Downloaded 10 times
![76
Fig2: TPI Reporting Spreadsheet Sample
Source: Company C TPI reporting Excel Spreadsheet
Uniformity has been achieved in recent times within the TPI sheets;
however data is from a myriad of packages and inputted manually with no
set access rights.
4.2 Consultants
The role of the consultant, in the early stages, is to act on behalf of
Company C in the surveying, design, economics and „in confidence‟ works.
In general, consultants also have available MSP, however the general
consensus, even within some consultants, is that it is not used effectively
for progress monitoring and some of the consultants interviewed seemed to
have little knowledge of progress monitoring in this regard, however, other
consultants are very capable at progress monitoring, but due to „budgetary
constraints‟ they limit the monitoring.
Once there is a contractor allocated to the project, the role of the consultant
shifts to that of employer‟s agent; there is occasionally a change of
consultant at this stage, depending on CFADS group requirements. The
employer‟s agent is in a position to monitor the contractor as well as other
duties; there is, however, little confidence that this is done effectively on a
KEY PROJECT EVENTS
Points
Past
Achieved
inYear
Baseline
inYear
Achieved
inYear
Forecast
Future
Forecast
ACHIEVED
(MM/YY)
F/CAST
(MM/YY)
HA Commissioned/Project Commencement 1 Jun-03
Strategic Assessment Complete (LGC 0) 1
Consultant Selected and Briefed 1
Public Consultation options selected 1
Value Management Completed 1
Reports and Estimates Approved 1
Business Case Approved (OGC1) 1
Procurement Strategy Confirmed (OGC2) 1 Sep-03
Public Consultation Start 2
ECI Tenders Invited 1 01/07/03 Single
Tender Assessment Completed 1
Preferred Route Selected 3
DfT / Ministerial Approval 2
Preferred Route Announcement 2
Value Engineering Completed 4
Investment Decision Confirmed (OGC3) 2 Sep-03
ECI Contract Awarded 3 Aug-03
Preliminary Designs & Consultations completed 3
Reports and Estimates Approved 3
Stage 3 Assessment Report approved 3
Draft Orders and ES Published (OGC 3A) 5
End of Objection Period 3
PI Notice Issued 3
Public Inquiry Start 4
Post Inquiry Risk Assessment Completed 2
Imspector's Report Received 2
Secretary of State's Decision Announced 2
Orders Made 2
End of High Court Challenge Period 2
Works Price Reviewed/Confirmed (OGC3B) 2
Works Commitment Approval 2
Notices to Treat and Enter Served 1
Land Entry Secures 1
Start of Works 1 Oct-03
Road Opened 26 Dec-04
Business Confirms Readiness for Service (OGC4) 1 Spring-05
Handed into Maintenance 1
Noise Appeals Completed 1
First Pt 1 Claims Notice Published 1
Maintenance Certificate Issued 1
Benefits Evaluation Review Complete (OGC5) 0
Financially Closed 0
PROGRESS 100 0 0 0 0 0
AGREED
TARGET
FORECAST
Start of Year (Achieved in preceeding Year)
Current Position
End of Year (March)
TOTAL N/A N/A
IN-YEAR BUDGET CONTROL (excluding Land)
In-Year Budget (Fixed for Year) - [C]
Last Month's FYF - [D]
This Month's FYF - [E]
In-Month Variance - [E-D]
Variance to Budget - [C-E]
TOTAL PROJECT EXPENDITURE (excluding Land)
Historical Spend (post Apr 01/TPI entry)
In- Year Spend
Future Years Spend
TOTAL
30.500
26.863
28.862
1.999
53.020
AMOUNT £m
18.617
5.541
28.862
1.638
AMOUNT £m](https://image.slidesharecdn.com/112675-150805074221-lva1-app6891/85/Project-highlights-88-320.jpg)
More Related Content
Project highlights
- 1. TeesRep: Teesside University'sResearch Repository http://tees.openrepository.com/tees/ This full text version, available on TeesRep, is the final version of this PhD Thesis: Mackenzie, D. I. (2010) A review of project controls in the UK and methodologies to improve the processes. Unpublished DProf Thesis. Teesside University. This document was downloaded from http://tees.openrepository.com/tees/handle/10149/112675 All items in TeesRep are protected by copyright, with all rights reserved, unless otherwise indicated.
- 2. i A REVIEW OFPROJECT CONTROLS IN THE UK & METHODOLOGIES TO IMPROVE THE PROCESSES IAN MACKENZIE A thesis submitted in partial fulfilment of the Requirements of the University of Teesside For the degree of Doctor in Professional Studies November 2009
- 3. ii DECLARATION I declare thatthis thesis represents my own work, except where due acknowledgement is made, and that it has not previously been included in a thesis, dissertation or report submitted to this University or any other institution for a degree, diploma or any other qualifications. Signed ------------------------------ David Ian Mackenzie
- 4. iii ACKNOWLEDGEMENTS I would liketo express appreciation to Prof. Nash Dawood who supervised the research and development of the thesis, Nash,s guidance and support has been of great value in this period of study.
- 5. iv Abstract The construction industryrepresents a significant part of the Gross Domestic Product, (GDP) in the UK. It employs around 1.4 million people and has averaged around 7.5% of GDP over recent years. Although the industry is of major importance to the UK economy, it still under achieves. Many projects run over budget and are completed late to schedule and a lot of resource is invested in making good defects, repair and replacement and in litigation (Latham 1994). These shortfalls in the construction industry were investigated by EGAN 1998 in his report, Rethinking Construction. EGAN proposed five key drivers for change, these consisted of committed leadership, focus on the customer, integrating the processes and teams, a quality driven agenda and commitment to people. Targets were set to gauge the improvements to the UK, these include 10% reduction in capital cost and construction time, 20% reduction in defects and accident, 20% increase in productivity and profitability and 10% increase in predictability of project performance. This thesis reviews one of the most important drivers, which is the improvement to integrate construction processes through improved project controls. The aim of the Thesis was to investigate by a literature review, a questionnaire and survey and three audits of client‟s processes and work practices how Project Controls was currently operating to deliver Projects on time and within budget. It was then necessary to review (how based on best practice) current Project Control processes and systems could be improved. The improvements are portrayed by the development a series of “road maps” and “tool kits” demonstrating how processes and systems could be improved. This research thesis investigates the status of Project Controls in the UK and develops methodologies to improve controls. The investigation of Project Controls is based on five pieces of work, namely; i) A literature review of current practices; ii) The development of a questionnaire and survey results; iii) Three client reports of work carried out by the author. The five pieces of work were then contextualised to form a commentary of findings and recommendations for improvement.
