Project Controls System Manual

Capital Projects
Project Controls

PROJECT CONTROLS SYSTEM

PROJECT CONTROLS SYSTEM MANUAL

VERSION CONTROL HISTORY

Revision Description of Change Changed by:
NO Date

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Corporate & Regional Signatories

Position/Project Document
Name (Region or Site) Date
Role Sign-off

Senior Vice President,

TBD
Capital Projects
yyyy/mm/dd yyyy/mm/dd

Chief Financial Officer,

Mike Dalgliesh
Capital Projects
yyyy/mm/dd yyyy/mm/dd

Senior Director,
Peter Holmes Construction – Capital yyyy/mm/dd yyyy/mm/dd
Projects

Kirk Lundie Director, Capital Projects yyyy/mm/dd yyyy/mm/dd

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TABLE OF CONTENTS

A. PURPOSE, SCOPE & OBJECTIVES ................................................................5

1.0 PURPOSE............................................................................................5
1.1 SCOPE & OBJECTIVES ..........................................................................5
1.2 PROJECT CONTROLS PRINCIPLES ..........................................................6
1.3 PROJECT CONTROLS SYSTEM ORGANIZATION .......................................6
B. RESPONSIBILITY .....................................................................................10
2.0 PROJECT CONTROLS ROLES & RESPONSIBILITY (RACI CHART) ..............10
2.1 SUMMARY OBJECTIVES BY PROJECT PHASE..........................................12
C. INPUTS................................................................................................... 14
3.0 PREREQUISITES.................................................................................14
D. STANDARD PROCEDURES ........................................................................14
4.0 PROCESS ..........................................................................................14
4.1 PROJECT CONTROLS PROCESS DESCRIPTIONS......................................14
4.2.1 PROJECT CONTROLS PLAN...............................................................14
4.2.2 PROJECT CODING STRUCTURE DESIGN & APPLICATION .....................15
4.2.3 ESTIMATING....................................................................................16
4.2.4 PROJECT PLANNING & SCHEDULING.................................................17
4.2.5 CONTROL BUDGET DEVELOPMENT....................................................18
4.2.6 AFE PROCESS..................................................................................19
4.2.7 COST CONTROL...............................................................................19
4.2.8 PROGRESS MEASUREMENT..............................................................20
4.2.9 CHANGE MANAGEMENT (MOC).........................................................20
4.2.10 FORECASTING...............................................................................21
4.2.11 RISK & ISSUES MANAGEMENT........................................................22
4.2.12 CONTINGENCY ANALYSIS & MANAGEMENT......................................23
4.2.13 PROJECT REPORTING.....................................................................24
4.2.14 BENCHMARKING & ESTIMATE VALIDATION......................................25
4.2.15 PROJECT CONTROLS CONTINUOUS IMPROVEMENT...........................25
E. OUTPUTS ............................................................................................... 26

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TABLE OF CONTENTS - Continued

F. DEFINITIONS / ACRONYMS & TERMINOLOGY..............................................26

5.1 DEFINITIONS......................................................................................26
5.2 ACRONYMS & TERMINOLOGY..............................................................26
G. TOOLKITS................................................................................................ 26

REFERENCES.................................................................................................... 26

APPENDICES.................................................................................................... 27

A. Purpose, Scope & Objectives:

1. Purpose
These minimum standards and procedures have been developed to provide a structured
framework for Project Controls activities that are undertaken in the development and
execution of Capital Projects.

While an EPC/EPCM contractor will be required to prepare detailed procedures for their
own work, this document and set of documents describe the minimum standards for
Project Controls to be used both for EPC/EPCM performed activities and Owner
performed activities.

1.1 Scope & Objectives

The objective of the Barrick Project Controls System Manual is to:

 Ensure a common Project Controls framework is defined and used exists on all Capital
Projects
 Ensure a common Project Coding Structure is used on all projects
 Ensure a method for integrating Cost Estimating, Planning and Scheduling and Risk
Management
 Define the accountabilities for the Barrick Corporate, project teams and the
EPC/ECPM Contractors
 Ensure effective Cost/Schedule Control is done during development and execution
including timely and accurate progressing, reporting, pro-active forecasting and
variance analysis
 Ensure effective interface, oversight and management of Third Party project control
resources
 Maximize project development opportunities by ensuring that all new projects
incorporate lessons learned and benchmarks for past projects
 Ensure that Project Controls processes are aligned to industry best practice and
Barrick Corporate Policies

