Professional Documents
Culture Documents
REVISION SHEET DESCRIPTION
NO PAGE SUBJECT DESCRIPTION OF CHANGE REV.
Proyek Pengembangan Gas Matindok (PPGM)
1 1 Title changed to Matindok gas Development Project 2
(MGDP)
PROJECT CONTROL PLAN PROCEDURE changed
2 1 Title 2
to PROJECT CONTROL PROCEDURE
3 1 Spelling Word “Docment” replace with “Document” 2
MTDF-PJ-900-PRC-4001 Changed to MTDF-PJ-300-
4 1 Document Number 2
PRC-4001
Project Control Plan Procedure changed to Project
5 2 Title 2
Control Procedure
“The Weekly Progress Report will be submitted”
Section Reporting
6 11 changed to “The corrected weekly report must be 2
Functions
resubmit to PEP for approval”
Section Reporting
7 11 Remove point c) Monthly reporting 2
Functions
Sectiong Reporting
8 13 Fix the paragrapht 2
Functions
9 16 Attachment Attach Project Control Organization Chart 2
10 18 Attachment Attach Responsibilities Project Control 2
MTDF-PJ-300-PRC-4001 – Rev. 1 | 7518-300-PP-4001 Page 3 of 21
MATINDOK GAS DEVELOPMENT PROJECT (MGDP)
TABLE OF CONTENT
1. INTRODUCTION ................................................................................................................ 5
2. PROJECT CONTROL MANAGEMENT.............................................................................. 5
2.1. GENERAL RESPONSIBILITY .................................................................................... 5
2.2. PROJECT INITIATION STAGE .................................................................................. 5
2.3. PROJECT EXECUTION STAGE ............................................................................... 6
3. PLANNING AND SCHEDULING FUNCTION ..................................................................... 7
3.1. GENERAL FUNCTION ............................................................................................... 7
3.2. TECHNIQUES AND METHODS ................................................................................ 7
3.3. SCHEDULE CONTROL ............................................................................................. 7
3.4. PROJECT MASTER SCHEDULE (PMS) ................................................................... 8
3.5. SCHEDULE MONITORING AND CORRECTIVE ACTION ........................................ 9
4. PROGRESS MONITORING AND FUNCTION ................................................................. 10
4.1. PROGRESS MEASUREMENT ................................................................................ 10
4.2. PROGRESS STATUS ANALYSIS: DEVIATIONS AND CORRECTIVE ACTIONS . 10
5. COST CONTROL FUNCTIONS ....................................................................................... 11
6. REPORTING FUNCTIONS .............................................................................................. 11
7. PROJECT MEETING........................................................................................................ 13
8. PROJECT PROCEDURES............................................................................................... 14
9. ORGANIZATION AND COORDINATION ......................................................................... 14
10. APPENDIX........................................................................................................................ 15
Appendix 1 – List of Project Control Procedure ................................................................ 15
Appendix 2 – Struktur Organisasi Project Control ............................................................ 16
Appendix 3 – Uraian Jabatan Project Control................................................................... 18
1. INTRODUCTION
Project Control is an essential function of the EPC Project Team Task Force as it
provides Schedule Control and Cost Control Services for execution of the project
Personnel to be assigned to EPC project team to perform the required Project Control
functions are Project Control Manager, Cost Engineer and Planning & Scheduling
Engineers from the start of the project and remain on the team for duration of the
project.
The Project Control Manager has overall responsibility for the planning & scheduling,
cost and related control functions and reports directly to the Project Manager.
Project Control Manager will coordinate with the Construction Planning Manager for
construction scheduling and site cost control. To assure integration and continuity of
the control procedures from project’s beginning to completion of the project.
To achieve this goal, the Project Control Manager is assisted by the following team
members:
Planning & Scheduling Engineers in charge of Planning, Scheduling and
Progress Monitoring.
Cost Engineers in charge of Cost Estimating and Cost Control.
Among all the tasks under his responsibility, he shall:
Mobilize and organize the personnel for Project Control group.
