2.

Part II: Project Implement Stage

96 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 2. Part II: Project Implement Stage
2.1 Project Integration Management 99
2.2 Project Stakeholder Management 103
2.3 Project Scope Management 106
2.4 Project Schedule Management 109
2.5 Project Cost Management 123
2.6 Project Quality Management 125
2.7 Project Human Resource Management 127
2.8 Project Communication Management 132
2.9 Project Risk Management 135
2.10 Project Procurement Management 141

97 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 2.1 Project Integration Management

98 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.1.1 Project Integration Management Flowchart

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Update of Design (FEED) Stage Deliverables

Project Management Expert

Deliverables
Plan Judgment

Project
Work
Approved Change Management
Performance
Orders Information
Data
System

Project KNPC Policies and

Project Direct and Change Order
Implement Procedures
Integration Manage
(EPC)
Management Project Work
Stage
Project
Management
Meetings Plan
Projects Department’s (Updates)
Procedures and
Practices
Project
Documents
(Updates)

Note:
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

99 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage

2.1.1 Project Integration Management Flowchart (Contd.)

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Project Management
Expert Judgment Change Order
Plan

Work
Analytical Performance
Schedule Forecasts
Techniques Data

Project Project
Management Management
Cost Forecasts
Information Plan
System (Updates)
Project
Project Monitor &
Implement Approved Change
Integration Control
(EPC) Order
Management Project Work
Stage

Work Performance
Information
Project
Meetings Documents
KNPC Policies and (Updates)
Procedures

Projects Department’s
Procedures and
Practices

Note:
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

100 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage

2.1.1 Project Integration Management Flowchart (Contd.)

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Approved
Project Management Expert
Change
Plan Judgment
Order

Monthly Progress Discussion &

Change Log
Reports Meetings

Change Order
Project Perform
Project Project
Implement Integrated
Integration Management
(EPC) Change
Management Plan
Stage Control KNPC Policies and (Updates)
Procedures
Change Control
Tools

Projects Department’s Project

Procedures and Documents
Practices (Updates)

Note:
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

101 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 2.2 Project Stakeholder Management

102 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices – Project Implement Stage
2.2.1 Project Stakeholder Management Flowchart

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Stakeholder Communication
Issue Log
Management Plan Methods

Communications
Change Order
Management Plan

Interpersonal
Project Manage Skills
Implement Project Stakeholder
Stakeholder
(EPC) Stakeholder Change Log Management
Management
Stage Management Plan (Updates)
Engagement

Projects Department
Project
Processes, Procedures, Management
Documents
& Historical Skills
(Updates)
Information

Note:
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

103 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices – Project Implement Stage
2.2.1 Project Stakeholder Management Flowchart (Contd.)

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Document
Work
Project Management Information
Performance
Plan Management
Information
System (DIMS)

Issue Log Change Order

Expert Judgment
Project
Monthly Project
Management
Project Control Progress Report
Project Plan (Updates)
Implement Stakeholder
(EPC) Stakeholder
Management
Stage Management
Engagement
Project
Documents
(Updates)

Projects Documents Meetings Training

Evaluation
Feedback Tool
(Updated revision to
be collected from
KNPC Management
Support Dept.)

Note:
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

104 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 2.3 Project Scope Management

105 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.3.1 Project Scope Management Flowchart

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Project Management Accepted

Inspection
Plan Deliverables

Requirements
Documentation
Change
Order

Project Project Acceptance Plan

Implement Project Scope
(EPC) Validate Scope
Management Group
Stage Decision- Monthly
Verified Deliverables Making Progress
Techniques Report

Project
Monthly Progress
Documents
Report
(Updates)

Note:
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.
- During first two months of EPC stage Contractor shall undertake FEED verification to check existing
drawings/documents with respect to actual plant conditions. Any discrepancy found in the drawings with respects
to site conditions, pertaining to the Scope of work should be highlighted to KNPC for correction and execution by
the Contractor.

106 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage

2.3.1 Project Scope Management Flowchart (Contd.)

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Monthly
Project Management
Progress
Plan
Report

Requirements
Documentation

Change Order
Project
Implement Project Scope Project Acceptance Variance
(EPC) Control Scope Plan
Management Analysis
Stage

Monthly Progress
Report
Project
Management
Plan
Projects Department’s
(Updates)
Procedures and
Practices

Note:
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

107 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 2.4 Project Schedule Management

108 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage

2.4.1 Project Schedule Management Guide

The Project Schedule Management Plan as part of the Bid sets the format and establishes criteria for further developing
and controlling the Project schedule during implementation stage. Post Contract award during Implementation Stage,
Schedule Management Plan shall be finalized by EPC Contractor with the help and support of KNPC project
coordination team. This will be an agreement between all parties how the EPC Contract will be managed in the
timeframe for the undertaken project.
Project Schedule Management will be repetition of the steps as done in the FEED phase for of the following
processes:
1. Plan Schedule Management
2. Schedule Development
3. Control Schedule: This process purely belongs to project implementation phase.