- 6. v The recommendations werethen linked to a methodology for improvements to the key elements of Project Controls. The aims of the thesis were achieved in that many issues of weakness were identified in current Project Control systems and processes and “road maps” were developed identifying in detail how best practice should be adopted. The thesis identifies major weaknesses in control of major projects with examples such a Pharmaceuticals, Building construction and Road construction industries demonstrating minimal understanding of the concepts and benefits of effective control. It could be described as disappointing series of examples of why some of our Industries fail to deliver to cost and schedule. However, the thesis does layout via “road maps” how improvements could be made, this knowledge has in part been shared with some clients in the Pharmaceutical and Road construction. The thesis therefore does demonstrate a contribution to knowledge and some of its recommendations are being implemented in practice. The primary conclusions of the Thesis indicates that with the exception of Oil & Gas companies there are major gaps between what is accepted as best practice and what is happening in Industry with regards to Project Controls. There is a lack of understanding at Project Control engineer and Project Manager Level. There is a need for additional training in particular for Project Managers as their understanding and ability to see the benefits is paramount to driving forward effective planning and control for projects. Also it is necessary that robust Project Control procedures are established in all industries to integrate the cost and planning disciplines to ensure a common approach to best practice is adopted.
- 7. vi Title Page i Declarationii Acknowledgements iii Abstract iv Table of Contents vi List of Figures ix 1 Literature Review 1.1 Introduction 1 1.2 Project Management Bodies of Knowledge (BOK) 2 1.3 The Nature of Project Control 3 1.4 Importance of Project Control 4 1.5 Existing Project Control Processes 6 1.6 Multi-dimensional Project Control System Approaches 7 1.7 4D / 5D CAD Visualisation Technology 8 2 Cultural Aspects of Project Control 10 2.1 How Company Culture Affects the Project Controls Approach 10 2.2 Cultures and Observations in Other Industries 11 3 Results from Project Control Survey 14 3.1 Research Strategy and Design 14 3.2 Protocol and Data Collection 14 3.3 Introduction to Survey Cases 15 3.4 Analysis of Survey Findings 16 4 Transfer of the Oil & Gas Industry Tried and Tested Project Control 30 Methodologies to Other Industries 4.1 Company A Report 31 4.2 Company B Report 50 4.3 Company C Report 67 5 Commentary and Contextualisation of the Survey Paper 92 5.1 Overview 92 5.2 Planning and Schedule Control 92 5.2.1 Schedule Control – How it could be improved 93 5.2.2 Co-ordination and Critical Path Planning 93 5.2.3 Forecasting Completion Dates 93 5.3 Key Observations from the Questionnaire 94 5.3.1 Cost Estimating 96 5.3.2 Cost Control 97
- 8. vii 5.3.3 Change Control97 5.3.4 Reporting of Progress at Project Level 98 6 Summary of Findings and Recommendations 99 6.1 Planning and Schedule Control 99 6.2 Cost Control and Estimating 102 6.3 Change Control 102 6.4 Reporting and Progress Measurement 103 7 Road Maps to Initiate Influences to Project Controls 104 7.1 Road Maps / Toolkits 104 7.2 Integration of Cost and Planning 105 7.2.1 Cost and Planning Integration 105 7.2.2 Cost and Planning Integration – The Benefits 105 7.2.3 Project Control to Meet Cost and Time Objectives 105 7.2.4 Project Control Standard Coding System 105 7.2.5 Project Control Estimate and Schedule Verification 106 7.2.6 Project Control Change Control 106 7.2.7 Project Control Trend and Variance Identification 106 7.3 Road Maps 107 7.4 Schedule Development 117 7.4.1 Schedule Selection – Where do we start? 117 7.4.2 Schedule Selection – Project Requirements 117 7.4.3 Schedule Techniques 117 7.4.4 Schedule the Hierarchy 119 7.4.5 Key Points to Note 122 7.4.6 Activity Coding 124 7.4.7 Work Breakdown Structure (WBS) 124 7.4.8 Activity Coding – Our Approach 124 7.4.9 Activity Coding Structure – Example 125 7.4.10 Activity Coding Definition – Level 4 127 7.4.11 Schedule Techniques – Overview 129 7.4.12 Project Responsibility, Duration and Update Cycle 130 7.4.13 Schedule Types 132 7.4.14 Critical Path Logic Diagram 134 7.4.15 Classic Schedule Bar Chart 136 7.4.16 Resource Forecasting 138 7.4.17 Project Forecast „S‟ Curves 140 7.4.18 Procurement Schedule 142 7.4.19 Time Chainage Diagram 144 7.4.20 Visual 4D Planner 146
- 9. viii 7.4.21 Software Tools148 7.5 Estimate Development 151 7.5.1 Basis of Estimating 151 7.5.2 Estimate Information – Status Definition 151 7.5.3 Estimate Development 153 7.5.4 Estimating Techniques 153 7.5.5 Estimate Accuracy 159 7.5.6 Project on Cost 161 7.5.7 Value Management and Value Engineering 164 7.5.8 Estimate Allowances – Escalation 166 7.5.9 Estimate Allowances – Contingency 171 7.5.10 Risk Management – The Process 174 7.5.11 Estimate Format – By Activity 176 7.5.12 Estimate Format – By Procurement Strategy 179 7.5.13 Estimate Development – Project Budget Responsibility 179 7.5.14 Cash Flow Forecasting – Graphical 181 7.5.15 Cash Flow Forecasting Activity Based 184 7.5.16 Foreign Orders and Currency 186 7.5.17 Estimate and Schedule Verification 189 7.6 Cost Management Process 192 7.6.1 Cost Management – Monitoring Actual Cost 195 7.6.2 Risk Register and Progress 202 7.6.3 Foreign Orders and Currency 204 7.6.4 Clients Cost Ledger Reconciliation 207 7.6.5 Accruals Calculation 210 7.6.6 Cash Flow Forecast – Tracking Cost 213 7.6.7 Tracking Costs – Contingency 216 7.7 Change Control Process 219 7.7.1 Change Control Organisation 222 7.7.2 Change Order – Process Flow Sheet 224 7.7.3 Change Order – Form 227 7.7.4 Change Order Register 230 7.8 Progress Measurement 232 7.8.1 Progress Measurement Technique – Incremental Milestone 233 7.8.2 Progress Measurement Technique – Weighted or Equivalent 237 7.8.3 Progress Measurement – Requirements 241 7.8.4 Progress Record – Milestone Schedule 244 7.8.5 Progress Record – Classic Schedule Bar Chart 246 7.8.6 Progress Record – Period „Look Ahead‟ Chart 248
- 10. ix 7.8.7 Progress Record– Schedule Activity Table 250 7.8.8 Progress Record – Resource Histogram 252 7.8.9 Progress Record – Procurement Schedule 254 7.9 Reporting Process 256 7.9.1 Reporting – Team Effort 258 7.9.2 Report Types 260 7.9.3 Report Regularity 262 7.9.4 Project Report – Executive Summary 264 7.9.5 Project Report – Key Items 266 7.9.6 Project Report – Milestone Schedule 269 7.9.7 Project Report – Schedule 271 7.9.8 Project Report – Cost 273 7.9.9 Project Report – Change 276 7.9.10 Project Report – Risk 278 7.9.11 Project Report – Risk Update 279 8 Conclusion 280 8.1 Project Control Survey Questionnaire 281 8.2 Company A Report 282 8.3 Company B Report 282 8.4 Company C Report 283 8.5 Commentary and Contextualisation 284 8.6 Cultural Aspects 285 8.7 The Oil Industry Model 285 8.8 Training/ Future areas of research 286 9 References 288 10 Appendices 291 Figures Fig 3.1 Chart – Section A: Q1-Q23 Fig 3.2 Chart – Section B: Schedule Control: Q25-Q42 Fig 3.4 Chart – Section D: Reporting: Q48-Q54 Fig 4.1 Process Flow Chart Fig 5.1 Contextualisation Chart Fig 7.1 Overview of Project Controls / IDEFO Chart A0 Fig 7.2 Planning / IDEFO Chart A1 Fig 7.3 Estimating / IDEFO Chart A2 Fig 7.4 Cost Management / IDEFO Chart A3 Fig 7.5 Change Control / IDEFO Chart A4 Fig 7.6 Progress Measurement & Reporting / IDEFO Chart A5 Fig 7.7 Schedule Selection – Flow Sheet
