EPO-CP-11 PROJECT PLANNING AND SCHEDULING PROCEDURE ISSUE No.

PROJECT PLANNING AND

SCHEDULING PROCEDURE

Control Procedure

Purpose and Scope

This document describes the general planning and scheduling process and requirements
in the DEFINE and EXECUTE phase of various projects within the BLNG Plant.
Issue Revision Record Date
0 1st Draft For Review Jan. 15, 2014

Doc No.: EPO-CP-11 Date: Issue:

Electronic
Distribution LM, OM, EC, TM Department and Division Heads

Custodian: EPO Date: Signature:

Approved: EC OM TM FM HSEQ

Signature /
Date:

Authorization: LM Date: Signature:

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Contents
1. SCOPE OF DOCUMENT..............................................................................................................3
2. PURPOSE OF DOCUMENT.........................................................................................................3
3. AUTHORITY.................................................................................................................................3
4. KEY PERSONNEL’S RESPONSIBILITIES.................................................................................3
4.1 Project Leader (PL)...............................................................................................................3
4.2 Construction Leader (EPO/3)................................................................................................4
4.3 Engineering Contractor..........................................................................................................4
4.4 Integrated Service Contract Contractor (ISC)........................................................................4
4.5 Design Services Engineer (EPO/4)........................................................................................4
4.6 BLNG Planner/Scheduler......................................................................................................4
4.7 EPO TA Focal Point..............................................................................................................5
4.8 Shutdown Planner..................................................................................................................5
4.9 Procurement Coordinator (CP)..............................................................................................5
5. PROJECT PLANNING..................................................................................................................5
5.1 DEFINE Phase......................................................................................................................5
5.2 EXECUTION Phase Planning...............................................................................................7
5.3 List of Planning Softwares.....................................................................................................8
6. PROJECT SCHEDULING.............................................................................................................8
6.1 Level of Schedules................................................................................................................9
6.2 Scheduling Control..............................................................................................................11
6.3 Schedule Reviews................................................................................................................11
6.4 Project Schedule Development in Primavera P6..................................................................12
6.5 Schedule Resource Loading.................................................................................................12
6.6 Project Scheduling via ISC Project Execution.....................................................................12
7. SCHEDULE BASELINES...........................................................................................................13
7.1 Creation of Baseline Schedule.............................................................................................13
7.2 Re-Baselining......................................................................................................................13
8. SCHEDULE PROGRESS REPORT............................................................................................13
8.1 Progress Measurement.........................................................................................................13
8.2 Percentage Allocation of Weight Factors............................................................................14
8.3 Schedule Updating in Primavera.........................................................................................14
9. SHUTDOWN PLANNING AND SCHEDULING.......................................................................14
10. ABBREVIATIONS......................................................................................................................14
11. REFERENCES.............................................................................................................................15
12. ATTACHMENTS.........................................................................................................................15

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1. SCOPE OF DOCUMENT
This procedure shall be applied to all the projects approved and executed by the different
departments within the BLNG organization. This procedure specifically cover the requirements of
the DEFINE and EXECUTE phase of the ORP as described in Section 1 of EPO-CP-006, Project
Governance and Project Assurance.
2. PURPOSE OF DOCUMENT
The purpose of this document includes but is not limited to the following:
a. Provide a standardized guideline and methodologies in developing the plans and schedules for
the various EPO and other BLNG department’s projects.
b. Identify the sources and custodians of planning and scheduling data.
c. Define the responsibilities of the respective personnel within the BLNG organization during
the planning and execution stages of projects.
d. Define the process of integration of various projects within BLNG in the approved annual
EMP and IAP.
e. Serve as a basis of the plans and procedures to be required from the Contractors during the
project tendering and execution.
f. Provide reporting templates to be used in the execution of the projects.
g. Provide supplementary stipulations to other EPO procedures that contain provisions or
paragraphs related to planning and scheduling. However, shall any conflict occur between the
statements described herein and those stated in the other EPO procedures, the more stringent
requirement among them shall be applied.
3. AUTHORITY
This document shall be implemented in all EPO projects upon its approval. No deviation shall be
allowed without the written approval of the Line Manager.
4. KEY PERSONNEL’S RESPONSIBILITIES
4.1 Project Leader (PL)
The Project Leader, in addition to the responsibilities identified in Section 1.2 of EPO-CP-01,
PROJECT INITIATION, APPROVAL & CLOSE OUT, shall have the following
responsibilities:
a. The Project Leader shall bear the overall accountability on the projects assigned to them
throughout the different phases of project development from the conceptual stage until its
close out.
b. Serve as the project’s focal point of communication and coordination.
c. Lead the overall direction in the various stages of project planning and scheduling.
d. Provide instructions to various project stakeholders in providing preliminary/confirmed
scheduling data for incorporation in the schedule.
e. Issue the necessary data and acceptable assumptions to form the basis of schedule to the
Planner/Scheduler.
f. Initiate consolidation of updated scheduling information from the project team members, the
Contractors and other BLNG department’s representatives through meetings and
coordination.
g. Ensure that the objectives and completion milestones of the project are addressed in
accordance with the approved PAF.
h. Initiate and lead the progress meetings and schedule reviews.
i. Approve project schedules and reporting formats prior to execution and utilization.
j. Attend the IAP meetings initiated and as timely invited by OPR/OPS appointed Focal Point or
coordinator.

