A

REPORT ON

PROJECT CONTROL
FOR THE FULFILLMENT OF TRAINING IN PLANNING
DEPARTMENT

BY

DHARMENDRA VARSHNEY
PROJECT CONTROL-OSBL
UNDER THE GUIDENCE OF

MR GULAB SINGH, PLANNING LEAD, OSBL

INDEX

1. Acknowledgement
2. JERP-A Miracle in Refinery Construction
3. OSBL- Major Contribution
4. Responsibility of Planner in JERP context
5. Meaning of Project
6. Planning: A science
7. Case study

ACKNOWLEDGEMENT
First of all I would like to thank to god giving me the
courage & strength to travel my life to this point.
I am very thankful to my Area Manager Mr. Subhash
Chandra for their constant encouragement to do the things beyond
my capacity, to give me the responsibility of planning work for OSBL
Pipe Rack civil works, Effluent Treatment Plant, Sea Water system
& 33 KV distributions. Although to work for these areas needs more
than what I delivered but all my performance is the great guidance
provided by him.
I express my sincere thanks to my Planning lead Mr. Gulab
Singh for his valuable guidance and support through out my journey
in planning department. I am incepted to him for providing me
helpful knowledge enriched by his experience.
I am grateful to Mr Vinodj Shah, Mr. Prabir Das & Mr Sunil
Misra providing me opportunity to work with them, they & their
team

gave

me

valuable

technical

knowledge

&

necessary

information of field when required.

And at last but most importantly I would like to thank to Mr
Anand Mehta & Mr Arun Dutta who provided me abundant
knowledge, shared his feelings and motivated me to do better &
better under tremendous work pressure.

JERP- A MIRACLE
Reliance Industries Limited
A
BOND WITH THE BEST
JERP was an outcome of Reliance Industries Two fold strategy- First
to strengthen the petroleum retailing business in the scenario of
energy & fuel crisis and enlarging the refining capacity to make the
Worlds Largest Refinery at a single location in terms of capacity to
attract the investors to invest more in Reliance industries Limited,
resulting Reliance as A Hydrocarbon Giant. With the completion of
JERP, the Jamnagar refinery will be the world class refinery opening
a new dimension to petrochemical retailing business, combined with
sizeable gas & oil assets. Definitely it will represent India on world
map securing Indias energy needs.
The new refinery being set up by RIL in Jamnagar SEZ could end up
exporting bulk of its output in India (Domestic tariff area), once it
turns a positive foreign exchange earner within three years as per
SEZ rules.
The JERP will set a big profit margin for RIL as the global refining
industry is expected to undergo demand supply mismatch on
account of lack of capacity addition in existing refinery in US and
Europe due to stringent laws and public opposition. The second
reason to increase profit margin is to refine the worst quality crude

bought form gulf areas, JERP is built to cater that aspect also. An
additional unit CLEAN FUEL UNIT in JERP is itself explaining the
intention. JERP has a wide degree of operational flexibility to
process worst quality of crude to a better API rating product.
JERP, by virtue of being located in SEZ, the construction cost is
quiet cheaper as compare to construct refinery in domestic tariff
area. The cost of setting the refinery by March 2008 has been kept
at $5.7 billion (around Rs 25600 crore).
American major Bechtel is serving as engineering, procurement,
construction & management contractor for the project while the
technology is sourced from global majors such as Exxon Mobil and
Foster Wheeler.
As existing refinery is currently placed at number three with
6,60,000 BPD behind Venezuela Paraguayans refining of 9,40,000
BPD and South Koreas SK Corp with 8,17,000 BPD. The expansion
project would catapult Jamnagar refinery to number one position in
the international rankings for single location refineries with the
total refining capacity touching 1.2 million barrels per day (BPD).

OSBL- MAJOR CONTRIBUTION

OSBL is the acronym of Outside Battery Limit. It contributes the
major part of refinery and stands around 18 % by weight. Let have a
look on the figure 01 shown below:

Figure- 01
As it shows the various products formed during refining process. To
reach a product from source to processing plant, from plant to
other plant & from final processing plant to loading platform, a
interconnecting system of pipe is required which is termed as OSBL.
Importance of OSBL can be well understood by just imaging above
picture without interconnecting pipes. Plant will be there, but no
input & no output. Also to hydro test any plant, OSBL is essential

system. Thus is most critical. OSBL part consists of pipe racks which
interconnect all other processing units and tank farm combining
into a Refinery.
OSBL pipe rack consists of different type of civil structures upon
which structures are erected and then piping provides a complete
pipe rack. The civil structures include Main Rack pre cast frame (Up
to some level is cast in situated while for upper level pre cast is
erected), Main Rack cast frames (totally cast in situated),
Interfaces (consists of 2-5 cast in situ frames interlinked),
Intersections (where three or more pipe rack meet), Main Pipe
Bridges (Connecting two Racks) & Plant Interface Bridges
(Connecting OSBL Pipe Rack to Processing plant). In total OSBL Pipe
Rack in JERP consists of 2345 frames including 1709 Pre cast frames,
and 71 bridges. It is about 12 KM in running length. It involves
massive concreting work of 1,70,000 cum which is 13% of total
concreting of JERP, 25000 MT of structural works & 17.8 Lacs IM of
pipe erection.
Thus OSBL is a major contributor in Refinery Project - JERP.

ROLE & RESPONSIBILITY OF PLANNER

*Assist the Construction Manager by managing planning, scheduling,
and

progress

monitoring

planning/scheduling

via

&

reporting.

progress

monitoring

*Implement
for

the

project.* Identification of gaps between project requirement and

implementation and fulfillment of the same. This process is
enhanced through appropriate interface with the engineering,
procurement, logistics, project, and construction staff. *Assisting
Construction

Manager

in

analyzing

and

forecasting

project

performance, identification of critical activities. *Ensure that

project

documentation

is

maintained

in

form,

format

and

organization to facilitate/enable end of project deliverables

submittal to company. *Preparation, Review and analysis of
schedule using Primavera & Microsoft Excel contributing to the
project. *Development of comprehensive schedules in various
formats and details to suit different users. *Integration of the
project schedule with the project budget. *Monitoring of actual
progress, comparison to baseline and reporting progress against
schedule.*

Attendance

at

monthly

management

and

client

meetings. Making daily evening meetings with project team making

them aware of plans, status and passing instructions to be followed
by construction team. *Analysis and reporting on productivity and
trends.* Forecasting the impacts on schedule of proposed changes.
Coordination with internal / external specialists and the technical
staff of an adjacent project.* Preparation of Bar Chart, Mobilization
Plan.
8

MEANING OF PROJECT
Project is a proposal for different developing capacities of
various things such as Construction of various units to produce
different types of products of service achievement, in other manner
we can say that project is an assigned problem in which solutions
can be achieved by five Ms- Man, Money, Material, Machine &
management, there are the components essential for a project.
The meaning of Project is defined by its words itself as:

P It is an abbreviated form of PLANNING and it is the back bone

of desired project goal because only by excellent planning we

execute the project in a proper defined way without any chance of
deviation.

