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PROGRESS

REPORTINGTF-FPM, Duri Field

Standard Procedure

SOP-PC-035

Draft B 07.May.07

PURPOSE - Provide TF-FPM Project Controls personnel with a ready reference for

projects progress reporting and control.

CONTRACT The Contract requirements include

Attachment A-1, Clause 6.1, Project Controls procedure for progress reporting andcontrol.

Attachment A-1, Clause 6.2, Periodic Reports include: Monthly Status Report,Photographs, Weekly Progress Reports, Daily Record Keeping, Suppliers &

Subcontractor.

Main Contract, Clause 6.3 Records Retention Process: contractor to maintain true &correct records.

Exhibit A, Clause 9.2, Contractors weekly progress meeting. Attachment A-1, Clause 3, Supervision by Contractor for Work Performed by its

Subcontractor

RESPONSIBILITIES TF Planning Group has the main task of progress reporting &control. Specific personnel shall do the following.

Core Project Controls Consolidated the progress reporting of TF.o

PC Manager To ensure an effective program of progress reporting and control is

development and implemented under procedural control.o Planning Lead

to confirm, amend as appropriate, and publish this SOP to train staff across TF-PC groups progress reporting & control

methods to assign tasks to other Core PC Planning personnel in carrying out the

work of PC within the core group

o Core PC Planning & Control Personnel Undergo self-training of this SOP and methods

Seek special guidance from PC Lead and Planning Lead where needful Undertake and accomplish tasks as assigned by Planning Lead or as

otherwise found necessary to the proper conduct of PC on FPM.

OU Project Controls Consolidated progress reporting and control of TFSubcontractors, and input to Core PC.

o Engr/OU PC Leads to understand this SOP and put it into practice

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STANDARD OPERATING PROCEDURE

SOP-PC-035 - RevB (draft)

Page 2 of 9

to assign tasks for progress reporting and control to Engr/OU PCresources

o Engr/OU PC Personnel (including: QS) Undergo self-training of this SOP and methods Seek special guidance from PC Lead and PC Lead Lead where needful Undertake and accomplish tasks as assigned by PC Lead or as

otherwise found necessary to the proper conduct of PC on FPM.

PERIODIC REPORTS - This refers to Attachment A-1 Clause 6.2

Progress report will be included in Monthly Status Reports and Weekly Progress Reports

Monthly Status Report

There are 2 kind of monthly status report:1) Management summary

Along with other reports, the management summary will include:

A contract schedule analysis, any slippage of activities, a progress shortfall. Summary progress table with actual versus planned and forecast progress.

2) Detailed Report.The detailed report section of monthly status report will include a narrative

highlighting the main events for each work area, a status of objectives planned for

period ending, objectives for the next period, critical activities, area of concern, and astatement of recovery actions to be taken for activities behind schedule. The progress

report that should be included in the detailed are:

Detailed progress table showing period and cumulative planned/actual progressfigures for disciplines

Level 2 Progress Control Curves, e.g. for Engineering, Procurement andFabrication

Update Level 2 Overall Project Schedule Current Manpower Histograms per Contract Drawing Status Report including all revisions up to issued for construction and

identifying those drawings received at Site Work areas.

Updated Construction Report illustration the status and total quantities of forinstallation / assembly and erection progress achieved for each major contract.

A report of local content manpower, cost and contract utilization, showing asapplicable, actual against planned and forecast for the current period andcumulative to date.

Photographs

High Resolution Digitally Produced Photographs is provided in the Monthly report

indicating major equipment and construction progress and key events, each photographs

is indexed with the reference and this reference marked along with the direction, on anA3 plot plan.

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Weekly Progress Report

Weekly Reports are submitted in an agreed format. The report will use Fridays as cut-

off for weekly reporting.

Each section contains:

A brief narrative on achievements Activities planned for the coming period Critical activities Problem areas A statement of recovery actions to be taken for activities behind schedule.Daily Records Keeping

Records are kept of daily weather conditions including: temperature, humidity, rainfall

and wind speed.

