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You are here: Home (/en/) General Procedures (/en/general-procedures.html)
CM-MA-007 Retention of Consultants
CM-PE-902 Procedure for Progress and
Performance Measurement (/general-
Table of Contents
1. Purpose (http://www.red-bag.com/jcms/#1)
2. General (http://www.red-bag.com/jcms/#2)
3. Responsibilities (http://www.red-bag.com/jcms/#3)
4. Procedure (http://www.red-bag.com/jcms/#4)
5. Flowchart (http://www.red-bag.com/jcms/#5)
6. References (http://www.red-bag.com/jcms/#6)
1. Purpose
It is company policy that baseline plans are established for each project, which define
the targets against which project progress and performance is measured and judged.
Changes to the baseline must be well controlled. Project progress and performance
against the baselines must be monitored in a consistent manner throughout the life of
the project.
Li brary
QA Standards
General Procedures
Work Instructions
General Guides
Design Guides
Engineering Guides
The purpose of this procedure is to define the principles to be used in progress and
performance measurement. Specific details are covered elsewhere (see references).
2. General
The procedure applies to engineering progress and performance as well as to
construction. Note that for procurement the manhours are tracked in the engineering
system, while procurement progress (e.g. items purchased and delivered) is tracked in
RMMS and is not covered here.
The application of this standard is mandatory for all projects with more than 20,000
H.O. manhours or 50,000 construction manhours, unless company management
waives this requirement.
2.1 Definitions
Performance: A comparison of actual achievements with the baseline.
Baseline: (for this procedure) The project manhour budgets and schedules (including the
planned progress and manhour expenditure curves) against
which project performance is measured.
Schedule baseline Approved project schedule(s). Note that schedule set-up
and performance is covered in the planning procedures
Budget hours Budget hours are extracted from the project estimate and
should include all development allowances and exclude
contingency. Only direct hours are to be included in
progress calculations.
Scenario (weights): Cumulative budgeted percentages established at each
progress milestone, e.g. issued for comment = 30%.
Earned value (manhours): The budgeted value (in manhours) of completed work.
Percent complete: (at summary
Earned manhours divided by total (current) budget manhours
Efficiency: A comparison of earned and expended manhours. Efficiency
is calculated by dividing earned manhours by expended
manhours. Efficiency is expressed as a percentage (>100%
is good).
Work Breakdown Structure
A standardized breakdown of the project, where all elements
are coded in a hierarchical structure.
Project Execution Control: (PEC) Standard company system that tracks document progress
and calculates summary progress and efficiency.
Construction Performance
Monitoring System (CPMS):
A similar system for construction.

3. Responsibilities
3.1 Individual Responsibilities
A. Project Manager
It is the responsibility of the project manager to ensure that the progress and
performance measurement program is set up and executed in accordance with
this procedure.
It is the responsibility of the project manager to ensure that trends and variances
identified by the progress and performance measurement program are evaluated
General Standards
Design Standards
Cost Codes
PCC introduction
PCC Software
PCC User Manual
ASME B31.3
software (/en/asme-
EN 13480 software
EN 1594 software
PCC fact list
Quick reference
guide (/en/ves-
Design and
and that problems are mitigated through corrective action.
B. Project Engineering Manager (Home Office System)
C. Project Control Manager (Home Office System)
D. Construction Manager (Field System)
It is the responsibility of these managers (B, C and D) to:
Oversee and supervise the implementation of the system.
Review the input to the system and ensure that it properly reflects the status.
Ensure that the results / reports are analyzed for trends.
Provide the project manager with timely and accurate performance data and
analysis, especially for items that are important to the overall project.
Provide recovery planning if important variances are identified.
Ensure that accurate records of project data are maintained.
3.2 General Implementation Responsibilities
Responsibility for detail implementation will be specified in other procedures and work
instructions. In general following applies:
home office progress input: discipline leads and project clerk
home office reports (and co-ordination of set-up): H.O. project control staff
field system input: subcontractors, verified by construction personnel
field system reports (and set-up): field office project control staff.
4. Procedure
4.1 Requirements
Progress and performance must be monitored on a uniform basis using the earned
value method with manhours as a basis. This monitoring takes the form of the following
specific methods:
establishment of a WBS
establishment of budgets and scenarios
establishment of baseline plans
assessment of the value of the work done
assessment of manhours expended
production of reports
analysis and corrective action
incorporation of baseline changes
The following text describes the specific requirements associated with each of the
above mentioned methods.
4.1.1 Establishment of a WBS
The WBS shall be in accordance with company and project guidelines and must cover
the full scope. Very large WBS elements should be avoided, because they limit the
clarity of the reporting. See ref.6.3.
4.1.2 Establishment of Budgets and Scenarios
The total manhour budget must be distributed over the WBS elements to the lowest
level required by the systems (PEC or CPMS).