R It is abbreviated from the RESOURCES. Resources means which

guide prompt the junction of the planned resources also means the
various inputs which are essential for obtaining a desired project for
which project is launched.

O It is abbreviated from OPERATION. Operation means various

types of activities that are under aligned condition due to the fact
that without operation any resources can be of no use.

J It is an abbreviated form of JOINT EFFECT. Joint effect means

a combined effect on all levels: Top level, Middle level and Low
level for achieving a common goal within an organization.

E It is an abbreviated form of ENGINEERING FUNCTIONS.

Engineering function is a back bone of any modern
project, so all technical operations must be carried out under the
guidance of well trained and educated engineers.

C It is abbreviated form of COMMUNICATION. An effective

communication link must be established among all levels which

increases the effectiveness and quality control of launched product.

T It is an abbreviated form of the TASK ORIENTED WORKING.

This much depends on high cordial relation with staff and labor
which makes the Project run smoothly.

10

Let us start our journey to understand the Project & Its Meaning by
defining what Planning Process in a Project is:

PLANNING
As written earlier Planning is the backbone of any project as
the project involves something which has not been done before.
Planning involves a number of processes to be completed in order to
perform the project as per goal declared.
These processes are may undergo some iterations prior to
complete the plan. For Example: If the Initial completion date is
unacceptable, Project resources, cost & even scope may need to be
redefined. In addition Planning is not an exact science As a no. of
groups can have different plan for the same project.
Let us take a realistic example of Effluent Treatment Plant,
sub project of JERP, which is under constructionIt consists of two Parts HTDS & LTDS systems. At the initial stage
(at a stage when the picture of project was not quite clear), it was
declared to complete both parts at same time. But now to meet
Operation requirements it is cleared that HTDS system is required
first & LTDS system completion has flexibility of two months. In
context with Limited Resources, it is necessary to make a revised
plan to saturate HTDS system first with resources & LTDS system put
on less priority. Now as per revised plan, there is significant change
in resource requirement with respect to time.
The Planning processes can be divided into two major segments:
Some core planning processes have clear dependencies that
require them to be performed in essentially the same order in most
projects. For Example activities must be defined before they can be
scheduled & costed.

11

a. SCOPE PLANNING:
Scope planning is the act to develop a
written statement which forms as the basis of future project
decisions.
The inputs for scope planning are:
1. Product description: What is the product specification for which
the project has been launched?
The specifications of product entirely govern the cost, schedule &
scope of the project. For Example: JERP is aimed for so 24 degree
API product with Zero effluent. It necessarily governs the need of
Clean Fuel Unit Complex which in turn leads to additional scope
hence extra budget.
2. Project charter: Project charter is a document that formally
recognizes the business needs of project & detail of product
identification. For Example: When a contract is signed for a project
then the signed document serves as project charter for the seller.
3. Constraints: Constraints are the factors that limit the budget,
scope & staffs etc. For Example: predefined budget is the constraint
for Project manager for staffing, scope & methodology. As Scope
requirements are identified for the end result or final product. The
overall definition of what the project is supposed to accomplish,
and a specific description of what the end result should be or to be
accomplished. A major component of scope is quality of the final
product. The amount of time put into individual tasks determines
the overall quality of the project. Some tasks may require a given
amount of time to complete adequately, but given more time could
be exceptionally.
4. Assumptions: Assumptions are the factors which are taken for
planning purposes are assumed to be real, true & certain. For
example: In JERP: C3 splitter (1360 T) Equipment is supposed to
arrive at 16 July 07, so it is an assumption it may be or may not be
on 16 July 07. So for Erection of this equipment, proper planning for

12

Crane movement & readiness of equipments foundations is

required.
Tools & techniques for Scope Planning are:
1. Product Analysis: It involves developing better understanding of
product of project. It includes System engineering, Value analysis,
value engineering, function analysis and function quality
deployment.
2. Benefit & cost analysis: Benefit/cost analysis involves
estimating tangible & non-tangible costs & benefits of various
project alternatives and then using financial measures such as
return on investment or payback period to assess
relative desirability of identified alternatives.
3. Alternative Identification: This is a catchall term for any
technique used to generate different approach to project. It
involves Brain storming & lateral thinking.
4. Expert judgment: Expert judgment is required to assess the
initiation. It may be provided by
*Other units within performing organizations.
*Consultants
*Professional & technical associations.
*Industry personnel.
Output of scope Planning:
1. Scope statement: It provides a documented basis for future
project decisions and developing or confirming common
understanding of project scope among stakeholders. It should
include:
*
*
*
*

Project Justification.
Project product
Project deliverables
Project objectives.

13

2. Supporting details: Supporting details for scope statement

should be documented & organized as needed to facilitate its use by
other management processes. Supporting detail should include all
the assumptions & constraints identified.
3. Scope Management Plan: This document contains the
information how project scope will be managed & how changes in
project scope will be integrated. It is a subsidiary element for the
overall project scope.
b. SCOPE DEFINITION: Scope definition involves the
subdividing major project deliverables into more smaller &
manageable form in order to
* Improve the accuracy of cost, time & resource estimates.
* Define a baseline for project performance measurement &
control.
* Facilitate clear responsibility assignments.
*>*>*>*> Project scope definition is very critical for success of
project. As a poor scope definition may lead over estimation due to
inevitable changes which may influence project rhythm, thereby
causing rework, increasing project time, lowering the productivity
& diminishing the morale of workforce.
Inputs for Scope Definition:
1. Scope statement- Can we have a look on earlier headings.
2. Assumptions- Can we have a look on earlier headings?
3. Constraints- Can we have a look on earlier headings?
4. Other planning outputs-The output of the processes in other
areas should be reviewed for their impact on project scope
definition.
5. Historical Information- Historical information of the resembling
previous project should be considered during project scope
definition. Especially Lesson learnt from previous project should
be studied for better project scope definition.

14

 Tools & techniques for Scope definition:

1. Work break down structure: A work break down structure is a
fundamental project management technique for defining &
organizing the total scope of project, using a hierarchical tree
structure. The first two levels of the WBS (the root node & level 02)
define a set of planned outcomes that collectively and exclusively
represent 100% of the project scope. At each subsequent level the
branches of a parent node collectively & exclusively represents
100% of the scope of parent node.
* A well-designed WBS describes planned outcomes instead of
planned actions. Outcomes are the desired ends of the project, and
can be predicted accurately; actions comprise the project plan and
may be difficult to predict accurately.
* A well-designed WBS makes it easy to assign any project activity
to one & only one terminal element of the WBS.
Work not in the WBS is outside the scope of project. Each
descending level in WBS represents an increasingly detailed
description of project elements:
* * * WBS for OSBL Pipe Rack (considering OSBL Pipe Rack itself a
project) is shown in figure 02:
*>*>*>*> WBS of a previous project can be used as template for new
Project. Although a Project is unique but WBSs of project can be
reused as activities of most of the projects are similers.
Figure 02:

15

OSBL Pipe
Rack

Design

Project Management

Construction

Project Management

Civil Drawings

Civil Construction

Structural Drawings

Strl. Fabn. & Erection

Piping ISOs

Pipe Fabn. & Erection

U/G Piping &

Drainage

U/G Piping &

Drainage Construction

Electrical Drawings

Electrical Works

Instrumentation

Instrumentation works

Miscellaneous

Miscellaneous

2. Decomposition: Decomposition involves subdividing Project

deliverables into smaller & easily manageable terms to support
project activities such as planning, executing, controlling & closing.
Decomposition involves two major components:
* Identification of major element of project.
* Decide whether cost & time estimates can be done at this stage
or not.