UNITIZED PROGRESS REPORTING- This refers to Attachment A-1 Clause 6.2

Unitized progress reporting is the act of quantifying the total scope (control base) of

direct work executed on a project and measuring completed work against the total scopeusing weighted work steps. It should be in adequate detail (typically by drawing) to

effectively status on a routine basis, typically weekly. The progress and performance

report provides the data to support the forecasting of direct or indirect labor costs.

The unitized progress report is used to determine actual progress and performance

Progress = Earned HoursTotal Control Base Hours

or:

Progress = Earned Value CostTotal Control Base Cost

Performance = Earned HoursActual Hours

Control Base - represents actual deliverables or quantities installed. The control base is

developed as a fall out from drawing issues. The control base is not always directly

related to budget, but is a key tool in determining current forecast.

During the front-end alignment process, the project team should establish the following:

Work breakdown structure

Understanding of setup requirements of Unitized Progress Systems

Level of detail

Frequency of reporting

Reporting requirements

Subcontractors reporting requirements

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Work steps and weightings for progress calculations

Initially the database is loaded with the current budget estimate to establish the control

base. As deliverables are identified, estimates are downloaded into the database. As adatabase grows, the baseline is monitored to determine the need for reforecast of

quantities and/or progress baseline change. The database should always reflect the current

scope of work authorized for execution.

PROGRESS AND PERFORMANCE ASSESSMENT - This refers to Attachment A-1

Clause 6.2 & Attachment A-1, Clause 3

Physical Progress

Physical progress is the completion of a measurable portion of the deliverable in

comparison to the total. Physical completion is in no way linked to job hours budgeted or

expended. Work units are assigned to each line item or work activity, thus assigning a

weight relative to the total estimated scope of work. By estimating the percent completefor each item at the end of a reporting period, the current earned job hours are calculated.

The total current job hours divided by the total estimated job hours gives the percent

complete or the physical progress for all summary levels used in reporting and analysis.

Tools and Techniques For Progress and Performance Measurement

Progress and Performance Reviews

Progress and performance reviews are held as an integral part of the regular progress and

status meetings and are included in project reporting.

Variance AnalysisVariance analysis involves comparing actual project results to planned or expected

results. Cost and schedule variances are the most frequently analyzed, but variances from

the plan in the areas of scope, quality, and risk are often of equal or greater importance.

Trend Analysis

Trend analysis involves examining project results over time to determine if performance

is improving or deteriorating.

Earned Value Analysis

Earned value analysis in its various forms is the most commonly used method of

performance measurement. It integrates scope, cost, and schedule measures to help theproject management team assess project performance. Earned value involves calculating

3 key values for each activity:

The budget is that portion of the approved cost estimate planned to be spent on theactivity during a given period.

The actual cost is the total of direct and indirect costs incurred in accomplishing workon the activity during a given period.

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The earned value is a percentage of the total budget equal to the percentage of the workactually completed. Many earned value implementations use only a few percentages

(e.g., 30 percent, 70 percent, 90 percent, 100 percent) to simplify data collection.

Some earned value implementations use only 0 percent or 100 percent (done or notdone) to help ensure objective measurement of performance.

These 3 values are used in combination to provide measures of whether or not work is

being accomplished as planned.

Earned Value = Percent Complete x Budget for that account

Cost & Schedule PerformanceEarned Value analysis can be used to calculate the performance of the work/projects

Performance against schedule is then simply a comparison of budgeted and earnedwork-hours (or cost). If budgeted work-hours are less than earned, the work is ahead

of schedule. The reverse would probably mean that the work is behind schedule.

Performance against budget is measured by comparing earned to actual work-hours(or cost). If actual work-hours are less than means the budget has been overrun.

The above can be express in the formula below as follows:

Schedule Variance (SV) = Earned Work-hours or cost Budgeted work hours or cost

= BCWP BCWS

Schedule Performance Index (SPI) = Earned work hours or cost to date

Budgeted work hours or cost to date

= BCWP

BCWS

Cost Variance (CV) = Earned Work hours or cost Actual work hours or cost= BCWP ACWP

Cost Performance Index (SPI) = Earned work hours or cost to date

Actual work hours or cost to date= BCWP

BCWS

Reporting and Corrective Actions

Performance reporting should provide the kinds of information and the level of detail

required by various stakeholders as documented in the Project Execution Plan. Common

formats for performance reports include bar charts (also called Gantt charts), S-curves,histograms, and tables. Typically the progress and performance status is represented

using 3-Part Curves. These curves illustrate actual progress, staffing, and performance

