84501-9200-9L-007 Rev-2 Contractor Progress Measurement Requirements

CONOCO INDONESIA INC. LTD.
PROJECTS DEPARTMENT

SPECIFICATION

TITLE DOCUMENT NUMBER REV DATE PAGE
CONTRACTOR PROGRESS
MEASUREMENT REQUIREMENTS
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PROJECTS DEPARTMENT

SPECIFICATION

CONTRACTOR PROGRESS
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TABLE OF CONTENTS

1. PURPOSE.............................................................................................................. 4
2. SCOPE................................................................................................................... 4
3. RESPONSIBILITY.................................................................................................. 4
4. DEFINITIONS......................................................................................................... 4
5. REFERENCES ....................................................................................................... 6
6. GENERAL .............................................................................................................. 6
7. PROCEDURES ...................................................................................................... 7
8. REPORT CONTENT & TIMING ........................................................................... 12
9. ALTERATIONS .................................................................................................... 18
ATTACHMENT 1:
EXAMPLE OF PROGRESS CREDIT CHAIN PRINCIPLES (3 PAGES) ............ 19
ATTACHMENT 2:
EXAMPLE OF PROGRESS TABLES, MANPOWER CURVES AND CHARTS.. 22


PROJECTS DEPARTMENT

SPECIFICATION

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1. PURPOSE
The purpose of this Specification is to:

Set out the principles and requirements of progress measurement to be
complied with by all contractors involved with EPCI Projects.
Ensure a standardized approach to progress measurement, reporting, and
related activities by ALL contractors involved in the EPCI Projects.
2. SCOPE
2.1 This procedure applies to ALL progress measurement, reporting, and related
activities by contractors involved with EPCI Projects.
3. RESPONSIBILITY
3.1 EPCI contractor shall comply with this procedure, which shall be issued on
contract approval as a procedure. EPCI Project Manager is responsible for
ensuring such compliance and EPCI contractor shall ensure that its own project-
specific procedures incorporate all relevant aspects of, and are fully consistent
with, the contents of this document.
4. DEFINITIONS
4.1 PMT Conoco Indonesia Inc. Ltd.s (Companys) Project Management Team
4.2 WBS - Work Breakdown Structure: A hierarchical code structure used to identify
all elements of work performed under each contract. This structure will allow for
identification of work elements at the lowest level (individual tasks or
deliverables) and provide a means for roll-up to all higher levels of progress.
4.3 Progress Plans: Plans developed and used by each contractor to forecast
incremental and cumulative progress for its portion of the project. These plans
are derived from each contractors resource loaded detailed schedules.
4.4 Actual Progress: A term used to describe the proportion of the contract scope
that has been completed, and has been assessed in a logical, consistent and
objective manner. The actual progress is presented in terms of a percentage of
total scope for the entire contract, subcontract (or major work portion), phase,
discipline and work product.
4.5 Progress System: A term used to describe the system used by each contractor to
develop the total scope progress measurement baseline of each contract,
subcontract, phase, discipline and work product, and calculate actual progress

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earned as a percentage of the total scope baseline of each contract, subcontract,
phase, discipline and work product.
4.6 All progress calculations shall be performed from a single primary application
database. The system description also refers to the supporting tools used to
develop and maintain the primary system (e.g., spreadsheets, subcontractor
reports, etc.)
4.7 Earned: A term used to describe work accomplished. The total work is
denominated in terms of uniform work content units (generally manhours). There
shall be consistent logic between the various activities (i.e., a manhour should be
a consistent and uniform quantity). For progress purposes, earned progress
equals the value assigned in the contractors accepted baseline detailed
estimate. Examples:

4.8
The estimate contains ten (10) manhours to fabricate a spool: when this
spool is 100% fabricated the earned hours are equal to ten (10).
The estimate contains twenty (20) hours for a design drawing: when the
drawing has been completed it has earned twenty (20) manhours.
Equivalent Manpower: When planning manpower required for the project, the
scheduling software supplies man-hours to be used during each specified period
(day, week or month). To define the number of people required to accomplish the
work, the planned manhours for the particular period is divided by the planned
work schedule hours, per person, for the same period (e.g., 40 hours or 50 hours
to be worked per week). The result of this calculation is called equivalent
manpower. Earned and actual equivalent manpower is calculated by dividing
the amount of hours earned, or expended (relatively) by the planned work hours,
per person for the same period. Therefore there will always be a direct
relationship between planned effort and expended effort.
4.9 Labor Productivity:A term used to describe how the comparison between the
number of actual expended direct hours it takes to perform work, or portions of
work, as compared to what the estimate had allocated for the same work, or
portions of work. The formula used for the project is actual expended hours
divided by earned hours (i.e., a good productivity is below one (1) and the higher
the factor, the worse the productivity). This productivity rating is a major
contributor to determining real manpower requirements for schedule trending and
forecasting. The worse the productivity factor is proving to be, directly relates to
more manpower required than planned (as compared to the original estimate) to
maintain schedule.
4.10 Progress Credit Chain Milestones: A integral part of the progress system that
assigns progress weightings to key stages or steps to each and every deliverable
(e.g., drawing, purchase order, spool, etc.). The progress percentage allocated
to a particular stage or step is only earned when that stage/step is fully complete.

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Partial percentage claim for an individual stage or step is not allowed. See
Attachment 1 for format examples.
4.11 Weighting: A term used to describe the overall contract progress value of
separate deliverables or elements of the scope and each stage of the deliverable
or element as in relation to the total contract. The primary method of weighting for
the contract will be by estimated man hours per deliverable, per discipline, and
per subcontract. The weightings for the major phases of the contract (e.g.,
engineering, procurement and construction/installation) will be dictated by each
contracts particular circumstances.
4.12 Work Products: A term used to describe physical quantities of work planned and
accomplished by discipline. These include drawings, equipment pieces, tons of
steel, linear meters of pipe, number of pipe spools, linear meters of conduit,
square meters of paint, linear meters of insulation, etc. These work products are
tracked on an ongoing basis as actual installed or completed as compared to
total required per the approved baseline and forecasted plans.
4.13 Phase: A term used to refer to each of the major stages of the contract. These
phases include Engineering, Procurement, Fabrication, Construction, Installation,
Pre-commissioning, Commissioning and Start-up.
4.14 Discipline: A term used to identify the dedicated work groups within each phase.
Examples of this are: Engineering (process, structural, piping, electrical, etc.)
Construction (structural, piping, insulation, instrumentation, etc.).
5. REFERENCES
Other Procedures and Guidance notes that have a relationship and are used in
conjunction with progress measurement include:
Document No. Document Title
84501-9200-9L-006 Infrastructure Planning and Scheduling Requirements
6. GENERAL
The progress system used shall provide detail to the progress credit chain
milestone level of each and every work element. In addition the progress system
shall contain the appropriate WBS code related to each progress chain milestone
level to allow for roll-up progress summarisation at all WBS and schedule levels.
All progress print outs and electronic files that are part of, or support, the
contractors monthly reports shall be supplied to the Project Manager on a
monthly basis. In addition, if requested by Company, the contractor shall supply
the same information on a weekly basis as progress is updated.

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All progress systems must be reviewed and accepted by the Company Project
Planner before their use is allowed for the EPCI Projects. In addition all progress
plans and updates must be agreed to and accepted by the Project Manager.
If the Company Project Planner and/or Project Manager have concerns that, in
their opinion, render the progress plans or updates inaccurate or incorrect, a
detailed communication of the reasons for the beliefs will take place between the
Company Project Planner and the Contractor Scheduler. The contractor shall
perform the necessary corrections to the satisfaction of the Company Project
Planner and/or Project Manager.
7. PROCEDURES
7.1 Primary Principles
Progress is measured against deliverable elements derived from the contractor's
scope of work. All items to be included in the progress assessment will be
assigned a WBS code that will allow for roll up to each and every WBS and
schedule level. The Work Breakdown Structure used by the contractor shall
follow the EPCI Project WBS and schedule coding requirements contained in the
references in procedure: 84501-9200-9L-006 (Infrastructure Planning and
Scheduling Requirements).
Indirect tasks such as management, indirect man-hours, and general support
disciplines are excluded for the purposes of calculating physical planned and
actual progress. However, these disciplines may provide a component for
calculating earned compensation. In addition, estimated sum items shall have
specific progress determination and compensation principles. Each contract shall
have compensation principles as specifically described in the applicable contract.
The progress system shall be developed in such a way that it is easily and
accurately transferred to all levels of the contractor developed and issued
contract schedules. Both the progress system and the schedules will use the
EPCI Project Work Breakdown Structure. See Procedure No 84501-9200-9L-006
(Infrastructure Planning and Scheduling Requirements) for required schedule
codes and breakdowns.
Actual progress shall always be based on physical work completed measured
against the current approved scope of work and shall never exceed 100%.
Approved Change Order Authorizations and/or quantity growth (according to the
terms and conditions of the respective contracts) of the contract scope shall be
added into the progress calculations and the current schedule at each month
end. Unapproved or disputed changes shall be excluded from progress
calculations. However, a flash trend will be issued each month that incorporates
all disputed changes. This flash trend will be prepared by the contractor
planner/scheduler, and will give an approximation of the schedule and progress
impact of the disputed changes. If the unapproved change is deemed to have an