- 11. x Fig 7.8 Schedule– The Hierarchy Pyramid Fig 7.9 Schedule Development Flow Sheet Fig 7.10 Project Activity Coding Structure Fig 7.11 Activity Definition Form Fig 7.12 Scheduling Techniques Summary Fig 7.13 Milestone Schedule Fig 7.14 Critical Path Logic Diagram – (PERT Chart) Fig 7.15 Classic Schedule Bar Chart – (GANTT Chart) Fig 7.16 Resource Histogram Fig 7.17 Project Forecast „S‟ Curves Fig 7.18 Procurement Schedule Example Fig 7.19 Time Chainage Diagram Fig 7.20 Visual 4D Planner Fig 7.21 Checklist – Expectation of Information Availability Fig 7.22 Estimating Development Flow Sheet Fig 7.23 Estimating Techniques Summary Fig 7.24 Estimate Accuracy Checklist Fig 7.25 Project On Cost Checklist Fig 7.26 Project Life Cycle – Impact of Change Fig 7.27 Escalation – Indices for Uplifting Historical Data Fig 7.28 Escalation – Indices for Future Fig 7.29 Estimate Allowance – Contingency Checklist Fig 7.30 Risk Management Flow Sheet Fig 7.31 Estimate Format – Summary by Activity Fig 7.32 Estimate Format – Summary by Procurement Strategy Fig 7.33 Cash Flow Forecasting – Typical Graph Fig 7.34 Cash Flow Forecasting – Activity Based Summary Fig 7.35 Foreign Orders and Currency – Estimate Summary Fig 7.36 Estimate and Schedule Verification Report Fig 7.37 Cost Management Flow Sheet Fig 7.38 Projects External Orders – Progress Fig 7.39 Monitoring Actual Cost – Internal Costs Progress Fig 7.40 Scoring Matrix Fig 7.41 Risk Register Excerpt Fig 7.42 Foreign Orders and Currency Progress Fig 7.43 Clients Cost Ledger - Reconciliation Report Fig 7.44 Accruals Calculation – Report Fig 7.45 Cash Flow Forecasting – Tracking Movements Fig 7.46 Tracking Costs – Contingency Movement
- 12. xi Fig 7.47 ChangeControl Flow Sheet Fig 7.48 Change Control Organogram Fig 7.49 Change Order – Process Flow Sheet Fig 7.50 Change Order – Form (Template) Fig 7.51 Change Orders – Register Progress Fig 7.52 Progress Measurement – Incremental Milestone Fig 7.53 Progress Measurement – Weighted or Equivalent Fig 7.54 Progress Measurement – Project Forecast „S‟ Curves Fig 7.55 Progress Measurement – Flow Sheet Fig 7.56 Milestone Schedule – Progress Fig 7.57 Classic Schedule Bar Chart – Progress Fig 7.58 Period „Look Ahead Chart‟ – Progress Fig 7.59 Schedule Activity Table – Progress Fig 7.60 Resource Histogram – Progress Fig 7.61 Procurement Schedule – Progress Fig 7.62 Reporting Flow Sheet Fig 7.63 Reporting – Team Effort Model Fig 7.64 Report Types – Schedule Fig 7.65 Report Issue Dates Fig 7.66 Project Report – Executive Summary Update Fig 7.67 Project Report – Key Items Update Fig 7.68 Project Report – Milestone Achievement Update Fig 7.69 Project Report – Schedule Update Fig 7.70 Project Report – Cost Update Fig 7.71 Project Report – Change Order Update Fig 7.72 Project Report – Risk Update
- 13. 1 1 Literature Review 1.1Introduction The aim of the thesis is to review how Project Controls in the UK and Europe is working in the delivery of projects. To establish what works and what does not and to indicate how the research could help improve Project Controls by developing processes and systems that supported the delivery of successful projects. The objectives were to determine from experience, tacit knowledge, a questionnaire survey, audits of construction businesses and a literature review how projects were controlled. This data could then be contextualised to determine areas of strengths and weaknesses in current processes and systems that controlled projects. The ultimate output/objective from the research was improved processes, systems and procedures with which to control projects. The methodology of the research was to initially carryout a major literature review of relevant documentation such as project management body of knowledge (PMBOK). Also included in this review were various project management documents and publications. The underlying aspect of the review concentrates on what, is working in Project Controls and what is not, and also to consider innovation, best practice and future methodologies for controlling projects. Following the literature review it was decided to carryout a Project Controls survey of a cross section of businesses who were involved in Oil and Gas, Petrochemical, Building construction, Pharmaceutical, Nuclear and road construction. The survey was carried out using a series of specifically designed questions to establish how these industries approached Project Controls and what is working for them as well a how project delivery was impacted by poor controls. The next phase was to use Project Control survey reports from three audits carried out by the author during his employment as a Project Controls Consultant. The audit reports recorded use of Project Controls in the Nuclear, Road construction and Pharmaceutical industries. It was then necessary to contextualise the literature review, the survey and the three audit reports. This contextualisation indeed demonstrated many common threads of strengths and weaknesses in the use of Project Controls. From this
- 14. 2 review we coulddetermine how we could develop road maps to illustrate how Project Controls could be improved. Road maps were subsequently developed along with detailed procedures indicating how improved processes and systems could improve Project Controls. The road maps have been implemented during the course of this research and several companies are now showing improvements to their control and delivery of projects. A comprehensive ongoing review of Project Controls has taken place during the course of the D Prof. Research programme. The literature review has concentrated on “what works and what does not.” it also looks at innovation, best practice and future methodologies for controlling projects. A project is defined A Guide to the Project Management Body of Knowledge (PMBOK Guide) (PMI 2004) as “a temporary endeavour undertaken, to create a unique product or service.” The term temporary, is defined as every project has a beginning and an end. Unique is defined as the product or service, is different in some distinguishing way from similar products or services. There is a considerable amount of literature on Project Control and it is not the intention to cover all existing publications. This review, therefore, looks at discrete areas of Project Control as shown below: i) Project management bodies of knowledge; ii) The scope and nature of Project Control; iii) The relevance and importance of Project Control; iv) Project Control systems – existing; v) Future requirements of Project Control. 1.2 Project Management Bodies of Knowledge (BOK) The two main areas of BOK have been developed by two professional associations: the Association of Project Management (APM) and the Project Management Institute (PMI).