Responsibility
EPC Contractor
EPC Contractor is responsible to further develop Schedule Management Plan & Project Schedules (Min. level 6) using
Rolling Wave Plan technique in addition to the tools and techniques as indicated in Part I of this Guideline.
KNPC
Dedicated KNPC Project Planning Engineer shall be assigned to every capital project based on the size and
complexity. KNPC Planning Engineer will coordinate & review the schedule at various stages. KNPC Project Planning
Engineer assigned to Capital Project shall do close follow up with EPC Contractor on Project Float/Buffer
Management for both near critical and non-critical activities. EPC Contractors resources estimate must be compared
with the FEED resource estimate and shall be presented to KNPC PCG, if required gap analysis shall be done for major
positive / negative variations. KNPC Team Leader of the contract has overall responsibility for the quality of Schedule
Management process. Team Leader of the contract should make sure the schedule verification during base lining and
regular reviews are conducted by subject matter experts outside the project team to have cold eye review.

109 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.4.2 Guideline for Schedule Management by EPC Contractor

It is recommended to have an integrated Project Planning effort. EPC Contractor has to follow the Rolling wave plan
philosophy, broad guidelines for development sequence is given below.

Project Master Schedule (Early Works)

This is bid schedule aligned with contract milestones. Planning for Early works must be done with good detail. Effort
should be in detailed planning of Early works and getting it agreed quickly with KNPC so that project can be
monitored & controlled till the time Project E&P Schedule is finalized. (Tie-ins and Shutdown must also be aligned in
this submission)

Project Master Schedule (E&P)

Engineering & Procurement execution philosophy as well as deliverable list, delivery commitment from vendors,
perform vs sub-contract all must be pretty much clear within 12 weeks to the Contractor hence we should have a
Project Master Schedule with finalized Engineering & Procurement section by this time. It is recommended to reflect
the update status in the submission rather than schedule with zero progress. Engineering portion must be loaded with
man-hours so that a Histogram can be extracted from schedule.

Project Master Schedule (EPC)

Once the model is 30% complete Construction section finalization must be done as by this time Execution philosophy
must be pretty much in shape. Tie-ins and Shutdown schedule must be revisited once again and any opportunity for
pre-construction work must be explored and exploited.

Project Master Schedule (EPCC)

By the time model is 60% complete all the Systems and Sub-Systems must be frozen and also enough vendor
information shall be available to complete the Pre-Comm and Comm section of the schedule. This is the full integrated
schedule ready for use.

All planning deliverables must be updated parallel to the Project master schedule development. EPC Contractor must
work with KNPC for interface management and comply with KNPC interdependency schedule.

2.4.3 Key Elements, which must be taken care during various phases of EPC Schedule development

OVERALLL
• It is recommended to have the Schedule WBS in standard EPC format where the 2nd level of should be
Engineering, Procurement & Sub-Contract, Construction, Pre-Commissioning & Commissioning
• Calendar shall be defined for the entire duration of the project taking into consideration all factors effecting the
project timeline including but not limited to public Holidays, Summer time restrictions, Ramadan windows,
Shutdown windows etc.
• Schedule Risk Analysis must be done each time the schedule is revised adding details or revision for slippage
recover is undertaken. EPC Contractor is also responsible to install Schedule Risk Assessment Software on KNPC
Server.
• Project Interdependency check for any overlap between KNPC and projects outside KNPC or shutdown activities.
• Remaining duration of balance works to be mentioned in days separately apart from remaining work percentage.
ENGINEERING

• EPC contractor to optimize the duration of document review cycle and identify list of critical documents at early
project stage (FEED Phase).
• EPC Contractor to submit the list of critical documents after signing the contract along with plan on how to track
and optimize the review cycle with Project End User.

110 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 • All approval cycles must be taken into consideration including final submission. Time and resource has to be
allotted for these activities.
• Link has to be established with Vendor data and Finalization of Model and Issue for Construction P&IDs, Layouts,
GAs, Data Sheets etc.
• Plan for all the different underground systems e.g. oily water, open drains, fire water etc. in detail. Link has to be
established with Model and Layout finalization.
• Planning of isometric and pipe supports to be done in detail, providing link to piping fabrication / installation.
• It is not recommended to have long duration level of effort activities in the schedule. Hence, EPC Contractor shall
include those man-hours in its manpower histogram providing a back-up for major non-Deliverable activities per
discipline.
• Engineering Discipline wise man hours must be loaded in the Activities, the man-hours may be arrived by mapping
the Schedule activities to deliverable register.
• Man-hours for various disciplines must also be loaded in 3D modelling activity.
• Planning of Multiple Bulk MTOs to be done in detail and linked with the Model review stages.

PROCUREMENT
• RFQs issue to vendors must be planned early in the lifecycle of project, it is recommended that once the contractor
receives comments on the MRs from KNPC, they must issue the MRs to Vendors also incorporating the comments.
Any further comments by KNPC shall be transmitted to Vendor as addendum. Approved MRs are required prior to
finalizing the POs. The above will give longer time for bidding/evaluation etc. and avoid delays.
• Key Vendor Documents must be approved prior to actual Manufacturing however Vendor shall commence all Pre-
Manufacturing activities including Material sourcing, finalizing of Sub-Orders etc. once the PO is placed. These are
parallel activities to Vendor Document review.
• Spares part list activity shall be schedule early giving time to KNPC for finalization and decision to purchase.
• Show Packing and Ex-Delivery activities, typically 1-2 week long activity happens after FAT and before
commencement of Shipping.
• Material Record Book (MRBs) preparation to be planned much early in the procurement lifecycle and first
submission shall be done within a week of FAT. MRBs must be delivered to site before Equipment delivery to
support the Installation, Pre-Commissioning and Commissioning.
• SAT should be included in Construction section of schedule.
• Procurement and Sub-contracting section shall be loaded with man-hours in order to be able to have a complete
manpower histogram.