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1.2 Project Controls Principles

To achieve the defined Project Controls objectives, the following principles have been
established and are to be implemented on all projects. Project Controls will:
a) Provide adequate and competent resources to the project teams
b) Collaborate with the project team to foster commitment and accountability to the cost
and schedule baselines
c) Support project teams in attaining cost and schedule targets
d) Use industry accepted best practices in all elements of Project Controls to:
- Create and maintain realistic cost and schedule baselines
- Ensure that an effective trending and Management of Change (MoC)
process is in place and working
- Regularly report Engineering, Procurement and Construction progress
- Generate realistic monthly forecasts of schedule, cost and cash
requirements
- Identify and facilitate resolution of critical issues and risks
- Produce timely and relevant status reports
- Coordinate with the project teams to ensure that mitigation plans are in
place for project variances
- Apply lessons learned from each project to ensure improvement of the
delivery of future projects and the Project Controls framework to avoid repeating
past issues
- Ensure compliance with Project Controls policies and standards including
the Capital Projects Spending Policy

1.3 Project Controls System Organization

The Barrick Project Controls System covers a policy Statement and Policy Manuals,
Minimum Standards and Procedures and associated toolkits.

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Figure 1 - Project Controls Process

This document addresses the Project Controls system function. Figure 1 illustrates where
the Project Controls system fits in the overall Project Controls process.

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The figure above presents the relationship between the Barrick Project Controls System policies,
Policy Manual, Minimum Standards and Tool Kits (made up of template documents, checklists
and benchmarks).

The scope of each minimum standard and procedure has been considered in the preparation of
this manual to ensure consistency and to prevent overlap of requirements. If any discrepancies,
inconsistencies or suggested improvements need to be identified, they should be brought to the
attention of the Director, Project Controls Group.

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Figure 2 – Project Controls Documentation Structure

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B. Responsibility

Project Controls operates as a service organization to support the effective development

and execution of projects with respect to all aspects of Planning, Scheduling, Estimating,
Cost Control and Reporting. The focus of Project Control’s will be to seek team alignment
and buy-in to these project schedule and cost baselines and then measure and report
status against the baselines. Specific emphasis will be placed on the Management of
Change Process (MoC) to ensure the early identification of changes and deviations to the
plans, and ensure their impact is recognized and mitigation plans are put in place.

2. Project Controls Roles and Responsibilities

The following “RACI” Chart will provide a high level description of the various roles and
their corresponding relationship in completing key Project Controls deliverables.

Project Controls activities are aligned in the following areas:

1. Project Controls Plan

2. Estimating
3. Cost Control
4. Planning, Scheduling and Progress Measurement
5. Management of Change
6. Risk and Issues Management
7. Project Reporting
8. Project Controls Continuous Improvement and Benchmarking

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Figure 3 – RACI Chart – Kirk to Validate & Finalize RACI Chart

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2.1 Summary Objectives of Project Controls by Project Phase

The role of Project Controls varies through the project lifecycle. In the Study phase of the
project the majority of Project Controls’ effort revolves around set-up activities, establishing
the cost estimate, control budget and baseline schedule as well as the plans to manage
the cost and schedule in the execution phase.

In the execution phase of the project the majority of the Project Controls efforts focuses on
Cost, Schedule, Scope and Risk Management and effective reporting of project progress
and variances.

In the Operations phase of the project the Project Controls effort focuses on the close-out
of the project, identification of lessons learned as well as the collection and historical
benchmarking data to be used for future projects.

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C. Inputs
 Approved Feasibility Study with defined project objectives.
 Approved PEP with established project baseline – Scope, Budget, Schedule,
Technical.
 Responsibility Assignment.

3. Prerequisites
For Project Controls System Manual process prerequisites, they are the same as Inputs
identified in item C (above).

