Field Schedule Control Procedure

Document No.
DSP-16-007
Power Builder Total sheets 38

Revision no. 0
Construction Management System Date Nov 25, 04
FIELD SCHEDULE CONTROL PROCEDURE
Rev
Description Page Date Prep’d Chk’d App’d
no.
First Issue Nov 27’04 RPS AOM AOM
GM PMT Mgr Const Mgr Instrument Process Safety/Security

Distribution
Vice Pres Eng’g Mgr Civil Electrical Static Eqpt
Asst VP Proc Mgr Piping Rotary QMR

Field Schedule Control Procedure 2 of 36
DSP-16-007
TABLE OF CONTENTS
PAGE
1.0 OBJECTIVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2.0 SCOPE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
3.0 DETAILS OF PROCEDURE AND CONTROL DOCUMENTS . . . . . . . . . . . 10
4.0 ATTACHMENT LISTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
RELATED PROCEDURES:
QP-10-002 CITIMAX WORK BREAKDOWN STRUCTURE

QP-11-006 PROGRESS REPORTING PROCEDURE
RELATED FORMS
FORM NO.
QF-08-16-018 CONSTRUCTION SUMMARY SCHEDULE
QF-08-16-019 CRD INDEX
QF-08-16-020 MONTHLY MANHOURS AND AVERAGE MANPOWER

COMPLEMENT
QF-08-16-021 CONSTRUCTION DETAIL SCHEDULE
QF-08-16-022 THREE-MONTHS AREA SCHEDULE
QF-08-16-023 DAILY CONSTRUCTION WORK REPORT
QF-08-16-024 DAILY MANPOWER REPORT-1 (DIRECT WORK)
QF-08-16-025 DAILY MANPOWER REPORT-2 (INDIRECT WORKS)
QF-08-16-026 DAILY MANPOWER REPORT-3 (SUMMARY)
1.0 OBJECTIVE
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This procedure aims to ensure that the construction schedule will meet the
prescribed requirements of the project.
2.0 SCOPE
The construction schedule control procedure presented herein describes the

approach to construction scheduling and control for this project.
The philosophy is established in line with Schedule Concept at Home-Office.
2.1 Basic Philosophy
The overall project scheduling and control for this project is led by the Project
Management and Project Control staff assigned in the Project Task Force
organization established at Contractor’s Home Office. During the course of the
project, they will be responsible for communication with owner on schedule
matters. When the Project enters the construction stage, the Field Schedule
Control Manager and Controller are assigned under the Deputy Site Manager,
the responsibility is delegated to the control staff and they will report to the
Construction Manager.
Their major responsibilities are to lead the following operations in the

construction scheduling and control.
2.1.1 Planning & Scheduling

2.1.2 Monitoring & Analysis
2.1.3 Study of Counter measure & reporting
2.2 Scheduling and Control Concept
This procedure outlines Contractor’s system and overall concept to be used for
the construction scheduling and control. Further detailed procedures will be
developed in due course as needed, for each scheduling, evaluation, controlling
and reporting.
2.2.1 Basic Control Cycle
The efforts are mainly made to lead the following major functions (*) and
to tighten the interface within the Project cyclic stream.
Execution Strategy ( * ) Reporting
( * ) Planning & ( * ) Analysis

Scheduling and Study
counter measure
Execution ( * ) Monitoring
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The details of the project control cycle are shown in Attachment – 2,

“Control Cycle”.
In order to attain effective and timely control in the above stream,

communication channel level and cycle, several supporting tools to
maintain continuous operation are developed, as described in the
following paragraph.
2.2.2 Basic Control Structure
2.2.2.1 Organization
The following chart shows a typical organization for the project

control. However, this chart does not portray lines of
supervision, but rather, lines of communication, which must be
presented to contractor’s project management and the Owner.
OWNER
PROJECT PROJECT
MANAGEMENT CONTROL
FUNCTION
FIELD SCHEDULING
ENGINEERING & PRO- CONSTRUCTION & CONTROL
CUREMENT DISCIPLINE MANAGEMENT FUNCTION
CONSTRUCTION
SUPERVISION GROUP
SUBCONTRACTOR
The construction scheduling and control function is considered

as staff of the construction management with a delegation of
authority from overall project control function.
Major functions are for establishing consistent guidelines in the

timing, format, and content of the construction control
information that will lead the construction activities.
They will:
a. Proceed with joint development of construction execution

plan and framing of master construction plan and
sequence with the construction management staff.
b. Prepare the construction control plan and establish policies
and procedures.
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c. Prepare scheduling guidelines and input for detailed
scheduling conducted by supervision and execution level.
d. Collect necessary data for review of actual construction
status and trend to make appropriate recommendations on
corrective actions for the construction management.
e. Coordinate the construction control effort between job site
and project control staff about schedule, job progress and
cost to assure that the project will complete within planned
target.
f. Track and report the status of problem areas until they
have been corrected or countermeasure have become
effective, and provide the construction management with
accurate and timely reports.
2.2.2.2 Levels of Control
The site organization is basically broken down into three control

levels in light of the control objects and function.
These three levels are;
1st Level : Management and Control staff
2nd Level : Superintendents, Category manager and key

supervisors
3rd Level : Supervisors & execution force
The management level of strategic control is considered to be

the master level and is characterized by minimum but effective
data display. This data can be summarized from the
superintendent level below.
The superintendent level of tactical control is an intermediate

summary of construction data, for the purpose of controlling the
physical development of the construction on an overall basis.
The execution level of operational control is considered to be the

actual work execution force by whom the supervisory efforts in
the construction activities are directly exerted to maintain
schedules.
The establishment of the above three levels of control also

ensures that all reports and forecast are synchronized, and that
all data is consistent between these levels, and readily
understood.
The concept of levels of control and the main viewpoints on

each level are shown in Attachment - 3 “Concept of Control
Level”.
2.2.2.3 Control System