CONSTRUCTION (Including Offsite Fabrication), PR-COMMISSIONING AND COMMISSIONING

• Contractor shall provide detail for each foundation in the schedule however, at the initial stage in E&P schedule an
appropriate window of time for miscellaneous foundations must be allocated for adding required level of detail.
• Detailed planning has to be done for all offsite fabrication works. Links has to be established with Bulk
procurement and site Construction.
• Link must be established with delivery of fabricated/purchased items and foundation readiness. Avoid double
handling of heavy lift items.
• Link must be established for piping hook-up with installation of related equipment / tanks.
• Cable Tray activities must be shown separately establishing links to the respective structure / shelter erection.
• Link must be established for cable termination with related equipment / tanks/ panels/ JB installation.
• Windows for Instrument and valves installation activities must be allocated by adding required level of detail in
schedule.
• Contractor shall provide a detailed System / Sub-System wise schedule for Pre-Commissioning and
Commissioning, however at the initial stage in E&P schedule appropriate windows should be allocated for adding
required level of detail.

111 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
2.4.4 Typical EPC Schedule Milestones (Including Billable Milestones) for inclusion in Project Master Schedule

PROJECT MANAGEMENT
• Project Organization Chart Approved
• Project Co-ordination Procedures Approved
• Project Schedule & Cost Control Procedures Approved
• Project Invoicing & Payment Procedures Approved
• E&P Schedule Approved
• Project Document Register (PDR) Approved
• Procurement Tracking Register (PTR) Approved
• Project QA/QC Plan Approved
• Project HSSE Plan Approved
• Pre-Commissioning and Commissioning Execution Plan Approved

ENGINEERING
• P&IDs Issued for Review
• P&IDs Issued for HAZOP
• P&ID Issued for Design
• P&ID Issued for Construction/Final
• Issue First Bulk Material MTOs
• Issue all Bulk Material MTOs
• 30% Model Review
• 60% Model Review
• 90% Model Review
• HAZOP Completed
• HAZOP corrective actions cleared
• First Set of Civil GA AFC
• Last Set of Civil GA AFC
• First Set of Structural Steel GA AFC
• Last Set of Structural Steel GA AFC
• First Set of Piping GA AFC
• Last Set of Piping GA AFC
• First Set of Piping Isometrics AFC
• Last Set of Piping Isometrics AFC
• First Set of Piping Support AFC
• Last Set of Piping Supports AFC
• First set of SLDs AFC
• First Set of E&IT GA AFC
• First set of Instrument Location. Diagram GA AFC
• All E&IT Gas issues
• All SLDs issued AFC
• All Inst. Location Diagrams issued AFC

PROCUREMENT
• ITT's for all Long Lead Items Issued
• PO's for all LLI's Awarded
• Award Civil / Building Works Contract

112 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 • Award Mechanical Works Contracts
• Award E&IT Works Contracts
• Award Painting, Insulation, Refractory Works Contracts
• 1st Lot tank plates receipt on site
• Last lot tank plates receipt on site
• All Long Lead Items Delivered to Site
• U/G Piping material receipt of site
• S/Steel MTO 1 receipt of site
• Piping MTO 1 receipt on site
• Fittings MTO 1 receipt of site
• Elect. cable MTO 1 receipt at site
• Inst. cable MTO 1 receipt at site
• Cable Trays MTO 1 receipt at site
• Piping valves MTO 1 receipt at site
• Piping Top-ups receipt on site
• Fittings Top-ups receipt of site
• S/Steel Top-ups receipt of site
• Elect. cable Top-ups receipt at site
• Inst. cable Top-ups receipt at site
• Cable Trays Top-ups receipt at site
• Piping Valves Top-ups receipt at site
• Instrument Valves receipt at Site
• Field Instruments receipt at Site
• 1st Lot S/station Equipment receipt on site
• Last Lot S/station Equipment receipt on site
• 1st lot of Spares receipt at site
• Last Lot of pares receipt at site

CONSTRUCTION, PRE-COMMISSIONING AND COMMISSIONING

• Complete site Mobilization
• Complete Temporary Facility
• Commence Civil Works
• Commence Concrete Pre-Cast
• Commence Structural Fabrication
• Commence Piping Fabrication
• Complete 1st Tank Foundation
• Commence Tank Installation
• Complete Tank Installation
• Commence U/G Piping Works
• Commence Pipe rack Installation
• Commence Shelter / Gantry Installation
• Commence Sleeper Installation
• Commence Piping Installation
• Commence U/G Cable Works
• Complete Concrete Pre-Cast
• Complete Structural Fabrication
• Complete Piping Fabrication
• Complete all U/G Works
• Commence Painting
113 PD Project Management Guideline
Copy Right Reserved Projects Department I - 2016
 • Complete Piping Tie-ins
• Complete E&I Tie-ins
• Commence Road Works
• Complete Asphalting / Paving Works
• Commence Cable termination
• Commence Piping Hydrotest
• Complete Piping Hydrotest
• Commence Loop Checking
• Complete loop Checking
• Complete Utilities Commissioning
• Complete Process System Commissioning
• Complete N2 leak test
• Ready for Hydrocarbons