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immediate negative impact on progress, notice shall be given to the Project
Manager at the time of negative impact discovery.
7.2 Level of Progress Data
The progress measurement system is intended to collect progress data at a very
detailed level. This objective is achieved by breaking the total work down into
small and physically identifiable work elements (engineering drawing, spool
piece, piece mark plate, instrument support, pump, etc.). Each
deliverable/milestone is then broken down and weighted by each step, or stage,
so that the sum of all of the steps, or stages becomes a complete and clearly
identifiable work product. These progress credit chain milestones shall be used to
assure accurate reporting. Attachment 1 provides examples of the requirements
for progress chain milestones.
Partial claims against an individual milestone credit (e.g., step 1 is 40% complete)
are not allowed. Progress credit shall not be claimed for anything less than 100%
of any credit chain milestone.
As previously stated, the progressing system will allow for progress roll up to all
WBS and schedule levels, from the partial credit milestone level up to the
contract level, including the interim levels described in the WBS and scheduling
procedures.
Attachment 1 contains examples of the progress credit chain assignment
structure that would be considered for an EPCI Project. The milestone
breakdown and the individual credit assignment for each represented milestone
is an example only and will be adjusted to suit the particular need of the individual
contracts. In all cases, the final assignments used to assess, track and report
progress must be accepted and approved by the Project Manager.
7.3 Weighting
While the physical progress on each individual work task/operation is determined
by a quantitative assessment in terms of number of drawings at a certain stage,
tons of steel cut, meters of cable pulled etc. In order to summarize progress
against all these disparate work tasks/operations there must be a method of
weighting them proportionally, one to another.
In the case of engineering, fabrication, installation, pre-commissioning and
commissioning the weighting factor will be estimated man-hours within each
phase and discipline. Procurement will be assigned percentages for request for
quote, purchase order issue, vendor drawings received, material/equipment
shipped/received, etc.
If a subcontract is issued for a piece of work (such as hull or module fabrication,
flexible risers or living quarters supply) that requires a significant amount of
engineering and/or fabrication/installation effort, it will be included in the

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appropriate phase (engineering, procurement, construction/installation, etc.)
progress system.
In most cases work done outside the main contract execution site(s) that is being
worked under a purchase order will be included in the procurement status
progress as a standard purchase order.
7.3.1 WEIGHTING REQUIREMENTS FOR NON-MANHOUR RESOURCE DRIVEN
PORTIONS OF WORK:
In most cases, estimated man-hours will be used to weight portions of the
contract that are driven by man-hour resource effort. In certain cases, man-hour
weighting will not be indicative of the value of the parts of work. Some examples
of non-man-hour resource driven tasks are procurement, pipeline installation from
a lay barge, surveying, etc.
If a contractor determines that a portion of its work is not driven by man-hour
resource effort, this portion of work must have a different method to measure
progress.
The EPCI Project method for establishing and updating the procurement
progress is that each purchase order be weighted by the individual purchase
order cost as a percentage of the total purchasing cost value. See Example A
(below) for clarification:
Example A:
To establish the progress plan: Each step of each purchase order must be
identified in the schedule. The schedule is loaded with the appropriate cost
percent of the purchase order (per the progress credit chain guidelines) for each
step of each purchase order. When this progress curve is run from Primavera, it
will dictate the value percent planned for each period of the work portion. This
percent per period plan will be based on the total value of the procurement effort
(all planned and actual orders).
To update the progress: Each step of each purchase order that has been
completed is claimed as complete. This results in a percent of total value earned
relevant to the total value of the procurement phase.
In the case of a lay barge installing a pipeline, the considerations for effectively
weighting the portion of work are different. A work portion of this type does have
considerable quantities to install, but the man-hours involved would be relatively
insignificant and not representative of the value of the work (i.e., cost of the lay
barge). In cases of this type, the preferred method would be to convert the cost of
the portion of work to equivalent man-hours by dividing it by the general man-
hour unit cost. This will properly weight the portion of work, relative to other
portions, so that the progress percentage plan could be directly derived from the
Primavera schedule. The progress would still be based on the quantities