- 15. 3 The main areaof discussion around BOK, is that a single methodology does not fit all kinds of projects, (Shenhar 2001). Shenhar classified a number of projects he surveyed into four categories. In order to be managed successfully, projects in each category are handled slightly differently. (Evaristo and Von Fenema P.C) also took a similar view with regard to the classification of project types based on a number of projects and sites involved in their study. The examples of how the single methodology does not fit all kinds of projects are as follows:- a) Managing a construction project requires a different approach to that of an IT related project; b) Complex projects require a different approach to that of less complex projects; c) Different industries will have approaches which reflect their own approaches, i.e. Pharmaceutical, Oil & Gas, Nuclear and Building Construction all differ in their approaches. Other researchers, however, support the BOK assumption of project similarity (Tatikonda & Rosenthal 2000). They reviewed project management methods used during the execution phase of new product development projects and found that companies do indeed balance firmness and flexibility in product development projects. It is doubtful, however, that this piece of work by Tatikonda & Rosenthal was a real test of comparing approaches across other types of projects or industries. The PMBOK guide does not refer to Project Control as a knowledge area. According to the guide, projects include segments within the other knowledge areas, such as Cost Control within the project cost management knowledge area and Schedule Control, within project time management knowledge area. The APM BOK section on control which covers many of the recognised tools associated with Project Control during the project life cycle. This is an important difference between APM BOK and the PMBOK guide, according to (Rozenes S, Vikner G and Spraggett S. 2006). 1.3 The Nature of Project Control
- 16. 4 The traditional viewof Project Controls as defined by PMBOK has been cost & schedule during the project execution phase. Although this view is persuasive in industry, a more effective Project Controls process can influence and benefit the whole project life cycle including the following: Project strategy; Project organisation; Project objectives; Project control systems; Scope management; Work breakdown / cost breakdown structures; Schedule management; Cost management; Engineering deliverables; Procurement and material control; Construction management; Control administration; Change order control; Estimating; Risk management; Progress measurement / reporting; Cost control; Earned value reporting; Productivity; Trend Analysis; Cost forecasting; Schedule forecasting; Corrective action. Project Controls systems and processes indicate the direction of change from the baseline costs and schedule, to the actual performance. 1.4 Importance of Project Control The successful performance of a project depends on appropriate planning. The PMBOK Guide defines the use of 21 processes that relate to planning out of the 39 processes for project management, (Globerson & Zwikeal 2002).
- 17. 5 The execution ofa project based on a robust project plan can be achieved through an effective schedule control methodology. The development of a suitable Project Control system is an important part of the project management effort (Shtub, Bard & Globerson 2005). Furthermore, it is widely recognised that planning and monitoring plays a major role as the cause of project failures. Despite the continuous evolution in the project management field, it appears evident that the traditional approach still shows a lack of appropriate methodologies for Project Control. (De Falco & Macchiaro 1998). There have been a number of articles published to support the importance of control in the achievement of project objectives, Project performance can be improved if more attention is given to the issue of control. (Avison, Baskerville & Myers 2001). There has been a significant amount of research conducted to examine project success factors. One such piece of research was carried out by (White & Fortune 2002) who sent out a questionnaire to almost 2,000 project managers. Another survey covered 200 defence projects conducted by (Sadeh, Duir & Shentar 2000). A survey was also carried out by (Frick & Shentar 2000), it was related to organisations with inter / intertrade departmental projects. The common thread from the surveys was a common checklist representing project success factors. This list included clear goals, management support, ownership, a control mechanism and communicating. (Rozenes, S., Spraggett, S., Vitner, G 2006). An IBC 2000 Project Control Best Practice Study carried out by IPA indentified that good Project Control practices reduce execution schedule slip by 15%. Project Controls cost range from 0.5% to 3% of total project, (including cost accounting), therefore, to break even, Project Control needs to improve cost effectiveness by around 2%. A sample study carried out by the IBC Cost Engineering Committee (CEC) in 1999, showed cost improvements for the projects in the study, was more than 10%. It is noted also that NPV also benefits from schedule improvements. Success factors are based on good Project Control practices, which result in good cost and schedule outcomes. Best practices include: (according to IBC 2000 Project Control Best Practice Study IBC 2000)
- 18. 6 Performance estimateswith a breakdown suitable for physical progress measurement; Owner quantitatively validates detail cost estimates; Owner cost and Project Controls specialists are on project teams; Capture actual results for future planning; Outcomes improve with level of details of estimating, validation, control and historical data collection; Strong Project Control practices reduce the effect of project manager turnover; Good Project Control practices are a must for reimbursable execution contract strategies; Results are strongest for small projects. 1.5 Existing Project Controls Processes The core of current Project Control process is the Work Breakdown Structure (WBS). The PMBOK Guide defines a WBS as a deliverable, orientated grouping of project elements, that organises and defines the total scope of the project. By using a WBS, it allows the project team to plan a project by means of a hierarchical structure, by identifying the elements and sub elements. A work package, usually at the lowest level of a WBS, includes a series of tasks to be carried out as part of an element of work. The WBS is interfaced with the project plan and the coding structure within the WBS, allow reporting of cost and schedule forecasts to deliver the schedule and cost reports. Recent developments have initiated a Cost Breakdown Structure (CBS), which links to the WBS, but allows increased details of monitoring and cost control to take place. The Earned Value (EV) principal, that examines work performed cost versus budgeted cost, is described in many, many papers and textbooks, e.g. (Sipfer & Bufin 1997), ( Ruby 2000), (Fleming & Koppelman 1999 & 2000). Current Project Control systems employ the earned value principles. A 1998 survey carried out by (Deng & Hung) suggested that only a small percentage of construction projects implemented Earned Value technique. My survey of 24 planning engineers, (which was carried out in number of different industries indicated that over 70% of companies were using Earned Value techniques. Risk monitoring and control is a further process which keeps track of identified risks and indentifies new risks.