114 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage

2.4.5 Project Schedule Management Flowchart

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Project Management Performance Progress

Plan Reviews Reports

Project Scheduling Schedule

Project Schedule Software Update &
(Primavera) Forecasts

Resource Change Order

Work Performance
Optimization & Recovery
Data
Techniques Plan

Project
Implement Project Schedule Variance
Control
(EPC) Schedule Analysis &
Schedule Project
Stage Management Project Calendars Modeling Management
Simulation for Plan (Updates)
Recovery Plan

Critical Chain
Schedule Data
Method

Mont-Carlo Project
Simulation Baseline &
Projects Technique Documents
Department’s (Updates)
Procedures and
Practices Scheduling Tool
(EVM)

Note :
- Purple text refers to attached template.
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

115 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage

2.4.6 Progress Guidelines for Schedule Control

• EPC Contractor shall utilize effective Schedule Control Tools such as Earned Value Method for schedule
update.
• Schedule Progress update basis for each phase of project is as follows. Document register for Engineering,
Procurement Register / Expediting reports for procurement, Commodity reports for Construction etc. This
shall ease the process of approval for KNPC.
• EPC Contractor shall use Integrated Data base package for handling Progress. Document Control should be
linked with Engineering / Vendor Document Progress. Material Management system should be linked with
Procurement progress. In addition, Pre-commissioning and Commissioning progress at site must be done
through Completions management software.
• Progress data entry shall be done by the data owner namely Document Controller for Engineering,
Designers for 3D Model progress, Expediters for Procurement, Construction progress update shall be done
by QS and Pre-commissioning and Commissioning by Completions team.
• Planning Engineers role shall primarily be in extracting the report from system and verifying it with back-
ups etc. before incorporating in the Weekly /Monthly report for KNPC.
• All Progress Updating and Tracking System has to be set-up on weekly basis. Thursday shall be the weekly
cut-off, EPC Contractor must update the week’s progress over the weekend and by Sunday latest weekly
status report must be issued.
• Baseline and Intermediate Schedule should be maintained and updated periodically with an effective
Recovery Plan wherever medium risk occurs on project overall schedule (i.e. schedule slippage by 10%).
• Project Management peer review by KNPC Subject matter expert from outside the Project team shall be
conducted once every six months.

The overall weightings for WBS Level elements as below shall be based on cost.
o Engineering,
o Procurement,
o Construction, Pre-Commissioning & Commissioning Assistance

Engineering weightage shall be based on Man-hours; Further break-up of Engineering is recommended as below.
o Detailed Engineering
o Vendor Engineering
o 3D Model

Procurement weightage is determined based on Cost; Further break-up of Procurement is recommended as below
o Major Tagged Items
o Other Tagged Items
o Bulk Items

• Construction, Pre Commissioning and Commissioning Assistance weightage shall be 100% linked to the
physical progress. Physical progress shall be based on Man-hours directly derived from Estimated
Quantities. This shall be revised with exact quantities as soon as the Detail Drawings are available.

116 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.4.6 Progress Guidelines for Schedule Control (Contd.)
Engineering / Vendor Deliverable Progress It is recommended to have the following progress milestones
Documents/Drawings for Review / Approval Documents/ Drawings for Information
1. Issued for Review / Approval to KNPC – 30% 1. Document accepted by KNPC – 90% (i.e. not
2. Issued incorporating Comments – 30% rejected / re-submission requested)
3. Received AFC / Final status from KNPC – 30% 2. As Built accepted by KNPC – 10%
4. As Built accepted by KNPC – 10%
Typical activities for 3D Model work for various discipline tasks are listed below.
• Civil & Structural • Piping • Instrument
o Pipe Rack - Structural • Mechanical o Offline Instrument
Equipment o Packages Modeling
o Technological Structure • Electrical o Junction Boxes and
(SKIDS) o Electrical Equipment – Local Panels
o Miscellaneous Structure Switch Boards, MCC's o Instrument Air
(Platforms & Pipe Supports) Control Panels, Transformers, Manifold Locations
o Structural Steel Buildings Batteries, UPS, DB's, CP o Instrument Cable
o RCC Building equipment etc. Trays
o Equipment Foundation o Lighting Equipment (Fixtures, o Instrument Cable
o Foundation Pipe Rack Sleeper JB's, Poles etc.) Trench
o Miscellaneous Structure o Sockets/PB Stations • Telecom
(Platforms & Pipe Supports) – o Cable Trays/Ladders (100mm o Telecom Equipment
Foundations wide & above) o Junction Boxes and
o Structural Steel Buildings – o Cable Trenches Local Panels
Foundation o Heat tracing Equipment o Telecom Cable Trays
o Structural Steel Shelter – o Earthing items (Earth mats, o Telecom Cable
Foundation pits & Electrical earth Trench
o OWS and Sanitary Lines busbars)
o Storm Water Drain
o Paving
o Road
Progress Milestones for 3D Model work for various discipline tasks are listed below.
• Piping • Mechanical • Steps for Civil,
o Line modeled as per IFR P&ID o Equipment Modeled in Structural, Electrical,
Technological Structure (SKIDS) - Primary Basic Shape with Instrument and Telecom
20% preliminary dimensions – o Preliminary Modeled –
o Pipe Support Location Marked & 25% 25%
Isometrics issued to Stress + Clash o Nozzles modeled with Nozzle o Clash check done prior
and consistency check at user level Orientation – 20% to 30% Model Review
– 10% o Equipment checked and -10%
o Stress Comments incorporated and completed as per Preliminary o 30% Model Review
Support Modeled – 15% Vendor Drawing (along with comments
o Clash check done prior to 30% pipe support cleats) – 20% incorporated – 5%
Model Review – 5% o Platforms & cleats Modeled o Updated as per Vendor
o 30% Model Review comments (Equipment platform and Data (Partly) – 10%
incorporated – 5% platform cleats in Civil scope) o Clash check done prior
o Clash check done prior to 60% – 20% to 60% Model Review
Model Review – 5% o Equipment checked and – 10%
o 60% Model Review comments completed as per Final o 60% Model Review
incorporated – 5% Vendor Drawing & approved comments
o Clash check done prior to 90% – 15% incorporated – 5%