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Contractor’s construction scheduling and control system is an

integrated set of concepts, procedures, and computer
application software packages for the effective control of
schedule, quality and cost.
Contractors’ standard computer aided control systems at site

are shown in Attachment - 4 “Construction Management
System (CMS)”.
It timely provides summarized meaning full data in construction

status to enable us for review of scheduling input, the work
tendency and study of necessary measure for successful
achievement of the project completion.
Selection of these systems will be carefully examined at the

project initial stage so as to ensure the most effective
construction operation from viewpoints of type, capacity,
schedule, local characteristic, etc., of the project.
2.2.2.4 Work breakdown Structure
Every works are defined with the following two types of work
breakdown structures, as a common rule for scheduling and
control purposes through engineering, procurement and
construction.
a. CWBS (CITIMAX Work Breakdown Structure)
This is the contractor’s standard WBS that defines type
and category of works.
b. CPCWBS (CITIMAX Project Control Work Breakdown
Structure)
This is independently prepared in each project by which
geographical location/process groups of works are
identified.
The concept of both WBS are shown in QP-10-002. “CITIMAX

Work Breakdown Structure” and Exhibit - 1 “Project Control
Work Breakdown Structure” (sample only).
Each item of work is identified as discrete package when a

matrix is framed with both CWBS and CPCWBS.
The detailed sample concept is shown in 3.1.1.4 “Work

Framing” (Exhibit 5).
2.2.3 Scheduling
From the beginning of the project until the completion, planning and
scheduling continuous with re-cyclic review along the construction
phases and aspects.
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Contractor place and emphasis on the following approaches in the
scheduling as illustrated in Attachment – 5 “Development Cycle of
Construction Schedule”.
2.2.3.1 Top-Down Schedule Development
Scheduling proceeds from overall phase to detailed phase, that

is master level to detailed level, as scope is defined, execution
plan is developed, and accurate scheduling data becomes
available. Guidelines of the project execution, such as the project
master schedule, project milestone, summary of CITIMAX path,
path of construction, work execution plan, etc., are established at
the initial of the project by experienced planning and control staff
with consultation of the construction management.
Following the steps above, Level-I Construction Summary

Schedule (Form No. QF-08-16-018) will be developed which will
be basis of detail schedule to be established.
Various planning and schedule documents are developed by

each control level in line with this basic guideline from overall to
details in order of level.
2.2.3.2 User’s Involvement
In the course of development of work plans and schedules,

contractor put an importance on involvement of assigned key
personnel in order of level and in due course.
With consultants of scheduling and control staff, the detailed

work schedules are prepared by the superintendents,
supervisors and subcontractor, dependent on the scope of work
and level of control to be involved.
Throughout this operation, the basic plan of work execution will

be reviewed, developed and further realized from the both
viewpoints of overall and detailed.
2.2.3.3 Cyclic Development
As described in 2.2.3.1, guide line type schedules are developed

throughout the overall phase, that is master level to detailed
level, as scope is defined, execution plan is developed, and
accurate scheduling data becomes available.
Level - II Construction Network Schedule is translated into

users-oriented.
Level - III “Construction Detail Schedule” which will indicate

more realistic work plans and detailed work
sequences.
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They will be further developed to short-cycle work programs that
cover period of a few months of the area work sequences and
category schedules such as “Three Months Construction
Schedule”, “Three Months Category Schedule” and “Monthly
Schedule”. They will reflect the latest work status and necessary
counter measures for maintaining the basic plans.
Subsequently, these plans/schedules will be translated to

minimum-cycle work schedules that indicate daily activities in
execution level.
The plan schedules are periodically reviewed in effective cycles

established on each control level.
Results of the schedule review including necessary counter

measures for schedule variances are reported through the
execution level to the management level.
Above planning and review cycle will always enable the site
organization to maintain fresh construction planning and timely
decision for counter measures.
2.2.4 Physical Progress Analysis and Evaluation
In order to numerically identify the work progress, Contractor is adopting

a following factoring and measuring method.
2.2.4.1 Weighing :
WA = (Estimated Major Bill of Quantity (B/Q) x

Estimated Productivity) for each work package
(Estimated Progress Points) for each work package
WT = Total of above WA in category, Area or All
- Factoring of each activity weight :
FA = WA /WT x 100
Planned progress curve is prepared by allocation of above

weight factor (FA %) on each construction activity and planned
time scale.
2.2.4.2 Progress Measurement :
Throughout the monitoring and reporting as described in the

following paragraph 2.2.5, necessary progress data are
periodical collected. Actual work progress is measured based on
physical work volume accomplished with milestone achievement
and this is translated with weight factor.
Major B/Q accomplished

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Actual Progress = ------------------------------- x FA%
Estimated Major B/Q
The progress analysis will be made in comparison with planned

progress and variance including time schedule is continuously
evaluated and future trend of the construction work progress will
be forecasted taking the latest scheduling information into
account.
2.2.5 Monitoring and Reporting
The basis of monitoring, reporting and control at the site will be the work
package defined for construction. From these package necessary
progress data and work status information will be collected. These
progress data will be arranged, broken down or summarized, into proper
evaluation level and figured out in appropriate reporting formats.
In Contractor’s normal procedure, basic progress data and status

information are initiated by work execution level including subcontractors
using several formats designed to facilitates integration into Contractor’s
overall reporting system.
They will periodically report to the construction scheduling and control

staff. Subsequently, this input will be reviewed, summarized, calculated,
arranged into certain formats and evaluated in light of the actual site
condition.
Result of this evaluation and analysis will be reported to the construction
management and owner.
3.0 DETAILS OF PROCEDURE AND CONTROL DOCUMENTS
3.1 Planning and Scheduling Documents
3.1.1 Planning at Initial Stage
The planning phase commences with front end stage of the project and
continues through the construction mobilization, normally the start of
foundations. During this period, the construction scheduling and control
staff develops the scheduling plans that will guide the construction front
end activities.
3.1.1.1 Pre-planning
Pre-planning for construction at the early stages of the projects is