D. Standard Procedures

4. Process

4.1 Project Controls Process Descriptions

4.2.1 Project Controls Plan

a) Background
The Project Controls Plan (PCP) is an integral part of the set-up of the Project Controls
organization on a project. It is an effective tool that can be used to align the Project
Controls team with the project/construction management groups as well as the various
EPC/EPCM contractors. A PCP will vary in complexity from project-to-project, depending
on the nature of each project, however, it will establish the systems, procedures, tools, and
reports that will be used to control the project and is an essential part of the overall
execution planning effort.

b) Minimum Standards
The minimum standard for the Project Controls Plan is as follows:

 It shall be developed during the pre-feasibility and feasibility phases

 The Project Controls Plan will be part of the Project Execution Plan
 It shall be developed by the Owners team with input from the Corporate Project
Controls and Construction teams and the EPC/EPCM contractors
 It shall cover the following topic areas:

- Roles and Responsibilities

- Project Specific WBS and Expenditure Types (If necessary)
- Project Specific AFE and Work Package Listing
- Cost and Schedule Control Practices (resources, work hours, progress,
productivity, cost & schedule monitoring, milestone tracking, quantity tracking, etc.)
- Management of Change (responsibilities, estimating, processing and logging)
- Monthly and Periodic Reporting

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- Cost Stewardship Programs

- Project System used and interfaces with EPCM and Corporate systems such as
Oracle, Primavera, etc.
- Contingency Management practices

4.2.2 Project Coding Structure Design and Application

a) Background
The project structure is a master project code which provides a common language for the
life of the project. It is the mechanism used to sub-divide project scope into manageable
pieces to allow effective management. This provides a basis for preparation and
maintenance of the project Scope of Work (SOW), the cost and schedule baselines and
facilitates and supports Scheduling, Cost Control, Progressing and the Management of
Change processes. The following unique coding areas make-up the project structure:

 WBS – Represents the physical separation and the distinction by process and systems
found in Barrick’s projects.
 Expenditure Type – The Type of work that is required to construct a Mining or Metals
related facility. This code is a mixture of a discipline code (Civil, Concrete, Mechanical
etc.) and a cost type (Materials, Labour, Sub-contract, etc.).
 Work Package – A logical grouping of scope (WBS and Expenditure Types) which will
reflect the Project Team’s view of the most effective utilization of available contracting
resources. These work packages can be grouped by Discipline, Structure, Geographic
Area or System and are aligned to the contracting strategies located in the PEP.
 AFE – A logical grouping of the Scope of Work (SOW) required to be authorized prior
to a commitment being placed. In most cases the AFE and work package will be quite
similar in their alignment.
 Budget Owner – The person on the project team responsible for the scope, cost,
schedule and overall performance of the particular Scope of Work. With the exception
of Project Management and Owners Costs there will be only one owner per AFE or
Work Package.

b) Minimum Standards
The Project Coding Structure minimum standard sets out the usage of and level of details
required in the application of project coding on the projects. The minimum standards
required are as follows:

 The Work Breakdown (WBS), expenditure type, Authorization for Expenditure (AFE) and
Work Package will be used on all Barrick Projects.

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 The WBS and expenditure type dictionary will be used on all projects. Any
changes/modifications required will be sent for approval to the Corporate project
estimating group.
 Work Package and AFE listings will be generated in the Feasibility Engineering phase and
will be maintained throughout the duration of the project. Changes to these assignments
can be approved through an approved trend.
 The standard WBS coding down to Level 3 shall be used on all projects.

4.2.3 Estimating

a) Background
The estimating methodology changes through the lifecycle of the project with the amount
of detail (scope and execution planning) that is available. Based on this, certain ranges of
accuracy are used based on the relevant quality of the estimate and the corresponding
stage gate. The following table defines the estimate classes which are used on all Barrick
Projects:

Figure 4 – Class of Estimate

b) Minimum Standards
These minimum standards for estimating apply to Studies include scoping, pre-feasibility
and feasibility phases of major projects as defined in the Barrick Development Systems
(BDS). The minimum standard applies to the achievement of:

 The definition of deliverables required to support the Capital and Operating cost
estimates as per Doc XXXXXX will be used
 An Estimate production plan and estimate basis will be used on all projects

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 A basis for all equipment and material costs, construction and indirect construction
rates, and provisions.
 Defendable estimates of capital and operating cost will be produced supported by
relevant benchmarks
 PRISM Project Manager system will be used on all projects to consolidate and report
the project estimate

4.2.4 Project Planning and Scheduling

a) Background
Project Planning is defined as the development of plans and schedules to enable the
project team to effectively manage the project. The project plan is developed and built
upon through the duration of the project, starting a milestone listing leading to a detailed
critical path schedule. The following table provides a high level overview of the levels of
schedule and their purpose:

Figure 5 – Levels of Schedule Overview

b) Minimum Standards
The following define the minimum standard for planning and scheduling:

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 A schedule is required at the end of each stage gate. The level of detail will depend on
the stage of the project and shall be as follows:

Figure 6 – Levels of Schedule Detail

 The Project Execution Plan (PEP) will be used as the basis for the development of the
baseline schedule. Once the schedule is set as a baseline, future revisions can be
compared back to the original baseline.
 A Schedule Basis will be produced at the end of each phase with the corresponding
level of detail, see above.
 Level 1 to 3 schedules will be updated on a monthly basis with revised forecast dates.
 Level 4 schedules will be updated weekly or bi-weekly depending on the scope and
contract time span.
 The Project Baseline Schedules will be used as a reference schedule for performance
assessment and variance analysis.
 A narrative on the performance of the critical path and near critical path activities will
be completed monthly.
 The Level 3 schedule will be aligned to the Barrick WBS and work package listing as
defined in the PEP.

4.2.5 Control Budget Development

a) Background
Once the estimating process is complete a very detailed Estimate is produced. This
estimate forms the basis for control and benchmarking. The Estimate that is created is
based on the physical areas of the facility (WBS) and the various types or disciplines of the
work (Expenditure Type). To enable control of the Estimate, the detailed Estimate needs to
be recast into a control Estimate which is aligned to the overall execution strategy of the
project.

b) Minimum Standards
The following define the minimum standard for the development of the control budget:

 The control Estimate must be aligned to the WBS and expenditure types

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 The Estimate must be broken-out by AFE, Work Package and Package Owner.
 The control Estimate must be aligned to the Project Execution Plan, specifically the
contracting and procurement strategy.
 The control Estimate detail must aligned to the contract type, i.e. for lump-sum work
the level of detail will change.
 The control Estimate must be aligned to the PEP and the project schedule to facilitate
cost flow forecasting and earned value.

4.2.6 AFE Process

a) Background
Once the control Estimate(s) have been established the process of committing work for
equipment, materials and various services can begin. In order to ensure that sufficient
oversight is provided on all commitments, a commitment authorization process is used.
This commitment authorization process is the Authorization for Expenditure (AFE)
Process.

b) Minimum Standards
The minimum standards of the AFE process are as follows:

 AFE are to be used on all commitments related to Capital Projects

 That the spending policies are properly applied on projects, including joint venture
arrangements.
 Proper approvals are in place prior to the commitment of funds
 Approvers are aware of their authority and exercise it appropriately, including the
delegation of that authority.

4.2.7 Cost Control

a) Background
The Cost Control process supports the project team by providing a mechanism that
creates a culture for a proactive style of cost awareness. This is done by reporting the cost
performance, commitments, incurred cost, trends/changes and contractor
performance/progress against the various elements of the project. This process enables
the generation of the Forecast and subsequent variance analysis.

To support a proactive style of cost management; committed and incurred costs will be
continuously compared to the current approved control Estimate. There will be less
reliance on invoice and booked costs as it is a lagging indicator and cannot be directly
related to project performance due to time lag in preparation approvals and payment.

b) Minimum Standards
 Approved AFE’s, Committed and Incurred costs shall be reported on all projects.
 Ensure that commitments are within the approved Forecast and to capture variances
when they are not

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 Provide management with an early indication if additional project funding is required

 Contractor progress shall be understood and used in the development of the incurred
cost
 Manage incurred cost to-date versus approved fiscal budgets
 Cost Flows will be updated monthly
 Total Project Forecasts will be updated monthly complete with variance analysis
 Make visible all project allowances and report on their usage

4.2.8 Progress Measurement

a) Background
Progress Measurement is the measurement of the current amount of work completed for
the purposes of assessing progress on the project or contract. (AACE). Calculating
progress both of the engineering and field construction progress is a vital part of
determining the health of the project as well as developing realistic cost and schedule
forecasts.

b) Minimum Standards
 Progressing methodologies must be selected from industry standard reference sources
(e.g. AACE, PMI or CII)
 Subjective or expert judgement will be avoided in favour of actual quantities installed
and progress against pre-agreed incremental milestones
 A detailed progress management procedure for engineering, procurement, fabrication
and construction activities will be established for each project.
 Progress will be reported bi-weekly or monthly against the Discipline, Work Packages
and applicable WBS and Expenditure types as applicable for the type of work.
 Non-progressable man-hours such as mobilization, project management and
supervision and rework will not be included in the percent complete calculations.
 Percent complete will be completed against the forecasted values (quantity or hours)
and not on the budgeted hours.
 Percent complete cannot exceed 100%, it must be calculated against the forecasted
values.
 Productivity will be calculated based on earned over actual man-hours expended. This
will be graphed over time and reported bi-weekly or monthly depending on the project.