- 19. 7 (Elkington & Smallman2002) carried out a survey to examine project management risk practice, in the British utility sector. Findings showed that there was a strong link between the use of risk management in projects and the level of their success. A further study by (Miller & Lessard 2001), proposed that managing and controlling risks reduces the probability of project failure. In conclusion, the use of risk management enhances the project delivery and reduce uncertainty in terms of time and budget. 1.6 Multi-dimensional Project Control System Approaches Previous studies (Regina Gyampoh- Vidogah, Robert Moreton, David Proverb - 2003) suggest that the current control processes and systems are insufficient for major projects and that a multi-dimensional Project Control system is needed, that can monitor, measure and control the projects objectives. Also an integrated system is required, that can measure the projects status during the life cycle of the work. A new Project Control methodology was developed by (Rosenes, Vitner & Spraggett) in 2004. The new methodology was named the Multi-dimensional Project Control system, (MPCS). The MPCS is an approach whereby deviations between the planning phase and the execution phase are quantified, with respect to the Global Project Control Specification, (GPCS). The projects current state is translated into yield terms, which can be expressed as a gap vector representing the multi-dimensional deviation from the GPCS. The MPCS allows the project manager to determine the project status, where problems exist in the project, where and when to take corrective action and how to measure improvement. Implementing MPCS methodology does not require extra data collection. Further work has also been carried out by (Songer A. D, Hays, B and North, C) in 2004 with regards to multi-dimensional visualisation of Project Control data Where they advise „The construction industry produces voluminous quantitative data. Much of this data is created during the controls phase of projects and relates to cost, schedule and administrative information. Recent storage and processing advances in computers, as well as display capabilities afforded by computer graphics, increase the opportunity to monitor projects fundamentally different from existing Project Control systems‟.
- 20. 8 Visualisation technologies arealso playing a part with innovative tools to integrate digital 3 models, with time and cost information. Thus allowing a virtual reality project control system, which can efficiently and visually manage the project implementation process. The Gantt chart is the commonly used planning tool on projects. The main issues and problems according to (Dawood N & Mallasi Z 2006) is that the Gantt chart has not changed for the last 40 years and planners do not use it to usually communicate the executive strategy of the project. (Mawdesley et al 1997), states that the Gantt chart technique does not furnish a communication medium on how the project activities on the construction site are to be executed. During the construction phase, the format of a Gantt chart does not capture the visual interaction between the construction activities. As a result, the Gantt charge is not adequate for rehearsing construction activities. 1.7 4D / 5D – CAD Visualisation Technology 4D construction visualisation has been apparent for some 15 to 20 years. More recently, however, developments are underway to have 3D CAD linked with planning software (Time) and the 5th dimension cost, thus giving rise to what is known as 5D Project Controls. This research and development is being spearheaded by Company X UK and the research team at Teesside Universities Centre for Construction & Research department. The objectives of the 5D system is to allow feasibility studies and impact analysis of technical and logistical programmes by means of rehearsing the planned construction operations in the virtual environment. Using these methods, an improved fine-tuning of the schedule can be achieved, avoiding soft clashes in space management before they affect project performance. Also by exploiting high quality visualisation techniques, it is possible to enhance significantly the quality of interaction among involved stakeholders reducing the intrinsic ambiguity and complexity of Gantt charts and textual descriptions and time-based 3D views of the plant. Project delivery can be improved through better understanding of site conditions and implications of scheduling plans. The cost and progress control tools and methods included in the development, guarantees an increased ability to assess the project development status. The integrated analysis features allow intuitive visual inspection of early warnings to
- 21. 9 assess the causesof cost or time execution problems and identify and implement correction actions. The ability to rehearse and test several alternative scenarios in an information rich, visual and interactive environment, will allow an improved risk analysis capability and the choice of the most effective mitigation strategies both at design time and in response to unexpected events during the construction phase. The benefits of the 5D system are increased perception and confidence in the project quality, in its control capabilities and in the communication across the involved stakeholders, ultimately allowing the development of high quality collaborative projects and integrated, effective and reliable risk management strategies.
- 22. 10 2 Culture Aspectsof Project Controls 2.1 How Company culture affects the Project Controls Approach North Sea Oil project controls are generally seen as the best practice approach, this is in part due to the culture within the industry. This view was referred to by HM UK Government in a white paper published in 2003. The white paper was addressed to the UK Nuclear Industry. This culture is driven by several factors, for example most projects were in the £1 billion range and driver by the rate of return on the investment. The return on the investment is determined by being ready to sell gas / oil to the market on a specific date. Gas and oil sales are based on gas / oil sale agreements, which work on a delivery or pay penalty basis. Also, within the construction and installation phases oil companies need to book in advance heavy lift barges and install the Jacket and Topsides in the field. Due to the demand on the heavy lift barges, they must be booked two years in advance, at a cost of around $500,000 per day for periods up to 7 to 10 days. Oil companies cannot miss the pre-booked dates, therefore schedule and cost control is paramount in the design, procurement and construction phases. Finally, the projects are supported by partner oil companies who own percentages of the field development and also the banks who lend the finance to develop the field. All of the above factors result in the demand from partners and bankers coupled with penalties for missing deadlines, which results in a need to have good project control systems and procedures to help manage the project. The outcome is a culture within the project team that assures that the development is driven from the top of the organisation to the bottom with all involved organised to control the cost and schedule. This culture has been seen in many oil companies, throughout the 1980‟s and 1990‟s during major offshore oil field developments. The culture ( Marathon Oil UK 1984 Brae Field Developments) resulted in the development of many systems, procedures and processes being developed to enhance the control of cost and planning techniques, which have since spread into construction companies and other industries. The systems include: a) Planning cost management and estimating procedures; b) Effective schedule development; c) Procurement schedules