most important activities of the construction scheduling and
control staff. At this entry stage, detailed planning is restricted
because of the limited available information. However, there are
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areas where pre-planning is necessary as significant premises
for further planning; for examples:
a. Work accessibility and traffic condition,

b. Rigid studies with availability of construction equipment,
c. Material selection and delivery schedule,
d. Formation between on-shore and off-shore fabrication
including pre-assembling / modularization,
e. Subcontracting formation and manpower source
f. Temporary facilities
g. Many others interdependent activities which requires early
attention.
3.1.1.2 Breakdown of Control Areas
The overall plot will be geographically divided into more

manageable control areas so that;
a. The optimum area size will be created for control

purposes.
b. The project priority areas are properly segregated.
c. Materials can be readily controlled and track for each area.
3.1.1.3 Path of Construction
At the beginning of the planning phase, a first priority for the field
schedule control staff and the Construction Management are to
study the path of construction. The path of construction is the
most efficient and economic sequence of construction activities,
which outlines the major elements of the construction program
from soil movement to piping installation on an area and sub-
area basis. The path of construction is based on contractor’s
accumulated know-how and experience, and known/ CITIMAX
engineering, procurement, logical, and rigging restraints.
Sample is shown in Exhibit - 3 : “ Path of Construction”.
The path of construction forms the basis of all subsequent

detailed planning philosophies.
3.1.1.4 Work Framing
Various work items in the construction are identified and defined

as independent package, which are framed within a matrix
between contractor’s CWBS and above CPCWBS. Basically,
each work package is characterized by deciding a controllable
size on PCWBS (with selecting suitable levels in the breakdown
structure) for each work category / type in CWBS. The concept is
shown in Exhibit - 5 : “Work Framing of Construction”.
These discrete packages are considered as basic units for

scheduling and control in the construction. Scheduling input and
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data for analysis are allocated / collected through these work
packages. This concept will enable breakdown and summation
of data and information on my level to give the common
identification according to the both WBS throughout engineering,
procurement, material delivery and construction.
3.1.1.5 Level - II Construction Network Schedule
Upon completion of the planning throughout 3.1.1.1 to 3.1.1.4

above the Level-I “Construction Summary Schedule”, Level-II
“Construction Network Schedule” covering construction direct
work will be established by construction control staff.
Resource relating construction direct work in the schedule will be

allocated, so that further resource study and simulation can be
made as well as time analysis. Data generated in the scheduling
will be transferred to progress measurement at site.
The schedule will be the basis for the resource allocation

planning which will the general guide line of manpower
mobilization.
3.1.1.6 Level - III Construction Schedule
Where more detailed control is required due to complicated work

sequence (i.e. on-site), Level-III “Construction Schedule” will be
developed by construction superintendent and field control staff
in a form of bar chart, receiving milestones and restraints studied
in Level-II schedule. The schedule is consisting from
“Construction Detail Schedule, Form No. QF-08-16-021” per
major work areas or packaged plant/work block in the project.
These schedules are considered as a one important project
control documents to lead project execution efforts and to
develop the communication with other disciplines such as
engineering and procurement on construction tactics and
activities.
These schedules will indicate major milestone including required

date of drawings and materials, essential construction activities,
estimated work period, brief work sequence, anticipated critical
path.
During the development of the schedules, planned activities

need to be broken down into controllable level on execution and
more realistic work period and detailed work sequence will be
reviewed. Throughout this operation, assigned superintendents
will fully realize and become familiar with construction strategy.
These schedules will become a basis for each control area and
block as well as Level-II schedule.
3.1.1.7 CRD Index (Construction Required Date of Materials)

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Working from the Level-II Schedule, the field control staff

immediately prepares, jointly with the project control group in the
Project Task Force, the list of target delivery schedule for each
major materials (see Form No. QF-08-16-019, “CRD Index”).
This document is distributed within the project organization as for
overall guidance to ensure the preparation of drawings and
material and equipment deliveries in accordance with
construction requirements.
3.1.1.8 Composite Schedule
A sample composite schedule for construction (see Exhibit-6) will

be developed based on the above (Level II Control Network
Schedule and Level III Construction Schedule.
This schedule will show overall concept of the construction

schedule with summarized bar chart, allocation of progress
weight factors,
progress “S” curve and major milestone as the original target.

This will be updated monthly to show an actual work progress
from the start of construction. The original schedule will remain
on this document, and any subsequent revisions superimposed.
The purpose of this schedule is to simply highlight the
construction target and current status in particular for the project
management.
3.1.1.9 Based on the manpower estimation for each work package and
Level-II Schedule, the Manpower Mobilization Schedule is
prepared as per Exhibit-7.
Although basic data for the estimation is till within a preliminary

grade, various plans, such as site office, camp, commutation,
utilities, consumable, etc. are studied referring to this schedule.
Subcontractors proposal schedule are also reviewed in
comparison with this schedule.
This schedule will be periodically reviewed/updated in line with

the overall updating of the construction schedule and work
volume estimation taking the latest status into account.
3.1.2 Scheduling in Execution Stage
3.1.2.1 Level-III Construction Schedule
These schedules will be updated with “Time Now” status line on

a monthly basis. This will confirm schedule variance in
comparison with the original target and may call some
requirements of necessary counter measure so successfully
attain the original completion target on time.
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Re-scheduling for these schedules will be carried out in line with

the overall review of the project master schedule and when new
information becomes available which has an influence on the
schedule.
3.1.2.2 Overall Work Category Schedule
In line with milestone indicated in Level-II “Construction Network