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versus the plan and chart incremental and cumulative data. An example of a progress and

performance tables for Engineering and Construction is identified on Attachments B & D

OFFICE (including: ENGINEERING) PROGRESS AND PERFORMANCE

MEASUREMENT - This refers to Attachment A-1 Clause 6.2

Deliverable Progress Measurement

As a guideline for progress assessment and to determine percent complete fordeliverables prepared in the course of an engineering project, the users should apply the

milestone tables as agreed upon by the Project Team. The progress ranges shown for each

type of document / deliverable executed are representative of the work required tocomplete the deliverable. These should be reviewed and adjusted to suit the varied

circumstances inherent in each project. Any change to these guidelines should be

reviewed by the engineering department manager responsible for that particulardeliverable prior to their use on the project.

The ranges for progress measurement determined by the milestone pattern represent thespecific scope of work to be performed within that deliverable's budget. The length of theproject and the duration of its activities would affect the way progress is assessed as well

as the timing of the update cycle required for each project weekly, biweekly, or monthly.

The reporting frequency should be established early in the project.

Milestone Patterns / Incremental Miestone

Milestone patterns are a collection of predetermined progress steps that total to 100

percent completion at the end of the activity or deliverable. These milestones are tangibleand measurable events in time and are often linked to revisions, issue dates, or review

cycles of documents and deliverables.(see: Work Instructions for Engineering Progress Measurement)

Deliverable Groups or Activities

To facilitate the progressing of multiple deliverables of small budget impact, these can begrouped together in deliverable groups. The deliverable group will receive the budget and

the progress figures for all the items it contains. The individual deliverables can still be

listed in document listings, document control distributions, or transmittal logs.

As a rule of thumb, deliverable group budgets should not exceed 10 percent of the

operation budget and the duration they span should not exceed 3 months. This keeps theprogress items as specific deliverable items that can therefore be statused accurately.

Deliverable groups are to be used to facilitate progressing small items, not to avoid

detailed progress measurement of activities and deliverables with little impact value to

the Project.

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Indirect and Support Activities

It is not recommended to status indirect and support activities within a unitized progress

report. These values offer no added value towards the actual physical percent complete.

CONSTRUCTION PROGRESS AND PERFORMANCE MEASUREMENT - This

refers to Attachment A-1 Clause 6.2 & Attachment A-1, Clause 3

Field progress is a key element in the control of project labor costs and schedules. Anaccurate measurement of progress serves as a basis for labor reforecast as well as an

indicator for performance against the project schedule. Performance is the comparison

between current earned value and value expended.

This measurement at specified periods serves as a tool for construction status and helps

the field Project Controls team to better forecast total installed costs and accuratelypredict project completion. Progress serves as an analysis tool for timely corrective and

preventive actions against unforecasted project delays and increased cost.

Subcontractor Performance (by Others)

TF via Construction Supervision group to supervise and monitor Services performed by

Subcontractors. Construction Supervision can ask Subcontractor to submit Level 3/Level4 Schedule in order to control and to measure the work performed.

Subcontractors to submit their weekly progress report and this report to be verified byConstruction Supervision:

The subcontractor weekly progress report to include:

Contract Number and Scope Summary Name of Subcontractor Summary of Services performed for the week Percentage complete (planned and actual) Details of accidents (if any) and near misses, corrective action adopted Reasons for schedule slippage (if any) and proposed means for recovery) Services to be performed in the next reporting period Daily manpower count by discipline including supervisor, inspectors, and safety

officers for the week

Details of Client and Subcontractors equipment deployed. Working, standby,breakdown.

Amounts invoiced, paid, remaining, overdue, disputed Interfaces with Client existing production facilities for the following month. Details of work stoppages and reasons Daily weather conditions

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Progress Measurement

Earned Value Analysis

Progress for subcontracted activities can be calculated either by using the same method as

self-performed construction.

Percent complete of an activity is based on the measured quantity of work

installed divided by the projected total quantity of work installed for eachweighted work step.