117 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
Model Review – 5% o Updated as per the
o 90% Model Review comments Vendor Data (Final) –
incorporated – 5% 15%
o Line checked, Completed & o Clash check done prior
Locked as per IFD/AFC P&ID – to 90% Model Review
15% – 10%
o Line Isometric issued – 10% o 90% Model Review
comments
incorporated -5%
o Final checked &
Issued for Construction
– 5%
Procurement Progress : It is recommended to have the following progress milestones

Procurement of Major Tagged Equipment / Packaged Procurement of other Equipment

Items (Value more than KD 100,000) o Items Delivered at worksite and accepted by KNPC
– 100%
Ordering (20%)
o Technical Bid Evaluation Approved by KNPC – 10% Procurement of Bulks
o Submit Unpriced Purchase Order to KNPC – 10% Progress payments for cable, structural steel,
refractories, and pipe bulk materials shall be based on
Manufacturing (50%)
the following:
o Key Vendor Documents Approved by KNPC – 5%
o Placement of purchase order: 10%
o Suborders Materials received at Vendors Shop – 10%
o Final inspection / witness test or factory acceptance
o Manufacturing Completed FAT Notification issued –
test: 10%
15%
o Receipt at site & Inspection: 20%
o FAT Successfully Completed Test Certificates Issued
o Based on physical progress of construction: 60%
– 10%
o SPIR Forms Approved by KNPC – 5%
Progress payments for all other bulk materials shall be
o Packing and Delivery Ex-Works – 5%
based on the physical progress of construction.
Delivery (30%)
o Items Delivered at worksite and accepted by KNPC –
15%
o Site Acceptance Test (SAT) successfully completed
Test Certificates issued – 5% (If applicable)
o Vendor Final Documentation Approved by KNPC –
15% /10% (in case SAT is applicable)

118 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage

2.4.7 Reporting Guidelines for Schedule Control – Daily Site Report

Site progress report will be submitted on Daily basis in the morning of the following day of work, for construction activities at site and shall include the following:

• Highlights of the day

• Areas of concern
• Safety Report
• Material received at site
• Daily Commodity Report
• Daily Manpower Status
• Daily Equipment Status
Daily Construction Commodity Report as below will be set-up on 1st reporting day of the week and will be filled for all days of the week, thus giving a good
idea about daily/average/peak liquidation of commodity by end of each week. This will give visibility of productivity / work force shortage etc. This report shall
be linked with the Construction Register to avoid manual data input / errors.
DAILY COMMODITY REPORT
Completed PROGRESS FOR THE DAY
COMMODITY SCOPE up to Week Completed To
Sn UOM Balance D1 D2 D3 D4 D5 D6 D7 Remarks
DESCRIPTION QTY Prev. Progress Till Date GO
Week Fri Sat Sun Mon Tue Wes Thu

Note :
- EPC Contractor to finalize the forms as per specific project requirement and put reference numbers

119 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.4.8 Reporting Guidelines for Schedule Control – Weekly

Weekly Progress Report Cutoff date will be Thursday and submission to KNPC on Sunday of the following week.
Weekly Report shall have following sections, which will cover period performance as well as overall performance for all
phases and disciplines.
• Executive Summary narratives for the activities performed during the week. Activities planned for next week. Areas
of concerns and proposed corrective actions for the following.
o HSE & Quality
o Engineering by Disciplines
o Procurement by Discipline
o Sub-Contract
o Offsite Fabrication
o Construction by Area
o Pre-Commissioning
o Commissioning
• Safety statistics for Cumulative and Weekly performance at least for the following.
o Man-hours for Engineering, Project Support, Offsite-Fabrication, Construction
o Lost Time Incident
o Medical Treatment Case
o First Aid Case
o Near Miss Incident
o Property Damage
o Environmental Damage
• Technical Query Status
• Issue Log
• Progress % Plan and Actual for Cumulative and Weekly performance for the following.
o Engineering (Deliverables, 3D Model and Vendor Data)
o Procurement
o Construction , Pre-Commissioning & Commissioning
• Engineering Deliverables Status per discipline showing minimum information as Total Number of Deliverables per
Discipline and status for document submission per discipline, submissions for the period etc.
• Procurement Requisition Status showing cumulative and period performance for Procurement Requisitions per
discipline showing minimum information as Total Number of Requisitions per Discipline, Inquiry Issued, Bid
received, Evaluation done, PO Placed.
• Material Delivery Status for major Equipment / bulks showing minimum information as Total Quantity, Planned /
Actual Delivery to date, Balance to go. Plan/Actual delivery for period.
• Construction Commodity Summary tables for major Construction Commodity showing minimum information as
Total Commodity, Planned / Actual Liquidated to date, Balance to go. Plan/Actual for period, planned finish date
etc.