Schedule” and Level-III “Construction Area Schedule”, overall
work category schedule covering key activities in the category
will be prepared by assigned chief supervisor and / or
subcontractor in each work category.
This schedule will indicate general guideline for each work

category and for subcontractor planning. During the course of
scheduling, interrelation between area schedule requirements
will be carefully
confirmed from viewpoints of mainly work volume/work force
availability.
This schedule will also be updated in line with the above Level-
III Construction Schedule.
3.1.2.3 Three Months Construction Schedule (Area and Category)
Base on “Construction Area Schedule”, superintendents will

develop “Three Months Area Schedule”, Form No. QF-08-16-
022.
This schedule mainly intends to indicate detailed work sequence

and activities, timing incorporating the latest status and to show
superintendents, tactics in more detailed/realistic way how to
maintain the target in “Construction Area Schedule”.
In line with milestone indicated in “Three Months Area Schedule”

above, “Three Months Category Schedule” covering key
activities in the category will be prepared by assigned chief
supervisors and/or subcontractor in each work category.
During the course of scheduling, inter-relation between area

schedule requirements will be carefully confirmed from
viewpoints of mainly work volume / work force availability.
This schedule will be reviewed and updated monthly covering

coming 90 days activities.
3.1.2.4 Monthly Category Schedule
This schedule will be developed in line with the above Overall

Work Category Schedule and Three Months Construction
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Schedule (Area and Category) schedule taking the latest status
and available work force into consideration.
Subcontractors or chief supervisors in each work category will

prepare the “Monthly Category Schedule” which will show
detailed daily activities covering coming 45 days.
During the coarse of schedule study, inter-relation between area

requirements will be confirmed and optimum plan will be
discussed.
Based on the target, supervisors / foreman exert daily work

execution efforts with their self-orientation by the weekly re-
cyclic review.
Actual work status during the last 2 weeks will be indicated.
3.1.2.5 Construction Selective Schedule
This schedule will be prepared to selectively highlight critical

activities / work sequences / module unit, significant control
areas, shutdown and/or tie-in works, preparation activities for
plant start-up, etc.
This intends to call all attention in the project team by which

definite schedule target and work sequence should be fully
recognized beyond the daily control efforts.
3.2 Progress Analysis and Evaluation
3.2.1 Measurement of Construction Progress
Construction progress calculation is expressed simply as;
3.2.1.1 factoring with weight for each work package
a. Estimated major bill of quantity in each work package=A
b. Estimated progress point in each work package
= A x estimated productivity
= WA
c. Baseline of progress point
= Total of all WA
= WT
d. Weight factor of each work package
WA
= ---- x 100%
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WT
= FA%
3.2.1.2 Progress calculation for each work package
a. Actual major bill of quantity installed in each work

package with milestone achievement
=B
b. Work volume progress in each work package
B
= ---
A
c. Progress % in each work package in Category
B
= --- x 100
A
= FB %
3.2.1.3 Summarized progress calculation in an individual evaluation

group
a. Summarized progress in overall, individual category and /

or Area
Total of FB1,FB2,FB3,FB4,,,,FBn
= ------------------------------------------ x 100%
Total of FA1,FA2,FA3,FA4,,,,Fan
= Progress % in overall, Individual category and/or

Area
As soon as quantity take-off are essentially completed,

planned progress curves for each construction area and
work category are developed, based on the weighing of
estimated direct labor manhours.
The data giving actual quantities installed are monitored

and progress percentage is calculated and summarized
through each subcontractor, by control area.
3.2.2 Progress Evaluation

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Progress evaluation is conducted in comparison with a planned progress
and a current status obtained as described in above 3.2.1-1.
Progress is simply reviewed and evaluated from these aspects as

follows.
3.2.2.1 Progress Figure Variance

3.2.2.2 Time Schedule Variance
3.2.2.3 Direct Manpower Performance Variance
Progress variance including time schedule variance is analyzed from

following viewpoints.
a. Variance on physical work volume installed / accomplished
b. Variance on work sequence
Progress variance and direct manpower performance variance is also

reviewed from the following viewpoints.
a. Estimated manpower for the current progress achievement

b. Actual manpower expenditure
Based on the analysis, future trend of the construction work progress will
be forecasted and, at the same time, necessary countermeasures for
correction of current variance and its causes will be studied.
3.3 Monitoring and Cyclic Reporting
3.3.1 Internal/Cut-off date of monitoring
Monitoring is to be conducted in a weekly basis, which is rolled up to

monthly reporting. In order to have a consistent data analysis, cut-off
date for reporting is to be set as Exhibit-2 (sample only).
3.3.2 Weekly monitoring and reporting
The staff in execution level in contractor and/or subcontractor will

monitor the status of responsible activities on a daily basis. This includes
the actual accomplishment of work volume, availability of resources and
outstanding problems. This data is analyze, formatted and distributed
with comments to the proper representative. At the same time, the
construction superintendent and category chief supervisors manually
update their responsible construction schedules to confirm the week-to-
week field progress.
In case of that some critical /key work categories will be observed to be

monitored on a weekly basis in depth, particular tracking and progress
analysis will be conducted until the situation have been cleared.
The weekly report above will include:
3.3.2.1 Percent or work volume progress over the past weeks.

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3.3.2.2 A prediction of the effect on the monthly schedule.
3.3.2.3 Number of people on site for the proceeding week.
3.3.2.4 Remarks on significant accomplishment/events over the past

week.
3.3.2.5 Remarks on work plans for the next week.
Although a category for which weekly analysis is required varies

depending upon the criticality of the work, the following
categories shall be subjected weekly analysis as a contractor’s
standard.
a. Length of sewer drainage and under ground piping

installed
b. Concrete poured for foundation work
c. Weight of steel structure erected
d. Inch-diameter length welded for piping (prefabrication and
installation)
e. Length of cable installed (instrument and electrical)
f. Length/area insulated
g. Area painted
3.3.3 Monthly monitoring and reporting
The construction scheduling and control staff will issue a “Monthly