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4.2 Construction Leader (EPO/3)

a. Assist the BLNG Planner/Scheduler in developing the project schedule by providing
historical construction data and reasonable assumptions during the early phases of the project.
b. Review the construction schedule submitted by the Contractor prior to the approval of the
Project Leader.
c. Validate the construction progress reports issued by the contractors.
d. Provide the Project Leader with regular progress updates and information during the
construction stage.
e. Review the methods of construction submitted by the contractors.
f. Provide supervision and work inspection during construction
g. Serve as the project’s focal point for construction.
4.3 Engineering Contractor
a. Prepare preliminary engineering schedule based on the available BDEP data issued by the PL.
b. Develop and submit for approval the baseline engineering schedule in accordance with the
agreed scope of works.
c. Issue weekly or as maybe required engineering progress report to the PL.
d. Provide status updates of engineering deliverables..
e. Issue and update the approved engineering schedule.
4.4 Integrated Service Contract Contractor (ISC)
a. Prepare the schedule in accordance with the latest revision of AFC drawing and agreed scope
of works.
b. Issue the baseline construction schedule for approval of the PL.
c. Timely issue and update the construction schedule as cyclically required in the contract and/or
agreed with the Project Leader.
d. Issue of updated construction progress reports to the Project Leader. The report cycle
submission shall be in accordance with the stipulation Section 8 of this document.
e. Preparation and issuance of recovery plans and schedules for review and approval of PL.
4.5 Design Services Engineer (EPO/4)
a. Undertakes the requirements of projects that have opted to execute the detailed engineering
scope through BLNG In-House engineering services.
b. Issue the BLNG in-house engineering drawing progress status to the Project Leaders on a
monthly basis or as practically required by each project proponent.
c. Provide the BLNG Planner/Scheduler with progress information/status of engineering
contracted to external parties.
d. Provide the BLNG Planner/Scheduler with required information in generating the in-house
physical engineering progress for each project.
4.6 BLNG Planner/Scheduler
a. Provide assistance to the PL’s in the development of preliminary schedules based on available
data and reasonable assumptions.
b. Assist in the review of contractor’s schedules submitted for approval.
c. Review the contractor’s proposed physical progress measurement, monitoring and reporting
plans and procedures and ensure their system’s compliance to the project contractual
requirements and specifications.
d. Liaise whenever necessary with other disciplines and members of the project team and with
other BLNG’s organization in confirming schedule information.
e. Assist the PL by providing schedule simulation incorporating the recommended scenarios by
the Project Team to maintain the planned project completion.
f. Generate the Integrated Schedule for all EPO or Department’s projects.
g. Provides input to the Project Leaders in the preparation and issuance of monthly progress
report.

