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Project Planning Execution Manual

This document provides an overview of Descon Engineering Limited's project planning and execution processes. It outlines their approaches to project planning including developing work breakdown structures, master schedules, resource planning and level plans. It also describes the project management systems used, typical project organization structures, and processes for planning and scheduling, document control, material management, progress monitoring, mobilization, construction work and handling extras. The manual aims to establish standard processes for planning and executing projects successfully.

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0% found this document useful (0 votes)

39 views

Project Planning Execution Manual

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waqasalitunio

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You are on page 1/ 54

PLANNING & EXECUTION

MANUAL

Descon Engineering Limited

www.descon.com.pk
DESCON ENGINEERING LIMITED
DESCON WORLD HEAD QUARTERS (DWHQ)
Lahore -53000, Pakistan
Phone: (92-42) 5805134,
Fax: (92-42) 5811005, 5811135
Email: [email protected]
[email protected]
Website: http://www.descon.com.pk

PROJECT PLANNING & EXECUTION MANUAL

(Rev-0)

Prepared By __________________________________
Head Project Management Systems

Approved By ____________________
_____________________
_
Managing Director & CEO

Dated ____________________
_____________________
_

This document is Intellectual Property of Descon Engineering Limited. Any unauthorized use, including the modification and
reproduction of the content is strictly prohibited. © Copyrights Ordinance 2002, All Rights Reserved.
Doc NO: PMS/PEM
PROJECT PLANNING & EXECUTION MANUAL Rev: 00
Date: Aug 09, 2004
Page: 1 of 132

INDEX
0Table of contents with detail showing topics covered in each section
Chapter
Section
1 Introduction
1 Preamble
2 Overall scheme

2 Project Planning
1 Planning techniques
Work break down structure, Organization break down structure, Mapping of
WBS and OBS, Cost Centre and mapping with BOQ,

2 Developing the master plan

Identifying activities, Allocating durations, Assigning relationships,
Scheduling, Critical path method and determining the critical path, Resource
loading, Consolidated resource requirement, Smoothing resource
requirements, Trimming of peaks, Filling up a trough, Assigning
responsibility

3 Levels of plan (1, 2, 3, & 4)

4 Planning terms
Activities, predecessor and successors, Lag, constraints, Early start, late start,
early finish, late finish, Free float, total float, earned man-hours, actual man-
hours, latest forecast plan, original plan, efficiency, productivity, man-hours,
standard and project man-hours, cost at completion, budgeted cost, resource,
critical activity, critical path, CPM and PERT, Gantt Chart, Cost Centre,
expense head, direct cost, indirect cost.

3 Project Management Systems used in Descon

1 Primavera Project Planner P3
2 Project control system
3 DCS, DPMS, MMS, ITS , Bottlenecks, Testpacks
4 GDES, GDMS
5 SMART, ACCPAC
6 System Integration

INDEX
6 Organization
1 Typical site organization
2 Responsibility Matrix
3 Job descriptions of site functions

7 Planning & Scheduling

1 Introduction
2 Planning
3 Development of Three Month Look ahead Plans
4 Development of Four Week Look ahead Plans
5 Supervisor level planning (level 4)
6 Daily Schedule and Time Sheet

8 Field Engineering & Document Control

1 Introduction
2 Document Control
3 Receiving, Issuance, Revision handling
4 Field Engineering
5 Estimation
6 Field Marking of drawings
7 Preparation of field drawings and test packs
8 Method Statements preparation and submission
9 Material submittals for approval
10 Technical clarifications
11 Preparation of as built drawings
12 Tracking and Handing over of documents

9 Material Management
1 System for Descon Supplied Material
Sourcing, Vendor evaluation, Purchase order, Delivery Challan, Material
loading, receiving, Inspection, Stacking, Issuance and return
2 Client Material Handling
3 Reconciliation reports
4 Disposal of Surplus Material

10 Monitoring of progress
1 Earned man-hours concept
2 Estimation of progress
3 Progress and Efficiency Control
4 Progress up-dating

INDEX
4 Pre-mobilization planning
1 Contract award
2 Selection of site manager and core team
3 Gather core team and start training
4 Understand scope of work, Descon and Client responsibility
5 Comparison of Bid and Contract
6 Determine impact on costs
7 Revisit execution strategy
8 Revise WBS and OBS if required
9 Revise budget and cash flow forecasts
10 Revision of Level 3 Plan
11 Revise manpower histograms
12 Prepare 3 month look ahead
13 Mobilization plan
14 Appoint mobilization incharge
15 Configure project management systems
16 Prepare MRP
17 Prepare HSE plan
18 Prepare project specific method statements
19 Prepare rigging studies
20 Prepare WPS, PQRs and Project Quality Plan
21 Get schedules for client deliverables
22 Summary of Inputs and Outputs for this stage

5 Mobilization
1 Site clearance
2 Arrangement of site facilities
3 Commission security set up
4 Set up stores for Descon material and Client Warehouse
5 Arrange indirect manpower deployment
6 Arrange direct manpower deployment
7 Recruitment
8 Manpower, induction. orientation
9 Set up staff attendance and control facilities
10 Arrange equipment and plant deployment
11 Procurement of first lot of deliverables
12 Negotiate and award sub contracts
13 Set up project monitoring systems
14 Determine resource availability
15 Prepare 4 week look ahead

INDEX
11 Construction work
1 Scheduling of work
2 Responsibility for execution
3 Reporting of progress
4 Quality Health Safety and Environment
5 Civil work
6 Mechanical work
7 E & I works
8 Equipment and Plant
9 Completion and handing over

12 Handling of extra work

1 Introduction
2 Defination of Extra work
3 Identification
4 Handling
5 Monitoring
6 Pricing of extra work

13 Cost control
1 Bid / Proposal
2 Budgeting
3 Budget Rev 1
4 Project Planning
5 Project Resource Planning
6 Execution
7 Project Progress and Cost Control Sys tem
8 Monitoring
9 Profitability Analysis
10 Cash Flow Analysis
11 Key Performance Indicators (KPI)

14 Feedback to client

15 Invoicing client

16 Feedback to BA and Head Office

1 Daily Progress reports
2 Weekly project Performance Report
3 Project Analytical Study
4 Project Close out reports

CHAPTER – 1

Introduction
1.1 Preamble

1.1.1 Purpose
This manual has been compiled to standardize procedures and have their
summaries readily available for use in the company’s construction business. It
covers activities from the time a construction job is awarded to the company,
planning and mobilization stages, scheduling execution and monitoring of
activities, interaction with the client, work completion stage, demobilization
and finally incorporation of feedback from projects as they are completed.

1.1.2 Objective
Project Planning & Execution Manual has the following objectives: -
• Standardize work practices and establish benchmarks for performance
measurement.
• Develop capability to operate internationally with a multi-national task
force.
• Facilitate boundary less information flow.
• Consolidate existing knowledge base of best practices and to continuously
improve the same.
• Eliminate duplication and wastage of resources.
• Bring HR focus in line with organization needs.
• Train manpower on Core Competencies.
• To inculcate a culture of Plan, Do, Check, Act (PDCA) cycle.

The following advantages are to be gained in adopting standardized

procedures.
• All construction projects are completed to the entire satisfaction of
customers
• Enhancement of customer confidence in company’s construction
capabilities and standards
• All construction products exhibit quality and enhance company’s image in
the construction industry, both local and international.
• All projects are completed within schedule, budget and forecasted cash
flows.
• Standardization will help in reducing costs and achieving enhanced profits

1.1.3 Scope
This manual covers the planning, execution and progress monitoring activities
of construction projects. Plant Services and EPC projects are not covered in
this manual. Details related to Contract Administration and Finance are
covered under separate manuals.

1.2 Overall Scheme

Each construction project has a defined scope of work, defined start and finish
dates, some working constraints and a specified budget. All of the personnel
who are going to be assigned to the project may not have worked together. It is
on account of these challenges that project management becomes difficult
and complex. Therefore it is necessary to have well defined procedures and
clearly spelled out responsibilities that are understood by all the persons
assigned to the project. A properly designed project management system
enables timely response to problems, delays, changes, and obstacles that arise
during the course of execution. It also indicates opportunities that might arise
enabling savings in costs. Without proper project management it is quite likely
that excessive resources shall be utilized to meet the project schedule resulting
in cost overruns and depletion of expected margins.

The planning part of the project involves deciding what is to be done, when,
by whom and with what resources. It is just as important to have a properly
designed system to maintain close observation of activities once the
construction gets underway. Constant vigilance is required to find out what
has actually been accomplished, what remains to be done and whether
resources are available to do it in time. A properly designed project
management system is meant to organize the working and to identify potential
problems so that they can be communicated in time to management. This
enables proper corrective actions to be taken.