Progress Report (Construction)”. Listed below are the documents that
comprise the monthly monitoring and reporting, along with the reporting
technique used.
3.3.3.1 Composite schedule for construction (Exhibit 6, sample only).
This schedule covers the progress bar charts, curve and major
milestones. This schedule is updated by the field schedule
control staff on a monthly basis.
3.3.3.2 Three Months Construction Schedule
This schedule intends to provide short term, day-to-day control

of construction activities. It is prepared and updated by the area
superintendents with assistance of the field schedule control
staff. It is updated on a monthly basis and serves as the major
review item at the monthly site schedule review meetings. The
main function of the three months construction schedule is to
transmit schedule requirements to the category chief
supervisors and subcontractors and receive their understanding
for updated information.
3.3.3.3 Monthly Progress Report (Construction)

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Each month, the site manager with assistance of control staff
prepares a monthly progress report.
This report serves as a summary of all the pertinent schedule

status data contained in the above listed schedule documents
and includes comments regarding the overall affect of present
material delivery, work status and field work progress on the
completion data of the project. The report will be submitted to
company and contractor’s home office for their review and
preparation of a formal monthly progress report. Sample
contents are summarized in Exhibit 9.
During the course of the construction, the site Management

team will periodically present the above summary report to the
owner.
3.3.3.4 Schedule Coordination and Review Meeting
Effective schedule control places emphasis on establishing good

communication between the construction management and/or
the control staff and the work execution line.
In this manner, early warning signals can be picked up from the
execution level that may later show up as adverse schedule or
cost trends.
To enhance this communication, a coordinated set of meetings

will be periodically conducted to assess the schedule and cost
status of construction so that problems can be identified and
actions set in motion to resolve the problem.
The following meetings are planned to be periodically held at the

site.
a. Weekly Management Meeting
Construction management will hold the weekly meeting

with an attendance of scheduling and control staff,
area/block superintendents and category chief supervisors.
In the meeting, critical areas and problems on the work
progress and management decisions on site operation will
be discussed on basis of short term cycle.
b. Monthly Progress Review Meeting
In line with the monthly monitoring and reporting,

scheduling and control staff will hold the meeting with an
attendance of the construction management, area
superintendents and category chief supervisors.
In the meeting, results of the progress status analysis,

trend forecast and anticipated problems and necessary
countermeasures will be discussed from the strategic long
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range view-points in the project and necessary
countermeasures will be decided.
c. Quarterly Review Meeting
Progress of the work shall be fully reviewed on a quarterly

basis and the review meeting will be organized. In the
meeting, problem areas shall be highlighted and measures
to be taken will be discussed. Key staff of engineering and
procurement in home office will be invited as required.
4.0 ATTACHMENT LISTS
Attachment 1 - Flow Scheme for Project Schedule Control
Attachment 2 - Control Cycle
Attachment 3 - Concept of Control Level
Attachment 4 - Construction Management System (CMS)
Attachment 5 - Development Cycle of Construction Schedule
Attachment 6 - Cyclic Reporting at Execution Stage
Exhibit 1 - Project Control Work Breakdown Structure
Exhibit 2 - Monthly Monitoring and Cyclic Reporting Period
Exhibit 3 - Path of Construction – 1/2
Exhibit 4 - Path of Construction - 2/2
Exhibit 5 - Work Framing of Construction
Exhibit 6 - Construction Composite Schedule
Exhibit 7 - Manpower Mobilization Schedule
Exhibit 8 - Construction Manhours Graph
Exhibit 9 - Monthly Progress Report
Exhibit 10 - Manpower Report No. 4 (Direct and Indirect)
Related Standard Forms (as per table of contents)

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ATTACHMENT - 1
FLOW SCHEME FOR PROJECT SCHEDULE CONTROL
SCHEDULE CONTROL WORK BREAKDOWN

OBJECTIVE STRUCTURE
ENGINEERING PROCUREMENT CONSTRUCTION

SCHEDULE SCHEDULE SCHEDULE
OVERALL CONSTRUCTION
SCHEDULE LEVEL-3 SCHEDULE
CONTROL MONTHLY PROGRESS

MEASUREMENT B/Q PROGRESS
MONPOWER
EQUIPMENT
WEEKLY/MONTHLY
MONITORING
OPERATION
PROBLEM
THREE MONTH
SCHEDULE
ENGINEERING
PROGRESS
QUARTERLY
REVIEW
CRITICAL
PROCUREMENT
S-CURVE EPC
CONSTRUCTION
OPERATION
PROGRESS ANALYSIS
& EVALUATION
RECOMMENDATION REPORT TO
TO CATCH UP MANAGEMENT
PROJECT DELAYS
DEPARTMENT TO
TAKE ACTION
DSP-16-007
ATTACHMENT - 2
CONTROL CYCLE
Project Execution
Strategy
Construction
Execution Strategy
Feedback
Construction Reporting
Overall Planning
Information &
Instruction
Detailed Work
Scheduling
Execution
Monitoring Analysis &

Countermeasure
Overall Planning
Detailed Planning
Execution & Cyclic Planning
Monitoring & Analysis
PHASE
DSP-16-007
ATTACHMENT – 3
CONCEPT OF CONTROL LEVEL
DISCIPLINE BREAKDOWN OF CONTROL LEVEL CYCLE
{ z z OVERALL/ GENERAL z z
AREA / BLOCK / UNIT

{ z z z OR z z z
WORK CATEGORY
z z z { WORK PACKAGE { z z
z z WORK ITEM { z z
Key
Superintendent/ Chief Supervisor
Management
eDragon
‘3-4 Months
Supervisor
Engineer
Engineer
Monthly
Weekly
Control
Overall
Daily
Chief Supervisor
Chief Supervisor
SUBCONTRACTOR
Chief Engineer
Management
Supervisor
Engineer
Foreman
Control
z Main View Point & Area
{ Supporting View Point & Area