16

 Output of Scope definition:

1. Work Break down Structure: It is described earlier. It provides a
clearer picture of work responsibility at increasingly detailed level.
Once WBS defined, we can break major project elements into
smaller components to make project in more manageable form.
c. ACTIVITY DEFINITION: It involves identification &
documentation of specific activities that must be performed in
order to produce deliverables & sub-deliverables identified in WBS.
For Example in OSBL Civil works there are two types of activity
identified- RCC in sub structure & RCC in superstructure (which
includes cast in situated & Pre-cast erection).
RCC in sub structures involves following sub activities:
* Site survey
* Site Preparation in parallel
* Drawings study
* Bringing the material to site.
* PCC.
* Reinforcement cutting & bending.
* Reinforcement cage/jail erection on pcc.
* Shuttering
* RCC Casting
* Deshuttering
* Applying curing compound.
Note:
* Every activity consumes some definite time & cost.
* Although all activities are not considered at every level of
managing, only major activities like excavation, PCC, RCC are only
taken depending upon level of management.

17

 Input for Activity Definition:

1. Work Breakdown Structure: Work break down structure is the
primary source for activity definition. It gives proper definition of
activity to be grouped under particular discipline of project.
2. Scope statement: The project justification and the project
objectives contained in the scope statement are considered
explicitly during activity definition.
3. Historical information: It plays an important role in activity
definition. The sequence of activity is decided based on activity
executed during the previous similar projects. For Ex: In Laying 33
KVA cable, it is required to complete all the underground piping
job, in order to avoid technical difficulty encountered if not done as
per former method.
4. Constraints: These are the factor that restricts the project
management teams option. For example: Structural Erection of
bridges coming under ODC route can be completed after the ODC
consignment is passed & erected; crane used for same must be
marched back. ODC movement limits the activity Structural
fabrication of bridge by placing module one by one on civil anchors.
Now the option available is only to fabricate total bridge & erect it
in one go. Also it was discussed considering timeframe of project,
can we erect bridge with A/G pipe erected on bridge.
5. Assumptions: Assumptions as already mentioned are, the factors
that are considered for planning purpose & supposed to be true,
real & certain. For Ex: For defining activity it was assumed that all
the resources will be there when the activity will be executed.
Tools & Techniques for Activity Definition:
1. Decomposition: Decomposition as already defined involves
dividing project elements into smaller, more manageable
components in order to provide better management control.

18

*The major difference b/w decomposition here & in Scope

definition is that the final outputs here are described as activities
rather than deliverables (tangible items).
2. Templates: An activity list or a portion of activity list inherited
from previous project is often usable as template for a new project.
Same way, the activity list for a WBS element from the current
project may be usable as a template for other, similar WBS
elements.
Outputs from activity Definition:
1. Activity list: The activity list must include all activities which
will be performed in order to achieve project objectives. It must be
organized as an extension to the WBS to help ensure that it is
complete and it must not include any activity that is beyond project
scope.
* The activity list should include descriptions of each activity to
ensure that the project team members will understand how work is
to be done. For Example: An activity list for sub deliverables
Construction of Pipe Rack A- Considering as a mini project is
described here:
**Pipe Rack A
A. General:
a. Sign contract and complete sub contractor negotiations.
b. Survey site
c. Site preparation & grading
B. Civil:
a. RCC in sub structure
b. RCC in super structure- Precast erection & Cast in situ.
c. Grouting
C. U/G piping
a. Welding
b. Hydro test
c. Lowering

19

D. Structural works:
a. Shop fabrication.
b. Field fabrication.
c. Structural erection.
E. A/G piping:
a. Fabrication/Spool welding
b. Blasting/Painting
c. Erection
F. Electrical:
a. Cable tray erection
b. Cable lying.
c. Cable jointing & termination.
G. Instrumentation:
a. Equipment cabling.
b. Control panel erection.
2. Supporting Detail: Support detail for the activity list should be
documented and organized as needed to facilitate its use by other
management processes. It always includes all the assumptions and
constraints considered.
* The amount of supporting detail varies as per the application
areas.
3. Work Break Down structure Updates: In using the WBS to
identify which activities are needed, the project team may identify
missing deliverables or may determine that the deliverables or may
determine that the deliverable descriptions need to be clarified or
corrected.
D. ACTIVITY SEQUENCING: It involves identifying and documenting
interactivity dependencies. It is required to line up all the activities
identifying
in
a
proper
sequence
providing
the
dependencies/relationships b/w them in order to meet project
objectives. Activities must be sequenced accurately in order to
support later development of a realistic & achievable schedule.

20

Activity sequencing can be done manually or with the aid of a

computer. In small projects & early stage of a complex project,
manual sequencing is preferred.
Inputs to activity sequencing:
1. Activity list: As described in previous paragraph, an activity list
is the basic input for activity sequence. An activity can only be
sequenced if it is properly defined in activity list.
2. Product description: The product description is necessary
information which often effect activity sequencing. The product
description should generally be reviewed to ensure efficiency. For
example: Certain Bridges are converted from 3 tier civil structure to
only one tier with structural bolts in order to provide easy ODC
movement.
3 Mandatory Dependencies: These dependencies are those which
are inherent in the nature of the work are being done. They often
involve physical limitations. For example: In 33 KV Cable lying, it is
required to complete all U/G jobs, because it is difficult to lower
U/G pipes, once 33 KV cable lied.
4. Discretionary dependencies: Discretionary dependencies are
those which are decided by Project management team. They should
be used with care and fully documented since they may limit
schedule later stage. These are defined based on knowledge of:
* Best practices within a particular application area.
* Where a specific sequence is desired even though there are other
acceptable sequences. For Ex: Hydro test of GRP line is normally
practices after completion of whole loop, but due to some soil &
geological conditions it is desired to do it for a particular length.
5. External dependencies: External dependencies are those that
involve a relationship between project activities and non-project
activities. For example: The erection of particular equipment or
installation of particular package depends upon ETA of those on
site. ETA is governed by non-project conditions such as Road
conditions, Government policies & vendor status.

21

6. Constraints: Constraints are always limits the activity sequences

& their relationships. It has been already described in earlier pages.
7. Assumptions: They play a major role in activity scheduling that
depends solely on activity sequencing. While during sequencing &
scheduling, they are taken care by project management team.
Tools & techniques for Activity Sequencing:
1. Procedural diagramming method: This is a method of
constructing a project network diagram using nodes to represent
the activities and connecting them with arrows that show the
dependencies. Figure 03 shows a simple project network drawn ion
using PDM:
A

Start

Finish
C

Figure 03
It includes four types of dependencies or procedural relationships:
Finish to start: The former activity must finishes before the
successor can start.
Finish to finish: The former activity must finishes before the
successor can finish.
Start to start: The former activity must start before the
successor start.
Start to finish: The former activity must start before successor
finish.
2. Arrow diagramming method: This is the method used to
represent activities on arrow & connecting them to node to show
the dependencies. This method is also called Activity on Arrow
Method.