Although this manual is only meant to cover the aspects of planning,

execution and monitoring of progress a review of the broader overall picture
has been included. Accordingly the overall sequence of events and the flow of
information from the time of identification of opportunity, submission of the
bid, winning of the contract, planning, controlling the execution, till
completion is depicted in a flow chart that is included as Attachment 1-1,
flow chart. Overview of Project Planning, Execution and Monitoring.

The table 1-2 on the following page explains the actions to be taken by the
individuals designated at each of the key assignments in the overall scheme.
The number in the extreme left column of the table identifies the referred box
on the flow chart. Major activities that are to be performed by the individuals
designated to the assignments are identified in the central column while the
salient outputs from one functionary to another are listed in the right hand
column. This table and the accompanying flow diagrams are provided here to

give the reader an overview of the overall scheme. Individual activities and the
relevant form of the outputs are described and defined in the corresponding
chapters. Detailed responsibilities of the individuals are included in the Job
Descriptions that are provided in Chapter 6 on Organization. The typical site
organization chart is included in that chapter as Attachment 6-1, Typical Site
Organization.

Serial# Department / Section / Process Output

1 Business Development Proposal

Identify opportunities ITB
Evaluate prospective customers Customer and
Get pre-qualified Competitors data
Get included in invitation to bid Enquiry Synopsis
Evaluate competition
2 Proposal Business Area
Understand scope of work As submitted bid.
Evaluate ITB ITB
Get clarifications Level 3 plan,
Visit Site if possible to evaluate conditions Mapping of BOQ and
Prepare and submit proposal CCTRs.
Decide winning strategy, get approvals CCTR wise summary
Submit Technical and Commercial Proposal of Man-hours and
Quantities,
WBS, OBS,
Mobilization Plan
and Demobilization
plan. Budget Rev 0,
Cash Flow, WINBid
reports
Correspondence with
customer
Draft contract
document with any
changes if applicable
Quotations received
3 Head Business Area Project Team
Negotiate (if required) Signed Contract
Win and sign contract Documents
Select Site Manager All documents
Form project team received from
proposals, guidelines
on strategy to be
adopted

Serial# Department / Section / Process Output

6 Site Manager Customer

Direct and coordinate construction activities at Progress
site Invoices for payment
Ensure use of systems to monitor costs and
progress
Approve revisions in Level 3 plan as per Latest
Forecast
Achieve targeted invoice within costs
Ensure timely submission of invoices
Ensure achievement of targeted margins
Manage cash flow
Ensures that all extra work is identified and
billed
Take remedial action to meet project objectives
7.1a Planning and FEDC Manager Discipline Incharges
Oversee FEDC and Planning functions 3 month and 4 week
Review and optimize / update Level 3 plan as look ahead plans
per latest forecast Targets
Highlight critical path and foresee bottlenecks Progress analysis and
Analyses progress and efficiency reports comparison with
Keeps track of changes in BOQ and keeps it plans
updated Bottleneck summary
Prepares 3 month forecasts Efficiency reports
7.1b Planning Engineer
Generate revised rolling 3 month and 4 week
look ahead plans
Identifies resource requirement for 3month look
ahead and 4 week look ahead plans
Monitor and analyze discipline wise progress,
Update level 3 plan
7.2 Planning and FEDC Manager Customer
Keeps track of extra work Ensures that all extra Intimation about
work is identified and billed. extra work
Communicates with client regarding changes in Technical queries
scope and gets approvals
Keeps contracts engineer updated on progress
and changes of scope
Supports contracts engineer in invoice generation

Serial# Department / Section / Process Output

7.3 FEDC Engineer Discipline Incharges

Ensure that document control system is installed Drawings for
and working properly Fabrication and
Ensures allocation of drawings to WBS/OBS erection
Ensure that BOQ/BM is taken off correctly and Drawing wise BOM,
entered into PCS BOQ and Resource
Marking of Standard man-hours, CCTR and requirement
Supervisors codes on drawings Allocation of material
Prepare drawings for fabrication/erection. for drawings
Prepares sketches for execution when ever
necessary and issue to execution team after
getting it approved.
Facilitates Construction Manager in preparation
of rigging studies.
7.4 Planning and FEDC Manager Site Manager
Supports site manager in revision of budget and Bottleneck summary
cash flow Efficiency reports
Receive data from Financial Controller for Progress analysis and
weekly report comparison with
Compile weekly Project Performance report plans
Monitoring of progress and comparison with Weekly Project
contractual commitments. Performance report
7.5 FEDC Engineer Customer
Receive Technical Clarification requests. Technical
If possible provide clarifications from data and Clarification requests
available specifications. Otherwise consults site
manager before sending to Customer for
clarification and communicates response to all
concerned.
Facilitates in preparation of project specific
method statements.

Serial# Department / Section / Process Output

8a CM/Discipline In-charge Discipline Engineers

Discuss and distribute weekly plans to Discipline Weekly and Daily
Engineers Targets
Assignment of drawings to supervisors Guidance on splitting
Review and optimize resource utilization 4 week look ahead
Guide Discipline Engineers in breaking up 4
week look ahead plan
Prepare project specific method statements
Ensure that extra work is identified and reported
for invoicing
8b Discipline Engineer
Check work front availability on 04 week basis.
Ensure quality of work and minimization of
wastage Area Scheduler
Monitor efficiency and provide guidance to bring Weekly and Daily
it up to 1 Targets
Ensure that all relevant procedures are available
and followed
Identify extra work from contractual work scope
Ensure accurate reporting of work and correct
posting of man-hours into DSTS
9 Area Scheduler Discipline
Prepares daily work plans from 4 week look Supervisor
ahead, after confirming the work front for the Daily Schedule and
week / day. Time Sheet
Interact with Discipline/Area Supervisors to plan Information about
future work material availability
Plan daily jobs at supervisor level, viz. level 4 for drawings
planning
Print and distribute DSTS Planning and FEDC
Monitor daily progress Manager
Enter progress into DPMS module Progress entered into
Ensures booking of resources to correct CCTR DPMS
Print daily supervisor efficiency reports Efficiency reports
Identify and report extra work available in system
Roll up area wise plans on weekly basis

Late Start
The latest possible time an activity can be started without delaying the end
date of the project.
Early Finish
The earliest possible time at which an activity can be finished.
Late Finish
The latest possible time at which an activity can be finished without delaying
the end date of the project.
Free float
It’s the margin of delay for an activity without delaying its successor activity.
See Attachment 2.10
Total Float
It’s the margin of delay for an activity or a chain of activity without delaying
the project. See Attachment 2.11
Scheduling
The process of calculating start and end dates of the activities.
Forward Pass
The process of calculating start and finish dates of each activity starting from
the project start date. This process generates early start and early finish dates
for each activity. See Attachment 2.12
Backward Pass
The process of calculating start and finish dates of each activity starting from
the project finish date. This process generates late start and late finish dates for
each activity. See Attachment 2.13
Data date
The point in time that separates actual (historical) data from future (scheduled)
data.
Man-hours
It is yardstick for measurement of effort. For example, 4 Man-hour will mean
any of the following:
 1 man working for 4 hours
 4 men working for 1 hour
Standard Man-hours
Estimated effort per unit required to perform a job in terms of man-hours.
Earned Man-hours
It is amount of work executed in terms of standard man-hours.
Project / Budgeted Man-hours
Total number of man-hours required to execute a project.
Actual Man-hours
It is the amount of man-hours actually utilized to execute work.

Latest Forecast Plan

Revised plan showing expected dates for balance activities at certain point in
time during project life span.
Original (Base) Plan
A plan showing all activities as foreseen at start of the project.
Efficiency
It is the ratio of earned man-hours to actual man-hours.
Productivity
It is number of work units produced per man-hour spent.
Cost at Completion
The expected total cost at completion of an activity or a project.
Budgeted Cost
Total estimated cost approved for execution of a project.
Resource
Anything that is required to perform an activity is called a resource. A
resource can be manpower, equipment or material.
Critical Activity
An activity that has potential of delaying a project is called a critical activity.
Critical Path
Chain of critical activities that has potential of delaying a project is called
Critical Path. Such activities determine project duration. See Attachment 2.4
Critical path Method (CPM)
A network analysis technique used to predict project duration, by analyzing
which sequence of activities (which path) has the least amount of scheduling
flexibility (the least amount of float).
Progress Evaluation and Review Technique (PERT)
An event oriented network analysis technique used to estimate project duration
when there is a higher degree of uncertainty with the individual activity
duration estimates. PERT applies the Critical path method to a weighted
average duration estimates.
Gantt Chart
A graphic display of schedule-related information listing project elements on
left side of the chart, dates across the top and activity durations are shown as
date-placed horizontal bars. It is also known as Bar Chart.
Work Break down structure (WBS)
WBS represents how total job is broken down into sub activities like
disciplines and cost centers.
Organization Breakdown Structure
OBS represents project organization that matches with WBS to give effective
control over the project.