Chief Discipline
Management
Execution &
Level
CONSTRUCTION MANAGEMENT SYSTEM (C M S)
DSP-16-007
CONDITION FOR
SYSTEM MAIN PURPOSE HARDWARE APPLICATION
DAILY MANPOWER Monitor the number of direct labor by craft by work package used for Personal
REPORTING SYSTEM construction performance by collecting data from subcontractors. computer
Field Schedule Control Procedure
PHYSICAL PROGRESS Monitor the physical progress of construction and control it by Personal
REPORTING SYSTEM comparing planned quantities given beforehand with actual quantities computer
installed by each package.
PIPING INSPECTION Monitor welding and inspection status on each welding point by Personal
CONTROL SYSTEM registering the welding points and the result of inspection. computer
PIPING MATERIAL Monitor field piping material status including the inventory, Personal
ATTACHMENT – 4
CONTROL SYSTEM receiving and issuing of this material. Also provides the ability of computer
forecasting material allocation.
FIELD EXPENSE Collect the account information at the site and report to corporate Personal
REPORTING SYSTEM accounting the project cost control. computer
CONSTRUCTION MANAGEMENT SYSTEM (CMS)
PAYMENT TO Calculate the amount of payment to subcontractors according to unit Personal

SUBCONTRACTOR rate and quantities installed by each work package. computer
CONTROL SYSTEM
23 of 36
DSP-16-007
ATTACHMENT – 5
DEVELOPMENT CYCLE OF CONSTRUCTION SCHEDULE
Level of Construction Construction Supervising

Control Management Superintendent Engineer
and Control for and Subcontractor
Discipline Area Category Engineer
Control Area Overall Area / Block / Unit Work Category

And
Aspects Overall Work Sequence Work Load
Cycle Type of Schedule
As Needed Level – II
Update Network
Schedule
Construction Area / Block Category Master

As Needed Summary Master Schedule Schedule
Update Schedule
Composite
Schedule
1-Month 3-Months
Update Look Ahead
Schedule
1-Month
Review
Weekly Master
Weekly Schedule
Update
Weekly
Review : Scheduling Instruction and Information
: Monitoring and Reporting
DSP-16-007
ATTACHMENT - 6
CYCLIC REPORTING AT EXECUTION STAGE
(SAMPLE ONLY)
A. Cyclic Reporting at Execution Stage
During the course of the construction work, Contractor will periodically submit the
detailed schedules and reports for short cycle control as per the following sample
formats and submission cycle.
DESCRIPTION OF SCHEDULE & SUBMISSION CYCLE REMARKS

REPORT --- --- --- --- ---
and (Sample Format) A B C D E
1. Daily Cycle
1.1 Construction Activities X

and Events from Sub -
Contractor (Attach-P-1)
1.2 Manpower Report from X

Subcontractor (Attach-P-2)
2. Weekly Cycle
2.1 Manpower Weekly Summary X

Report (Sample-P-2)
3. Monthly Cycle
3.1 Construction Monthly X
3.2 Construction 3-months Look X

Ahead Schedule
(Attachment-N-2)
Schedule
A: Daily
B: Weekly
C: Bi-Weekly
D: Monhtly
E: As Necessary
B. Monthly Progress Report - PART-III Onshore Portion (Construction Contract)
The report shall cover all aspects during the month by which the current work status
and future tendency relating to subcontractor’s activities are highlighted. The report
should be a package with the following contents and be submitted to company within
Ten (10) working days in the coming month.
DSP-16-007
1. Execution Summary
1.1 Construction Highlights

Summary of the construction overall highlights and overall assessment
will be provided.
1.2 Progress Summaries

This section will give summary figure of progress per each category of
construction.
1.3 Updated Construction Master Schedule

This section includes Construction Master Schedule with time-now line
to show actual construction status.
1.4. Construction Milestone Trend

This section includes Construction Milestone Trend to show the actual
construction status and trend of construction milestone.
1.5 Areas of Concern

Two of Three major problems / critical areas and or work items which
mat adverse impact on the overall completion schedule should be
highlighted. Causes analyzed, consequences anticipated,
countermeasures considered and action being taken should also be
described.
2. Construction Status
2.1 General
This section will give narrative information for the status of overall
construction.
2.2 Construction Detailed Progress

This section will give detailed narrative information of the status of
construction activities per category.
The categories may be broken down into more detailed subcategories,

or combined into one summary scope of work, according to the
subcontract work formation plan.
2.3 Subcontract
Status of Subcontract will be provided with status sheet indicating key
dates from inquiry release to contract award.
2.4 Material Receiving Status
Status report of Material receiving will be provided as well as
procurement status of local purchase.
3. Construction Progress Data
3.1 Construction Physical Progress Data

DSP-16-007
The planned and actual progress curves per categories and overall will
be attached hereof.
3.2 Progress Data of Other Items
This section includes actual progress summary data of subcontracts,

temporary facilities and tack fabrication, etc.
4. QA/QC Aspects
This chapter will provide highlights of important quality matters in general.
5. Safety Statistics
This chapter will provide summary of activities related to safety and loss
prevention.
Safety statistics and trends for all subcontractors will be described.
6. Change Order Summary
Change order status will be described with tabulation sheet attached hereto.
DSP-16-007
EXHIBIT - 1
PROJECT WORK BREAKDOWN STRUCTURE
NSO Project CWBS

(Preliminary Plan)
A B
Offshore Platform Onshore Process
A1 A2 B1 B2
Platform Submarine Process Area Offsite Area
Piping
B11 B12 B13 B21 B22
Sulfinol Sulfur Recovery Building New Facilities Modification
SAMPLE ONLY
of Existing Facilities
B121 B122 B131 B132 B211 B212 B213 B221 B222 B223
Sulfur Tail Gas Control Substation Sulfur Marine Pipew ay Compres'r Control & Effluent
Recovery Treater Room Pelletizing Base Pow er Traetment
Level-1 Level-2 Level-3 Level-4

A000 Offshore Platform A100 Platform
A200 Submarine Piping
B000 Onshore Process B100 Process Area B110 Sulfinol
B120 Sulfur Recovery B121 Sulfur Recovery
B122 Tail Gas Treater
B130 Building B131 Control Room
B132 Substation
B200 Offsite Area B210 New Facilities B211 Sulfur Pelletizing
B212 Marine Base
B213 Pipew ay
B220 Exist'g Modification B221 Compressor
B222 Control/Pow er
B223 Effluent
DSP-16-007
EXHIBIT - 2
MONTHLY MONITORING AND CYCLIC REPORTING PERIOD
(SAMPLE ONLY)
The following reporting period will be covered for each monthly report
PJ MONTH YEAR MONTH REPORTING PERIOD NUMBER