22

*ADM uses only finish to start dependencies and may require the use
of dummy activities to define all logical relationships correctly. It
can be done manually or with the use of a computer.

7
8
4

Figure - 04
1-2: Start Activity
2-3: Activity-A
2-4: Activity-D
3-5: Activity-B
4-5: Activity-Dummy
4-6: Activity-E
6-7: Activity-F
7-8: Finish
3. Conditional diagramming method: It includes techniques such as
GERT (Graphical evaluation & Review Technique) and system
dynamics models which allow for non sequential activities such as
loops or conditional branches. Neither PDM nor ADM allow loops or
conditional branches.
4. Network Templates: Standardized network diagrams can often
be used to expedite the preparation of long & complex project
network diagrams. Portion of a network can be referred as fragnets,
which can include a part or entire project. These fragnets are
useful when a project includes several identical activities. For
example a multistory building project where one floor is nearly
identical o other, hospitals etc.

23

 Outputs from activity sequencing:

1. Project network diagram: Project network diagram is a
schematic display of all activities occurring in a project & their
dependencies (logical relationships) among them. A project network
diagram can be made manually or with aid of a computer.
2. Activity list updates: In much the same manner, that the activity
definition process may generate updates to the WBS, preparation of
the project network diagram may reveal instances where an activity
must be divided or otherwise redefined in order to diagram the
correct logical sequences.
C. ACTIVITY DURATION ESTIMATING: It involves estimating the
time period which is required to complete the each individual
activity identified.
*The group of the project team should be aware to the activity as
over estimation may lead to wrong statement to management to
publish milestones and on the other hand under estimation may
lead to hara-kiri or failure of commitment to management. It
depends solely on type & best possible quantum of resources. Here
Best possible quantum has an important meaning that what is the
resource availability in different conditions such as geological
regimes & environmental conditions- For example- considering the
time estimates for lowering a particular GRP line will be different
depending upon the environment as it will take more time in rainy
season as compare to summer one.
**Also time estimation also involves sub activities which are
required to be completed in order to completely finish the activity.
For Example- Pre cast frame erection over cast in situated part
includes the sub activities like positioning, grouting & curing of
grouting compound.
-Activity duration estimating plays an important role in schedule
development.

24

 Inputs to Activity Duration estimating:1. Activity list: It provides the activities which are needed to
perform to achieve project objectivities.
2. Constraints: These are the factors which limits the project
management teams option for estimation. For example: The
budget for a particular activity plays an important role. With
increased budget, for concreting superstructure part of Pipe Rack
frame, we can use Boom Placer or concrete pump in place of
manual concreting or with the help of concrete bucket.
3. Assumptions: These are the factors considered true, certain &
real for planning purpose. As it is not possible to assume everything
will go in ideal conditions, so a risk factor is always considered in
planning for an activity.
4. Resource requirement: Resource requirement is the factor that
significantly influences the activity duration estimates. As in
general termResource requirement is inversely proportional to time
required to complete an activity.
For Example- Twenty skilled manpower can prepare a foundation in
10 days, while if we will deploy only 10 manpower than definitely as
per above rule it will take 20 days.
5. Resource capabilities: The duration of most activities will be
significantly influenced by capabilities of the human and material
resources assigned to them. Suppose in 33 KV cable laying, if Cable
pulling is done manually then the time estimate will be different for
the same activity if performed by the use of winch machines.
Definitely later resources will do faster. As in JERP- Phase I by
former method the rate of cable pulling was 400 RM with the
application of 40 manpower and nil winch machine while in current
phase, with the use of 04 winch machine & 40 manpower, 3 km
cable can be pulled in a day.
6. Historical information:
Historical information on the likely
durations of many categories of activities is often available from
one or more of the following resources-

25

* Project files.
* Commercial duration estimates.
* Project team knowledge.
Tools & techniques for Activity Duration Estimating:
1. Expert Judgment: Durations are often difficult to estimate due
to number of factors which can influence them*Resource level
*Resource productivity
Expert judgment guided by historical information should be used
whenever is possible.
Note: If such expertise is not available, then the estimates may be
inherent uncertain & degree of risk becomes higher.
2. Analogous estimating: Analogous estimating, also called topdown estimating, means using the actual duration of previous,
similar activity as the basis of estimating the duration of a future
activity. It is frequently used to estimate project duration when a
limited amount of detailed information in available.
- Analogous estimating is most effective when:
* The previous activities are similar to the future activity.
* Individuals preparing the estimation are expertise.
3. Simulation: Multiple estimates are taken & by processing them
by simulation a most appropriate time estimate is calculated &
used for schedule development.
Outputs from Activity duration estimating:
1. Activity duration estimates: These are quantitative assessments
of the likely number of work periods will be required to complete
an activity. * These estimates must consider some tolerances due to
risks encountered in executions.

26

2. Basis of estimates: Assumptions made in developing the

estimates must be documented that will help project for future
references.
D. SCHEDULE DEVELOPMENT:
Schedule development means defining start & finish date for
project activities & providing logical relationship b/w them in order
to accomplish project objectives. If the schedule i.e. start date &
finish date is not realistic, than it is not possible to complete the
schedule as desired by management. The schedule development
process undergoes many changes to reach final project schedule.
It is just like the providing the way by which we will reach our
destination. It just depicts the start milestone & end millstone
in a journey.
Schedule provides a baseline/guide line by which project must
end up to achieve predefine project objective and for the
interest of organization.
Inputs to the schedule development:
Before starting the description let us take an example of schedule
for Guard Tank of ETP (Effluent Treatment Plant).Please refers
Schedule shown below:
Activity

Date
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

UOM

Scope

Done

Balance

of preparation:
Cum 1700 1700
Cum 200
200
Cum 450
Cum
84
Cum 170
Cum 170
Cum 500
Cum 200
Cum
90
Cum
15

30 Jan
0
0
450
84
170
170
500
200
90
15

Schedule
Start

Schedule
Finish

15 Jan
21 Jan
23 Jan
05 Feb
16 Feb
11 Mar
31 Mar
30 Apr
11 May
16 May

20 Jan
22 Jan
10 Feb
15 Feb
10 Mar
30 Mar
30 Apr
10 May
15 May
30 May

Feb

Mar

Apr

27

May

1. Project network diagram- As described earlier it is graphical

representation of activities and their relationships. It provides the
output as activity list and their interrelationships. To develop
schedule essential information to be known is the activities & their
relationship.
* Taking a simple example of schedule for Guard Tank:
Completion of guard tank involves following activities:
1. Excavation
2. PCC
3. Raft
4. Columns
5. Radial Beams
6. Peripheral Beams
7. Basin floor
8. Wall
9. Plate farm & walk way
10. Stair case
The activities are sequenced & related as:

Radial
Beams

Excavation

PCC

Raft

Plate
farm
Basin
floor

Column
Peripheral
beams

Wall

Hydro
test
Walk
way

Figure-05
From above network it can be found that Excavation & PCC, PCC &
Raft, Raft & Column, Basin floor & Wall have FINISH to START
relationship, while Radial beams & peripheral beams have START to
START relationship same for Plate farm & Walk way.