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h. Participates in the regular progress and schedule coordination meetings.

i. Serve as an interface in providing the planning and schedule information as maybe required
or requested by other BLNG Departments.
j. Attend the regular IAP meetings facilitated by OPR/OPS.
4.7 EPO TA Focal Point
a. Initiate and facilitate the EPO-wide TA readiness assessment meeting among all PL’s whose
project’s work scope include shutdown requirement.
b. Disseminate TA related information to all PL’s as they become available.
c. Participate in the TA related coordination meetings.
4.8 BLNG Shutdown Planner
a. Serve as the focal point in the consolidation of shutdown related activities across all projects
implemented by the different departments of BLNG.
b. Provide scheduling information on windows of opportunity to department’s project
Planners/Schedulers.
c. Initiate/Facilitate monthly coordination meeting among all BLNG Planner/Schedulers.
d. Perform the overall integration of shutdown related activities across all projects within
BLNG.
e. Serve as the focal point in maintaining the integrity and reliability of the P6 Production
Database.
4.9 Procurement Coordinator (CP)
a. Provides assistance to the Project Leaders and Planner/Scheduler in securing preliminary
procurement information. (e. g. material and equipment delivery lead times)
b. Issue regular procurement status reports to Project Leaders.
c. Participate in the progress and schedule coordination meetings.
d. Provide monthly procurement progress input to the Project Leaders.
5. PROJECT PLANNING
BLNG projects undergo different phases in line with the ORP. Among them are the DEFINE and
EXECUTE phases which are the stages that comes before and after the FID or Final Investment
Decision. For these two phases, schedules are required to be prepared. Either as a part of the FID
package at the end of the DEFINE phase or as a basis of the approved project baseline schedule
during the execution. These schedules should be prepared in a level of details that commensurate
the size and complexity of the project.
5.1 DEFINE Phase
5.1.1 FID Package
Project planning commences during the preparation of the FID package. Schedule
development is a mandatory requirement during the DEFINE stage and is basically a part
of the FID package to be prepared by the Project Leader. In developing the schedule, the
PL should ensure that all the necessary information is provided to the Project Planner.
The following are included in the FID package and whose completion shall be identified
in the schedule as individual milestones as they primarily drive the achievement of the
FID milestone itself.
a. Risk Register/ Risk Management Plan
b. Project Execution Plan
c. Project Schedule
d. Project Controls Plan
e. Contracting and Procurement Strategy
f. Operations Plan
g. Cost Estimate

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The time related elements from all of the above documents should be captured and
integrated into the developed project schedule. The schedule developed at this stage
should already be in accordance with the requirements of this procedure and should at a
minimum contain the activities that cover the Engineering, Procurement and Construction
phases of the project.
5.1.2 Key Reference Schedules
BLNG being a multi-discipline organization maintain several schedules which are
respectively updated by different departments within BLNG.
Among these schedules are the following:
a. Engineering Master Plan issued by AMP
b. EMI Long Term Turn Around Plan updated by EMI
c. Production Schedule issued by OPR
d. BLNG IAP by OPR
The above schedules contain general or updated information of windows of opportunity
and could provide the planning basis for the completion of a project especially those
requiring unit or equipment shutdown to complete their final tie-ins. The
Planner/Scheduler should ensure that the above schedules are clearly referenced by
identifying the revisions or data date of these schedules at the time of their integration
into the project schedule. See Attachment 5.1.2 A, B and C and D for the sample of the
above schedules.
Attachment 5.1.2.E is the Scoping Flowchart prepared by OPR which described the
necessary flow of EMP development. All new personnel who come on board to BLNG as
a Planner/Scheduler is recommended to communicate with the OPR Focal point to gain
the basic knowledge on how things are done within the BLNG Operation and Production.
Planner’s understanding of the Scoping Flowchart is important relative to every project’s
overall planning.
5.1.3 Key Milestones
The schedule for the DEFINE stage should be made with details fit and concise for the
management requirement and understanding. One way of providing a general overview of
the project phases and objectives is to include milestones that define either the start or
completion of the major activities of the project. The following is a list of milestones
which could be incorporated in the schedule whenever applicable.
a. BDEP Approved by TA’s
b. PEP Completed
c. FID Approved by PLT/ITC
d. EPC/Design contract awarded
e. Long Lead Material PO Issued
f. Issuance of IFC drawings
g. Issuance of AFC drawings
h. Bulk Material PO Issued
i. Construction contract awarded
j. Construction Kick Off
k. Mechanical Completion
l. Tie-in or Shutdown Start
m. Ready for Start Up
n. Handover to Operation
As every project requirements are generally unique and may not necessarily include all of
the above milestones, a template has been developed by EPO/2 to capture the baseline
dates of each milestone as committed by the Project Leaders. This template also includes