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installed, but the quantities would be more heavily weighted to compensate for
the low man-hour effort required. For example:
Total work portion cost: $10MM
Estimated man-hours: 15,000
Man-hour rate: $50
Cost divided by rate to get man-hour conversion: 200,000 equivalent man-hours
The above example is the preferred method for all portions of work where
there are inordinately low man-hours relative to the value of the portion of
the work, except procurement.
Both the method and the structure (calculation applications) of the method used
by the contractor, for each portion, require acceptance by the Project Manager.
7.3.2 COMBINING PORTIONS OF WORK FOR OVERALL PROGRESS:
Once all portions of the contract have plans established by the man-hour
weighting or another accepted method and the appropriate weight factors
contained in the schedule, it will be necessary to start combining the individual
portions of the work into progress plans for each discipline, each phase, each
subcontract (or major work portion) and the total contract.
In cases where all portions of the whole are weighted by man-hours (i.e.,
engineering, installation and commissioning phases, and each discipline
contained within these phases), the progress plans can be directly derived from
the Primavera schedule. In cases where one of the portions of work is not
weighted by man-hours (e.g., procurement) the appropriate relationship between
the separate work portion weightings must be established.
The predominant method for correlating the separate phases, whether it be by
subcontract (or major work portion), or total contract, is to weight each phase by
the proportionate cost percentage. For example:
PHASE EST. COST WEIGHT
Engineering $10MM 8.7%
Procurement $30MM 26.1%
Fabrication $10MM 8.7%
Installation $50MM 43.5%
Commissioning $10MM 8.7%
Start-Up $5MM 4.3%
Total $115MM 100%
At times, depending on the nature of the individual subcontract or contract, the
cost weighting method does not present a true relationship between the effort
required for each phase. The procurement phase of the project can distort the

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proper weightings if the contract has a very high or very low cost value. Each
contractor is to examine its method of inter-phase weighting and assure that the
weights of each phase are reasonable and properly represent the work content of
the particular contract.
As with the assignment of weights to portions of work, both the method and the
structure of the method used by the contractor for assessing progress of
individual subcontracts, similar major portions of the work, and total contract
require acceptance by the Project Manager.
If any method other than real estimated man-hours is used to weight the
progress, it must be remembered that accurate manpower requirements can not
be derived from Primavera using these weightings. In these cases, a separate
resource identifier will be used to assign the real estimated man-hours by
discipline, phase, subcontract (or major work portion) and total contract.
All man-hour-driven progress plans shall be directly derived from the contractors
resource loaded schedules. For requirements on development and use of the
schedule driven progress plans (all engineering, fabrication,
installation/integration, pre-commissioning and commissioning) see Procedure
No 84501-9200-9L-006 (Infrastructure Planning and Scheduling Requirements)
The above requirements will allow for progress reporting by all of the WBS levels
and all schedule levels.
7.4 Summation of Progress
For the purposes of reporting progress the contractor shall summarize the detail
progress calculations by total contract, by subcontract (or major work portion), by
phase, and by discipline within each phase.
The detail progress sheets and calculations that support these summaries shall
not be included in the weekly and monthly reports submitted by the detailed
progress system, and progress system support files will be issued electronically
on a monthly basis to the Company Project Planner. The electronic files for the
weekly updates shall be supplied when requested by the Company Project
Planner and/or Project Manager.
7.5 Verification of Progress
The contractors Project Manager is responsible for verification that the progress
claimed on the progress reports issued by the contractor is accurate. The
Company Planner/Scheduler will perform periodic audits of claimed progress.
These audits will range from spot checks on individual activities to complete
subcontract and contract audits. Significant disparity between the reports and
actual progress audited will be grounds for adjustments to progress achieved and
the value of work done, and possibly therefore to the compensation earned by
the Contractor.