Cost Center
A Cost Center is the lowest identifiable/measurable activity to which costs
incurred can be booked.
Direct Cost
Costs that can be clearly attributed to the activity performed. These costs are
dependent on quantity of the work performed.
Indirect Cost
Costs that cannot be clearly attributed to specific activity. These costs are
incurred irrespective of the quantity of the work performed.

CHAPTER – 3 (Attachments)
(Attachments)

1) DCS Flow Chart Attachment 3.1

2) DPMS Flow Chart Attachment 3.2
3) MMS Flow Chart Attachment 3.3
4) ITS Flow Chart Attachment 3.4
5) GDMS Flow Chart Attachment 3.5
6) GDES Flow Chart Attachment 3.6
7) Smart Flow Chart Attachment 3.7
8) Flow Chart Planning & Monitoring Attachment 3.8

CHAPTER – 4

Pre-mobilization
Pre-mobilization Planning
For a project to progress satisfactorily in its earlier phases it is necessary to
start the planning activities as early as possible. It is desirable to have a period
of three to four months for the initial planning before actual mobilization to
site. This period of pre-mobilization starts from the time when assessment of
interaction with the client indicates that there is a strong likelihood of the
contract being awarded to Descon. The individual pre mobilization activities
are described in the following paragraphs. Please refer to Attachment 4.1
flow chart for pre-mobilization planning
4.1 Contract Award
After evaluation of bids it is usual for the client to shortlist the contractor for
awarding the job and to issue a Letter of Acceptance (LOA) or Letter of Intent
(LOI) to the contractor. This letter is advance intimation to the selected
contractor of the customer’s intention to award the project as per the
“Conditions of the Contract”. It may be addressed to the Proposal Manager,
Head Business Development, or the Head of the relevant Business Area. The
recipient acknowledges receipt of LOI/LOA. Most projects are to be carried
out against tight time schedules and this practice of issuing the LOI gives
advance notice to the contractor to start preliminary planning in order to
reduce the reaction time that would be required after award of the contract. It
enables the contractor to start early mobilization of resources that would be
required to carry out the project.
After issuance of the letter of intent or award of the work and before signing
of the contract, the Proposal Manager ensures that any variations between the
contract and the tender requirements are resolved and documented. The
Contract Document is thoroughly reviewed by the Proposal Manager before it
is signed. After the review, Proposal Manager or any other person nominated
by the Executive Management signs the contract on behalf of the Company.
Contract agreement normally includes
• Letter of Acceptance and Letter of Intent (whichever applicable)
• The Tender
• Conditions of Contract
• Specifications
• Drawings
• Bill of Quantities
• Minutes of Pre-award meeting with client
• Project Master Schedule
• Other such documents that are intended to form the contract.

4.2 Selection of Site Manager and Core Team

Although it is desirable that the Proposal Manager be subsequently assigned
as the Site Manager / Project Manager / Project Sponsor for the project, this
may not always be possible on account of other requirements within the
company. In case the Proposal Manager is not nominated as the Site Manager,
he hands over a copy of the contract, together with all the relevant documents
to the Business Area Head or the person authorized by the BA Head to receive
them. Please refer Attachment 4.2 list of documents to be provided by
Proposal to BA.

The Business Area head in consultation with Head HRD and other BA Heads
decide the person who is to be assigned as the Site Manager for the project.
The person selected for this assignment has to be technically capable for
understanding the project and of leading the project team in achieving the
project objectives in a safe manner, within the agreed budget. He also has to
be familiar with the company’s procedures
procedures and project management systems.
Once the Site Manager has been selected, the Head BA in consultation with
him, select the other members of the Core Team for the project. These would
be the Planning and FEDC Manager, Construction Manager and/or the main
Discipline In-charges. These individuals could be selected from the resources
available within the company or from outside.

4.3 Gather Core team and start training

As mobilization to site takes time, the available facilities within the
company’s offices are utilized and members of the core team are located there
to start their familiarization with the project. During this phase the head PMS
department provides stewardship to the core team in pre-mobilization
activities. The Site Manager and Head HRD select individuals for assignments
as Planning Engineer, FEDC Engineer, I/C QC, I/C P&A, I/C E&P, I/C
Stores, and Financial Controller. They are included in the team as soon as they
become available. In case some individuals are inducted from outside the
company or are going to be assigned to functions that they have not performed
before, then they are given the necessary training. PMS arranges this training
with the support of the relevant BSD.

4.4 Understand scope of work,

The members of the core team start review of the complete set of documents
that have been received from BA head. During this review they get a thorough
understanding of the overall scope of work. Descon and Client responsibilities
are also identified and clearly understood. If any clarifications are required in
this regard the Proposal Department is contacted and if the issue is not
resolved then the Client is contacted. Assumptions made about the clients
work permit procedures at the site are re-confirmed After clarifications have
been obtained. The finally understanding is documented and provided to all
members of the team.

4.5 Comparison of Bid and Contract

After having understood the scope of work the team starts comparison of the
Bid and Final Contract documents. In some case the client may have included
some provisions in the final contract that are different from the basis used for
preparation of the bid. At this stage a list of items should be drawn which
could be cost adder and must be under close vigilance by all concerned or
there may be some items to earn more revenue.

4.6 Determine impact on costs

At times some last minute discounts may have been made for which the
financial implications have not been fully analyzed and incorporated. The
objective of this review is to understand all these differences and determine
how they are to be tackled.

Once the differences in the Final Contract and the Bid have been identified
some members of the team with a financial background are assigned the task
of evaluating their impact on costs . The impact on the budget and cash flow of
the project is studied and analyzed. In case the impact is significant then the
original correspondence is reviewed to see if there was some exception
claimed while submitting the proposal on account of which the client can be
asked to revise the terms of the contract .

4.7 Revisit Execution Strategy

Members of the core team review the execution philosophy to see how costs
can be reduced. The following are some of the items reviewed.
• Procurement of Descon supplied material from more economic sources
• Sub contracting work packages
• Execution methodology keeping in view the efficient deployment of
E&P.
• Adoption of mechanization where it can reduce costs
• Hiring or purchasing of equipment and plant
• Mechanism of setting up the site camping facility and the Temporary
site facilities

Enquires are floated to get more realistic price estimates for the procurement
of material and its delivery at the site. Similarly quotations are obtained from
other possible vendors for equipment required at the site. Methodology of
performing major jobs is reviewed to see how costs can be reduced. Efforts
are made to more extensively utilize Descon owned equipment that may now
be available in time for the project needs. E&P department is contacted to
confirm availability of Descon owned resources planned to be utilized at the
project and to see if additional Descon owned equipment could now be used
in place of hired equipment. Alternate options are considered and evaluated
for subcontracting out additional portions of the work. The following
advantages can be expected from sub contracting
• Lower direct and indirect costs

• Improvements in project schedule

• Sparing company’s resources for other more productive utilization

Avenues for obtaining manpower at cheaper rates than considered in the
proposal are explored. After having analyzed the contract the individual
members then come up with their recommendations on how the project
execution strategy should be changed so that costs can be optimized. Once all
the proposals have been reviewed, the team leader draws up the overall
execution strategy for the project.
4.8 Review and revision of WBS and OBS
Keeping in view the formulated execution strategy members of the core team
review the original WBS and OBS. Some changes shall be necessary for
revisions that may have been made in the subcontracting strategy. It is also
likely that some changes shall be required keeping in view the capability of
the individuals available for deployment to the project.
4.9 Revise budget and cash flow forecasts
The financial impact of any changes in the execution strategy such as revision
in the subcontracting criteria is combined with any differences found in
comparing the final contract and the bid. The overall impact of these changes
is then used by the Planning and FEDC Manager to prepare Rev 1 of the
budget. The cash flow forecast is also revised accordingly. These are then
reviewed by the Site Manager and sent to the BA head for approval.
4.10 Revision of Level 3 Plan
Keeping in view the additional information now available the level 3 plan is
reviewed in detail to see if any changes are required. It is possible that some
adjustments have to be made to allow for some delayed deliveries. Once these
changes have been incorporated a revised level 3 plan is prepared. In case the
changes are likely to have a cost impact or in the worst case an impact on the
overall project schedule these are discussed with the Head of the BA. Some
clients require that all revisions on the level 3 plan are communicated to them.
Their approval of plan revisions is obtained if required.

4.11 Revise Manpower Histograms

Some revisions in the execution strategy and the Level 3 plan might have an
effect on the manpower histograms. These are re evaluated and new
histograms printed to correctly assess the overall and craft-wise manpower
requirements.

4.12 Prepare 3-month look ahead

In order to carry out more detailed planning the procedure adopted is to take
the first three months of the project and review the requirements of materials
equipment and manpower for the activities planned in it. This 3-month look
ahead plan is prepared on Primavera by the Planning Engineer and is reviewed
by the Planning and FEDC Manager and the Financial Controller. It is then
jointly reviewed with the Discipline In-charges, Construction Managers and
Site Manager and finalized. Preparation of this look ahead plan enables
accurate estimation of resource requirements during this period and allows
ample time for their arrangement.