Set-up and maintain the complete list of Project Procedures in cooperation with the
Engineering Manager, the Procurement Manager, the Construction
Manager,QA/QC Manager, the HSSE Manager and the Admin Manager.
Prepare the Project Control Procedures.
Set-up, with the Planning & Scheduling Engineer, the Reference Schedules on the
basis of documents prepared at the proposal stage and further to the definition of
Work.
Define and implement, with the Cost Engineer, the Cost Control System on the
basis of the cost estimate sheet prepared at proposal stage and further to approval
by the Project Manager of the budget distribution.
Define with the Engineering Manager and the Planning & Scheduling Engineer, the
basis of the Progress & Performance Monitoring System for engineering activities.
Define with the Procurement Manager and the Planning & Scheduling Engineer, the
basis of the Progress Monitoring System for Equipment/Material manufacturing.
Define with the Construction Manager and the Planning & Scheduling Engineer, the
basis of the Progress Monitoring System for Construction Works.
Prepare the typical summary of the Project Monthly Report.
Define with the Cost Engineer and the Admin Manager the typical contents of the
PERTAMINA EP invoices and the mechanism for internal invoices within the
Consortium Wika- Technip organization.
3. PLANNING AND SCHEDULING FUNCTION
Planning and scheduling function system will incorporate a coordinated series of
planning scheduling, monitoring, and status reporting to ensure successful the
execution of Project Pembangunan Gas Matindok
Once the project execution plans are established, project-planning function can start.
Planning & Scheduling Engineer should then finalize the proposed Project Schedule
thathave been developed at bidding stage to allow each discipline to plan their activities
at deliverable levels.
The schedule will be based on a Critical Path Method (CPM) network for work activities
developed through the detail planning. The network will include all major engineering,
procurement and construction work activities.
The number of activities will be kept at a manageable level, but the network will have
sufficient details to ensure that all critical activities are identified and that any significant
delay or change in the course of the work can be clearly recognized. Pre-
commissioning sequence will be determined before various systems are ready for pre-
commissioning. This determines the path of construction, which in turn will establish
when equipment/materials and drawings are required to support the construction effort.
This fully integrated EPC schedule will ensure that the downstream needs of
construction are identified and planned early during the engineering phase.
The computerized schedule software has extensive sorting and selection capabilities
and will enable reports to be consistent with the work breakdown structure and also
enables to generate the detailed critical path schedule.
The project schedule level 3 will be used at the management level of control. It will be a
time- scaled network of the total project showing Engineering, Procurement,
Construction and pre-commissioning activities, milestones, critical paths and planned
subcontract works.
Detailed Network Schedule level 4 will cover activities related to the engineering,
procurement, construction, and pre-commissioning activities and aligned to WBS
codes.. All activities on critical and sub-critical paths will be continuously analyzed and
monitored.
3.5. SCHEDULE MONITORING AND CORRECTIVE ACTION
The objective of schedule monitoring is to effectively control the actual progress against
the current plan, to achieve the project milestones and to obtain an early warning of
potential schedule problems, to take corrective action, and to detect any deviations
from original plans.
When potential schedule problems are identified, deviations between the actual
sequence of events and the current network logic will be corrected. Predicted new
schedule dates (in considering the milestones to be achieved) will be analyzed. If
they affect completion dates, recovery plans will be immediately developed so that
schedule delays can be avoided. The network logic will be adjusted accordingly.
Critical activities will be closely monitored and constantly analyzed.
Major target dates will be re-evaluated since the majority of changes are the results
of revisions to other activities. This re-evaluation ensures continuing effectiveness
of planning and controlling the work.
The progress/performance system used to control this project will comprise three
separate components:
Engineering Progress
Procurement Progress
Construction Progress
Three (3) separate weighted values for total engineering, total procurement, and total
construction is according to the distribution of cost for that item respectively. These
three weighted values will then be computed in to determine the overall percentage
completion of the project. For detail weigtagerand decription EPC, refer to Progress
Measurement Procedure (MTDF – PJ – 900 – PRC – 4007).
schedule, Consortium Wika - Technip could decide in agreement with PT Pertamina EP
to prepare a recovery plan.