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8. REPORT CONTENT AND TIMING
Engineering, procurement, Fabrication, integration, installation, pre-
commissioning and commissioning will be statused weekly, with the cut off being
the Sunday of each week. The report issue is due the following Tuesday. The first
report will be issued to the Project Manager no later than one month after
contract award.
The last Sunday of the month is the cut off for the monthly report information. The
full monthly progress report is due eight (8) working days after the last Sunday of
the month, but the progress assessment is due the Wednesday after the last
Sunday cut-off.
The weekly reporting requirements are in addition to the monthly report.
The following information will be supplied with the weekly and/or monthly
progress reports:
8.1 Monthly Status Reporting
Contractors will be required to submit a monthly progress report within the
first 8 working days of the subsequent month. The actual calendar dates will
be per the Project Calendar, but in general the cut off day is the last Sunday
of each month. The format and structure of the reports will be the
responsibility of each contractor, subject to approval by the Project Manager.
The following are offered as minimum requirements as follows:
(1) Executive Summary
(2) Progress Tables showing progress percentages planned and actual
by period and cumulative for:
Overall Contract
By Phase
Major subcontract or activity
(3) Man-hour Analysis Tables showing man-hours planned, actual,
expended and productivity by period and cumulative for:
Overall Contract
By Phase
By Discipline within each phase
(4) Progress Curves and Histograms by period and cumulative for:
Overall Contract
By Phase (E, P& C/I, C)

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Major subcontract or activity (Hull, Topsides, Platforms,
Risers, Etc.)
Required work product curves with planned versus actual
displayed
Denotes that all weekly required work product curves are required on a monthly
period basis (i.e. the period reported is by month instead of by week).
(5) Detail Reports and Progress/Concern Narrative by Major Activity
including :
Engineering
Procurement
Fabrication
Installation/Integration
Pre Commissioning / Commissioning
Major Subcontract or Activity
Unagreed Change Order Request impact trends

Detail reports should summarize accomplishment during reporting period,
work plans for subsequent period, significant issues and specific actions to
resolve the issues identified.
Progress should be illustrated in the form of percentage "S" curves depicting
earned progress to date, as compared to planned progress required by initial
plans and subsequently approved baselines. Equivalent person histograms
will be required as supporting documentation to these curves and will
illustrate the approved equivalent planned manpower plan in relation to the
actual and earned manpower equivalent. The progress presented on the
front lined schedule, that is required monthly, shall be based on these
progress points.
In addition to the baseline plan for progress, the contractor shall include a
monthly forecast per the current schedule calculations on every required
progress plan. This forecast line will start at the progress earned to date and
illustrate the forecasted path to completion of the concerned contract, phase,
subcontract (or major work portion), discipline, etc.
If it is determined by the Project Manager that Contractor will not accomplish
a Contract Schedule Milestone, Contractor is required to produce a
Schedule Recovery Plan within seven (7) days of the Project Managers
notice of schedule delay.
Contractor will be required to include in the monthly report a written
explanation for significant negative schedule variances relative to the

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baseline plan, with recommendation for recovery. Significant is defined as
overall progress being more than 3 percentage points behind the accepted
plan (planned 50% - Actual 47%), or schedule activity paths with less than
0 total float. Schedule slippages will be identified weekly by the individual
work portions schedule updates, with the same requirements for recovery
planning and implementation. Recovery Plan actions shall be immediately
implemented.

The baseline planned progress curves must be accepted by the Project
Manager. It shall not be necessary for PMT approval of the monthly forecast
presented by each contractor, every month. However, forecast integrity is of
great importance to proper management of the contract. Therefore the
contractor shall present a detailed overview of the reforecasting process
once every third monthly update. The Company Project Planner shall issue
the meeting schedule and instructions to each contractor after contract
award. All forecasting is solely used for managing the work as the current
situations change throughout the contract. The contract milestones will be in
effect for the entire contract duration and shall not be extended without a
Change Order Authorization. See the above bullet for actions required if
progress lags behind the baseline plan.
8.2 Weekly Reporting (In Addition to Monthly Requirements)
Contractors will be required to submit a weekly progress report on the
second working day of the subsequent week. The actual calendar dates will
be set up and approved upon contract award, but in general the cut off day
is the last Sunday of each week. The engineering, procurement, fabrication,
integration, installation, commissioning and start-up phases are to be cut-off
and reported weekly. The format and structure of the reports will be the
responsibility of each contractor, subject to approval by the Project Manager.
The following are offered as minimum requirements as follows:
All progress tables, curves and manpower histograms will reflect the
currently approved baseline progress plan.
The following charts and tables are required on the weekly report
dates:
Progress Tables showing progress percentages planned and actual by
period and cumulative for overall contract, by phase and by major
subcontract or activity.
Man-hour Analysis Tables showing man-hours planned, actual, expended
and productivity by period and cumulative for overall contract, by phase and
discipline within each phase.