4.13 Mobilization Plan

At this stage detailed plans are made for the mobilization activities that shall
be carried out at the site. This plan is to have the time schedule for building up
of the site facilities, arrangement of manpower and equipment. Although the
Mobilization plan shall vary from project to project the timing and duration of
the following salient activities is addressed in most of them.
• Kick of meeting, both internal and with client

• Mobilization of key personnel

• Procedure for visa and security passes

• Deployment of indirect staff

• Deployment of direct staff

• Hiring of technicians

• Preparation of documentation for WPS/PQR and WQT

• Welder qualification testing

• Preparation of subcontracting packages and floating of enquires

• HSE manual submission and approval

• Project Quality Plan submission and approval

• Tools and tackle procurement and certification

• Equipment and plant deployment

• Possession of camp

• Setting up of camp facilities

• Provision of utilities at camp

• Possession of site

• Survey and trial excavation

• Fencing of site and grading of area

• Setting up of offices

• Setting up of workshops

• Setting up of lay-down area

• Setting up of Client Material Store and Descon Warehouse

• Provision of utilities, toilets, sewerage system, power generation and

distribution

An example of a typical mobilization plan is available at Attachment 4.3

Examples of equipment and manpower deployment schedule are included as
Attachments 4.4 and 4.5
4.14 Appoint Mobilization Incharge
One of the members of the core team is now appointed as the mobilization
incharge. This function is covered under the title of Incharge Site set up in the
job descriptions. He will normally be the first individual who will move to the
project site.
4.15 Configure Project Management Systems
As most of the members of the site team are now available in the pre-
mobilization office the Project Management System is now set up there and
configured to give the individuals hands on experience of using the system.
The Business Area arranges hardware required for this purpose. Data
available for the project is populated into the system. Data from the P 3 plans
is imported into the DPMS module of PCS. Similarly the GDMS and GDES
systems are also loaded. SMART and ACCPAC are also configured by the
respective users. The Planning and FEDC Engineers try out the DSTS and
DCS modules while the I/C QC tries out the ITS module. The I/C stores check
out the MMS module and ACCPAC Icon while the Financial Controller
checks out the other ACCPAC modules. I/C P & A & I/C E&P check put the
GDMS and GDES systems.
This exercise has many benefits.
• Gives the individuals confidence in the capabilities of the hardware
and the systems selected

Pre Mobilization Planning

Responsi
Input form Process bility. Output form

Proposal/Business Area Project Team to Site Manager

As submitted bid. Tech & Commercial doc Understand scope of work, PLFEM Evaluation of proposal working report
ITB Complete doc Understand Descon and client responsibility PLFEM Revised level 3 plan P3
Level 3 plan, with Manpower loaded P3 Analyze proposal working PLFEM Mobilization plan P3
Mapping of BOQ and CCTRs. excel Compare final contract document with Proposal PLFEM MRP for material and consumables SMART
CCTR wise Manhours and Quantities, excel Determine impact of any changes in the above on the project, PLFEM Configured Project Monitoring Systems PCS
WBS, excel Resource loading on level 3 plan, Material & Consumables Plng. Proposal for budget Rev 1 excel
Organization chart excel Revise level 3 plan if required Plng. Organization chart excel
Mobilization Plan. P3 Prepare MP histograms at Supervisor level Plng. Project specific documents doc
Deployment Plan Direct MP doc. Revise WBS and OBS if required Plng. Method Statements doc
Deployment Plan Indirect MP doc. Review of budget R 0 PLFEM Schedule of Client deliverables excel
Deployment Plan Equipment & Plant doc. Prepare MRP for material and consumables Fedc
Direct Materials and Consumables doc. Prepare detailed mobilization plan PLFEM
TSF details doc. Appoint mobilization incharge SM
Budget Rev 0, excel Prepare project specific docs. viz. HSE plan, PQP, WPS Resp.
Cash Flow, excel Prepare Method Statements DIC
WINBid reports excel Configure Project Monitoring Systems Resp.
Correspondence with customer doc Finalize schedule of deliverables with client Fedc
Contract document doc Start arrangements for mobilization activity Plng.
Quotations received doc Order first batch of deliverables PLFEM

CHAPTER – 4 Attachments

1) Premobilization Planning Attachment 4.1

2) List of Document from Proposal Attachment 4.2
3) Mobilization Plan Attachment 4.3
4) Equipment Deployment Attachment 4.4
5) Indirect Manpower Deployment Attachment 4.5
6) Project HSE Plan Attachment 4.6

CHAPTER – 5

Mobilization
A lot of resources and efforts are required to start a new project in a timely
and cost effective manner. ‘Mobilization’ means, to move and muster all the
resources required for the project and gear up for performing the job. The
period between award of the project and its starting date, as given in contract,
is called the ‘Mobilization Period’. It varies from project to project depending
upon the size of project, the contract conditions and total duration of the
project.
5.1 Site clearance
The first activity to start at the site after taking it over is to clear it up for
eventual setting up of the project and the temporary site facilities. It is planned
in advance, as all other activities at the site are dependent on it. Owing to the
large areas of most sites the clearance is arranged in a sequential manner so
that the area where the temporary site facilities are to be set up becomes
available while work on the other areas continues.
5.2 Arrangement of site facilities
Once the site clearance has progressed satisfactorily, work of setting up the
Site Facilities is started. This includes the following:

• Residential Facilities

• Project Site Facilities

• Workshops and Yards

• Stores / Warehouses

• Lay down / Storage Area

• LAN Architecture and Communication Infrastructure

• QC Laboratory

• E&P Workshop and Generator Rooms

• Concrete Production and Testing Facilities

• Establishment of Communication Mode

Generally site facilities are constructed through local sub-contractors.
Standard drawings and specifications are available that can be modified as per
requirement. Standard sub-contracting procedure (as described in detail in the
Contracting Manual) is adopted for pre-qualification of sub-contractors and
job is awarded after inviting and receiving an appropriate number of
quotations and reviewing them. I/C Site Set up is responsible for looking after
all activities related to establishment of site facilities.
Incharge Site Set up carries out final inspection of the facilities before these
are handed over to the site.

5.2.1 Residential Facilities

Residential facilities comprise Dormitories, Barracks, Mess, and Kitchen for
Direct and Indirect staff at the project. These are built on the land arranged for
the purpose. For design and typical BOQ detail for residential facilities please
refer to the Project Site Facilities Manual and PP&A/SOP/02 Section A.
5.2.2 Project Site Office
Project Site Offices are the main offices where the Site Manager and other key
persons are placed. These can be located together or at respective work
locations / site. For typical design and related information please refer to the
Project Site Facilities Manual.
5.2.3 Workshops and Yards
Workshops and yards are established depending upon the scope of work at the
project. For typical design and related information please refer to the Project
Site Facilities Manual.
5.2.4 Stores / Warehouses
Stores and Warehouses may be built in temporary structures or by using porta
cabins. This shall depend upon nature of project and the quantity of material
to be stored. For typical design and relevant information please refer to the
Project Site Facilities Manual.
5.2.5 Laydown / Storage Area
Requirement of Laydown/Storage Area depends on the quantity of material to
be handled. The area is generally selected close to the Store / Warehouse / or
Fabrication shop so that there is minimum handling of material. For typical
design and other relevant information please refer to the Project Site Facilities
Manual.
5.2.6 LAN Architecture and Communication Infrastructure
PP&A at site establishes communication infrastructure by providing
telephone, fax and e-mail facilities for fast communication.
Local Area Network (LAN) is required to share data amongst various project
management systems in order to avoid duplication of data entry and to make
systems operate efficiently and intelligently. In order to establish LAN facility
at project site, System Administrator studies various networking options for
example peer-to-peer, server based etc. depending upon extent of network
required, total number of computers to be connected, site layout, budget
provision etc. System Administrator prepares cost estimates for different
options and seeks approval from the Planning and FEDC Manager & Site
Manager. Upon approval System Administrator department establishes LAN.
5.2.7 QC Laboratory
A Quality Control laboratory is established at site to facilitate Quality Control
inspections and tests. QC laboratory is equipped with all required equipments
and apparatus. The layout of QC lab depends upon the nature of tests to be
performed. I/C PSF is responsible for establishment of QC lab in accordance
with the approved design and specifications.