28

2. Activity Duration estimates: Activity duration estimates depends

upon resource availability & resource capability. For example: For
casting foundation of 200 cum casting. We require 40 bar benders
daily (for a 10 hrs daily) to finish it in 20 days, while 32 carpenters
required. We can increase the resources to crash the time of
activity.
* Resources can be increased only within limit of area constraints.
400 bar benders can not be deployed to finish the work in 02 days
considering the space constraints.
3. Resource requirements: When the time frame is a constraint for
project management team, then to finish the activities within time
frame considering all the constraints, Resource requirement is
predicted.
Resource requirement includes:
Manpower
Budget
Machinery & Equipment
Materials
* Resource requirement may be steady or varied (generally)
depending upon type of activity & nature of project. Resource
requirement includes the deployment of this no. manpower for this
much period, Equipment deployment for this much period which in
consequence defines the budget requirement.
4. Resource Pool description: It is necessary to have knowledge of
the time for which resource would be available & in what pattern.
For example shared resources can be especially difficult to schedule
since their availability may be highly variable.
* The amount of detail & level of specificity in the resource pool
description will vary.
5. Calendars: Project and resource calendars identify periods when
work is allowed. Project calendars affect all resources for example:
some project includes only 08-10 hour normal shift a day while
some may involve 03 shifts. Resource calendars affect a specific

29

resource or category of resources for example a lab our contract

may limit working days in a week.
6. Constraints: there are two major categories of constraints during
process of schedule development:
Imposed dates: Completion of certain deliverables by a
specific date may be required by a project sponsor, the
project customer or other external factors. For example LP
steam blowing is scheduled by 15 Sep 07, which requires
completion of Pipe Racks A, B, C, E, H, M, & F. Pipe Rack
A,B,C.E are require to bring crude from Jetty via
RTF/MTF/RTF-MTF Corridor/Culverts to Crude-I & Crude- II,
while Rack M/F/H are required to bring steam from DTA.
Key events or major milestones: Completion of certain
deliverables by a specified date may be requested by the
project sponsor, the project customer, or other stakeholders.
Once scheduled, these dates become expected and often may
be moved with only great difficulty. For Example- Crude
commissioning, Fire Water System commissioning, sea water
system in JERP expansion project.
7. Assumptions: Assumptions are described previously as the factor
which is considered to be true, real & certain at the time of
execution. It may be assumed that the resources for execution
would be available for this time. Assumptions always involve certain
degree of risks.
8. Leads & lags: any of the dependencies defined in activity
sequencing requires certain lag or lead of time in order to define
the relationship accurately. For Ex: There might be a two week
delay in erection of equipment and delivery of equipment either
due to foundation is not ready ( take lead of two weeks in delivery
of equipment to readiness of foundation) or due to late delivery of
equipment ( take lag of two weeks in delivery of equipment to
readiness of foundation).

30

 Tools & Techniques for schedule development:

1. Mathematical analysis: Mathematical analysis involves
calculating theoretically early & late start & finish dates for all
project activities considering all resources are available at a
degree of optimism. The resulting dates are not the schedule but
rather than they indicate the time period within which the activity
must be scheduled given resource limits and other known
constraints.
The most widely used techniques are:
>> Critical Path Method: it calculates a single, deterministic early
start & finish date, late start & finish date, floats for each activity
based on specified sequential network logic & single duration
estimate.
Main objective of CPM technique is to find the path that will
affect project completion date or finding the activity that has
least scheduling flexibility.
>> Graphical evaluation & Review Techniques: It allows for
probabilistic treatment of both network logic & activity duration
estimates (i.e. some activities may not be performed at all, some
performed partly and others may perform more than one time).
>>Program Evaluation and Review Technique: It also uses
sequential network logic and weighted average duration estimate to
calculate project duration. It includes three time estimates & than
depending upon mean & distribution expected time estimate for
activity is calculated.
PERT differs from CPM primarily in that it uses the
distributions mean instead of most likely time originally used
in CPM.
2. Duration compression: Duration compression is a special case of
mathematical analysis that looks for ways to shorten the project
schedule without changing the project scope in order to meet some
imposed dates as desired by management 7 public shareholders.
Duration compression includes two techniques:
Crashing: In this process, cost & schedule trade offs are
analyzed to determine how to obtain the greatest amount of

31

compression for the least incremental cost. Crashing does not

always produce a viable alternative and often results in
increased costs.
Fast tracking: It involves doing activities in parallel that would
normally be done in sequence. For example: To meet starting
of production of JERP-expansion project by December 2008,
to shorten construction duration, execution was started in
April 2006 when only 19% engineering was completed.
*Consequent of fast tracking is not always safe and often results in
Rework & great amount of risk.
3. Simulation: Simulation involves calculating the activity time
estimates by considering different path for a no. of times & then
taking the best time estimates by drawing the distribution.
4. Resource Leveling: Mathematical analysis often involves
development of preliminary schedule that requires a variation of
resource requirement on time scale which is not manageable.
Sometimes we need more resources than rest of time when we
require less resource. In order to level the resources to obtain a
smooth resource requirement pattern, Resource leveling is done. It
involves a philosophy of allocate the scarce resources to critical
path activities first. For Example: Construction of Effluent
Treatment Plant can be done in two Parts, 1st phase which involves
completion of common facilities & Train 01 while second phase
requires completion of train 02. In the month of December when
work was started, there was crisis for scaffoldings material &
manpower, so it was not possible to start construction of both trains
concurrently. So it was decided to deploy resources to only Phase
01 rather than deploying some resources to phase 01 & some to
phase 02, this was not scheduled in preliminary schedule. After
resource leveling the conclusion made that the duration for
completion of Phase 01 & phase 02 would be longer than the
duration estimated in preliminary schedule. Now as the more
resource deployed in the month of April07, again Phase 01
structures were saturated & excess resources were deployed to
phase 02. Again resource leveling was done and now the duration
was less than the duration that was estimated after first leveling,

32

due to more resource availability. Now It is easy to complete the

priority structures on time.
Resource leveling often results in longer duration than the
duration estimated by preliminary schedule.
5. Project management Software: It is widely used to assist with
schedule development. These products automate the calculations of
mathematical analysis and resource leveling and thus allow for
rapid consideration of many schedule alternatives. These are also
widely used to print or display the outputs of schedule. For
example: Primavera, MS project etc.
Outputs from schedule Development:
1. Project schedule: The project schedule includes at least
planned start & expected finish dates for each identified activity.
Note: Project schedule remains preliminary until resource
assignments have been confirmed.
Project schedule is a quantitative or graphical representation
showing the duration of each activity & their start & expected
finish dates.
Schedules
can
be
different
presentation/monitoring:

as

per

the

level

of

>> Level I: Corporate Management

a. EPC Schedule
b. Construction schedule/ Shut down schedule.
>> Level II: Functional management
a. Schedule for Engineering
b. Schedule for procurement
c. Schedule for construction
>> Level III: Job leader
a. Document/Drawing schedule(IFC Drawing)

33

b. Procurement schedule ( All bulk as well as tagged items )

c. Construction schedule ( All disciplines )
Project schedule can be represented in tabular form or graphically.
As later method is more convenient to use & review, is frequently
used. Graphical representation can be done using any of the
following techniques:
Project network diagrams: These diagrams usually show both
the project logic and the projects critical path activities.