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the calculation of proportionate percentage allocation to each milestone whenever the PL

deems it applicable in the project. Please see Attachment 5.1.3
5.1.4 Constructability Study
A project whose size and complexity is reasonably large in magnitude is recommended to
undertake constructability study/review before it achieved the FID milestone.
Performance of this project management and industry standard practice to review the
construction processes from start to finish enhances the success of project completion as
the exercise already identifies the obstacles before the project is actually built, eventually
reducing if not preventing construction errors, schedule delays, and cost overruns.
5.2 EXECUTION Phase Planning
The EXECUTE phase of a project start right at the moment the FID milestone is achieved. At
this stage, planning should be more definitive and the completions of each stage of execution
should be carefully set incorporating the most recent scheduling parameters contained in the
schedules identified in Section 5.1.2. Likewise, the schedule developed at this stage should
already be construction/commissioning driven wherein engineering and procurement deliverable
completions are driven to support the requirements of the planned windows of opportunity.
At this stage, the plans and schedules to be prepared shall already be made against a timeline
supporting the completion date of the approved by the management in the PAF. The general
basis of durations, execution sequences and resource planning for all the task dependent
activities of the project should also be consistent with the work breakdown structures and
activity coding provided herein to facilitate its integration in the overall BLNG IAP.
5.2.1 Basis of Schedule
The basis, assumptions and constraints defined in the planning process should be
documented. The documentation should include as a minimum the following information:
 General Project Deliverables
 Governing norms/productivities
 Resource availability
 Scheduling assumptions and constraints
 Engineering, Procurement and Construction deliverable lists
 Sequence of construction
 Basis of durations
 Critical path and sub-critical path
 List of identified schedule risk
The basis of baseline schedule shall be included as a part of the documentation
requirements from the contractors and should be submitted as a complete package. It
should be submitted at a minimum of within two weeks after the award of contract.
5.2.2 Project Work Breakdown Structures (PWBS)
One aspect of project execution is project control and to effectively control the
implementation of a project, a system that breaks it into controllable work packages needs
to be in place. The Work Breakdown Structure or WBS specifically provides the
systematic control requirements of the project. Relative to Time and Resource allocation,
PWBS facilitates the definition of activities, work package boundaries and quantities, the
required resources and time to physically complete the work packages.
Two methodologies of WBS complimenting each other will be developed (will be used)
as a part of this procedure and they are as follow:

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5.2.2.1 Geographical Breakdown Structure (GBS)

The Geographical Breakdown Structure or GBS provides a breakdown of the entire
BLNG Plant into control areas. These control areas are developed to reconcile as
much as possible with the existing boundaries and description of process units and
systems to hasten the identification of work packages and activities. This system also
facilitates the integration of activities specific to a project into the BLNG IAP which
controls the windows of opportunities for work scopes that may have impact in
production. (See Attachment 5.2.2.1 for the Geographical Breakdown Structure Map)

5.2.2.2 Discipline Breakdown Structure (DBS)

The Discipline Breakdown Structure or DBS provides a work classification system in
accordance with the nature of discipline of the work packages. This allows us to
manage the work packages in accordance with the discipline required in their
execution, thereby facilitating the consolidation of required material and resource to
be allocated for their completion. (See Attachment 5.2.2.2 for the Discipline
Breakdown Structure)
5.2.3 Global Activity Codes
Activity codes are necessary as part of the system that facilitates the consolidation of
individual activities within a project and its eventual integration into the BLNG IAP. This
codes needs to be encoded in each of the activities once the project scheduling is done in
project management software like P6 or Primavera to enhance the process of schedule
development through activity filtering and selection.
See Attachment 5.2.3 for the list of activity codes. The listed codes needs to be included
in the global codes of the Citrix based Primavera EP6 Production Database being utilized
by BLNG Planners as repository of all project Schedules. The same codes should be
provided to contractors in order to achieved flawless merging of projects during the
execution of importing.
5.2.4 Calendars and Working Hours
Activity and resource planning should be done using appropriate calendars to complete
each task taking into account the limitations set by the BLNG plant production
environment, personnel daily work hours and specific time windows opened by
operations to complete specific task.
The holidays set by BLNG in addition to those declared by the Brunei government as non
working days should be considered during planning.
The following basic calendar should be followed in EPC planning.
Engineering – 8 hours per day / 5 days a week
Procurement – 7 days a week
Construction – 10 hours per day / 6 days a week.
The current EP6 Production Database which can be accessed through the Citrix based P6
application for project scheduling already contains preset global calendars that could be
directly applied to BLNG projects. However, additional calendars can be made to
accommodate specific project requirements by requesting the BLNG P6 Focal Point
(Currently ESB/18) who would further request the same to the Shell Global for its
creation.
5.3 List of Planning Softwares
The software to be utilized in the performance of project planning and scheduling as a minimum
shall include the following:

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 Primavera’s P6 Version 6.0 or higher.

