANGE
0 TRANSFER
-500 16000 15800 COMPLETE
200 (5+6)
16000 0 Incurred
0 Invoices
0
270 Hook-up Wks
DATE: OCT 2004 6200 0 PROJECT:
0 ANGELA PAPYRUS
(1+2+3)
6200 6000 200 6200
(7-4)ALL IN k US$
0 0 0
310 Commissioning
280Long lead Items
**** TOTALsup 3200 317750
28630 00 0 LEVEL
-1800-7810 1 Quarter
-4200 1400
24430
309940 Platform
1000
24430
260950 4000
48990 1400
24430
309940 0 00 38066 0
4800 0
2400
31616
320 Spare
290Gen. parts& Serv
Mngt 950
2640
(1)
0
(2) 0
-350
(3) 0
600
2640
(4) (5)
550
2400 (6)
50
240 600
(7) 2640 (8)
00
(9)
0 240
(10)
0240
330 Engineering 4680 0 -700 3980 3600 380 3980 0 720 360
CURRENT Variance
340 Mal & Eqpt supply 45840
APPROVED SCOPE0 -5100
BUDGET 40740 40300 ESTIMATE
440 40740
to FORECAST 0 Expenditure
4500
Approved4500
CODE DESCRIPTION BUDGET COMMITMENT (+/ -)
2***Onshore
350 TOTAL fab BUDGET
16480
68000 CHANGE
2650 0 TRANSFER
-26500 16480
68000 16150
66150 COMPLETE
330
1850 (5+6)
16480
68000 0 0 Incurred2500
350 Invoices
2500
0
TOTAL E&P XXXX (1+2+3) (7-4)
360 Transportation
DATE: OCT 2004
4500 0 PROJECT:
0 ANGELA PAPYRUS
4500 4500 0 4500 ALL IN k US$ 0 0 0
Offshore
370 410 Works
Long lead Items 18000
2560 00 00 18000
2560 14500
2560 3500
0 18000
2560 00 2560 0 1250 0
380 420 Gen. Mngt
Hook-up Wks & Serv 1200
8500 00
LEVEL
00
1 FPSO & BUOY
1200
8500 1200
6200 0
2300 1200
8500 00 240 0 240 0
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10)
380 430 Engineering sup
Commissioning 2150
4850 00 00 2150
4850 2050
3800 100
1050 2150
4850 410 0 410 00 0
390 440 Malparts
Spare & Eqpt supply 12720
3200 00 CURRENT
-250
0 12470
3200 11890
2500 ESTIMATE580
700 3200Variance 00
12470 2600 0 2600 0
APPROVED SCOPE BUDGET to FORECAST Expenditure Approved
CODE
450 Onshore DESCRIPTION
fab 6140 0 BUDGET
0 6140 COMMITMENT
5725 415 6140 (+/ -) 0 573 573
BUDGET CHANGE TRANSFER COMPLETE (5+6) Incurred Invoices
460 Transportation 2200 0 0 (1+2+3)
2200 2125 75 2200 (7-4) 0 0 0
3*** 470 Offshore
TOTAL
510 Purchase Works
Hull 5400
137320
12500 0 00 -100000
1500 5400
127320
14000 5100
118380
14000 300
8940
0 5400
127320
14000 0 00 14000 0
12760 14000 0
10000
480 Hook-up
520 Gen. Mngt Wks& Serv 3600
1500 00 -2500 3350
1500 2950
1400 400
100 3350
1500 0 0 240 0 240 0
480 Commissioning
530 Engineering sup 800
3650 00 00 800
3650 600
3500 200
150 800
3650 0 0 410 0 410 0
490 Spare
540 Mal & parts
Eqpt supply 300
10200 00 00 300
10200 300
9900 3000 300
10200 0 0 3600 0 1800 0

550 Onshore fab 6500 0 0 6500 5900 600 6500 0 573 0
560 Towing 1800 0 0 1800 1800 0 1800 0 0 0
4*** TOTAL
570 Offshore Works 37070
2500 00 -5000 36570
2500 34500
2200 2070
300 36570
2500 0 0 6383
0 5073
0
580 Hook-up Wks 2280 0 1200 3480 3100 380 3480 0 0 0
580 Commissioning sup 1100 0 0 1100 970 130 1100 0 0 0
590 Spare parts 400 0 0 400 400 0 400 0 0 0
5*** TOTAL 42430 0 2700 45130 43170 1960 45130 0 18823 16450
RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 83

08 Project Control

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Management of Medium-Size /

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013

© 2011 - IFP Training

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 2

2. Scheduling and progress control 07 - 26

3. Cost estimating and control 27 - 55

ATTACHMENTS (slides 56 to 82)

I. WBS and Schedule examples

© 2011 - IFP Training

III. Cost Reporting details/examples

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 3

© 2011 - IFP Training

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 4

PROJECT Trend Analysis

PROJECT COST (Monthly)

© 2011 - IFP Training

Cost Analysis Cost

 Frequent communication / reporting is critical for performance

© 2011 - IFP Training

© 2011 - IFP Training

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 7

 The objective of the WBS is to provide an organised structure

© 2011 - IFP Training

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 8

 Owner may have to prepare a Schedule for various reasons, e.g.:

 Level-0 Owner schedule will generally be presented as a Bart Chart

 More detailed levels will also be developed, using PERT/CPM

 Schedule presentation will be consistent with Owner WBS

© 2011 - IFP Training

© 2011 - IFP Training

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 10

Scheduling: a fundamental task of Project Management

 In Revamp projects, Schedule and Cost can be closely interrelated

 Bar Chart: common way to prepare the first-pass schedule

 PERT (Project Evaluation and Review Technique) ... then PDM

© 2011 - IFP Training

 Level 0 – Project Master Schedule:

© 2011 - IFP Training

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 12

 Network is built with activities predecessors and followers &, linked by

Float Critical Path

 Critical path: path of activities with no float

© 2011 - IFP Training

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 13

© 2011 - IFP Training

 Baseline Schedule revisions performed on Project Manager

© 2011 - IFP Training

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 15

 Scheduling: common softwares for Medium & Small Projects:

© 2011 - IFP Training

 Scheduling by EPC Contractor: more detailed than Owner

© 2011 - IFP Training

© 2011 - IFP Training

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 18

 Level 3: Detailed Schedules

© 2011 - IFP Training

© 2011 - IFP Training

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 20

 Typical critical path for an E/P onshore project usually includes:

© 2011 - IFP Training

Revamping Project Schedule is strongly influenced by:

 « Usual shut-downs » planned time and duration (need to minimize production

© 2011 - IFP Training

RC - PR GES - 08174_A_A - Rev.1 - 18/07/2013 22