Note :
- EPC Contractor to finalize the forms as per specific project requirement and put reference numbers

120 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.4.9 Reporting Guidelines for Schedule Control – Monthly Progress
Monthly Progress Report:
Monthly report must be submitted on first Monday of subsequent month with cutoff date of last Thursday of reporting
month. This will give ample time to prepare an exhaustive monthly report in line with the 4-5 weeks progress during the
month.

Narratives Report:
Narrative Report highlighting major accomplishments during current period for HSE & Quality, Engineering by
Disciplines, Procurement by Discipline, Construction by Area, Pre-Commissioning, Commissioning. Activities planned
for next month. Areas of concerns and proposed corrective actions. Schedule Analysis discussing deviations from Master
Plan, items in Critical path with forecast dates, Key Milestone Status.

Following Summary Tables shall be included in the Narrative section of report.

• Engineering Deliverables Status per discipline showing minimum information as Total Number of
Deliverables per Discipline and status for document submission per discipline, submissions for the period etc.
• Procurement Requisition Status showing cumulative and period performance for Procurement Requisitions per
discipline showing minimum information as Total Number of Requisitions per Discipline, Inquiry Issued, Bid received,
Evaluation done, PO Placed.
• Material Delivery Status for major Equipment / bulks showing minimum information as Total Quantity, Planned /
Actual Delivery to date, Balance to go. Plan/Actual delivery for period.
• Construction Commodity Summary tables for major Construction Commodity showing minimum information as Total
Commodity, Planned / Actual Liquidated to date, Balance to go. Plan/Actual for period, planned finish date etc.

Monthly Progress Report Detail Status

Safety Statistics: Cumulative and Quality Status Contract
Monthly at least for the following. • Quality Programs, Policies • Billing and Payment Status along
• Man-hours for Engineering, And Procedures Status with Payment Curve
Project Support, Offsite- • Quality Audit Status • Change Order Summary
Fabrication, Construction • Non-Conformance Status
• Lost Time Incident • Inspection and Test Record
• Medical Treatment Case Status (Vendor and Site)
• First Aid Case • Qualification and Training of
• Near Miss Incident Personnel Status
• Property Damage
• Environmental Damage
• Training of Personnel Status
Progress Tables : Plan and Actual % Progress Curves Manpower Histogram
• Engineering (Deliverables, 3D • Overall • Overall
Model and Vendor Data) • Engineering • Engineering
• Procurement • Procurement • Procurement
• Offsite Fabrication • Construction Pre- • Off-Site fabrication
• Construction Commissioning & • Construction
• Pre-Commissioning Commissioning • Pre-Commissioning missioning
• Commissioning
Engineering Detailed Reports Procurement Detailed Reports
Construction Pre-Commissioning and
• Engineering Document Register • PO Status Reports Commissioning Status
• Vendor Document Register • Offsite Fabrication Status Reports
• Material Status Reports
• 3D Model Status Report • Spare Parts Status • Construction Commodity Register
• Status of Technical Queries • Construction Commodity Curves
• Sub-Contract Status Reports
• Sub-System Completions Status
- EPC Contractor to finalize the forms as per specific project requirement and put reference numbers

121 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 2.5 Project Cost Management

122 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage

2.5.1 Project Cost Management Flowchart

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Monthly
Project Management Earned Value
Progress
Plan Management
Report

Project Funding
Forecasting
Requirements
Payment
Schedule
Performance
Work Performance Data
Reviews
Project
Implement Project Cost
(EPC) Control Cost
Management Change Order
Stage

Project
Projects Department’s Project Management
Processes, Procedures, Management Plan (Update)
& Historical Information Software

Project
Documents
(Updates)

123 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 2.6 Project Quality Management

124 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.6.1 Project Quality Management Flowchart

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Quality Management
Change Order
Plan
Quality
Management &
Control Tools
Process Improvement
Plan Project
Management
Project Plan
Implement Perform
Project Quality (Updates)
Quality Quality Metrics Quality Audits
(EPC) Management
Stage Assurance

Quality Control
Measurement
Project
Process Analysis Documents
(Updates)
Project Documents

Note:
- External Project Management peer review to be conducted every six months on each Project Management Functions.
- Random audit will be conducted by subject matter expert to check the quality of comments submitted by both EPC
Contractor and End User.
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

125 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
-

2.7 Project Human Resource Management

126 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.7.1 Project Human Resource Management Flowchart

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Human Resource
Pre-Assignment
Management Plan
Project Staff
Assignments
KNPC Policies and
Negotiation
Procedures

Project Project Resource

Implement Human Acquire Acquisition
Calendars
(EPC) Resource Project Team
Stage Management
Projects Department Virtual Teams
Processes, Procedures, &
Project
Historical Information
Management
Plan
Multi-Criteria (Updates)
Decision
Analysis

Note:

- Mobilization of dedicated KNPC Project Coordination Group and Project End User to EPC Contractor’s Home Office
during the detailed engineering design in order to close follow-up and expedite approvals of Engineering Deliverables
- KNPC has the right to interview and accept EPC Key Personnel after signing EPC Contract.
- In case of Project demobilization/transfer, progressive handover/takeover should be considered for EPC Contractor
Key Personnel.
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

127 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.7.1 Project Human Resource Management Flowchart (Contd.)