- 23. 11 d) Design interfaceschedules; e) Four to six weeks look ahead schedules; f) Progress measurement innovation; g) Productivity calculations; h) Reporting techniques developed; i) Change control procedures developed to include impact statement on cost and schedule; j) Improved cost management processes; k) Estimating techniques integrated with scope definition and cost control; l) Integration of the contractors‟ procedures and processes. 2.2 Cultures and Observations in other Industries From personal involvement in several Pharmaceutical companies it was observed that the culture in the pharmaceutical industry projects division, proved to be totally different to the oil and gas industry. The reasons for this appear to be based around a number of factors; firstly the core business of pharmaceutical businesses is to produce products to sell to markets. The management of projects, although important to the industry, did not have the focus seen in the oil industry. This lack of focus was coupled with a lack of understanding of many of the basic requirements of project management and planning techniques. It would seem that the pharmaceutical companies we discussed issues with, regarding project management and planning, saw inefficiencies in their systems and processes. They seem, however, due to the culture within the project groups, unable to improve the processes. This in part, could be as a result of the companies working in the industry being fairly insular and many members of the project teams having worked in the industry for many years. This resulted in the lack of best practice, modern methods and systems being introduced into the business. Cultures, however, can be changed, although it can be a long process to modify the culture and improve controls and project delivery. However as a result of implementing the following approach the culture of the companies did move towards better control of projects: a) Carry out a survey of current processes and systems; b) Compare current processes against best practice;
- 24. 12 c) Present results,observations and recommendations to management; d) Have the client appoint a sponsor to help initiate and introduce recommendations; e) Present outline of observations and recommendations to staff in project team. Make the team aware of what needs to change and get their involvement f) Develop a plan to implement change; g) Review all project plans with project team, develop achievable plans that are robust and resourced with manpower; h) Baseline the portfolio of plans; i) Develop and carry out a progress measurement system; j) Develop a project reporting system; k) Set up a weekly progress review meeting and review projects by exception, i.e. those that are not achieving the planned progress, plot trends; l) Record actions from the weekly progress meeting. This meeting will identify problems or issues that need resolving in order to improve progress and recover slippage; m) Develop a change control system that captures changes to projects and ensures the impact of changes are reflected in the cost and schedule documentation. A further example of cultural differences was found in the nuclear industry at a remote site in the UK. The site had until fairly recently been a provider of electricity, but was now in a decommissioning phase. This phase, however, resulted in a portfolio of projects required to decommission the site. The site had a legacy of producing electricity; its management was a production orientated team with relatively low experience of controlling projects. The result of the lack of expertise in managing and controlling projects resulted in poor control of projects.
- 25. 13 The culture ofthe site resulted in site management not being aware what best practice for project controls was and not understanding the need for effective controls. Examples of this were the lack of a common WBS or coding structure, cost planning and estimating skills not integrated, portfolio / programme management not being utilised. The lack of basic understanding of Project Controls was a direct result of the culture of the organisation that was not aware of how they should manage the project. The management team who generally operated as an operational unit and had not moved its cultural view to being a project orientated management.
- 26. 14 3 Results fromProject Control Survey 3.1 Research Strategy and Design The literature review of current practice in project planning and control as described in Section 2, determines how the theory of the processes are generally performed. The knowledge gained from the review, however, has to be tempered with real life and a qualititive survey questionnaire study was chosen as the key methodology to confirm and gain understanding of current practices. 3.2 Protocol of Data Collection The first step was to develop a questionnaire to help understand how project controls is operated in various industries, (see Appendix 1). The questionnaire was developed from the authors experience in project controls over a 30 year period. However, it also drew on literature from the PMBOK 2004 Guide, APM and The University of Leeds Guide to Design of Questionnaires (2006). The questions were reviewed by a peer group of professional cost, planning and estimating managers, some modifications and enhancements were made to the questionnaire at this review stage. A pilot study of the final questionnaire was then carried out on a small target group of colleagues and this proved that there was a meaningful document in place to move forward with the research. The questionnaire in this research used both open and closed question formats to collect the information from the research participants. The next task was to carryout interviews with the participants. The interviews were generally face to face; however, in the case of some European based projects telephone interviews took place. Face to face interviews were the preferred method as this method achieves the best return from participants, ( Czaja and Blair, 2005) The questionnaire was used to carry out interviews with project planners, project control engineers and planning engineers. The industries where the surveys were carried out included:
- 27. 15 i) Oil &gas; ii) Pharmaceutical; iii) Nuclear; iv) Building & construction; v) Transport & utilities; vi) Chemical / petrochemicals. A total of 21 interviews were carried out, split across the various industries as shown below; i) Oil & gas 4 responses; ii) Pharmaceutical 3 responses; iii) Nuclear 4 responses; iv) Buildings & construction 4 responses; v) Transport & utilities 3 responses; vi) Chemical / petrochemicals 3 responses. The value of the projects being managed was over £4 billion. 3.3 Introduction to Survey Cases Oil & Gas The total value of the projects was £855 million and included: a) Norwegian sector Brownfield offshore development; b) UK North Sea offshore upgrade of facilities; c) A major LNG development based in Spain; d) A UK Oil Platform upgrade Pharmaceutical The total value of the projects was £55 million. The three companies were all UK based and each managed a series of project value between £10m and £25m. The projects were individually valued at between £50,000 and £3 million, each company had a portfolio of projects in the range of 50 to 80 projects per company. Nuclear
- 28. 16 The total valueof the projects was £180 million, the projects were new builds, refurbishments and shutdown related work. Building and Construction The total value of the projects was £160 million with University buildings, new office blocks and property developments amongst the projects being constructed. Transport and Utilities The value of the work was over £1 billion, the projects covered road building, rail and water projects. Chemical and Petrochemical Projects The value of the projects was in the order of £800 million and was based on projects based in Germany and the UK. 3.4 Analysis of Survey Findings The questionnaire and survey questions were arranged in sections A to D. Section A - covered issues such as cost control and estimating. Section B - covered issues such as schedule development and control, critical paths, forecasting completion dates. Section C - covered issues around change control. Section D – covered the reporting system and processes. Structure of Questions Interviews took place on the specific questions and answers were recorded using the following conventions for example: Q) Are work breakdown structures A B C D NE
- 29. 17 established and allbudget costs coded? Legend A) Always; B) Sometimes; C) As and when necessary; D) Control impaired as a result; NE) No experience. What we learnt from the results by section is as follows: Section A – Cost control and estimating (which covered questions 1 to 23 on the questionnaire) . The chart below indicates the responses: Fig 3.1 Section A: Q1 - Q23 46% 16% 21% 9% 8% Alw ays Sometimes As and w hen Necessary Control Impaired as a Result No Experience