7
8
4

Figure- 06
Activity-1-2: Starting activity.
Activity-2-3 & Activity 2-4 can be started simultaneously such as
bar bending & excavation after site preparation.
Activity-3-5: Can only start after completion of Activity 2-3.
Activity-5-7: This activity can only started when both activity-2-4 &
Activity 3-5 can be completed.
Activity-7-8: Activity can only be started after both activity 5-7 &
activity 6-7 can be completed.
Bar Chart: These are also called Gantt chart. They show
project schedule determining Activity start & expected finish
dates by drawing bars to represent activity duration. These
are frequently used in management presentations to show
progress & project schedule.

34

RCC in sub Structure

RCC in Super structure

Hydro test
Structural Works
A/G piping

DEC06

Jan 07

Feb 07

Mar 07

Apr 07

May 07

Jun07

Jul 07

Sep

Aug 07

Figure 07
Milestone Chart: These are similar to Gantt charts but differ
in showing activity start date & expected finish dates for only
major deliverables & key external interfaces as shown in
Figure 08. Top level & public shareholders are interested in
these milestones.
Event
Subcontracts
Signed
Specifications
Finalized
Design
Review
Subsystem
tested
First
unit
delivered
Production
plan
completed

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Figure 08

35

 Time scaled network diagrams: These are blend of project

network diagrams and bar charts in that they show project
logic, activity durations and schedule information.
2. Supporting details: Supporting detail for the project schedule
includes at least documentation of all identified assumptions &
constraints. The amount of additional detail varies by application
areas. For example for a construction project, it will be most likely
including items such as Resource histograms, Cash flow projections
and order & delivery schedules..
Information frequently supplied as supporting details includes, but
is not limited to:
Resource requirements by time period, often in the form of a
resource histograms.
Alternative schedules
Schedule reserves or schedule risk assessments.
3. Schedule management plan: A schedule management plan
defines how changes to the schedule will be managed. It may be
formal or informal, highly detailed or broadly framed based on
needs of the project. It is a subsidiary element of the overall
project plan.
4. Resource requirement updates: Resource leveling and activity
list updates may have a significant on preliminary estimates of
resource requirement.

E: SCHEDULE CONTROL: Schedule control is concerned with

controlling the actual progress taking baseline schedule as guideline

by (1) influencing the factors which create schedule changes to
ensure that changes are beneficial. (2) Determining that the
schedule has changed. (3) Managing the actual changes when and as
they occur. Schedule control must be thoroughly integrated with
other control processes.
Inputs to schedule control:
1. Project schedule: The approved project schedule, called the
schedule baseline, is a component of the overall project plan it
36

provides the
performance.

basis

for

measuring

and

reporting

schedule

2. Performance Reports: Performance reports are the tools to

show the actual status of progress against scheduled one & the
constraints due to which the actual performance
Tools & Techniques for Schedule Control:
1. Schedule change control system: A schedule change control
system defines the procedures by which the project schedule may
be changed. It includes the paper work, tracking systems and
approval levels necessary for authorizing changes. Schedule change
control should be integrated with the overall change control
system.
2. Performance measurement: It is an important tool to measure
performance of the project against the scheduled one. It compares
the baseline plan to actual progress in order to provide the
information about deviations if observed any. If any deviations b/w
baseline plan & actual progress is observed than corrective actions
need to be taken to pull the progress back on track. It is necessary
to measure the performance on regular basis, and becomes more
frequent as the project matures. Again to take care of deviations,
some other supporting reports need to be generated, which do not
show directly the deviations but are required to be generated to
keep track or control the schedule. For Example: In rainy season it
is common that progress hampers due to water lodging. It is
required to dewater all the excavated pits & flush areas in order to
resume the work. To take extra precaution to avoid this type of
hindrance, a report for contractor wise Dewatering & Dewatering
equipment needs to be generated. Some of the report may be
produced for performance measurements are:
* O & U Engineering release report- Published by JV. It presents
showing engineering release status of all disciplines & the plan for
future release.
* Procurement reportPublished by CMC It includes all the
material procurement status (ETA of materials), constraints &

37

critical material list. It also includes PR.PO & WO status for all the
procurement activities.
* Construction report- Construction reports are produced on daily,
weekly, fortnightly & monthly basis according to level &
requirement of management. These reports predict the
construction status, progress trend, executive summary, critical
issues (Engineering, Procurement & Construction), front calculation,
future plan & manpower requirement. It also includes safety &
quality report as desired by management. For example:
Daily progress report: It is a level 04 report. That represents the
site progress of daily work & generated on daily basis. It includes
- Highlights: What is going on?
- Critical issues: What is restricting the progress?
- Progress: What way we are going.
- Plan- How we have to move.
- Equipment & manpower status: With what we are moving, &
what is required.
Weekly Report: It is a level 03 report which is published for
area/unit status on weekly basis. It includes:
-Cover page: It facilities the are/unit of concern. It generally
describes area, report publisher name, date of publish & Index.
- Executive summary: As an area/unit is broken down into several
disciplines or segments. This page shows the level of achievement,
major achievement & highlights. For example in civil works it is
highlighted that 21 out of 71 bridges completed. Purpose of this
page is to illustrate actually what is going on in particular areas.
Let me know what is happening at surface before swimming
- Safety report: It is essential to work safely in this work
environment. Safety report represents the performance of plant on
platform of safety. It compares the safety rating against the desired
one. If the safety performance is found lower than the minimum
acceptable level, then corrective actions need to be taken. It also

38

highlights major safety observation, incident or milestone achieved

during week.
It includes safety performance table, safety performance trend,
safety audit performance, Acton plan, action to be taken & safety
commitment.
Purpose of this page is to make the thought real that
Schedule, & Safety both first
- Quality report: Quality is the totality of characteristics of an
entity that bear on its ability to satisfy stated or implied needs.
Quality management is required to ensure that the project will
satisfy the needs for which it was undertaken. Schedule completion
& Plant operation service time both depend upon Quality of the
project. Mathematically, Quality is directly proportional to Plant
service time while is reverse for completion time of project.
This page includes Quality performance index table, Quality audit
rating results, Weld repair status, field observations, quality
surveillance, quality achievement & quality commitment.
Purpose of this report to keep quality on track, if there is some
deviation; it needs to be corrected before the failure.
Quality Inspection may lead to rework but it satisfies the
project needs
- Critical issues: These are the critical areas/issues of concerns
which are to be brought into considerations of management to
take the necessary actions. These may be Engineering,
procurement or construction issues. These are the issues
termed as constraints that come into picture time to time,
some of them may be temporary or some are permanent in
nature. These issues result in slowing down the progress,
deviating actual progress far from baseline plan and in turn
increasing the time or cost of the project. A good project
management team pre assume & highlight these issues on well
before there occurrence so that corrective measure can be
taken on time of criticality.