OF WEEK
6 1998 MAR 28 FEB ~ 3 APR 5
7 98 APR 4 APR ~ 1 MAY 4
8 98 MAY 2 MAY ~ 5 JUN 5
9 98 JUN 6 JUN ~ 3 JUL 4
10 98 JUL 4 JUL ~ 31 JUL 4
11 98 AUG 1 AUG ~ 4 SEP 5
12 98 SEP 5 SEP ~ 2 OCT 4
13 98 OCT 3 OCT ~ 6 NOV 5
14 98 NOV 7 NOV ~ 4 DEC 4
15 98 DEC 5 DEC ~ 1 JAN 4
16 1999 JAN 2 JAN ~ 5 FEB 5
17 99 FEB 6 FEB ~ 5 MAR 4
18 99 MAR 6 MAR ~ 2 APR 4
19 99 APR 3 APR ~ 30 APR 4
20 99 MAY 1 MAY ~ 4 JUN 5
21 99 JUN 5 JUN ~ JUL 4
22 99 JUL 3 JUL ~ 6 AUG 5
23 99 AUG 7 AUG ~ 3 SEP 4
24 99 SEP 4 SEP ~ 1 OCT 4
25 99 OCT 2 OCT ~ 5 NOV 5
26 99 NOV 6 NOV ~ 3 DEC 4
27 99 DEC 4 DEC ~ 31 DEC 4
28 2000 JAN 1 JAN ~ 4 FEB 5
29 00 FEB 5 FEB ~ 3 MAR 4
30
DSP-16-007
EXHIBIT - 3
PATH OF CONSTRUCTION – 1/2
(SAMPLE ONLY)
1. ON-SITE UNIT PRIORITY
= Light work load, Early Mech'l. Completion
= Heavy work load, Early basic finalization
= Medium work load, Complicate
= Medium work load, Early basic finalization
= Heavy work load, Late basic finalization
= Medium work load
2. PIPING AREA PRIORITY
1998 1999
OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
D600 COMMON RACK
A100 UTILITY
D100 CRUDE TANKAGE
D200 INTERMEDIATE TANKAGE
E100/200 BLDG.
E400 FLARE
E500 EFFL. TREAT
C300 SR/TGT/SWT
D300 PRODUCT TANKAGE
E300 SR LOAD
E500 EFFL. TREAT
E700 MARINE
1998 1999
OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
DSP-16-007
EXHIBIT - 4
PATH OF CONSTRUCTION – 2/2
(SAMPLE ONLY)
3. TYPICAL SEQUENCE FOR ON-SITE UNIT
INST. CABLE
SW HEADER SW BRANCH
PC RACK FDN. CONC. PAVE
FOUNDATION
PC RACK
STL. STRUCTURE ELECTRICAL
PIPING ON PIPE RACK
EQUIP. ERECTION
PIPING AROUND EQUIP.
DRESS-UP TOWER INSTRUMENTATION
INSULATION
PAINTING
2. PIPING AREA PRIORITY
ROAD BASE COARSE
TANK FOUNDATION
CATH.PROT.
TANK DIKE TANK ERECTION
OPEN DITCH
SLEEPER OUT DIKE SLEEPER IN DIKE
STL STRUCTURE STL STRUCTURE
PIPING
DSP-16-007
EXHIBIT - 5
WORK FRAMING OF CONSTRUCTION
NSO Project Work Framing

Construction/Example
PCWBS Level
Level-1 A B
Offshore Platform Onshore Process
Level-2 A1 A2 B1 B2
Platform Submar. Process Area Offsite Area
Piping
Level-3 B11 B12 B13 B21 B22
Sulfinol Sulfur Recovery Building New Facilities Modification
FWBS Level of Existing Facilities
Level-1 Level-4 B121 B122 B131 B132 B211 B212 B213 B221 B222 B223
H = Construction Sulfur Tail Gas Control Substation Sulfur Marine Pipew ay Compres'r Control & Effluent
Level-2 Level-3 Level-4 Level-5 Recovery Treater Room Pelletizing Base Pow er Traetment
SAM P L E O NL Y
HB Direct Work Demolition
HBI HB12 (Site Develop't)
HB15 (Soil Structure/Tank Foundation)
HB16 (Sew er & Drainage)
HB17 (Soil Dike)
HB18 (Fence & Gate)
HB2 HB21 (Table Top Concrete Structure)
HB22 (Concrete Stack) B122HB23*
HB23 (Foundation)
HB24 (Cocrete Trench)
HB25 (Concrete Pit)
HB26 (Concrete Pipe Sleeper)
HB27 (Concrete Wall)
HB3 HB31 (Steel Pipe Rack)
HB31 (Equip't Support Structure) Modification
HB4 HB41 (RC Building/CCR & S.S)
HB42 (Steel + RC Building/Work Shop)
DSP-16-007
EXHIBIT - 6
CONSTRUCTION COMPOSITE SCHEDULE
SAMPLE
ONLY
DSP-16-007
EXHIBIT - 7
MANPOWER MOBILIZATION SCHEDULE
230 HR/MONTH BASE
300
250
200
MAN-MONTH
Original
Latest
SAMPLE ONLY
150
Actual
100
50
0
Aug Sep Oct Nov Dec Jan Feb M ar Apr M ay Jun Jul Aug Sep Oct Nov Dec Jan Feb
1997 1998
MONTH
1997 1998
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Original 30 42 65 86 120 150 160 175 188 210 240 200 160 140 125 99 85 70 30
Latest 25 38 55 80 110
Actual 12 29 35 75 105
DSP-16-007
EXHIBIT - 8
CONSTRUCTION MANHOURS GRAPH
230 HR/MONTH BASE
300
250
200
MAN-MONTH
Original
Latest
SAMPLE ONLY
150
Actual
100
50
0
Aug Sep Oct Nov Dec Jan Feb M ar Apr M ay Jun Jul Aug Sep Oct Nov Dec Jan Feb
1997 1998
MONTH
1997 1998
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Original 30 42 65 86 120 150 160 175 188 210 240 200 160 140 125 99 85 70 30
Latest 25 38 55 80 110
Actual 12 29 35 75 105
DSP-16-007
EXHIBIT - 9
MONTHLY PROGRESS REPORT
1. HIGHLIGHTS OF THE ACTIVITIES FOR THE MONTH
The highlights of this report covers the month of January, 1997.
1.1 OVERALL
After the Christmas holidays, the contractors involved in the priority drum facilities
concentrated their efforts to complete the system packages in order to start the filling of
drums. EEI completed the piping, mechanical, electrical, and instrumentation related to
this priority, supported by Alarilla, the civil contractor and MFC, the building contractor.
On January 22 the first drum was filled with bitumen. By the end of the month, more than
8,000 drums were filled.
CCT has also completed the installation of the fender jackets and concreting of the first lift
of all pile bents by the end of January.
Overall the progress accomplished is 91.01 % (total project cost base, recovery plan of
Sep. 1, 1996)
A. Table of Progress as of January 31, 1997
Item Plan Actual Plan Actual