- 30. 18 If we considerthat the topics / issues in the questionnaire represent best practice, then only 46% of the sample always follows best practice. Analysis also indicates that 16% of the sample sometimes adopted best practice with 21% using best practice when they felt it necessary, with 9% of the sample having a view that control was impaired as a result of not adopting best practice issues. Feedback from the sample on how processes could be improved to help controls is shown below: Estimating “Could refine the processes to correct best practice.” “Consistently apply best practice.” “Could be logic links between accounts and construction.” “By portfolio availability, (procedures not integrated with cost / planning).” “Require higher level of detail.” “By benchmarking previous projects and establishing norms and preparing the estimate at the lowest level and rolling up the values rather than a high level guesstimate.” “Central estimating with real benchmarking. Budgets are often met, but only because costs are booked elsewhere. Estimating is often bespoke or carried out by EPC, PMs or specialise departments. A new standardised WBS is to be introduced.” “By utilising project schedule to show where possible over spending may occur during the project life cycle. All project estimates only change when a project manager has ran out of money, therefore poor cost forecasting by the PM.” “Could be improved, analysis actuals to improve future project estimates, no formal estimating done.” “A more integrated tender and approval process. Currently no formal programme challenges, the review of estimates are financial and take no cognisance of value, thus performance has been impaired. A team is being formed to tackle estimates challenge. Current system is fair and transparent.” “Elements of estimate used weight rather than contractor submitted values.” Costs Control of Reimbursable Resource The following comments indicate how some companies‟ staff would like to improve the process:
- 31. 19 “Yes itworks. Level of sign off could be improved.” “Works fine. Client cost engineers control this work.” “System works.” “Doesn‟t work because of the fear factor, i.e. don‟t want to be blowing the budget.” “Yes the system works, but could be improved by any changes being reviewed by project controls dept prior to implementation (i.e. prior warning and not just sprung on project controls dept).” “Increased frequency of updating for better control.” “No cost controls in place. Could be improved by having the project controls manager responsible for the forecast costs, rather than a corporate cost engineer.” “Scope changes poorly documented, therefore some cost surprises.” “The current system works due to the functionality of SAP.” “No room for improvement, good clear control system in place. Planners and cost personnel to work more closely.” “Yes.” “The system is inefficient. Cost handling and reporting is by the finance dept and is not managed by the PMs (not that any PMs are employed). “System is robust and works well in practice. “Yes it could.” “It needs to improve.” Section B This section covers schedule control and schedule development, critical path planning and forecasting completion dates. The chart below indicates the responses: Fig 3.2
- 32. 20 Section B -Schedule Control: Q25 - Q42 51% 19% 14% 14% 2% Alw ays Sometimes As and w hen Necessary Control Impaired as a Result No Experience It is interesting to note that 14% of the sample advised that project control was impaired as a result of inadequate schedule control. The following comments were gleaned from clients as how improvements to major aspects of schedule control could be achieved: Schedule Control – How we could improve the current model “Only high level programme from the contractor.” “Consistently apply best practice.” “Require client buy-in.” “4D planning. Filters to advise who does work via foreman / supervisors.” “Honest appraisals / estimates / accuracy.” “Lump sum therefore client has an overview and the risk is with the contractor.” “Various departments throughout the UK need to buy into the programme.” “Earlier release of engineering data to define scope.” “By detailed integration with the design and procurement deliverables, and alignment with the availability of key resources, plant and equipment.” “At our company simple changes such as creating and monitoring against a baseline would help improve performance. At our company no baselines are set and therefore they are always on plan!!! This is not the way to manage projects in my opinion.” “Plans not usually used to drive work, culture not right for the plans to be driven the way they should be.” “N/A.”
- 33. 21 “Create workschedules for all projects.” “Greater and more accurate detail of tasks is required. Scope is developed but is unstable without management support to control it. Lack of PM means the validity of the scope is questionable. Logic with P3e with greater cross links will be utilised.” “Continuous review of programme with client and contractors.” “Contractors use a standard scheduling tool. Level 1 & 2 schedules used to control with project, with contractors using level 3, 4 and / or 5.” “There were large gaps. Some inexperienced people were developing the plans.” “Professional planning support required. Planning usually left to contractors no checks by client.” “Good schedule.” “Establish items 26, 27 & 28.” “Implement all on programme.” Co-ordination and Critical Path Planning “Need to baseline / CP shown on schedule.” “Consistently apply best practice.” “The CMS is broken down into detail.” “Honest appraisals / estimates / accuracy.” “Yes, more detailed assessment of the subcontractors schedules. Is not happening because PM doesn‟t see financial control more important than its physical worth.” “No.” “Recognition by project management that they are the owners of the plant.” “By educating the end users of the benefits of planning ahead rather than planning by default. P3 is in house, but sub-contractor not co-ordinated, using different systems.” “Using a standard software which can be used by all.” “Our company should look at all projects the same way using the same methods all of the time. Our company should have a standard reporting and monitoring system so all projects are analysed the same way. Additional training for PMs as only 10% understands critical path, etc.” Could have more detail in the review.” “Currently it is good.” “Create planning awareness for scheduling, etc.”
- 34. 22 “The useof PMs. Al sub-projects have a critical path; the overall path is also identified. Bulk work is tightly controlled. For next execution more thorough L2 plans are being created to drive the project. Use of PMs would improve quality of info.” “Some contractors should actually use the software to schedule the plan rather than making a nice picture.” “MSP being used whilst P3 should be.” “Inexperienced planners. PM not reviewing or involved, SAFRAN software v3 inappropriate for the project.” “Professional planning control procedures. MBP software not up to the job.” “Good.” “Programme control management introduce planning experience to project team.” Forecasting Completion Dates “Need a baseline / CP shown on schedule.” “Always room to improve.” “Better site record of changes and progress based on physical progress, could be better but resources are an issue.” “Honest appraisals / estimates / accuracy.” “Yes – management of sub-contractors can be improved not all contractors have planners all done in MSP by sub-contractors, therefore need to convert. Weekly reporting focuses more on the site works.” “Process established and agreed additional planning resources would improve development time.” “Improvements here are part of a gradual process of „teaching dogs new tricks.‟ i.e. when a company emerges from a small design environment to a project team environment, the change process can be frustratingly slow.” “Introduction of Primavera.” “Going back to basics, i.e. basic project management training for all project managers so they can learn what to look for and understand the project programme and how important it is to create a monitoring plan, and progress / performance and resources.” “39 is weak in some cases.” “Currently good.” “As above „planning‟.” “Reports are daily. Resource levelling takes place prior to baselining; the changes to resource are handled individually.”
- 35. 23 “No systemworks well.” “No major buy-in from senior managers who do not see the advantage of project control.” “Yes.” “As above, „planning‟.” “Lacking in site liaison.” “Yes, items 38, 40 & 42 required to be improved upon.” “Yes, create resource loaded programmes.” Section C – Change Control This section covers whether there is a change order system in place and whether the impact of changes are reflected in the costs and schedule. Fig 3.3 Section B - Schedule Control: Q25 - Q42 51% 19% 14% 14% 2% Alw ays Sometimes As and w hen Necessary Control Impaired as a Result No Experience It is interesting to note that most clients, (51%), used a change control system in some form. We asked the clients to advise how the change order system could be improved, the following comments were received: Change Order System – Does it work? Could it be improved? “Standard system works.” “It works. Essentially follow clients‟ procedural requirements.” “Works. Forecast cost could be given IT use.” “Honest appraisal / estimates / accuracy.” “Only when applied correctly, particularly financial changes.”