 Microsoft Office 2010
 Pertmaster Risk Analysis Software(for Schedule Risk Analysis if required)
6. PROJECT SCHEDULING
Included in the key elements of Project Management are Scheduling and Schedule Management
which have the primary objectives of:
a) Generation of reliable schedules ensuring that the data and methods specified in Section 5
are clearly and concisely utilized to present the various aspects of project management and
execution. Among them are the contractor’s projects execution plans and procedures,
resource allocation, monitoring and reporting.
b) Ensure that the project development and project activities are executed in a systematic way
that is consistent with the realization of project objectives in terms of meeting BLNG’s
HSSE, schedule, cost, quality and other targets.
For BLNG projects, as a minimum, the paragraphs provided in Section 4 of Project Guide
04, Capital Project Scheduling & Schedule Management or PG04, should be applied to a level
appropriate to the requirement of specific projects. However, the WBS described in Sections
5.2.2, 5.2.3 and 5.2.4 should be consistently applied to all the projects planning documents,
schedules and progress monitoring and reporting documents.
6.1 Level of Schedules
Schedules are developed basically to provide project management information in accordance
with the requirements of the organization’s management levels. These are as follow:
 Level 1 - Project Management Schedule
 Level 2 - Overall Project Schedule (Integrated Project Schedule)
 Level 3 - Engineering and Procurement Schedule
 Level 3 - Construction and System Testing Schedule
 Level 3 - Commissioning Schedule
 Level 4/5 - Contractor’s Detailed Schedules and Deliverable Status Reports
 Level 4/5 - Vendor’s Detailed Manufacturing Schedules and Deliverable Status Reports
Section 4.1.1 of Project Guide 04, Hierarchy and Structure, provides a comprehensive definition
and purpose of the different levels of schedule covering the requirements of projects
implemented within the Shell Group. However, the applicability of the following statements
captioned from Section 4.1.1 of PG 04 to BLNG projects needs to be assessed in accordance
with their specific size, complexity and requirements.
6.1.1 Level 1 - Project Management Schedule
The Project Management Schedule (Level I) shall show the logical sequence, all major
milestones and the total duration of the execution of the work. The activities are typically
limited to one bar per phase, like Select/Early Define/Define, in the development phase
and engineering, procurement, construction and cold/hot commissioning/start up in the
Execute phase. No critical path will be used for this level of scheduling. All other
schedules roll-up to this summary. Compliance with this schedule must be regularly
checked and reported.
For BLNG projects, the Project Management Schedule as a summary schedule should
contain sufficient information that presents the following as a minimum or as maybe
applicable to the requirements of each project:
a. Duration and Completion of each ORP phase as describe in Section 2 of EPO-CP-01,
Project Initiation, Approval & Close Out
b. Duration and completion of each EPC stage.

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c. Milestones defining the delivery/availability of critical or long lead materials or