Jan.’97 Jan.’97 Cumulative Cumulative
Jan.’97 Jan.’97
Engineering 0.00 % 0.00 % 100 % 100 %

Procurement 0.00 % 0.56 % 100 % 99.57 %
Construction 8.33 % 12.45 % 94.71 % 84.20 %
OVERALL 4.64 % 7.17 % 97.05 % 91.01 %
1.2 ENGINEERING
Field revisions are being made to suit actual conditions.

DSP-16-007
EXHIBIT - 10
MANPOWER REPORT NO. 4 (DIRECT & INDIRECT)
SAMPLE ONLY
PROJECT NAME
CLIENT:
PREV 1ST 2ND 3RD 4TH 5TH 6TH 7TH THIS

CUM DAY DAY DAY DAY DAY DAY DAY WEEK CUM
M/P M/P M/P M/P M/P M/P M/P M/P M/P M/P
OCCUPATION M/H M/H M/H M/H M/H M/H M/H M/H M/H M/H
CL 4465 170 55 157 152 76 181 136 927 6319
COMMON LAB 43150 1409 449 1450 1450 840 1817 1400 8829 60794
CP 208161
CARPENTER 1629796
EL 70307
ELECTRICIAN 609381
IL 4596
INSULATOR 42820
IN 17536
INSTRUMENT 145068
IR
IRON WORKS
MC
MECHANICAL
MS
MASON & BR
MW
MILL WRIGHT
PA
PAINTER
TOTAL 305065
(DIRECT) 2470215

Field Schedule Control Procedure

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Document No.

Power Builder Total sheets 38

FIELD SCHEDULE CONTROL PROCEDURE

GM PMT Mgr Const Mgr Instrument Process Safety/Security

Vice Pres Eng’g Mgr Civil Electrical Static Eqpt

Asst VP Proc Mgr Piping Rotary QMR

3.0 DETAILS OF PROCEDURE AND CONTROL DOCUMENTS . . . . . . . . . . . 10

4.0 ATTACHMENT LISTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

QP-10-002 CITIMAX WORK BREAKDOWN STRUCTURE

QF-08-16-018 CONSTRUCTION SUMMARY SCHEDULE

QF-08-16-019 CRD INDEX

QF-08-16-020 MONTHLY MANHOURS AND AVERAGE MANPOWER

QF-08-16-021 CONSTRUCTION DETAIL SCHEDULE

QF-08-16-022 THREE-MONTHS AREA SCHEDULE

QF-08-16-023 DAILY CONSTRUCTION WORK REPORT

QF-08-16-024 DAILY MANPOWER REPORT-1 (DIRECT WORK)

QF-08-16-025 DAILY MANPOWER REPORT-2 (INDIRECT WORKS)

QF-08-16-026 DAILY MANPOWER REPORT-3 (SUMMARY)

The construction schedule control procedure presented herein describes the

The philosophy is established in line with Schedule Concept at Home-Office.

2.1 Basic Philosophy

Their major responsibilities are to lead the following operations in the

2.1.1 Planning & Scheduling

2.2 Scheduling and Control Concept

2.2.1 Basic Control Cycle

Execution Strategy ( * ) Reporting

( * ) Planning & ( * ) Analysis

The details of the project control cycle are shown in Attachment – 2,

In order to attain effective and timely control in the above stream,

2.2.2 Basic Control Structure

The following chart shows a typical organization for the project

The construction scheduling and control function is considered

Major functions are for establishing consistent guidelines in the

a. Proceed with joint development of construction execution

2.2.2.2 Levels of Control

The site organization is basically broken down into three control

These three levels are;

1st Level : Management and Control staff

2nd Level : Superintendents, Category manager and key

3rd Level : Supervisors & execution force

The management level of strategic control is considered to be

The superintendent level of tactical control is an intermediate

The execution level of operational control is considered to be the

The establishment of the above three levels of control also

The concept of levels of control and the main viewpoints on

2.2.2.3 Control System

Contractor’s construction scheduling and control system is an

Contractors’ standard computer aided control systems at site

It timely provides summarized meaning full data in construction

Selection of these systems will be carefully examined at the

2.2.2.4 Work breakdown Structure

The concept of both WBS are shown in QP-10-002. “CITIMAX

Each item of work is identified as discrete package when a

The detailed sample concept is shown in 3.1.1.4 “Work

2.2.3.1 Top-Down Schedule Development

Scheduling proceeds from overall phase to detailed phase, that

Following the steps above, Level-I Construction Summary

Various planning and schedule documents are developed by

2.2.3.2 User’s Involvement