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Interpersonal Skills
Human Resource
Management Plan
Training

Project Staff Team Building

Assignments Activities Team
Project Project Performance
Implement Human Develop Project Ground Rules Assessments
(EPC) Resource Team (To be done
internally within
Stage Management the KNPC
Colocation Project Team)

Resources Calendars Recognition and

Rewards

Personnel
Assessment Tools

Note :
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

128 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.7.1 Project Human Resource Management Flowchart (Contd.)

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Human Resource Observation & Change

Management Plan conversation Order

Human
Project Resource
Project Staff
Performance Management
Assignments
Appraisals Plan
(Updates)

Project
Project Project Team Performance
Documents
Implement Human Manage Project Assessment
Conflict (Updates)
(EPC) Resource Team Management
Stage Management
Issue Log Team
Operating
Agreement
Monthly Progress Interpersonal (Optional)
Report Skills

Projects Department
Personnel Manpower
Processes, Procedures,
Assessment Histogram
& Historical
Tools (Updates)
Information

Note:
- Purple text refers to attached template.
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

129 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 TEAM OPERATING AGREEMENT

Team Values and Principles: List values and principles by which the team agrees to operate (i.e. mutual respect, operating from fact
not opinion, etc.)
1.
2.
3.

Meeting Guidelines: Identify guidelines that will keep meetings productive (i.e. decision makers must be present, start on time, stick to
the agenda, etc.)
1.
2.
3.

Communication Guidelines: List guidelines used to make effective communication (i.e. everyone voices their opinion, no dominating
the conversation, no interrupting, etc.)
1.
2.
3.

Decision-Making Process: Describe the process used to make decisions. Indicate the relative power of the project manager for
decision making as well as any voting procedure. Also indicate the circumstances under which a decision can be revisited

Conflict Management Approach : Describe the approach to managing conflict, when a conflict will be escalated, when it should be
tabled for later discussion, etc.

Other Agreements : List any other agreements or approaches to ensuring a collaboration and productive working relationship among
team members

Signature : Date :

- Click here to download this template.

- EPC Contractor developer to finalize the forms as per specific project requirement and put reference numbers.

130 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 2.8 Project Communications Management

131 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage

2.8.1 Project Communications Management Flowchart

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Project
Communications Communication
Communications
Management Plan Technology
Material

Project
Monthly Progress Communication
Management Plan
Report Models
(Updates)
Project
Implement Project
Manage
(EPC) Communications KNPC Policies Communication
Communications
Stage Management and Procedures Methods

Information
Projects Management
Department System Project Document
Processes, (Updates)
Procedures, &
Historical Performance
Information Reporting

Note :
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

132 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage

2.8.1 Project Communications Management Flowchart & Templates (Contd.)

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Project
Information
Project Management Monthly
Management
Plan Performance
System
Report

Project Change Order

Communications & Change Log
Expert
Judgment
Project Project
Implement Project Issue Log Management
Control
(EPC) Communications Plan (Updates)
Communications
Stage Management
Work Performance
Decision Log
Data

Projects Department Meetings Issue Log

Processes, Procedures,
& Historical
Lessons
Information
Learned

Note:
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.
- EPC Contractor to provide Read-only access to online documentation software system to KNPC assigned project
team
- Project End User should be involve in Project Monthly Progress Meeting and updated with list of Critical Documents
that will be reviewed by next month

133 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 2.9 Project Risk Management

134 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.9.1 Project Risk Management Flowchart

Project Project
Main Tools & Output
Management Inputs
Stage Process Techniques Deliverables
Function

Risk Management Plan

Cost Management Plan Documentation

Reviews
Schedule Management
Plan

Information
Quality Management Plan Gathering
Techniques

Human Resource Checklist

Management Plan Analysis
Project
Implement Scope Baseline
Project Risk Identify Assumptions
(EPC) Risk Register
Management Risks Analysis
Stage Activity Cost Estimates
Activity Duration
Estimates Diagraming
Techniques
Stakeholder Register

Project Documents
SWOT Analysis
KNPC Policies and
Procedure

Projects Department Processes,

Procedure & Historical Expert
Information
Judgment
Lesson Learned Systems

Note :
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

135 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage

2.9.1 Project Risk Management Flowchart (Contd.)

Project Project
Main Output
Management Inputs Tools & Techniques
Stage Process Deliverables
Function

Risk Management Risk Probability and

Plan Impact Assessment

Probability & Impact

Scope Baseline Matrix

Risk Data Quality

Risk Register Assessment

Project Perform KNPC Policies and

Risk Categorization Project
Implement Project Risk Qualitative Procedures
Documents
(EPC) Management Risk
(Updates)
Stage Assessment
Projects Risk Urgency
Department Assessment
Processes,
Procedures &
Historical
Information

Expert Judgment
Lessons Learned
System

Note :
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

136 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.9.1 Project Risk Management Flowchart (Contd.)