equipment.
d. Milestones defining the specific windows of execution opportunity if already
determine and available.
6.1.2 Level 2 - Integrated Master Schedule
The Integrated Master Schedule is a network driven schedule, which breaks the project
down by phase and elements and identifies the Contractor interfaces. The critical path
shall be made visible and major milestones shall be identified. Furthermore this schedule
sets the framework for detailed schedules and resource scheduling. Agreement between
Owners’ team and Contractor on format and extent of details shall be reached prior to
project approval (final investment decision, FID).
For BLNG, the Level 2 – Integrated Master Schedule will be the Integrated Project
Schedule which is roll-up summary schedule of all the projects implemented by different
departments within EPO or Department. The network schedules that provide the summary
of BLNG shutdown opportunity windows should also be considered Level-2. However,
for other projects whose magnitude and complexity is considerably higher than those
currently under EPO, the provisions of PG 04 is recommended to be applied.
6.1.3 Level 3 - Engineering & Procurement Schedule
The engineering and procurement schedule shall include all activities from front-end
work up to the delivery of complete document packages, which should include vendor
data receipt, all procurement activities up to Materials delivery to Site and all activities
necessary for the placement of Erection Contracts.
The milestones that define the engineering, procurement and construction interface shall
be highlighted and monitored on a monthly basis. The schedule shall show the first issue
dates of planning, progress and cost control documents.
The engineering, procurement and the overall project schedule shall every month
formally be reviewed with the Owner’s Company.
For BLNG, all the Level 3 schedules including those identified in Section 6.1.4 and 6.1.5
shall also every month, as a minimum, be reviewed with the Project Leader and Project
Planner. Other stakeholders can also be invited to participate in the review depending on
the project’s EPC actual stage of execution.
6.1.4 Construction and System Testing Schedule (Level 3)
A construction and system-testing schedule shall be prepared to show:
 The interrelation of the availability of engineering documents, Materials arrival dates,
award of Erection Contracts, construction activities, system testing activities,
commissioning activities and RFSU date.
 The basis for detailed manpower loading and progress measuring. Progress
measurement of systems testing and commissioning activities shall be included.
 The framework to establish the timing of Vendors and Erection Contractors’ activities
for this phase.
 The status of the execution of the Work and the proposed plan of action for
outstanding work.
 Integration with the commissioning schedule.
 Adequate interrelations and references to the IMS (Level 2).
6.1.5 Commissioning, Start-up and Performance Testing Schedule (Level 3)
A commissioning start-up and performance-testing schedule shall be prepared to show:

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 The interrelation of handover from construction to commissioning and from

commissioning to Company operations
 Separately the tasks to be performed by Contractor and Company and integration of
these
 The basis of detailed manpower loading and progress measurement of all integrated
Contractor/Company activities till completion of performance testing.
 The framework to establish the timing of Vendor and Erection Contractor activities for
this phase.
 The status of the execution of Contractor’s and Company’s commissioning and start-
up work including punch listing, permit requirements, and documentation handover to
Company and the turnover to Company of completed systems.
 Adequate interrelations and references to the overall schedule (level 3)
Detailed backup documentation shall be developed progressively through the engineering,
procurement, construction and commissioning phases.
The schedule shall be issued on a monthly basis prior to start of commissioning and on a
weekly basis during the commissioning phase.
6.1.6 Level 4 & Lower - Work Lists, Detailed Schedules
The Contractor schedules are the field schedules developed by the EPC Contractor and
his subcontractors, which have a sufficient level of detail for accurate progress tracking
and forecasting.
In order to allow subsequent schedule control at management level, it shall identify
sufficient milestones within the various phases of the Work.
The assessment of the actual status inclusive schedule exceptions and proposed remedial
actions shall be carried out monthly and this shall be summarized to the Project
Management Schedule. Intermediate assessment may be required for critical activities.
For BLNG, the Level 4 schedules will be the contractor’s detailed execution schedules,
engineering contractor’s and in-house deliverables list and status and procurement status
reports.
6.2 Scheduling Control
As defined in Section 1.2 of PG 04, scheduling is the incorporation of time and resources into a
plan in order to form a fully scheduled and time analysed network from which the control
mechanisms, which are desired for a project, can be derived.
Scheduling control during any phase of the project consists of developing the project schedules
at the various levels of details as described in Section 6.1, reviewing and agreeing the plan,
approving a baseline and then monitoring and reporting the actual progress made against the
approved baseline on a regular basis.
The above is required as a part of project management tool to control the project to ensure that it
is completed within the agreed overall project schedule.
A project should never be made time driven prior to the Final Investment Decision(FID), as this
will lead to insufficient attention to the development of the project in the SELECT and DEFINE
phases. The quality and completeness of front-end development is essential to the success of any
project. Once a project has achieved FID or approved for execution, a project will become time
driven automatically. Overall, it is crucial to agree on project schedules that take into account
scheduling data based on commitments and realistic execution plans, procedures and windows of
opportunity.
Bar charts and S-Curves should be the basis for monitoring actual achievements versus
scheduled targets. Depending on the preference of the Project leader, the actual progress should
be shown on the schedule by means of a status line.