Also, the frequency of progress monitoring reports should be increased from monthly to
bi-monthly.
In addition to the regularly project status review meetings, the Planning and Scheduling
Engineer will communicate directly with the various work group leaders to review their
schedule, each time he anticipates a potential problem.
Periodic Engineering, Procurement, and Construction Status review meetings are held,
as minimum, every two weeks. Detailed Engineering and Construction Progress
Measurement Reports and Material Status Reports are reviewed during that meeting.
6. REPORTING FUNCTIONS
In compliance with PT Pertamina EP requirements, Consortium Wika - Technip will
issue weekly and monthly progress and cost review report. This report will be prepared
by the Project Control Manager and will be distributed after review by Project
Management team and approval by the Project Manager.
c) Cost Controlling
The cost control process presented in this manual consists of the following steps:
1) Developing the cost control plan
Establishing the cost account structure
Establishing the cost control factor
Establishing contingencies and allowances
Developing the detailed cost control budget
Reviewing and approving the cost control budget
2) Data collection
The cost control system, receives actual cost and quantity information
from the following systems:
General Accounting and Payroll
Procurement
Construction
Engineering
3) Cost analysis
The cost engineer analyzes the Cost Variance Detail to identify cost
variances and their causes and to ensure the accuracy of the current
forecast costs.
5) Forecasting
Timephased forecasts are updated once every three months. The cost
engineer updates timephasing patterns for commitments, expenditures,
and cash expenditures for subcontract costs and expense costs at the
same level as used in budget costs timephasing.
6) Budget maintenance
The cost engineer prepares the change budget breakdown based on the
following information:
Variance Analysis Report
Change forecast breakdown
Change estimate breakdown prepared for external change settlement
purpose
manager approves the change budget breakdown. The responsible
functional managers approve allowance usage.
7. PROJECT MEETING
The following periodic meetings will be held with Client representative(s) during EPC
project execution:
Management level meetings may take place between PT Pertamina EP
Management and Consortium Management as agreed between the Parties.
8. PROJECT PROCEDURES
Consortium will develop the required Project Procedure in execution project according
to client requirement to ensure the project is executed in compliance with the
Consortium quality management system.
Project Control Manager with assisting by Scheduling Engineers and Cost Control
will control the Engineering and Procurement work progress and schedule, and in
suitable level will also control the Construction and Pre-commissioning &
Commissioning work progress and schedule. For more detail controlling
Construction and Pre-commissioning & Commissioning work progress and
schedule, a dedicated Site Control group will be assigned at Site .
10. APPENDIX
MTDF-PJ-300-PRC-4001 – Rev. 1 | 7518-300-PP-4001 Page 14 of 21
MATINDOK GAS DEVELOPMENT PROJECT (MGDP)
Appendix 1 – List of Project Control Procedure
MANAJER PROYEK
M. Haithami/T. Yonio
MANAJER
PROJECT CONTROL
Tamhid
PR
ROJECT CONTROL
C PROCEDURE
Ura
aianJabatan Proje
ect Contro
ol
TDF-PJ-300
MT 0-PRC-4001 – Rev. 1 | 7518-300--PP-4001 Page 19 off 21
M
MATINDOK
K GAS DEV
VELOPME
ENT PROJ
JECT (MGD
DP)
PR
ROJECT CONTROL
C PROCEDURE
Staff Project Co
ontrol
TDF-PJ-300
MT 0-PRC-4001 – Rev. 1 | 7518-300--PP-4001 Page 20 off 21
M
MATINDOK
K GAS DEV
VELOPME
ENT PROJ
JECT (MGD
DP)
PR
ROJECT CONTROL
C PROCEDURE
TDF-PJ-300
MT 0-PRC-4001 – Rev. 1 | 7518-300--PP-4001 Page 21 off 21