39

For example 01: In rainy season, work usually hampers due to

water lodging, non availability of staff due to fear of bad
atmospheric conditions etc. It is required to arrange the items
necessary to avoid some of the damage (controllable) such as
arranging dewatering pump, arranging shed for labor staff and
constructing temporary drainage system. It is true that rain is a non
controllable factor but the most critical is to resume the work after
rain. Now the critical issue may come into picture that Dewatering
pumps are not available in sufficient quantities & PR is also not
raised. Than it is the responsibility of project management team to
highlight this issue front of management, so that pumps can be
arranged on urgent basis.
For Example 02: As above illustrated in topic covering Daily
Progress Report, the requirement of water tankers for hydro test
of ETP structures. It is required to highlight the issue to
management that the former mode of contract to fill water is not
applicable to the structures which require huge quantity of water.
It is required to convert the contract into trip basis so that the time
for hydro test can be reduced.
For Example 03: For 33 KV distributions, from CPP to utility. It is
required to complete Foundations up to Match level of OSBL Pipe
Racks H, F & C; and all the under ground pipe lines crossing these
racks with all the duct bank cast across roads. Let us suppose some
line of C Rack crossing is not clear due to non availability of internal
coated pipe. As lowering of an under ground line takes 15 to 25 days
for 20 RM (applying conditions are ideal), if the issue of non
availability of internal coated pipe is not raised well before time
then it may lead to delay distribution to utility sub station.
What is critical, let we make it normal
Format for critical issues includes description of criticality, Issue
first raised on, level of resolution, responsible person, issue needs
to be resolved by this date & committed date of resolution(if
provided by responsible person). Also in most reports one column
pending since this much of weeks is incorporated, which gives the
quick impact on the delay in resolution of issue.

40

Reliance Jamnagar Refinery Export Project, Jamnagar

Critical issues- Area/Unit Name
Status Date:
S.No. Description Category First Action Required Committed
report
by
by
Date
1
xxxxxxxx
A
Date
Res.
Date
Date
In above table Column 01 signifies the sequence no., Column 02
signifies the description of issue, column 3 gives the level at which
matter will be resolved, and column 04 gives the date on which the
issue is first raised, column 05 shows the name of responsible
person concerned with that issue, Column 06 shows that issue
should be resolved by this date to avoid any damage to schedule,
and last column gives the information about the expected date of
resolution. The issue highlighted must be in order as per the Work
break down structure constructed. I.e. General issues must come
first then engineering, Procurement and at last construction issues.
-S Curve: S curve is a graphical representation of Actual progress Vs
schedule one. It is easy to represent comparison graphically in very
less time than understanding them through quantitative analysis.
S curve contains 04 curves on time scale as abscissa & % scale on
ordinate. These four curves include (as shown in figure: ):
1. Schedule curve or planning curve: Schedule curve is nothing but
the representation of plan on a graph showing how the progress is
supposed to be happened with respect to time. It is drawn by
converting all the disciplines activities into a single unit called Manhour which is defined as the time in hours required completing unit
work by unit man. For example: As concreting has unit cum,
structural works has MT, piping is done in ID/IM and cabling is done
in RM. Then these units are converted into single unit called MHR.
On basis of this unit all 04 curves are drawn.

41

2. Front curve: Front curve shows graphical representation of front

availability with respect to time. Front term signify a wider
meaning as it depends upon nature of calculation. For example:
Engineering front is the front for which drawings have been
released & there is no drawing hold. Material front is that front for
which material is available. Net front can be calculated by
subtracting the work completed & sequential hold from minimum of
engineering front & material front. Cumulative front is minima of
material front & engineering front.

100

S curve - Offsites

90

80

70

Cum. Plan
- 56.32 %
Cum. Front - 55.48 %
Cum. Actual - 46.96 %
Seq Hold
- 7.79 %

60

50

#REF!

#REF!

Revised Plan

Front

Actual

40

30

20

10

0
38813 38843 38874 38904 38935 38966 38996 39027 39057 39088 39119 39147 39179 39209 39240 39270 39301 39332 39362 39393 39423 39454 39485 39514

Duration

Figure 09
3. Actual Progress curve: Actual curve is the path by which actual
work is going on. The difference among these three curves is of
great importance. There are some possible cases: If schedule curve
is above & both curves are under it that means the engineering
deliverables/material availability is not as per planned. Needs a
review. If both the curve 02 & 03 are under curve 01 but curve 02 is
above 03. No problem of front. Little push to progress. If both

42

curve 02 & 03 are under curve 01 & curve 03 is dominating curve 02,
than net front is not sufficient. Push to front generation (like
material resources & designing department). If curve 01 is tending
to fall on curves 02 & .search the planner who developed it. If
curve 03 is diminishing far from curve of front & if end date is
fixed, make catch up plan, provide resources and hammer the
progress.
4. Catch up Plan: If deviation of front & actual progress curve from
schedule curve is large , then it is required to make catch up plan (
to catch the schedule) to meet the deadline or Prefixed end date.
In this process the schedule curve is drawn neck to neck with actual
progress curve as on date the catch up plan made. Then the
schedule curve is drawn to meet the prefixed end date. It is also
needed to push the construction activities like providing more
contractors, giving improved machinery etc.

Productivity Index: It is the ratio of work obtained to the

resources deployed. In planning term it is the ratio of man-hour
earned to man-hour spent. It is a measurement of effectiveness and
efficiency of resources utilized. Suppose for a week- 120 manpower
deployed for a certain foundation of 160 cum. As Man-hour spent is
given by 120* Week days * 8=120*6*8=5760 MHR, now against which
we earned= 135* unit MHR= 135*50=6750 MHR. So productivity index
from definition= 5760/6750= .86. The productivity index near to
1 is most likely productivity index. A curve showing productivity
index with time is shown as:
1.60
1.40
1.20
1.00
PF(Monthly)
PF(C umm)

0.80
0.60
0.40
0.20
0.00

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Figure 10
43

Oct

Nov

13492

14680

Feb

Mar

Apr

Aug

Sep

Oct

Nov

Dec

Jan

Feb

410

1394

Jul

Immd
Act
5602

Jun

Plan
9982

May

14771

16397

13048
8633
8609
5193

7837
8161
4834

Jan

8100
7538

10965

Dec

4633

6748
6613
3625

7398
3884

3200

Sep

8825
6588

Aug

8893
6861

Jul

120
314
225

8586
5899

Jun

6816
4210

2000
-1000

2525
3456
2754

5000

2374
2123
1729

8000

3829
5064
3353

11000

5241
5556
3097

14000

6300
4043

11275

17000

17103

20000

15658

Histogram given below shows the man-hour planned to man-hour

spent.
It depicts the requirement of manpower & resources to go as pr
plan.