Item Percent Complete = Quantity Installed 100Estimated Total Quantity

Summary Percent Complete = Earned Hours 100Control Base Hours

or:

Summary Percent Complete = Earned Value Cost 100Control Base Hours

or by some other method agreed to with the subcontractor at pre-award meetings.

One method commonly used is for the subcontractors to assess the percent complete for

each pay item reported and verified either by TF Project Controls or the subcontractsManager-Coordinator. Based on an agreed-upon initial weighting, an earned value is thus

obtained for each pay item and summarized for each subcontract. Total percent completefor all subcontractors work can then easily be obtained. If the work units are equivalent

to job hours used in self-performed progress measurement, total project field progress canbe computed by adding all earned units and dividing by total estimated units.

(see: Work Instructions for Construction Progress Measurement)

WORK INSTRUCTIONS & TEMPLATES - This SOP provides an overview of

progress reporting and control on the FPM scope of work. Work Instructions and

Templates are available for the following areas of work.

Work Instruction 01 Measuring & Reporting Engineering Progress & Productivity

Work Instruction 02 Measuring & Reporting Construction Progress & Productivity

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REVISIONS TO THIS PROCEDURE The current SOP is a draft issued for earlyintegration efforts. Revision 0 of this SOP will be issued with PC Planning Lead with

approval by the PC Manager and PM in due course. Later revisions will be made by the

PC Planning Lead with concurrence by PC Manager and Program Manager. All PC staffwill be given copies or access to copies of the SOP. Updates to standard forms being

used will be provided by the Cost Lead as they become available.

ATTACHMENTS

A Sample of Engineering Progress Measurement Forms

B Sample of Engineering Weekly Progress ReportsC Sample of Weekly Progress Report Submitted by Subcontractors

D Sample of Construction Weekly Progress Reports

E Sample of Monthly ReportsF Sample of Level 2 Progress Control Curve & Schedule

G Sample of Productivity Profile Analysis

H Sample Form of Daily Record

Rev B as issued by Sony Runtulalu (Planning Lead)

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PROGRESS

REPORTING

TF-FPM, Duri Field

Work Instruction 01

SOP-PC-035

07May07

WORK INSTRUCTION 01

MEASURING & REPORTING ENGINEERING

PROGRESS & PRODUCTIVITY

1) TF PC personnel who is responsible for measuring engineering progress is CostEngineer/Scheduler

2) Get the deliverable progress of each activity from discipline engineers.3) Calculate the progress. Method used to calculate the progress is Incremental

Milestone This method is applicable to any control account which includes subtasks

that must be handled in sequence. For example, drawing preparation includes the

sequential tasks or operations listed below. Completion of any subtask is consideredto be a milestone, which when completed represents a certain percentage of the total

installation. The percentage chosen to represent each milestone is normally based on

the number of work-hours estimated to be required to that point in relation to the

total. In the listing below, the attainment of each milestone has been judged to beequivalent to having completed the percentage listed of the total installation

Collecting Input 10%

Conceptual Design & Layout 25%

Performing & Issue Sketches to Drawing 40%

Drafting & Issue Drawing for Checking 55%

Release for Squad Check 75%

IFR 80%

IFA 90%

IFC 100%

4) Calculate the actual cost / actual man-hour from timesheet5) Calculate the productivity / performance

Performance = Earned Hours orActual Hours

Performance = Earned Value Cost

Actual Cost

6) Prepare progress report Weekly progress report will use Fridays as the cut-off forweekly reporting. (see: Attachment 02).

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SOP-PC-035 - Work Instruction 01

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7) Submit the Report to client and gives the copies to the respective Group Managersand PC Lead.

8) Filing the progress report document

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PROGRESS

REPORTING

TF-FPM, Duri Field

Work Instruction 02

SOP-PC-035

07May07

WORK INSTRUCTIONS 02

MEASURING CONSTRUCTION PROGRESS

1) TF Project Control (PC) personnel who are responsible for measuring constructionprogress is QSs. QSs along with Construction Supervision (CS) & Quality Control(QC) is responsible for progress verification for work done by subcontractor.