4.2.9 Change Management (MoC)

a) Background
Management of Change is the identification, analysis and approval of changes to project
cost and schedule, both in-scope and out-of-scope, from approved cost and schedule
baselines.

The Management of Change process is vital to the successful execution of projects as it

provides:

 Timely information for project cost and schedule required for decision making
 Provides a basis for the cost and schedule forecasting activities

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Figure 7 – Change Management (MoC)

b) Minimum Standards
 MoC Meetings will occur on a regular basis and will be chaired by the Project Manager
 Records of all decisions will be filed and kept
 The Forecast can only be changed with an approved MoC item (Scope, Non-
Scope/Trends and Budget Transfer)
 The MoC will be a record of change against the approved project baseline documents;
Project Execution Plan, Studies, Control Budget and Baseline Schedule.
 Statistics will be kept and shared to determine the health of the MoC process, including
the duration of unresolved changes.

4.2.10 Forecasting

a) Background
The control budget will be monitored closely during execution, with a formal Forecast
review held monthly with the project team. To ensure the Forecast reflects the true value
of the project, a proactive trending process will be implemented.

One of the most important aspects of project control is the development of variance
analysis and Forecast reconciliation. Every month, a Forecast reconciliation will be done to
compare the current month’s Forecast with the previous month’s Forecast. In conjunction
with a Forecast reconciliation, a variance analysis will be done against the control Estimate
and the baseline Schedule.

b) Minimum Standards

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 The total project Forecast and corresponding incurred cost flow will be updated
monthly
 The Forecast shall not include any pending trends and will be shown as a below the
line entry
 Variance Analysis will be done at the project and package level, with recommendations
for improvement.
 The Forecast must be greater than or equal to all commitments or AFE values
 A Forecast narrative will be completed every month explain the changes, variances
and trends.

4.2.11 Risk and Issues Management

a) Background
Risk Management is the systematic process of identifying, analyzing, and responding to
project risk. It includes maximizing the probability and consequences of positive events
and minimizing the probability and consequence of adverse events to project objectives.
(PMI).

Well executed Risk Management is important because it will increase the probability of
meeting project objectives. Risk Management is being done every day at every level on
the various project teams. Ensuring a sufficient but not suffocating framework for the
management of risk will make it easier and more visible. Critical Issues need to be
illuminated and resolved expeditiously to maintain project objectives.

On most projects periodic risk assessments establish visibility to key risks, their
probabilities and consequences and provide contingency profiles to support contingency
determination.

Risk Assessment Monitoring Periodic Risk

• Identification • Top 10 risks by area Re-Assessment
• Analysis • Monthly • Identification
• Reporting • Analysis
• Reporting

Deliverables Deliverables Deliverables

• Ranked Risks • highest ranked risks managed actively • Ranked Risks
• Contingency Profile • Contingency Profile

Critical Issues Management

Figure 8 – Risk & Issues Management Process
b) Minimum Standards
 A risk register will be completed on the project at the end of the feasibility stage
 The risk register will be updated on a monthly
 The top ten risks will be reported in the Steering Committee presentation

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 The risk register will form the basis for determination of the contingency amount on the
project

4.2.12 Contingency Analysis and Management

a) Background
Contingency is used throughout the life of the project to cover all costs associated with the
defined Scope of Work that, which are determined to be greater than the amounts in the
project control Estimate. Any Forecast which exceeds or under runs the allocated amount
in the control Estimate results in a corresponding reduction or increase in the Contingency
reserve. The Contingency reserve is re-forecasted periodically (at least quarterly or when
any major change has been recorded) to re-assess the adequacy of the amount of
Contingency remaining.

b) Minimum Standards
The following table defines what items can be included in Contingency and which items
cannot:

Figure 9 – Contingency Items vs. Non-Contingency Items

 Contingency cannot be used to cover scope changes. These must be treated as a

new item to the project scope and such require additional project funding.
 The claim on Contingency must be managed according to the established
Management of Change process.

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 Once changes have been approved, the requested Contingency funds can be
transferred to the effected accounts as a budget shift, thus drawing down Contingency
accordingly.
 Contingency usage reports and forecasts must be completed each month.