Project Project
Output
Managemen Main Process Inputs Tools & Techniques
Stage Deliverables
t Function

Risk Management
Plan Data Gathering &
Representation
Techniques
Cost Management
Plan

Schedule
Management Plan Quantitative Risk
Analysis & Modeling
Techniques
Risk Register
Perform
Project Project
Project Risk Quantitative
Implement Documents
Management Risk
(EPC) Stage KNPC Policies and (Updates)
Assessment
Procedures

Projects Department
Processes,
Procedures & Expert Judgment
Historical
Information

Lesson Learned
Systems

Note :
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

137 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage

2.9.1 Project Risk Management Flowchart (Contd.)

Project Project
Output
Manageme Main Process Inputs Tools & Techniques
Stage Deliverables
nt Function

Strategies for Negative

Risks or Threats
Risk
Management Project
Plan Management
Plan
Strategies for
(Updates)
Positive Risks or
Project Opportunities
Project Risk Plan Risk
Implement
Management Responses
(EPC) Stage
Contingent
Response
Strategies
Project
Risk Register
Documents
(Updates)
Expert Judgment

Note :
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

138 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices - Project Implement Stage
2.9.1 Project Risk Management Flowchart (Contd.)

Project Project
Main Tools & Output
Management Inputs
Stage Process Techniques Deliverables
Function

Monthly
Project Management Project
Risk Reassessment
Plan Progress
Report

Risk Audit

Change
Risk Register
Technical Order
Project Performance
Implement Project Risk Control Measurement
(EPC) Management Risks
Stage
Variance and Trend Project
Work Performance Analysis Management
Data Plan
Reserve Analysis (Updates)

Project
Monthly Progress
Expert Judgment Documents
Report
(Updates)

Note :
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.

139 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 2.10 Project Procurement Management

140 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices – Project Implement Stage
2.10.1 Project Procurement Management Flowchart

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Procurement Bidder Conference

Management Plan & Campaign
Selected
Procurement Proposal Evaluation Sellers
Documents Technique
Independent
Selection Criteria Agreements
Estimates
Resource
Seller Proposals Expert Judgment
Calendars
Project
Implement Project Change
Conduct Project Documents Advertising
(EPC) Procurement Order
Procurements
Stage Management Project
Procurement Analytical Management
Statement of Work Techniques Plan
(Updates)
Projects Department
Processes, Procedures,
& Historical Project
Procurement
Information Document
Negotiation
(Updates)
Lessons Learned
System
Notes:
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.
- EPC Contractor shall be responsible to verify the financial status prior to sourcing the material / service.
- Contract and Procurement Audits should be conducted in every 6 months by subject matter expert to validate
procurement progress, review contracts and practicing processes for completeness, accuracy and effectiveness.
- In order to avoid defects and ensure quality of Long Lead Items after delivery on board, suggests the following:
- To develop a mechanism for inspection KNPC at Vendor / manufacture’s place before shipping.
- To engage reputed vendors.
- To have PD representative as part of VEC / CEC review committee.
- To overcome the issue of poor contractor’s performance, PMT to ensure the following:
- Immediate Involvement of Top Management (Contractor & Company) at early stage where the project is not
progressing as per schedule.
- Ensure Specific and effective implementation of LD application as per contract for delay in provisional
turnover.
- Proper selection of the Contractor’s key personnel through interviewing Committee formed by PMT

141 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices – Project Implement Stage

2.10.1 Project Procurement Management Flowchart (Contd.)

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Project Change Control Monthly Project

Management Plan Procedure Progress Report

Procurement
Performance Change Order
Reviews
Procurement
Documents
Project
Inspection &
Management
Project Audits
Project Plan (Updates)
Implement Control
(EPC) Procurement
Procurements
Stage Management
Performance
Agreements
Reporting

Project
Approved Change
Payment Systems Document
Order
(Updates)

Monthly Project
Change Log
Progress Report

Note:
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.
- EPC Contractor / Vendor should submit manufacturing progress report for critical equipment on monthly basis.
- EPC Contractor should conduct Procurement Progress review Meeting with KNPC Project Team and Subcontractors/
Vendors in order to ensure accuracy of the Procurement Status Report/Progress.
- EPC Contractor is responsible to notify KNPC about Subcontractor/Vendor with poor performance.
- Contract & Procurement Audit will be conducted every six months by KNPC review contracts and practicing
processes for completeness, accuracy and effectiveness.
- EPC Contractor is responsible to enhance the manufacturing cycle by confirming on the following:

- Identification of Vendors and Suppliers who are on or near the Project Critical Path Schedule.
- Prioritization of Vendor List and obtaining direct feedback.
- Development of action plan for regular visits to Vendor premises for better follow-up and expediting.
- Conducting of Vendor Campaign at EPC Contractor Home Office as and when required.
- Submitting Vendor Status Report for placed POs when required (minimum of monthly basis).
- Submitting of a detailed Vendor’s Manufacturing Schedule.
- Submitting predefined dates for Long Lead Items and payment (action plan).
142 PD Project Management Guideline
Copy Right Reserved Projects Department I - 2016
 Part II: Project Management Best Practices – Project Implement Stage
2.10.1 Project Procurement Management Flowchart (Contd.)

Project Project
Tools & Output
Management Main Process Inputs
Stage Techniques Deliverables
Function

Procurement Procurement /
Management Plan Contract Audits

Project
Implement Project
Close Procurement Closed
(EPC) Procurement
Procurements Negotiations Procurement
Stage Management

Procurement
Documents
Records
Management
System

Note:
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.
- Update Project Management Plan (PMP) should be attached to Project Closeout Report.

143 PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016