Heat Exchanger
Flange Calculation
Scenarios for the steps that a deliverable goes through should be based on the latest
company standard or guide or on specific client requirements. If custom scenarios are
created for a project they should generally be as simple as possible.
4.1.3 Establishment of a Baseline Plan
The project can report against one or more of the following:
Preliminary baseline (in case a plan is needed before sufficient information such as
WBS, schedule, etc. is available).
Baseline plan.
Forecast or revised baseline (see below).
Reports should clearly show which of the above is used.
As early as possible, the baseline plan (in the form of S-curves) must be developed on
the basis of the WBS, the budgets and approved schedules. Integrated baseline
(original) plans must be made for manhours (or staffing) and for progress; the only
difference between the two is the (assumed) efficiency variance over time.
If a new baseline plan for the project is required it shall be called XXX forecast where
XXX represents the month / year (e.g. April 2000) that the new forecast was
implemented. Such a revision may for instance be necessary near the end of the
design period, to produce a realistic construction plan based on the real scope.
Another instance could be if major change orders have significantly impacted the
manhours and/or schedule.
4.1.4 Assessment of the Value of Work Done
Work done is to be entered in the progress system at the detail level. This can be as
items or quantity completed or as a progress step in a scenario.
For smaller tasks (low number of manhours) no credit should be taken until a scenario
step is fully completed and the full percentage for the scenario can be applied. This
method generally applies to all subcontracted construction.
Intermediate credit between scenario steps should be applied in case not doing so
would result in significant inaccuracy.
4.1.5 Assessment of Manhours Expended
Only manhours directly associated with the production of the deliverable should be
included. General, indirect and (H.O.) follow-up manhours should be booked to
separate WBS codes and should not be used in progress calculations.
4.1.6 Production of Reports
A proper system (preferably computerized) must be used to collect all data and
perform all calculations. Currently the PEC system is the standard system used for
engineering and CPMS for construction. Reports from these systems should be made
available to all parties involved and to all that need to know.
The reporting should cover the full range from report by deliverable to a one page
summary. Especially the high level summaries must be easy to understand by people
who do not regularly work with the system, such as clients. It is not required that
summaries and graphs are part of the underlying automated system.
Frequency of reporting will be as defined in other procedures or in the PPEM.
Generally the H.O. will be on a monthly and construction on a weekly update cycle.
Full status reporting for both will be monthly in accordance with the project calendar.
Progress, efficiency and manhours expended must be plotted on graphs against the
baseline plan and/or forecast. The number and format of graphs should follow project or
company guidelines.
If an overall project progress percentage is to be reported, the following weighting will
be used, unless the client requires different weighting:
engineering 35%, construction 65% (preferred) or
engineering 25%, procurement 30%,construction 45% (alternate).
4.1.7 Analysis and Corrective Action
Using (preliminary) reports, the data will be analyzed for:
A. Inaccuracies in progress or manhour input;
If inaccuracies are found this may result in corrections to the input and rerunning the
reports or this may result in a manual correction to the summary reports only. Such
manual corrections shall be recorded in an auditable way (including reason), signed off
by the project (control) manager and filed with the record copy of the reports.
B. Performance trends and problems;
All significant or undesirable trends shall be brought immediately to the attention of the
project manager, who will decide if action needs to be taken. Negative trends in
efficiency at the discipline level should always be subject to a thorough review because
they are often the result of structural problems.
4.1.8 Incorporation of Baseline Changes
All changes to the project manhours that have been fully agreed (e.g. change orders
approved by the client) must be immediately (monthly) incorporated in the overall
(summary) reports. The decision when to incorporate these changes at the lower levels
of the system may be based on practical considerations by the project (control)
4.2 Procedure for Set-up
During system set-up the following elements must be defined and included in the
monitoring system by the people responsible (mostly project controls):
manhour budget and detailed distribution over the WBS elements
progress assessment scenarios
planned progress S-curves
Refer also to section 5 flowchart.
4.3 Procedure for Running the System
Running the system consists of:
Assess the work done (quantity or percent). For engineering the disciplines
themselves provide most of this input and in construction the subcontractors
(verified by field supervisors and/or project controls)
Obtain the expended manhours.
Run the system and produce trial reports.
The trial reports will be reviewed by all responsible parties and corrections will be made
as necessary (see also 4.1.7.A)
The reports will be carefully analyzed for possible trends and problems (by all) and
where appropriate, corrective action will be initiated (project managers responsibility).
Refer also to section 5 flowchart.
5. Flowchart
6. References
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Document Number Title Level
6.1 CM-PE-920 Procedure for Project Execution control (PEC) 2
6.2 BN-W-UC002 Work Instruction for Construction Performance
6.3 CM-PE-921 Procedure for Project Work Breakdown Structure
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