4.2.13 Project Reporting

a) Background
Effective Project Reporting is required to provide the project team and stakeholders with
current and factual information on performance, schedule, cost, and other key data. These
reports focus on the identification of critical issues impeding the schedule or likely to
increase costs and actions that the team is taking to mitigate the issues.

The objective of the project status reports is to report efficiently and in a timely manner on
the following key concerns:

 Safety statistics and top safety issues

 What major events have taken place this month?
 What major events are planned for next month?
 The scope of the project and any changes that may have occurred since the last
version
 Record any changes to the original budget since the last version
 What is the current Forecast final cost and has there been a change?
 What is the impact on the cost and schedule contingency?
 Is the project on schedule and, if not, what is the remedial action being taken to rectify
the situation?
 What are the critical issues that are impeding progress and/or predicted to cost extra
and what is the mitigation plan to remedy?
 What is the current status of Engineering, Procurement and Construction in relation to
their plans (based on performance, earned value, productivity, etc.)?
 What is the status of the top 5 risk and opportunity items?

b) Minimum Standards
 Monthly reports will be issued by the 15th calendar day of each month
 Flash reports will be issued by the 10th calendar day of each month
 Monthly reports will be issued by the EPCM contractor(s) by the Xth of each month
 Project Specific month-end calendars in line with the overall corporate month-end
calendar will be produced.

4.2.14 Benchmarking and Estimate Validation

a) Background

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An important part of the Project Controls Process is the Project Close-out Phase. The
major elements of this phase are to ensure that Project Controls Lessons Learned and
Benchmarking Data is collected.

The Benchmarking Process revolves around the planning of how to collect benchmarking
data, collecting quantitative, qualitative data as well as any findings around procedural
methods and tools. The collection of this project information allows for the development of
the data to allow for benchmarking and metrics as well as the improvement of methods
and tools.

b) Minimum Standards
 The benchmarking data must be contained in the Project Controls section of the
project close-out report
 Key metrics of man-hours per quantity installed and final installed quantities vs.
estimated quantities must be done
 All Benchmarks must be aligned to the standard WBS

4.2.15 Project Controls Continuous Improvement

To ensure consistency within and between the areas, as well as ongoing incorporation of
best practice, Continuous Improvement assessments will be conducted by the Corporate
Project Controls Team.

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E. Outputs
xxxxxxxxxx

F. Definitions / Acronyms & Terminology

5.1 Definitions

For all definitions, please refer to Project Definitions, document # CP.PC 17.0.

5.2 Acronyms & Terminology

AACE – Association for the Advancement of Cost Engineering

AFE – Approvel for Expenditure
BDS – Barrick Development System
CII – Construction Industry Institute
CPM – Critical Path Methodology
EPCM – Engineering, Procurement and Construction Management
MoC – Management of Change
PCP – Project Controls Plan
PEP – Project Execution Plan
PMI – Project Management Institute
RACI – Responsible, Accountable, Consulted, Informed (Chart)
SOW – Statement of Work
WBS – Work Breakdown Structure
G. Toolkits

N/A

REFERENCES

A – Barrick Standard WBS Structure

CP.PC 1.0 – Capital Projects Spending Policy
CP.PC 2.0 – Project Controls System Manual
CP.PC 3.0 – Project Controls Plan Procedure
CP.PC 4.0 – Project Coding Structure Development and Application
CP.PC 5.0 – Estimating Procedure
CP.PC 6.0 – Planning and Scheduling Procedure

Version Draft Rev D5 May 2011 Page 25 of 26

 Project Controls System Manual
Capital Projects
Project Controls
Procedure #: CP.PC 2.0

CP.PC 7.0 – Cost Control Procedure

CP.PC 8.0 – Progress Measurement Procedure

REFERENCES (Continued)

CP.PC 9.0 – Management of Change (MoC) Procedure

CP.PC 10.0 – Forecasting Procedure
CP.PC 11.0 – Risk and Issues Management Procedure
CP.PC 12.0 – EPCM Management and Coordination Procedure
CP.PC 13.0 – Contingency Analysis and Management Procedure
CP.PC 14.0 – Project Monthly Reporting Procedure
CP.PC 15.0 – Benchmarking and Estimate Validation Procedure
CP.PC 16.0 – Continuous Improvement/Assessment Procedure
CP.PC 17.0 – Definitions
CP.PC 18.0 – Toolkits

APPENDICES

Version Draft Rev D5 May 2011 Page 26 of 26