2) Progress measurement for Bi-Weekly (or Weekly) Progress Report. Subcontractors tosubmit their progress mentioning the quantity of work performed to QS. QS to verify

the work performed done by subcon. The flow would be as follows:

Bi-weekly progress report:

Subcontractors prepare progress

report. Monday to Wednesday

Time interval for work done by

subcontractors to be verified (2weeks, start on Monday & end on

Friday)

Milestone: Friday- Cut off date of

progress report

Milestone: Subcon submit the

progress report to TF, shall not be

later than Wednesday

QS verify the progress report

(Thursday-Friday)

Milestone: Monday: PC prepare

progress report and submit to CPI

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3) Progress Measurement for Monthly Progress Report & Status. Subcontractors tosubmit their progress claim mentioning the quantity of work performed to CS

Representatives. CS Representatives have to verify the progress done by

Subcontractor. QC to check the quality & only the quantity accepted by QC canproceed to progress claim. When applicable verifications from 3

rdparty surveyors are

needed. QS to do the final verification. If accepted by QS, the progress claim canproceed to the next step. The flow would be as follows:

Subcontractor submit the

progress claim, 2 days

CS, verify, 2 days

QC, check the quality, only the

accepted quantity can proceed

to next step, 2 days

QS verify, 2 days

3rdParty Surveyor Verification (if

applicable), 2 days

Return to subcon for

final progress claim

submission

Subcontractor submit

final revision, 2 days

Time interval for work done by

subcontractors to be verified (1

month)

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4) QSs verify the quantity recorded by using several methods & tools (by checking thequantity one-by-one (unit/lump sum (ls)), by using table (ton/kg), by using software(e.g. Autodesk Land Development, Civil Cad & Teramodel for m3 unit), by using

reports provided by TF QC (for work like piping work). Specific methods for

progress measurement are attached to this document5) Subcontractors finally submit the progress report to TF PC based on the quantities

verified by TF QS. (see: Attachment C)

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PROGRESS

REPORTING

TF-FPM, Duri Field

Work Instruction 03

SOP-PC-035

07May07

WORK INSTRUCTIONS 03

REPORTING CONSTRUCTION PROGRESS & PRODUCTIVITY

1) TF Project Control (PC) personnel who are responsible for reporting constructionprogress & productivity are Cost Engineers, Schedulers & Project Control Lead.

2) There are 2 period of reporting: Weekly/Bi-weekly progress report & Monthly StatusReport. Progress Measurement Work Instruction is available separately in this SOP.

3) For work done by Subcon, the progress can be obtained for progress report bySubcontractors verified by QSs. There are several methods to calculate progress, one

of them is Weight or Equivalent Unit. This method is applicable where the task beingcontrolled is a major effort involving a long period of time and is composed of two or

more overlapping subtasks, each with a different unit of work measurement.

Progress (Construction) = Equivalent UnitsTotal Equivalent Units

4) Calculate the productivity / performancea. Calculate the actual cost (the actual cost for Resource Unit Rate (RUR)

the actual can be obtained from timesheet)b. Calculate the productivity / performance

Performance = Earned ValueActual Value

5) Prepare progress report. Weekly/Bi-weekly progress report will use Fridays as thecut-off for weekly reporting. (see: Attachment D). Weekly Report should be

accompanied by photographs from site. Those photographs should be taken by QS.

Index each photograph with reference and this reference marked, on an A3 Plot Plan.Stamp all photographs with the date the photographs was taken.

6) Submit the Report to client and gives the copies to the respective Group Managersand PC Leads.

7) Filing the Progress Report

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PROGRESS


SOP-PC-035

Attachment A

07May07

Attachment ASample of Engineering Progress Measurement Forms

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PROGRESS


SOP-PC-035

Attachment B

07May07

Attachment BSample of Engineering Weekly Progress Reports

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PROGRESS


SOP-PC-035

Attachment D

07May07

Attachment DSample of Construction Bi-Weekly Programme Reviews

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PROGRESS


SOP-PC-035

Attachment E

07May07

Attachment ESample of Monthly Reports

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SOP-PC-035

Attachment F

07May07

Attachment FSample of Level 2 Update

Project Control Curve & Schedule

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PROGRESS


SOP-PC-035

Attachment G

07May07

Attachment GSample of Productivity Profile Analysis

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PROGRESS


SOP-PC-035

Attachment H

07May07

Attachment HSample Form of Daily Record

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