This document describes the process for project controls covering engineering, procurement, and construction for small projects. It involves separate tools to manage each process, with data integration in reports and dashboards. The tools include Excel and Access databases for work breakdown structures, task codes, progress tracking, and more. Processes are schedule, progress reporting, procurement status, cost control, and productivity tracking, with defined interfaces between tools.

1. Mimoune djouallah
mimoune.djouallah@gmail.com
http://www.plannertuts.com/author/minoune-djouallah/

2.  The purpose of this presentation is the
description of the process for Project Controls
(covering engineering, procurement and
construction) for the execution small size
projects
 The tools are developed as database systems,
with a clear separation between datasets and
reports.
 Excel was used for simplicity, but for more
data integrity it is advisable to use RDMS (
Like MS Access )

3.  The approach used in this presentation :
 There is no real time integration or one system to
manage the different process.
 instead every process is managed using a separate
tool, the integration is done using well defined
interface.
 The data generated from different process is
integrated in one place to generate Reports, curves,
and dashboards.
 All the stakeholder must agree before the start of
the project on the interfaces and the level of the
details and integration between the different
process.

4.  WBS : Work Breakdown structure.
 CBS : Cost Breakdown structure.
 AREA : a geographic division of the plant.
 Workpackage is a group of deliverables.
- Construction: Group of items ( building, piperack).
- Engineering : Group of drawing.
- Procurement : Group of equipment, material etc.
 Task_Code is a standard activity with efficiency and
physical quantity
 SCOPE_ID is the business rule primary key
It is a concatenation of Area, Task_Code and
Workpackage
 Steps is further detail of Task_code to basic activities

6.  L1 : the project.
 L2 : Phase (General, Engineering, Procurement,
Construction, Precommissioning,
Commissioning, Start-up, Handover.

7.  L4 : Milestones, Management
 L5 :
- Milestones are split between contractual
Milestones and Project Milestones.
- Management is split between the different
Department output for the project.

8.  L4 : Disciplines
 L5 : Work Packages

9.  L4 : Subcontract, Long lead items, Disciplines (
auxiliary, Civil ) and Bulk Materials.
 L5 : Work Packages ( group of equipment)

10.  L4 : Zone
 L5 : Area
 L6 : Work Packages

11.  L4 : systems

12.  SCOPE: provide The whole scope of work(EPC),
including manhours and quantities
 Schedule: Time Management ( Planning software)
 PRT : Progress reporting and tracking, excel
tool to managed update progress and reporting
 Time_Sheet: The manhours spent in Construction.
 Job Card : detailed Progress report at level 5
 DPR : Document Progress Register.
 PSR : Procurement status report.
 Cost : Cost Control is managed by Separate tool.

13. Task_Code Descipline Task Class Unique identifier
Level L1 L2 L3
XXXXXX XX XX XX
Example CV1020 CV 10 20
Civil Concrete Works Foundation Civil Works
CV1060 CV 10 60
Civil Concrete Works Pipe support Civil Works
 Task_Code : is a unique six digit Code.
 It is the concatenation of Discipline, Task Class
and a unique identifier
 The efficiency per Task_Code is a based on a
historical data of the company.

14.  SCOPE is a live List incorporating all new
update to the scope of works (EPC).
 The integration between the planning software
and SCOPE is using SCOPE_ID.
 When there is a significant change in Scope of
Work, the Planning software is update from
SCOPE

15. SCOPE_ID
SCOPE ( Budget manhours, Quantities, weightage to
the client as by the contract revenue)
Construction
ITEM List
Document
Progress
Register
Procurement
Status Report
SCOPE_ID
SCOPE_ID
Construction
Productivity
database
Master Schedule Level 4
SCOPE_ID
Contract
Value

16.  The data in the PRT is mapped at the activity
level in The Planning software, basically it is
the same schedule but handled in a separate
spreadsheet.
 It is easier to record period performance in
excel then in a planning software.
 Anyone with basic Excel skills, can update the
progress and produce reports without the need
to operate a Planning software.

17. PRT (Progress Reporting and Tracking)
Weekly
Planning software (Weekly, Or Monthly)
Progress
report
S
Curve
Invoice
SCOPE_ID
Time
sheet
Productivity
Internal Report
Cost
Dates by
CBS
WBS
Job Card
Procurement
register
Engineering
Register

18.  Planning software is used only to manage time, by using the CPM
calculation.
 In the initial baseline, load the physical quantities to level your
production output.
 A hammock can be used to split an Activity assigned to
SCOPE_ID
 The Frequency of updating the schedule, depend if you want to
generate a Forecast curve, Weekly or Monthly.
 The actual start, actual finish ( the facts) are imported from PRT.
 There is no magic formula to generate remaining duration, talk to
the guy doing the work, he is the best one to provide this
information.
 After scheduling, the new forecast dates are exported to PRT, to
generate the forecast data.
 Any planning tool can be used (MS Project, Primavera, etc).
 Never Ever input dates directly in Excel !!!!!

19.  For the sake of simplification the spent hours in
the site will be recorded only by subcontractor,
but in order to have a more accurate
Productivity analysis, the hours should be at
least recorded at the Subcontractor/ discipline
level.
 The data is recorded in a daily basis, the
productivity factor in a weekly basis.
 The time sheet records the roles by direct and
indirect.

20.  Cost control is a separate process.
 The cost breakdown structure is implemented
using the activity codes in the planning software.
 The spread of cost by cost account is done using
the dates from the schedule.
 PRT generate progress report by CBS, it should be
considered as an approximation, as progress based
on cost weight and revenue weight are little bit
different.
 It is important to avoid the use the “best guess method”
in distributing cost data.
 The more CBS is detailed the more the distribution
is accurate.

21.  Engineering and construction the budget is in
manhours.
 Procurement the budget is the cost.
 The revenue Factor
Revenue = Budget X Factor
 The overall Progress (EPC) is based on the
contract Value.

22.  The Primary Progress reports for the client are
based on the WBS.
 For different audience, there is a different
reports.
1. By Contractor.
2. By discipline.
3. By Work Package
4. By systems.

23.  Separate datasets from the reports.
 Never Hard Code a report
 Understand your Primary key.
 Use codes, standardize your codifications.
 Always prepare and generate data as database.
 Pivot table in Excel is very powerful reporting
utility.
 Automatize your workflow, manual data entry
is a waste of time.
 Use both WBS and activity codes for maximum
flexibility in reporting.

24.  Two Approaches
1- Keep two revision of PRT.
 Stable Revision issued to the client, the budget
is frozen.
 An internal live revision incorporating the
latest changes from SCOPE.
2- update the current schedule with the latest data
from SCOPE ( without adding weightage)
 The period performance ( % complete) does not
change, as it is calculated in the JOB CARD
using always the latest update from
Construction ITEM LIST

25.  PS :
 I added a new Excel file Project dashboard, it is
much easier to use, and all the calculation are
automated