5.2.8 E&P Workshop and Generator Rooms

Layout of E&P Workshop and Generator Rooms depends upon number of
equipment to be deployed at site. Details of these are available in the proposal
working. I/C PSF is responsible for construction of these facilities at site as
per approved design.
5.2.9 Concrete Production Unit
For civil projects concrete production unit or Batching Plant is required for
preparation of bulk concrete. Drawings for foundation and other facilities
related to Batching Plant are available with E&P department. These facilities
are developed at beginning of the mobilization phase so that Batching plant is
commissioned before start of concrete works. Alternatively if an alternate
source is available for supply of premixed concrete then it may be utilized if
an overall saving can be achieved.
5.2.10 Security Arrangement
Property and Personal Security is ensured by installing security gates, fences,
security posts, lighting arrangement etc. Contacts with local law enforcing
agencies are maintained to avoid security risks. For further details please refer
to PPA/SOP-02 Section B.
5.2.11 Utilities
Electrical network, Water and sanitation arrangements, Camp market,
Recreation halls, Indoor and outdoor Sports facilities are provided to maintain
healthy and comfortable living for the direct and indirect staff to be stationed
at the site. In some contracts the Client also desires to have the contractor set
up facilities for their use at the site. Details of the facilities required are
available in the proposal working.

5.3 Commission Security arrangements

Incharge Personnel and Administration is responsible to provide foolproof
security to the company employees and property at the project site. The
following steps are taken in this regard:
1. Security personnel are deployed at the gates of the camp and at other
sensitive areas. The security staff at project sites consists of:
• Security Supervisor 01
• Head Guard (Shift Incharge) 02 (Day / Night)
• Security Gate Clerk 02 (Day / Night)
• Security Guard As per requirement.
2. Access to the project site is allowed only through the main gate. Only the
persons who display the Company Identity Card, Visitor Entry Card or
show the Temporary Security Card will be allowed to access the project
area.
In addition to the above security measures ‘Gate Passes’ will be issued to
control the incoming and outgoing machinery, tools, plants, equipment and
material. For further details please refer to PPA/SOP-02 Section B.
5.4 Set up Stores for Descon material and Client Material
Warehouse
Once the basic physical facilities have been built the Client Material Store and
Descon Warehouse are prepared for operation and receipt of material. Some
of the Staff for these functions is also mobilized early so that they are ready to
take material and issue them as required. It is desirable to have the project
monitoring systems operative as early as possible for the entry of the Bill of
Material into the MMS module and the preparation of the MRP for the
project. Similarly the ICON module of ACCPAC shall be used for the D escon
Store and it should also be set up. In case there is some delay in
commissioning of these systems then alternate manual records have to be
maintained for the interim period but these must subsequently be entered into
the systems as soon as they become available.
5.5 Arrange indirect manpower deployment
The estimation of indirect manpower is based on the direct manpower
requirement. This estimation is also done during the bidding stage and is
accordingly included in the budget of the project. Sourcing of manpower is
also considered while preparing the bid keeping local conditions and
availability in view. These assumptions are rechecked in the pre-mobilization
stage considering latest information and revised if deemed appropriate. As
soon as the project is awarded, a mobilization schedule is prepared for the
indirect staff and the personnel are mobilized as per the schedule.
Please refer to Attachment– 4.5 Manpower Deployment Plan
The Site Manager works with the Business Area Head or through his
designated representative, to ensure timely allocation of human r esources. The
requirement is conveyed to HRD through form HRD/FRM-03 The

requirement of the indirect manpower is arranged by any or combination of

the following means.
1. Transfer of manpower from the DESCON Head Office or an oversea BA
to the project site.

2. Transfer of manpower from other project sites where the requirement of

personnel has decreased
3. If the required manpower is not available from the above two sources, the
same may be met through fresh recruitment. HRD advertises the job
vacancy in newspapers. A selected panel, appointed by the Site Manager,
interviews the candidates and suitable persons are selected.

5.6 Arrange direct manpower deployment

Direct Manpower is estimated at the bidding stage. This estimate is based on
the scope of work and the effort required to perform that job and is in the form
of month-wise manpower histogram for each craft. Like indirect manpower
the sourcing of direct manpower is also considered at the bidding stage and
certain assumptions are made to optimize costs. These are re-evaluated and
revised if some new factors have come up.
Direct manpower is hired by PP&A Department both at Head Office and at
job site. But in case, sufficient craftsmen are not available from local area,
some craftsmen are hired from other areas or hired and transferred from the
head office.
5.7 Recruitment
Four different types of recruitment is done in the company
• Permanent Management Cadre

• Contract Management Cadre

• Permanent Non-management Cadre

• Temporary Non-management Cadre

The permanent and contract employees are employed through HRD at Head
Office. Hiring of Management Cadre employees is done as defined in the
Hiring Policy of the Company HRD Policy- 02.

Temporary employment is done at the project site by the respective Incharge

Personnel and Administration (I/C P&A), and is authorized by the Site
Manager.

In case manpower is required in the Management Cadre, the concerned person

initiates the “Manpower Request Form” HRD/FRM-03 and gets it approved
from Site Manager. This is then sent to HRD through Head BA.

In case of requirement of non management temporary staff PP&A FRM 17 is

filled out and given to I/C PP&A.
I/C P&A Site ensures that temporary employment is done according to the
provisions in the approved budget. The selection can be from any of the
following
• Manpower Data Bank

• Staff available from other Project sites

• Applications against advertisement

Selection is based on past experience and performance while fresh candidates

are interviewed either at the site or in the head office.
Appointment letters are issued to the newly inducted temporary employees, by
I/C Site P&A. Personal files for all temporary employees are maintained by
the Incharge Site Personnel & Administration.
Appointment Letters are not required for workers employed on day-to-day
basis. Payment to such workers is made on the basis of their time sheets
payroll etc. as the case may be. Every temporary employee is entered in
GDMS / Establishment Register and Employee Number is issued accordingly.
If the services of temporary employees are required beyond the period as
mentioned in his temporary employment letter, an extension letter is issued by
Incharge Site Personnel & Administration as per requirement of project. For
detailed procedure of temporary appointment, refer to Hiring Policy
(Temporary) PP&A/SOP-07

5.8 Manpower Induction. Orientation

Manpower reporting at site is briefed about the company’s procedures and any
site specific policies. They are given detailed instructions about the safety
requirements for working at the site and the rules to be followed in the using
the camp and other facilities.

CHAPTER – 6 Attachments

1) Typical Site Organization Attachment 6.1

2) Responsibility Matrix Attachment 6.2
3) Listing of CORs of all site JDs Attachment 6.3
4) Site Manager Attachment 6.4
5) Planning and FEDC Manager Attachment 6.5
6) FEDC Engineer Attachment 6.6
7) Planning Engineer Attachment 6.7
8) System Administrator Attachment 6.8
9) Quantity Surveyor Attachment 6.9
10) Document Controller Attachment 6.10
11) Planner, Discipline Attachment 6.11
12) Central Material Controller Attachment 6.12
13) Construction Manager Attachment 6.13
14) Discipline Incharge Attachment 6.14
15) Discipline Engineer Attachment 6.15
16) Scheduler Attachment 6.16
17) Discipline Supervisor Attachment 6.17
18) Area Material Coordinator Attachment 6.18
19) Financial Controller Attachment 6.19
20) Incharge Contracts Attachment 6.20
21) Cost Controller Attachment 6.21
22) I/C QA QC Attachment 6.22
23) I/C HSE Attachment 6.23
24) I/C Descon Material Store Attachment 6.24
25) I/C Site Procurement Attachment 6.25
26) I/C Client Material Warehouse Attachment 6.26
27) I/C PP&A Attachment 6.27
28) I/C E&P Attachment 6.28
29) I/C Site Setup Attachment 6.29

CHAPTER – 7

Planning & Scheduling

7.1 Introduction
The purpose of Planning and Scheduling is to achieve project goals and
objectives through the planned application of resources to meet the project’s
quality, cost and revenue objectives.
Following benefits are outcome of good planning and scheduling:

• Gainful deployment of resources.

• Eliminating surprises.

• Earning good reputation in the business.

• Better utilization of time.

• Achievement of high cost efficiency.

At proposal stage, a fit for the purpose Level 03 Plan is prepared based on the
data available in the bidding documents using Primavera Project Planner.
Once the project is awarded the same plan is revisited or revised keeping in
view latest available information. This plan is prepared before mobilization to
project site. It covers all activities (also called Cost Center) in each area and is
resource loaded in terms of manpower. After approval this plan is frozen as a
baseline plan called the original plan and is used as a reference to compare
actual progress with original planned progress.
This original Plan is imported into the DPMS module of PCS. This
information available in PCS is used for carrying out detailed Level 04
planning and scheduling through DSTS. Actual achieved progress is entered
into DPMS daily through DSTS which allows comparison of daily planned
targets to actual achieved progress. Supervisor wise daily efficiency is
generated through the DPMS module and is made available to the Discipline
Engineer and Incharges for their review.
In the last week of every month the Level 03 Plan is updated by incorporating
actual progress and re-scheduling certain activities as per latest information
available. This new plan, called Latest Forecast Plan, depicts actual picture of
the project with a forecast of how things will be carried out in the future. This
LF plan is imported into DPMS so that the project progress can be compared
with original and LF plans simultaneously.