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Progress S curves, Planned vs. Actual by contract, phase, discipline and
subcontract (or major work portion)-for period and cumulative
Manpower Histograms, Planned vs. Actual and Earned by contract, phase,
discipline and subcontract (or major work portion) for period and cumulative
Payroll manpower and actual man hours for the period and cumulative by
contract, phase, discipline and subcontract (or major work portion)- (Time
records shall be supplied to support all actual man-hour expenditures)
Narrative of schedule accomplishments and concerns, with plans for
correcting the concerns.
Required work product curves with planned versus actual displayed
Front Lined, progress based schedule
Description of Required Work Product Curves

Work Product reports and curves - Once established at the engineering and
fabrication and/or installation site the contractor will be required to routinely
status and report the quantities listed below on a weekly basis.
Work Product Baseline All plans for work product installation must be
derived from the currently approved baseline schedule. This requirement will
require the loading and maintaining of work product quantities into the
resource field of the scheduling software.
In addition to the baseline plan for work product installation, the contractor
shall include a monthly forecast per the current schedule calculations. This
forecast line will start at the actual quantity installed to date and illustrate the
forecasted path to work product completion.
The baseline planned installation curves must be approved by the Project
Manager, but the monthly forecast is the sole responsibility of the contractor.
Contractor will be required to provide installation curves for the quantities
listed below. Actual installed work products will not be an overall earned
percent converted to each unit, but will be the physical amount of the
commodity installed. An example would be pipe footage: the actual would
not be the equivalent footage earned from the total of the partial credit guide
lines, it would be just the total footage that has been fully welded out.
Quantity and Reporting:
Engineering

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Number of drawings and documents total and by discipline- issued for
comments, issued for approval and approved for construction- each
Procurement
Number of purchase orders total and by discipline issued, shipped and
received - each
Construction/Installation

Structural & Vessel Steel
Steel fitted in tons
Steel welded out in tons
Equipment - Vessels & Exchangers
Number completed compared to plan
Number set compared to plan
Fireproofing
Structural in CY
Equipment in SF
Piping
Spools - total, fabricated, painted, shipped, received, erected -
each
Welds - field erection, small bore and large bore, each field fab,
small bore - each
Footage erected
Footage pre-hydro'd
Footage hydro'd
Footage post-hydro'd
Tracing
Footage installed
Footage tested
Insulation

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Pipe insulation LF
Equipment insulation SF

Electrical
Conduit LF
Cable tray LF
Wire LF
Motor run-in each
MCC/Switchgear each
Starters each
Breaker panels each
Transformers each
Light fixtures each
Low/med voltage terminations each
High voltage terminations each
Instrumentation
Devices bench calibration each
Devices mounted each
Devices tubed each
Devices tubing tested each
Loops punchlisted each
Buildings (compressor sheds, prefab mccs, c/rooms etc.)
percent complete
Pre-Commissioning and Commissioning - each
Systems mechanically complete- each
Systems pre-commissioned- each
Systems ready for commissioning- each
Systems handover to client- each
Discipline Specific Reporting - The contractor shall also provide other
periodic discipline and progress specific working reports for engineering,

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procurement, fabrication, integration, installation, pre-commissioning,
commissioning, start-up and QA/QC activities, as required. These reports
are to be provided on an as requested basis. Specifics for procurement
related reports are stated in Section 4, Scope of Work.
All primary and supporting documents used by the contractor for
development and issuance of the reports shall also be forwarded to the
Company Project Planner in electronic file format.
9. ALTERATIONS
Alterations to this procedure, or the intent of this procedure will not be allowed
without the approval of the Project Manager.