Mar

Figure 11
- Overall Schedule: This sheet includes the progress trend for the
month, scope & completed quantity. This sheet facilitates the trend
of progress and comparison of progress in different months.
- Weekly progress: This sheet presents the week plan and actual
progress for the week. It gives some type of shortfall analysis. If
actual progress is less than planned one, it is required to find the
reason of shortfall and try to resolve the issues related to it. It also
gives advance planning for weeks ahead.
- Front analysis: This sheet is very important for schedule control.
In this various fronts are calculated to push the Engineering,
procurement & construction activities, if it seems that front
available is not adequate. It involves calculation of engineering
front, material front, and sequential hold in order to determine net
& cumulative net front.
- Manpower: This sheet includes the peak manpower requirement,
manpower immediate required as per front availability & actual
manpower available. It gives an idea to mobilize the resources or to
relocate them.
-Other miscellaneous reports: These reports are generated on
requirement of management. These may be three month look

44

ahead, monthly resource requirement (material & Manpower),

Milestones and next big things.
Outputs from Schedule Control:
1. Schedule Updates: A schedule update is any modification to the
schedule information which is used to manage the project.
Appropriate stakeholders must be notified as needed. Schedule
updates may or may not require adjustments to other aspects of
over all project plans. It may lead to formation of a catch up plan.
2. Corrective action: Corrective action is anything done to bring
expected future schedule performance into line with the project
plan. Corrective action n the area of time management often
involves expediting, special actions taken to ensure completion of
an activity on time or with less possible delay.
3. Lesson learned: The cause of variances, the reasoning behind
the corrective action chosen, and other types of lessons learned
from schedule control should be documented so that they become
part of the historical information for both this project & other
projects of the performing organization.

45

Case Study
Problem: Bridge 681-681-21/22 construction Hold due to heavy lift
movement.
Department Involved: Engineering: Bechtel/JV
Construction: OSBL/Heavy Lift/CCG.
Disciplines Involved: FDC, Civil, Structural, A/g Piping, and Road
Construction.
Problem description: On street 4, along avenue J, two adjacent
bridges 681-681-21/22 are located. The structure consists of 04 rows
and 08 grids (grid 52 to 58) with total spacing of 52 m from column
face of grid 52 to column face of grid 58. Bridge 681-681-21 consists
of grid 52 to 54 and bridge 681-6681-22 consists of grid 56 to 58
while grid 55 is interconnecting both bridges. The clear span of bridge21( south side: on street 4/8) is 20 m and that for bridge-22( north
side on street 4 ) is 24 m. the heavy lift movement carrying C3
splitter, coke drums, crude columns and FCCU heavy column is
supposed to enter through street 4 towards alkylations. As span for
heavy lift required is 36 m and with considering 1 degree tilt & turning
radius, gross requirement is 48 m. When problem realized, then the
drawings for bridges have been released and grid 52/53 and 54 were
cast to a height of 4 m above match level i.e. above ground. Now if
bridges were allowed to construct then heavy lift movement is not
possible as it was supposed to arrive in late 2007( FCCU column in sep
07 while C3 splitter, coke drums in Jan 08). Now problem was to
facilitate heavy lift movement without a major rework for civil.

Suggested resolution: On site request, design department (JV &

Bechtel) worked on problem and found following option to review for
management:
Option #1:
As per the information gathered from heavy lift
department , and reviewing plan for Heavy Equipment Haulage and
crane movement for JERP., as per the latest update the last two coke
drums ( Including the trailer height 13 m ) are expected only by 25
Jan 08. Since enough head clearance and turning radius are perquisite
for heavy lift movement in J Avenue to JERP, It is necessary to keep

46

Central pipe Rack columns (of Grid 54, 55 & 56) under hold at the
junction of avenue J and street 4 until 31 Jan 2008. It is expected that
by this date only, OSBL will get clearance to proceed with the held up
pipe rack columns and the structural bridge.
Consequence of Option # 1: Heavy work quantum: Post coke
drum crossing this alignment , the balance work to be executed for
hooking up the pipe rack A to RTF and completing the interconnect
piping. As per the option, the extreme columns of grid 57/58 on north
side and grid 52/53 can be cast as they provide enough turning radius
of 48 m, whereas the central columns can not be executed until the
last equipment movement9 in this case last two coke drums).
Proactively, we can execute the pedestal footings, cover the protruding
reinforcements with PCC and back fill with earth and consolidate for
free crane/equipment trailers movement. Once the last equipment
crosses over, we can dig-open, break the PCC and build the column
reinforcement. Now under the assumption, the total duration after
crane movement to complete hook up A rack to RTF is computed as:
(a) Excavation at center columns, preparing column lift by breaking
the earlier created PCC cover and build up the reinforcement cages for
columns- 15 days.
(b) Shuttering and pouring concrete for all columns: 03 days.
(c) Curing of concrete: 14 days.
(d) Bridge structural erection and final welding: 15 days.
(e) Erection of pipes and Welding in situ.( 2 joints/pipe ): 45 days.
As total no. of pipes coming 45,
Average diameter- 12
Total welding ID- 12*45*2=1200 ID,
Rate of ID welding per welder = 10 ID,
Suppose 4 welders provided, then time require to complete
welding= 30 days
(f) X ray/Box up/ Flushing (No hydro test due to tie-joints) = 15 days.
So end date will be 15th may 2008, but our target is March 2008 so
not acceptable by management.
Option # 2: Keep the central columns hold till Jan 08. But start the
structural fabrication and assembly early in November and piping
spools to be welded parallel. When the structure will be ready at end
December 2008, the A/G pipes will be welded to structural shoes
resting on structural part. Then with the help of Heavy crane CC 8800
we will erect the assembly of structural bridge and pipe on Bridge
foundations to minimize the construction time.

47

Consequences of Option # 2: By reviewing the stress induced due

to pipe+ structural assembly load and bending load at the crane hook,
it was not possible to erect the consolidated assembly without any
risk. Either crane hook may bend or pipe may bend or shoe joint may
undergo weld failure. As well to erect the assembly, the crane CC 8800
twin need to be retained for extra one month having a cost impact of
$460000.
Option # 3: It could be possible by increasing clearance under the
bridge 15 meters after passing C3 splitter (15 Sep 07) or clearance
under bridge (13 meters) after passing the FCCU columns by 14 Nov
07. The column reinforcement at the junction of foundation slab is not
adequate for the additional height. To salvage the foundation slabs
already cast with starter bars for columns, we have to incorporate
horizontal tie beams. Construction of Superstructure on grids 54,55 &
56 can be started only after September 2007, after the major
equipments have passed through. In order to minimize the time of
construction after this, the construction on grids 54, 55 and 56 shall be
performed with prefabricated steel structure, as required. The
drawings for this arrangement will be issued by Jan 07.
Consequences of option # 3: Superstructure on grids 52, 53, 57
and 58 can be RCC as earlier and can be completed since it does not
obstruct the path of equipments. And balance construction work can
be completed by 01 march 2008.
Conclusion: The option # 3 as opted and proceeded. As it is not
affecting the end schedule and economy is also resumed.
Future Scope: Method can be applied to other bridges which are
coming under ODC movement. And well opted for Bridge-422-01, 41101 and is in process for Bridge-681-40.
Bibliography: * PMI guide.
* Reliance training manual
* Reference mails

48

*THANKING YOU*

49