7.2 Planning
7.2.1 Development of Three Month look ahead Plans

Succeeding three-month’s activities and targets are extracted from the Level-
03 plan to form a Three Month look ahead plan. This plan is prepared at least
one week before the start of the succeeding month. It starts at a point where
conditions are known and work can be planned in detail accurately for first
month of the period, with work for second and third months being dependent
on progress in the first and second months.
The Three Months look ahead plan explains in significantly more detail how
to achieve the desired amount of progress during this work period. It provides
guidance on how to organize the resources but their mobilization shall be
made with further confirmation of the work fronts through four weeks look-
ahead schedule. The Three Months look ahead plan is updated by the end of
every month by incorporating progress achieved during this month.
A sample Three Month Look ahead is enclosed as Attachment 7.1 while the
flow chart for preparation of the three month plan is at Attachment 7.2
7.2.2 Development of Four Week Look ahead Plan

Just as the Three Month plan was drawn from the level 3 Plan, a Four Week
look ahead plan is derived from the Three Months look ahead plan. This Four
week plan is developed by incorporating additional inputs from Client
regarding material and equipment availability and progress in associated
areas. This Four Week look ahead Plan includes detailed targets of progress to
be achieved in each discipline and becomes the basis of doing supervisor level
planning. Like the three month plan the Four Week Look ahead plan is also
rolled at the end of every week keeping in view progress during the week
completed.
For an example of a Four-week Look ahead plan please see A ttachment 7.3
while the flow chart for preparation of the three month plan is at Attachment
7.4

7.2.3 Level 4 Planning

The Four Week Look ahead plan prepared by Planning and FEDC is reviewed
by the Discipline Incharge and the Discipline Engineers. They decide the
weekly targets for the individual supervisors in the group to meet plan goals.
These are then passed on to the Area Scheduler and Discipline Supervisors.
The Area Schedulers carry out daily scheduling at drawing level for each
supervisor. This day to day level 4 planning is done in the DPMS module of
PCS.

7.2.4 Daily Schedule & Time Sheet (DSTS)

Daily schedule and Time Sheet (DSTS) is a very important document

generated from DPMS every day. Purpose of this document is following:

• To convey to each supervisor drawing wise plan for the day as the
complete activity may take several days.

• To report back progress and efficiency with which the targets for the
day were achieved.

• To enable recording of direct man-hours on cost centers.

• To facilitate comparison of gate attendance recorded through time

cards with the hours recorded by the supervisors ensuring that
manpower is only paid for the time they were available.
It is the responsibility of the Area Scheduler to prepare it and to ensure that
the DSTS is available to the supervisors first thing in the morning. He ensures
that only those items are included in the schedule for which all elements of
work front are available.
To be able to produce realistic and useful daily schedules the Area Scheduler
stays in touch with progress in the field and discusses it with the Discipline
Supervisors.
The supervisor performs the jobs as planned in DSTS and at the end of the
day fills in DSTS for progress and actual man-hours consumed.
The DSTS is filled in by the supervisors before the close of the day and is
handed over to the concerned Scheduler.
The Scheduler picks off progress from the filled out DSTS and feeds it into
DPMS. He sends the DSTS to the time office for entry of cost center wise
actual man-hours into GDMS by the timekeeper.
Please refer to Attachment 7.5 for graphical presentation of process flow
for DSTS and Attachment 7.6 for a filled out DSTS

9.1.4 Delivery Challan

After placement of Purchase order, materials are dispatched to designated

destination. Delivery Challan (D.C.) is prepared and original copy along with
the copy of Purchase Order and Transit receipt, if required, is sent with the
material being dispatched.
Copy of the Delivery Challan will be acknowledged by the respective Store as
a token of receipt and is forwarded to Finance Department along with
accepted material report AMR for release of payment to the vendor. In case of
any shortage or damage, Procurement department takes necessary action for
its replacement etc. with the supplier.
9.1.5 Material Loading, Receiving, Inspection, Stacking, Issuance and Return

(AMR, SIR, MRN)

Rigging Study is carried out prior to loading and unloading of items of

equipment heavier than 10 tons in order to ensure safe handling. Cranes and
tools and tackles are inspected before carrying out loading and unloading
activities and Site location, and landing area are properly cleared while
loading and unloading activities are undertaken. For heavy equipment /
material, arrangements of crane / rigging tools are made with the help of E&P
to ensure safe and proper unloading. Receiving area is established at all site
stores and identified as per relevant color codes defined for project
The material will be received along with Purchase Order, Delivery challan and
(MTC). On receipt of the material at the main gate, I/C Security shall enter
brief description of material in a register maintained by him. At Project Site
Inward Gate Pass is prepared by the security staff. Store receives the material
on the basis of accompanying documents and arranges unloading of the same
in the receiving area. Daily material receiving report is prepared by Store
All materials received are inspected by QC for every consignment of
transferred material, on the basis of accompanying related documents.
Accepted Material Reports (AMR) or Fixed Asset Receiving reports (FARR)
are prepared for accepted material and Stacking of material at appropriate
place(s) in the store with tags for identification. FARRs are processed in the
Fixed Assets Management System(FAMS)
Materials allocated to the project are divided into five broad categories for
ease of reference.

• Project Specific Items

• Standard Consumables and Loss Prevention

• Equipment and Plant Items

• Tools

• Fixed Assets
Computerized inventory records are updated at site to facilitate hand on
information for ready reference
Site issue requisition (SIR) are prepared by concerned Area Material
Coordinators and authorized by the Central Material Controller. Material is
issued against approved SIR. This document has the following Information

• Complete description of material and consumables.

• Quantity required (in figures / words).

• Project No. / Job No.

• Drawing Number

• Area reference

• Cost center.

• Expense head.

• Consumer code (in case of subcontracting).

• Signatures of the authorized person.

Issuance records are updated in Store System in use at the site (This may be
in-house built software NStore or ACCPAC Icon) after issue of material.
Any excess material left after completion of specific work is returned to Store
on Site Return Note (SRN) duly filled bearing the signatures of the authorized
person.
Stores personnel checks the material, segregate it and update record for all
returned materials.
For further detail, refer to
COMM-STORES-SOP-01 Identification traceability indenting
COMM-STORES-SOP-01 Material movement
COMM-STORES-SOP-01Physical inventory
COMM-STORES-MS-01 Handling of Descon Material

9.2 Client Material Handling

Client material deliveries are monitored by Planning and FEDC. The receipt
of the material can be either as shipments accompanied with their packing lists
or the material could be issued from Client Warehouse at the site. In either
case after receipt of the material and its acceptance, its status is updated in the
MMS software. Standard procedure for Material loading, receiving,
inspection, stacking, issuance and return as in use for Store management are
employed.
For details refer to COMM-STORES-MS-02 Handling of Customer Material

9.3 Reconciliation Reports

Material that is handled at site either through Store or Warehouse is reconciled
at completion of the project. The Warehouse Incharge and the Central
Material Controller are responsible to carry out the reconciliation. Materials
left over from Client Warehouse are returned to client through Material return
Note (MRN) and a final material reconciliation report is issued by client
declaring that there is no variance regarding material supplied.
Similarly material handled through Store is reconciled against issuance record
and Physical inventory is carried out in order to demobilize / shifting of
material at the completion of project. The Stores incharge and the Central
Material Controller are responsible for this reconciliation.

9.4 Disposal of Surplus Material

Any unserviceable, surplus and scrap materials / equipment is disposed off
from the inventory and only serviceable / useable items are kept in stocks.
Disposing off surplus material is not kept pending until the demobilization
stage as it is a continuous process, and must go on during the entire length of
the project so that demobilization phase is smooth and prompt.

Incharge site store initiates the Disposal and Write Off Request, duly signed
by the Project Manager after the material has been inspected by the concerned
representative from QC/E&P/PP&A and is declared scrap/ surplus, and then
forwards it to Head Office for obtaining approval of the competent authority.
Write-off Note is prepared and processed for each lot of material that is
disposed.

CHAPTER – 10

Monitoring of Progress
All progress measurement at site is dependent on the information collected
from the daily schedule and time sheets (DSTS) This is then processed in
DPMS and GDMS to generate progress and efficiency reports. For the overall
scheme of progress measurement please refer to flow chart for progress
monitoring provided as Attachment 10.1

10.1 Concept of Earned man-hours

As defined earlier in chapter 2 earned man-hour is the amount of work
executed in terms of standard man-hours. At proposal stage total man-hours
are calculated by multiplying the CCTR quantity with unit man-hours and
difficulty factor. The unit man-hours multiplied by the difficulty factor used at
the proposal stage are frozen after award of contract and are called standard
man-hours per unit.
As an example we assume that against CCTR 23120 CS pipe fabrication 02
man-hours are required for 01 DI of welding. There is total 2000 DI Welding.
So the total budgeted man-hours to achieve 100% progress on CCTR 23120
are 4000. At any stage of the project if 500 DI are earned using 1200 actual
man-hours. The earned man-hours are therefore calculated as Earned Quantity
X Standard man-hours per unit i.e. 500 X 2 = 1000. The achieved progress is
thus (Earned man-hours / total budgeted man-hours)X100) i.e. (1000 /
4000)X100 = 25%. Efficiency is calculated by dividing Earned man-hours by
actual man-hours i.e 1000/1200 = 0.83.
DPMS has the capability to calculate and report progress and efficiency at
Project, Area, Discipline and CCTR level.