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ATTACHMENT 1-PROGRESS CHAIN PRINCIPLES
All progress credit chain milestones shall be clearly identifiable and be a specific
achievement. No partial claims of individual milestones shall be made. Each milestone
must be 100% complete before any credit may be applied.
In general, if it is found that a milestone has been claimed but for some reason (i.e., x-
ray failure, rework, additional scope, etc.) the work, or a portion of the work, has to be
executed a second time, the previously claimed completion milestone will be changed to
0%.
Engineering drawings and documents, and therefore the total engineering effort will not
reach 100% until all as-built drawings and the final documentation is turned over to the
Project Manager.

PROGRESS CREDIT CHAIN
MILESTONE- EXAMPLES

MILESTONE
WBS CODE ACTIVITY/MILESTONE DESCRIPTION CREDIT

TBD DOCUMENTS
ISSUED FOR COMMENTS 55%
ISSUED FOR APPROVAL 25%
APPROVED FOR CONSTRUCTION 10%
DELIVERY AND ACCEPTANCE OF AS BUILTS
AND FINAL DOCUMENTATION
10%

100%

TBD MODELING (SYSTEM OR MODULE)
STAGE 1 MODEL REVIEW COMPLETE 40%
100%
TBD PROCUREMENT EQUIPMENT PURCHASE (EA.)
ISSUE RFQ 20%
ISSUE PO 30%
RECEIVE VENDOR DRAWINGS 10%
RECEIVE FINAL VENDOR DATA 10%
SHIPPED 20%
RECEIVED 10%
100%


PROJECTS DEPARTMENT

SPECIFICATION

CONTRACTOR PROGRESS
84501-9200-9L-007 2 1 Mar 03 20 of 24

TBD HULL FABRICATION (PC. MK.)
RECEIVE PIECE MARK 5%
PREPARE PIECE MARK 10%
FIT & TACK PIECE MARK 35%
WELD OUT OF PIECE MARK 40%
FINAL ACCEPTANCE OF QC 10%
100%

TBD HULL COATING (SM)
BLAST & PRIME COATING 50%
APPLY INTERMEDIATE COATING 25%
APPLY FINISH COATING 20%
QA/QC ACCEPTANCE 5%
100%

TBD FABRICATE PIPE SPOOLS (EA.)
CUT & TACK SPOOL 40%
WELD OUT SPOOL 40%
SHIP SPOOL 20%
100%

TBD INSTALL PIPE SPOOLS (EA.)
ERECT SPOOL 30%
WELD/BOLT OUT SPOOL 30%
SUPPORT/HANGERS FOR SPOOL 15%
HYDROTEST SPOOL 15%
POST-HYDRO/ACCEPTANCE OF SPOOL 10%
100%

TBD INSTALL PUMP (EA.)
SET PUMP 40%
LEVEL/PRE-ALIGN PUMP 40%
FINAL ALIGN PUMP 20%
100%

TBD MCC/SWITCHGEAR INSTALLATION (EA.)
SET IN PLACE 25%
ALIGNMENT 25%
TERMINATE/TEST 40%
ENERGIZE 10%
100%

TBD MOTOR HOOK UP/RUN INS (EA.)
TERMINATE/TEST 80%
RUN IN 20%
100%


PROJECTS DEPARTMENT

SPECIFICATION

CONTRACTOR PROGRESS
84501-9200-9L-007 2 1 Mar 03 21 of 24

TBD FIREPROOFING(SM)
PREPARATION 45%
PLACE AND CLEAN 50%
CAULK 5%
100%

TBD MODULE STEEL FABRICATION (TONS)
CUT AND PREPARE 15%
FIT AND TACK 40%
WELD OUT 35%
FINAL ACCEPTANCE 10%
100%

TBD INSTALL CONDUIT (LM)
RUN CONDUIT 80%
SUPPORT CONDUIT 20%
(TOTAL SCOPE 1000 METERS) 100%
(100 M INSTALLED =100 X .8 = 80 EARNED
(20 M SUPPORTED =20 X .2 = 4 EARNED
CONDUIT % COMP. =84/1000 = 8.4%

TBD INSTALL STRAIGHT RUN PIPE (LM)
ERECT 20%
WELD/BOLT OUT 40%
SUPPORT/HANGERS 15%
HYDROTEST 15%
POST-HYDRO/ACCEPTANCE 10%
100%


PROJECTS DEPARTMENT

SPECIFICATION

CONTRACTOR PROGRESS
84501-9200-9L-007 2 1 Mar 03 22 of 24

ATTACHMENT 2 EXAMPLES OF PROGRESS TABLES, MANPOWER CURVES
AND CHARTS.