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6.3 Schedule Reviews

The developed project schedule should be subjected to a peer review to ensure the accuracy and
completeness of the plan prior to its acceptance and approval. During the review, the
stakeholders whose data input are taken into the schedule should be given the chance to verify
and reconfirm the commitments they have made on their supplied scheduling data and
completion milestones. For projects whose size and complexity merits a more rigid review to
enhance the reliability of the schedule, a team of knowledgeable engineering, construction and
project controls individuals should be assembled to review the plans and estimates.
Prior to the review, the planner/scheduler should furnish the review team with the basis of the
schedule and relevant documentation on which the schedule is based.
The schedule should be reviewed to ensure that the following items have been addressed
properly:
 Inclusion of all items of work identified in the scope of work and design basis document
 Operational impacts and constraints are considered in the schedule
 Availability of Long Lead Equipment/BLNG supplied items and equipment
 Schedule performance from previously completed projects (if available)
 Critical and Sub-critical Path Schedule
 The composition of the work packages
 Work Flow Sequence
 Resource assumptions
 BLNG Plant operational dynamics
6.4 Project Schedule Development in Primavera P6
All BLNG Project Schedule shall be developed using the latest version of Primavera P6
scheduling software. The WBS described in Section 5.2.2 shall be used to support the creation of
activity ID’s for each task within the project. The creation of activity ID’s using this technique
provides additional intelligence in supporting the filtering and selection process of activities
during the development of the schedule. It also facilitates the integration of activities into the
BLNG IAP.
The following describes the steps in creating the activity ID’s in Primavera. This system shall be
applied to all projects in BLNG.
Activity ID = Department Activity Code + GBS + “–” + DBS+“–”Sequential No.
Example: Activity ID = EP31000–C620–105

E P 3 1 0 0 0 – C 6 2 0 – 1 0 5
Dep’t Code GBS – DBS – Sequential No.

The Activity ID should be read as an activity that belongs to a project being executed by EPO
Department, at Process Train No.1 and involves installation of aboveground piping.
In addition to the system described above, and Primavera P6 being a database program itself, it is
essential that the activity be populated with the relevant activity codes to facilitate its integration
into the overall BLNG IAP.
6.5 Schedule Resource Loading
The schedules submitted by the contractors should be required to be resourced loaded.
Manpower Histograms should accompany the submission of schedules for approval.
Resource loading helps to validate the reliability of the schedule and:
 Helps ensure the feasibility of the schedule
 Confirms the alignment between cost estimate and schedule

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 Enables evaluation of peak labor

 Provides a model for resource leveling
6.6 Project Scheduling via ISC Project Execution
One of the basic components of the majority of project execution in BLNG if not all is the use of
Integrated Service Contract or ISC. It is a common practice being done by the Project Leaders to
divide the project’s construction scope into a number of PO’s sometimes in accordance with the
windows of opportunities opened by operations. Given the above, the Project Leader should
ensure that the ISC contractor executes each PO’s scope of works relative with the completion
milestones of the original overall baseline schedule. It is the responsibility of the Project Leader
to ensure that the individual schedule for each PO including the percentage of scope covered
against the overall, updates and reports are furnished to the Planner/Scheduler to update the
equivalent activities in the BLNG P6 Database.
7. SCHEDULE BASELINES
7.1 Creation of Baseline Schedule
Schedule maintenance involves creation of baseline schedule and updating the schedule in
Primavera on a monthly basis or as maybe required in accordance with the needs of the project.
The project schedule upon approval of the project leader or project management team leader
shall be set as the basis of progress monitoring and reporting. A copy of the approved baseline
schedule will be created as current schedule for progress updating purpose.
7.2 Re-Baselining
During execution, it is normal for a project to be subjected to risk that affects the overall plan
and schedule. The project cost and time related repercussions of these risks whether taken into
account or not during the project planning most of the time diminishes the reliability of the
schedule. If the deviations from the original plan or schedule become reasonably large to be
resolve by mitigations, rebaselining should be done. However, in the absence of justifications,
baseline schedule shall not be changed throughout the entire life of the project and all efforts to
arrest the delays through mitigations should be exerted.
The following are some of the factors that can be considered as acceptable justification to
rebaseline the schedule:
a. Major change in scope of works and quantities
b. Change in critical path
c. Change in execution sequence
d. Force majeure
Notwithstanding all of the above, the Project Leader who bears the overall accountability on the
project should have the absolute authority to approve the project rebaselining.
8. SCHEDULE PROGRESS REPORT
The different aspects of schedule control described in the previous sections should be drawn
together and utilized for reporting progress and monitoring against the schedule. The progress
reporting should be carried out regularly and analytically. The actual progress shall be regularly
reviewed and compared with the baseline plans and estimates. Likewise, actions should be taken
against actual and potential deviations to resolve them.
For project whose size and complexity merits a regular monthly schedule review, the following
should be prepared:
 Summary schedule (Milestone Chart)
 Overall S-Curve (Baseline Planned Vs. Actuals and Forecast)
 Physical progress curves including separate charts reflecting the status of critical activities
 Plan VS Actual Manpower