10.2 Estimation of Progress

The supervisors report actual progress / quantities and man-hours daily by
entering it on their DSTS. Area scheduler shall ensure that the daily progress,
as received on DSTS, is checked and accurately entered in the DPMS system.
DPMS calculates achieved progress on the basis of earned man-hours. This
also enables the area schedulers, discipline engineers and incharges to monitor
the daily targets / planned quantities with actual achieved quantities and
planned man-hours with actual man-hours.
The Time Office enters actual Man-hours from DSTS into GDMS system.
Actual Man-hours are then imported into DPMS from GDMS. DPMS also
calculates the efficiency by comparing earned and actual man-hours.

“billable” work. All this is only possible if novel

novel ways are looked into by the
execution team and its BA Leadership in their execution philosophy to ensure
enhanced efficiencies through timely availability of all inputs (drawings, access,
T&P, manpower, supervision, etc.)

Some of the other factors necessitating development of Rev 1 may be based upon the
factors i.e. if scope of work gets changed during execution due to additional client’s
requirements and uncontrollable conditions, arise such as results in inflation or
deflation
Budget Rev1 can be prepared using WINBID incorporating new criteria and cost data.
A note of caution here is never to use budgeting process to hide inefficiencies or to pad
contingencies.

13.4. Project Planning

Project planning is breaking down the entire project into smaller manageable
activities, determining the duration, interrelationship, and resources requirements of
each activity. Once this is complete then the application of resources is scheduled in a
planned manner.

13.4.1 Project

A project is a temporary endeavour undertaken to create a unique product or service.

Temporary means that every project has a definite beginning and definite end. Unique
means that the product or service is different in some distinguishing way from all
other products or services.
Projects can be defined into following categories according to scope of work:
·Engineering, Procurement and Construction (EPC): In this type of projects contractor
is responsible for design (Engineering), procurement and Construction.
·Procurement and Construction (PC): In this type of projects contractor is responsible
for procurement and construction. Other company or client provides engineering.
·Construction: In this type of project contractor is responsible for construction.
Design and Material is the responsibility of client.
Descon executes projects of all disciplines i.e., Civil, Mechanical, Electrical,
Instrumentation. It also carries out manufacturing of plant and equipment to serve
major sectors of the economy
13.4.1.1 Work Break Down Structure (WBS)

Break down of project into small work packages is called Work Breakdown
Structure. It is very important to break down project into smaller work
packages for effective project planning
planning and control. Following WBS is used in
Descon Engineering Ltd.

1 Project

1.1 Construction

1.1.1 Discipline

1.1.1.1 Zone/Area

1.1.1.1.1 Cost Center / Activity

For details please refer Section 2.1.1 of this manual

13.4.1.2 Organization Break Down Structure (OBS)

Complete organization is required to plan, execute and control a project. A

project team is organized with defined responsibilities at each level.
Following typical Organization is used in Descon Engineering Ltd.
1 Site Manager

1.1 Construction Manager

1.1.1 Discipline In-Charge

1.1.1.1 Discipline Supervisor

1.1.1.1.1 Cost Center / Activity

13.4.1.3 Mapping of WBS on OBS

Mapping of WBS on OBS is a process of forming “Work Packages” for each

chain of command in an organization for the successful achievement of goals.
At Descon projects WBS are mapped with OBS as follow:
WBS OBS

Project Site Manager

Construction Construction Manager
Discipline Discipline In-charge
Zone/Area Discipline Engineer
Cost Center/Activity Discipline Supervisor
For detail please review Section 2.1.3 of this manual.

13.4.1.4 Levels of Planning

Planning is carried at various levels depending upon the levels of details

presented. (For details pl. refer to Section 2.3 of this manual)
13.4.1.4.1 Level-1 Planning

This is basic contractual plan that defines start and end dates for each of the
major activities like design, procurement and construction.
For reference please see Attachment 2.7

13.4.1.4.2 Level-2 Planning

In this level the discipline-wise schedule for each of the above major activities
is prepared. For example schedule of Civil, mechanical and E&I construction
activities is separately defined.
For reference please see Attachment 2.8
13.4.1.4.3 Level 3 Planning

In this level, the level-2 plan is broken down into various Zones/Areas. The
activities of Level – 2 plan is further divided into smaller (up-to Cost Center
Level) and schedule of each cost center is provided. For example Mechanical
discipline is further broken down to rotary equipment, stationary equipment,
CS piping fabrication etc.
For reference please see Attachment 2.9
13.4.1.4.4 Level 4 Planning

This plan is prepared at site. In this plan the activities of Level-3 are broken
down to drawing/Isometric level. In Descon working this exercise is done at
supervisor level.
For detail please review section 2.3

13.5. Project Resource Planning

13.5.1 Direct Costs

13.5.1.1 Direct Material

In WINBID material packages are defined in Rule Bank for each cost center.
Standard quantity of each item required per unit of cost center output is given.
Material requirement is the product of quantity of cost center, standard
requirement and price. Quantity of each material is grossed up for all the cost
centers. Most important element is proper estimate of cost of each material
keeping in view the project life, economic environment etc.
13.5.1.2 Direct Labour

Like material, crew packages are also defined in WINBID. Craft wise
Standard Man Hours (SMH) are given in the database for unit output of each
cost center. It can be adjusted according to site requirement. Standard rate per
man-hour is also available in database. Craft wise man-hours requirement is
calculated for each item of BOQ with respect to relevant cost centers. Cost of
Direct Labour is product of craft wise total man-hours and standard rates.
13.5.1.3 Consumables

Standard requirements per unit of output of each cost center are given in
WINBID database. System calculates total requirement for BOQ for each cost
center. For budget purpose it consolidates each item of material with its total
cost.
13.5.1.4 Equipment and Plant

Standard Equipment and Plant requirement is given in database. On command

the system works out total E&P requirements. Choice is available to use
existing company owned equipment, or equipment to be fresh purchased or
rented from outside. The rental charge rate however in all cases remains the
same and calculated by multiplying rate into months of deployment. Whether
deploying own equipment or utilizing outside rental POL requirement is
calculated by the system on the basis of standard consumption provided to the
system. In case of own equipment the system picks up depreciation for certain
category, lease rental for own equipment under financial lease and no charge
in case of equipment with zero book value.

13.5.2 Indirect Cost

The WINBID programme has asset of rule banks that identify all indirect costs
identified as:

• Construction Overhead

• Site Facilities

• Supervision

• Other Overheads
13.5.3 Consolidation of Direct and Indirect costs into billable BOQ’s

WINBID has the provision to consolidate all costs in a “map able” linkage between
billable revenue basis (BOQ’s) with cost centers. This is a pivotal capability for
identifying source of “run away costs” for the site management and to take swift
measures to remedy the cause(s).
This mapped cost report is also used to compare Company’s standard cost centers for
their efficiency from project to project.

13.6. Execution
For detail account of activities at this stage of project please refer to other relevant
sections of this Chapter

13.8.3.3 Sub Contracting Cost

Sub Contracting Cost is recorded in Project Accounting Module using Sub

Contractor option. Cost should be compared with sub contracting contract.
13.8.3.4 Consumable

Store Keeper records cost on SIR (Store Issue Requisition) in Project

Accounting Module. Material Price is responsibility of Commercial and usage
is responsibility of site Manager.
13.8.3.5 Equipment and Plant Cost

Equipment and Plant utilization is entered in GDES system. System calculates

cost center cost using predefined internal and external rentals. Other cost is
recorded in Project Accounting Module using equipment cost center field.
13.8.3.6 Indirect Cost

Indirect Cost is recorded in relevant cost centers in Project Accounting

Module.
13.8.3.7 Site Facilities

Cost is recorded in Project Accounting Module using different options like

material issuance, Sub-Contractors invoices, Miscellaneous Cost.

13.8.3.8 Construction Overheads

Construction Overheads are recorded as Indirect Cost using different options

in Project Accounting Module.
13.8.3.9 Supervision

Supervision cost is recorded in payroll and transferred to Project Accounting

Module through miscellaneous cost entry.