This example of Progress Table covers overall contract and phase. Note; % Var is the
progress variance between plan % vs actual %.
PERIOD TODATE
AREA Wt
Plan % Actual % % Var Plan % Actual % % Var
Engineering 5.0 4.0 -1.0 52.0 56.0 +4.0
Procurement
Fabrication
Construction
Pre-
commissioning
Installation
Commissioning
Start Up
Overall 100

This example of Manhour Analysis table covers Engineering phase and shows some
of the disciplines that maybe involved. Note; productivity is calculated thus: expend
manhrs/actual manhrs.

PERIOD TODATE
Engineering
Phase
Current
Estimate
Manhrs
Plan
Manhrs
Actual
Manhrs
Expend
Manhrs Prodty
Plan
Manhrs
Actual
Manhrs
Expend
Manhrs Prodty
Structural
Mechanical
Piping
Electrical
Instrumentation
Architectural
Painting
Insulation
OVERALL


PROJECTS DEPARTMENT

SPECIFICATION

CONTRACTOR PROGRESS
84501-9200-9L-007 2 1 Mar 03 23 of 24

PLANNED CURVE DATA POINTS REFLECTED ON THE CURVE WILL BE THE COMPANY

Total Engi neeri ng Progress Curve Format Exampl e
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Per iod Ending (week, bi-week, mont h)
C
u
m
u
l
a
t
i
v
e

p
e
r
c
e
n
t
Target Progress Actual Progress Forecast Progress
ALL PROGRESS CURVES (DISCIPLINE, PHASE,
SUBCONTRACT OR MAJ OR WORK ACTIVITY,
WORK PRODUCT, AND TOTAL CONTRACT) SHALL
USE THIS FORMAT
PLANNED CURVED DATA POINTS REFLECTED ON THE CURVE WILL BE THE
COMPANY ACCEPTED MID RANGE PROGRESS PLAN DERIVED FROM THE
CONTRACT SCHEDULE AND DEVELOPED PER THIS PROCEDURE AND
INFRASTRUCTURE PLANNING & SCHEDULING REQUIREMENTS PROCEDURE No
IFR-PS-PR-84501-015.


PROJECTS DEPARTMENT

SPECIFICATION

CONTRACTOR PROGRESS
84501-9200-9L-007 2 1 Mar 03 24 of 24

PLANNED EQUIVALENT MANPOWER DATA POINTS REFLECTED ON THE CHART WILL BE FROM
THE COMPANY ACCEPTED MID RANGE PROGRESS PLAN DERIVED FROM THE CONTRACT
SCHEDULE AND DEVELOPED PER THIS PROCEDURE AND PROGRESS MEASUREMENT
PROCEDURE IFR/PS/PR/
Total Engi neeri ng Manpower Chart Format Exampl e
0
100
200
300
400
500
600

PLANNED EQUIVALENT MANPOWER DATA POINTS REFLECTED ON THE CHART
WILL BE FROM THE COMPANY ACCEPTED MID RANGE PROGRESS PLAN
DERIVED FROM THE CONTRACT SCHEDULE AND DEVELOPED PER THIS
PROCEDURE AND INFRASTRUCTURE PLANNING & SCHEDULING
REQUIREMENTS PROCEDURE No IFR-PS-PR-84501-015.

All manpower, for all charts, is equivalent" manpower. This is calculated by dividing
each period series (Target (baseline), Actual, Earned and Forecast) by the same work
period hours per man. The series being compared to the target (baseline) shall always
be divided by the same factor (i.e., 40 or 50 hour work weeks) used for the target. This
allows for continuous comparison of efforts on the same basis.

Per iod Ending(week, bi-week, mont h)
E
q
u
i
v
a
l
a
n
t

M
a
n
p
o
w
e
r
T e arget Manpow r A er ctual Manpow E er arned Manpow F er orecast Manpow
SHOWN FOR CLARITY OF SEPARATE
CHART POINTS ONLY
ALL MANPOWER CHARTS (DISCIPLINE, PHASE,
SUBCONTRACT OR MAJ OR WORK ACTIVITY,
WORK PRODUCT, AND TOTAL CONTRACT) SHALL
USE THIS FORMAT

84501-9200-9L-007 Rev-2 Contractor Progress Measurement Requirements

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