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 Tabular version of the progress information

8.1 Progress Measurement
A measurement procedure should be submitted by the contractor describing their specific
methodologies in measuring the project progress.
The developed progress report should at a minimum reflect the activities itemized in the
approved baseline procedure.
The following methodologies are recommended to be applied in establishing the basis of
progress measurement for the various stages of execution.
a. Engineering – Milestone step achieved by deliverables(IFC/IFA, AFC)
b. Procurement – Milestone step achieved by deliverables(PR, RFQ, PO and AOS)
c. Construction – Physically completed quantities
d. Commissioning – Systems or part of system completed

The progress derived above shall be entered into the physical percentage of each activity in the
P6 Schedule during updating.
8.2 Percentage Allocation of Weight Factors
The contractor at the beginning of the project shall submit to the project leader the sample of
tabular report they intend to use to measure their progress. This report should reflect their
proposed percentage allocated for each of the itemized activity in the schedule. The criteria to
allocate percentage for each major item of engineering, procurement and construction shall be in
accordance with the following:
 Engineering – Engineering Manhours
 Procurement – Material and Equipment Cost
 Construction – Construction Direct Manhours
8.3 Schedule Updating in Primavera
Before updating the data date in Primavera, the contractor planner should make a copy of the
schedule for archiving. Sequential number should be provided for each update to allow
comparison and analysis of schedule if needed in the future. It is the responsibility of the
contractor to report any changes in the forecast completion of the activities to the Project leader
who in turn inform the Planner/Scheduler for the necessary schedule update of the project
schedule in BLNG Citrix based P6 production Database.
9. SHUTDOWN PLANNING AND SCHEDULING
Shutdown Planning and Scheduling should be in accordance with the latest revision of EC-CP-02,
“SHUTDOWN PLANNING AND EXECUTION”.
10. ABBREVIATIONS
AFC – Approved for Construction
AOS – Arrival On Site
BDEP – Basic Design Engineering Package
BLNG – Brunei LNG Sendirian Berhad
CL – Construction Leader (EPO/3)
EPCM – Engineering, Procurement Construction management Contractor
EPO – Project Engineering and Support Services
FID – Final Investment Decision
FEED – Front End Engineering and Design

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ISC – Integrated Service Contract

IFC/IFA – Issued for Comment/Issued for Approval
PAF – Project Approval Form
PEFS – Process Engineering and Flow Scheme
PL – Project Leader (EPO/2 PE’s /Other Department’s PE’s)
PR – Purchase Requisition
PO – Purchase Order
RFQ – Request for Quotation
TA – Turn Around Shutdown
TTS – Technology Support Services (TTS Engineers)
WBS – Work Breakdown Structure
IFC/IFA, AFC
11. REFERENCES
EPO-CP-01 – Project Initiation, Approval & Close Out
EPO-CP-02 – Project Front End Development
EPO-CP-04 – Design and Engineering Activities
EPO-CP-05 – Monitoring Project Performance
EPO-CP-06 – Project and Plant Change Committe (PPCC)
EPO-CP-07 – Management of Change
EPO-CP-08 – BLNG Technical Authorities Framework
EPO-WI-02 – Engineering Design Office Drawing Management System
EC-CP-02 – Shutdown Planning and Execution
Project Guide 04 – Capital Project Scheduling & Schedule Management
12. ATTACHMENTS
Attachment 5.1.2A – Engineering Master Plan
Attachment 5.1.2B – EMI Long Term Turn Around Plan
Attachment 5.1.2C – Production Schedule
Attachment 5.1.2D – BLNG IAP
Attachment 5.1.2.E – Scoping Flowchart
Attachment 5.2.2.1 – Geographical Breakdown Structure Map
Attachment 5.2.2.2 – Discipline Breakdown Structure (DBS)
Attachment 5.2.3 – Activity Code Table

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