13.9. Profitability Analysis

Basic profitability analysis should be carried out in Project Analytical Study. Information is
fed into this statement against comparative figures from budget. The latest forecast for the
next month and “balance cost to complete” is estimated by the Planning and FEDC Manager
using information in the Cost Center wise report based on previous cost trends.
The “year to date” and “project to date” actual costs are imported through ACCPAC financial
system. Financial Controller of the Project is responsible for timely issuance of for this
report.
It is essential to calculate balance cost to complete at each reporting period with maximum
possible care keeping in view prevailing and upcoming conditions. Project Cost to date plus
balance cost to complete provides fare idea about fate of the project at close.

13.10. Cash Flow Analysis

Timely availability of “working capital” is essential for executing a project in the most
efficient manner. Major contributor to “liquidity crunch” is the inability of the Project to
generating invoices of the value as forecasted if not better. Invariably the so called “fixed
costs” are a function of time and any such cost if having not contributed to revenue
generating capability puts the project into a vicious circle.
The purpose of Cash Flow Analysis is to identify such elements as invoice generation and
follow-up, control on WIP, inventory aging, controlling payables, etc.
Monthly projections are developed for inflow and outflow with respect t o each activity as per
Attachment – 13.2

Cash flow is considered a major yardstick of success (or failure) of any venture. An Income
Statement may include accountants estimate of revenue and cost but for cash flow one has to
reconcile cash balance at the end of each period. And therefore focus on cash flow warrants
good health of a project.

13.11. KEY PERFORMANCE INDICATORS (KPI)

The KPI’s are intended to facilitate higher management in getting awareness about a
businesses health in a brief and short form.

A popular method for measuring health is through “Ratio Analysis”.

Some of the relevant (but certainly not exhaustive) are stated here under. It is the site
management’s prerogative to select any one of these but a Company wide standardized
format has a greater value for bench marking.

Material Margin/ = (Revenue – Direct Material Cost)

MH ----------------------------------------
Direct Manpower SMH’s

Contribution Margin/ MH = Revenue – Variable Cost

--------------------------------
MH

Average Cost / MH = (Total Salary+ MOB Cost + Camp /Catering) / MH

SOT = SOT
-----------
Direct Salary

Equipment Turnover = Revenue

---------------
Equipment Rental

MATERIAL

Cost at Completion based upon budget allowance Vs Actual Trend

Budget Allowance Vs Actual Trend A X1

(BA) (A) ----- --------------
BA Progress %

Direct
No of Indents, Planned Vs Actual
Indirect
Direct
No Of Emergency Indents
Indirect

CHAP
CHAPTE
TER
R – 16 Atta
Attach
chme
ment
ntss

1) Weekly Project Performance Report Attachment 16.1

2) GuideLines for preparing Weekly Project Performance Report Attachment 16.2

CHAP
CHAPTE
TER
R – 17
Demobilization
As specific project target tasks begin to reach completion, demobilization of
resources comprising of manpower, equipment, and site facilities is started in
a phased manner. Shifting of resources from one work location to another
needs analytical review of project progress and the responsibility lies with Sit e
Manager who develops demobilization strategy with assistance of Planning
and FEDC Manager. A Demobilization schedule is prepared for all the
demobilization activities. This is based on demobilizing resources from site in
a manner that progress is not affected and unnecessary costs are avoided.

17.1 Human Resources

The Planning and FEDC Manager draws up the plan for demobilization for all
Human Resources in consultation with the Discipline Incharges. This is then
submitted to the Site Manager for approval. The plan for demobilization of
workers shall be provided to I/C PP&A while the one for supervisory staff
shall be sent to Head HRD at HO and the BA head. Project Performance
appraisals shall be filled out for all staff before they are demobilized.
I/C PP&A shall look after the arrangements for the demobilization of all the
workers. Head HRD at HO in consultation with the BA head shall issue
transfer or release orders for supervisory
s upervisory staff
For further details please refer to the following documents
HRD/SOP-01 Human Resource Planning

17.2 Equipment and Plant

After sufficient progress has been achieved Planning and FEDC manager shall
draw up a plan for demobilization of equipment. This will be discussed with
the discipline incharges and finalized with the Site Manager. The release of
equipment is discussed with the BA Head and also intimated to Head Office
to determine, if it can be utilized elsewhere. While planning release of
equipment, rental equipment is to be released earlier than Descon owned
equipment. The finalized schedule is communicated to the I/C E&P at site to
make the equipment ready for return/shipment as the case may be.

17.3 Project Site Facilities

The demobilization plan for temporary site facilities and the camp shall be
prepared and implemented by I/C PP&A site after approval of the Site
Manager. The site shall be restored to the condition agreed with the client in
the contract document.

17.4 Dispatch
Before dispatch from site a person authorized by the Site Manger for this
purpose inspects all items that have been demobilized and are to be dispatched
dispatched
to another site. He ensures that the condition of the goods is recorded and that
the item being dispatched is properly protected and secured for transportation.
For further details please refer to PC/SOP-04 Project winding up and
demobilization.

CHAPTER – 18

Project Closeout
At the completion of the project a detailed close out report is prepared. This
report is meant to serve the following purposes.

• Consolidating all the project performance parameters in one report.

• Having details available for reference in preparation of subsequent

proposals.

• Updating estimation norms.

• Comparing performance of similar projects.

The Planning and FEDC Manager has the responsibility of preparing the
report and keeping this in view he ensures that the relevant data is maintained
and readily available for inclusion in the report. Salient items in the report are
listed below:
Project Organization, initial and at peak Charts
Project master schedule, plan vs actual bar chart P3
Progress curves for main activities P3
B.O.Q. original and final
Direct Manpower Histogram, planned and actual P3
CCTR wise direct material consumed ACCPAC
CCTR wise consumables consumed ACCPAC
List of method statements prepared at site
Details of site facilities established
List of subcontractors
Copies of sub-contracts
WPS ITS
List of welders with productivity and repair rate ITS
Total weld inches
List of vendors with specialization
MRP
Major tools and plant deployed
Rental Rates
CCTR wise budgeted and actual machine months

Craft wise average rate per man-hour

CCTR wise cost vs. revenue
Final analytical study
Final cash flow curve
Project cost analysis report
Direct vs. indirect ratio
Major achievements
Major bottlenecks

Recommendations for future similar projects

Detailed table of contents of the report showing the source of information is

available as PC/Annex 1 with PC/SOP-04

Copies of the report are prepared for the BA office and for PMS

CHAPTER – 19

Project Review and Feedback

The success of an organization is very much dependent on its capacity to
utilize the lessons learnt on the completed and ongoing projects in being better
prepared for taking on future projects. In Descon the system followed is based
on analyzing the weekly and monthly performance of each project and using
this information to evaluate all similar projects as well as in preparing bids for
upcoming projects. At the closeout of the project a detailed close out report is
prepared. This is then analyzed by the Project Management Systems
department and recommendations are made for updating the estimation norms
used by Proposals.

19.1 Evaluation of Project Performance

The weekly Project Performance Reports received from all the projects are
reviewed in detail by the PMS department. In case the causes of variances
observed from the budgeted resource utilization are not explained then queries
are sent out by PMS to the Site Managers for elaboration. These reasons are
recorded for the project and if there is need for correction in the proposal
preparation process these are communicated to Proposal Department.

19.2 Sharing information company wide

Information received from project sites is made available on intranet (e-
Library) for the benefit of all the user departments. The following is kept
updated by PMS for each project on the net.
Executive Summary Monthly
Manhour Analysis Report Monthly
Manpower Strength Report Monthly
Monthly Progress S-Curve Monthly
Weekly Progress S-Curve Weekly
Equipment Rental Monthly
Cash Flow Curve Monthly
Revenue vs Cost S Curve Monthly

19.3 Analysis of Project Close Out report

The close out report prepared at the end of the project described in chapter 19
is provided to PMS for review. During this review the following are
thoroughly analyzed.

• Man-hours per unit for the main cost centers.

• Direct Material consumption.

Chapter Attachment Description Reference

Monitoring of 10.1 Process flow
Progress 10.2 Project top sheet Overall
10.3 Project top sheet Discipline wise
10.4 Manhour analysis report
10.5 Consumable analysis report
10.6 Monthly manpower Histogram
10.7 Crew Composition
10.8 Daily Diary
10.9 Bottlenecks report
10.10 Latest Finish Plan

Construction
works 11.1 List of quality documents

Handling of Extra
Work 12.1 Extra work Form
12.2 Extra Work Register
12.3 Flow diagram for handling of Extra Work

Cost controlling 0
13.1 Cost Accumulation Flow Chart
13.2 Rolling Cash Flow / Forecast

Feedback to Client 14.1 Sample of daily progress report

Invoicing Client 0

Feedback to BA and PMS Sample of daily progress report 14.1

Daily Diary 10.8
16.1 Format of weekly Project Performance Report
Guidelines for preparation of Weekly
16.2 Report

Demobilization 0

Project Close out 0

Project Feedback 0

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