- 36. 24 “Change controlwith an appropriate tracking register, controlled by project controls manager would be an improvement.” “New scope change or CO system to be introduced. The design (EPC) contractors have good change order systems, however, the contractor systems are not integrated into our systems and the CO system has not yet been fully implemented.” “Yes. The change order process is primarily utilised for costs and it is up to the skill of the planning engineer to find out what the change is and how it affects the project as the PMs are only concerned with cost!!!” “Good GSK system.” “Not involved.” “A more thorough system is being developed. COs are not diligently controlled historically and unnecessary work is admitted.” “Recording of change could be improved.” “CO system not fully implemented.” “Partially.” Section D – Reporting of the Project / Projects This section covers issues such as, “is there a reporting system in place?”, “is performance measured and reported?”, “are risks identified, are trends identified and are corrective actions being undertaken?” The following chart indicates the results: Fig 3.4
- 37. 25 Section D -Reporting: Q48 - Q54 49% 19% 21% 8% 3% Alw ays sometimes As and When Necessary Control Imparied as a Result No Experience It is interesting to note that only 49% of those questioned had a regular reporting process and that 8% of respondents indicated that control was impaired as a result of inadequate reporting. Clients were asked to advise if the reporting process could be improved, the following comments were received: “Not a bad report, but no baseline.” “Always room to improve.” “Benefits identified. Could be improved with additional resources.” “Yes.” “By lots of duplication in current reports. Cost reports, time reporting and planning progress all using different cut-off dates.” “Yes.” “As the project has evolved, report volume has increased. Could be streamlined to be more effective.” “The reporting process could be improved by a precise edition issued to the project team and a detailed version maintained for the inevitable claim at the end of the project.” “Yes. Cost / performance reports only carried out by 30-40% of projects, therefore data is useless. Cash flow is reported to accounts separately for all projects. EPC contractor reports not linked to BP systems. Reporting should be linked to controlling system.”
- 38. 26 “I believethat by standardising the current reporting procedure GSK would benefit as at the moment they change their reports more or less each month.” “51 is only milestones % completed or achieved man hours are not used.” “Yes. Not enough time allocated to interrogate programme progress reports.” “More automation and more integration would improve. Reporting will change with P3e.” “Standard reports needed for all contractors. New reporting system currently being implemented.” Clients were also asked if key performance indicators and gained value analysis were important benefits to project controls. The following comments were received: “KPIs yes. EVA benefits to control.” “Yes. Client cost engineers control this work.” “Only way to control.” “Yes.” “Yes.” “Yes. EVA and KPIs give a standardised method of measuring the project progress.” “Yes.” “EVA cost values should never be confused with progress % complete. KPIs are beneficial as a yardstick measure.” “Only when well defined and understood.” “I believe EVA and KPIs are an absolute must in all aspects of project management, as they enable the project team to understand what the consequence of poor performance and control will have on the project budget and timescale.” “KPIs not driver and actioned. Top 20 projects are concentrated on and those need to happen.” “Yes.” “Yes.” “No. The KPIs are not relevant.” “Yes.” “EVA should be used and contracts incentivised.” “Yes.” “Yes. Client improving cost management.”
- 39. 27 The questionnaire wasdiscussed with some 24 different companies and the statistical analysis derived from the results gives a general view from the sample taken, However, there could be an element of bias in the results from the sample taken. The 24 companies could be described as a low figure on which to base discrete results; therefore we need to treat the statistical analysis results with a level of caution when considering the sample size. The questionnaire was also used to gain tacit knowledge from the project control personnel interviewed and this feedback provides comments regarding the effectiveness or otherwise of the project control processes being surveyed Oil Industry Best Practice Comparison of Results between Different Industries The oil and gas industry was proven to be the most advanced industry in terms of utilising best practice systems and processes with regards to project controls. The systems and processes were developed during the late 1970s and 1980s during the major investments to extract oil from the North Sea. With major investment to design, construct, install and commission the oil and gas installations, which cost in the region of £1 billion, it is necessary to have robust project control systems in place. The major investments coupled with gas and oil sales agreements, which meant delivering oil and gas products to a predetermined date focused management to deliver on time and within budget. The major operations in the North Sea, such as Exxon, Shell, BP, Marathon and many of the major contractors such as Bechtel, Fluor and Amec were also responsible in driving best practice project controls processes. In essence the model for major projects in the North Sea was based around certain key criteria. a) Suitably resourced planning engineers who were experienced in oil and gas, with engineering qualifications; b) Suitable planning software to develop plans and reporting procedures; c) Procedures for planning, progress measurement and reporting developed and in place; d) Planning, progress measurement reporting requirements specified in the ITT to contractors;
- 40. 28 e) Prior tothe bid being assessed for constructability, durations, logic and resource levels. Develop in-house schedule for comparison with contractor‟s bids; f) After award, ensure the contract master schedule is submitted by the contractor six weeks after award date, tie in a financial reward or penalty to that submission. The client‟s works with the contractor to develop / approve the schedule; g) Following agreement of the contract master schedule and its baselining, a weekly progress measurement and reporting process was put into place; h) The contract master schedule, (CMS), is developed from around a 400 activity network (level 2 / 3); this includes a level 2 summary schedule and a level 1 executive summary. Also included, is a resource histogram and „S‟ curve by overall and by area and discipline; i) man-hour estimating based on an agreed set of norm values. Estimates and scope of work were agreed between client and contractor; j) A robust change control system in place, that addressed the impact of changes against the schedule impacts agreed between client and contractor; k) Following the weekly progress measurement exercise, the achieved manhours and percentage progress calculations at discipline level was calculated. Disciplines included: Structural fabrication / erection Piping fabrication / erection / testing; Electrical; Instrumentation; Fire proofing Insulation; Architectural; Equipment. Each disciplines expended hours were captured used and productivity calculations determined. Productivity is based on the ratio of output/ input / input.. k) Following the weekly progress measure, a weekly progress meeting would review progress data. The progress by disciplines would be reviewed and variances in planned versus actual progress and productivity would be
- 41. 29 discussed and wherenecessary, recovery plans developed to improve progress and productivity. Lack of progress and productivity could be due to several factors: Insufficient supervision; Material shortages and delays; Wrong trade mix; Incorrect sequencing of work; Incorrect estimates of work scope; Client changes; Physical changes; Physical clashes; Weather. It was, therefore, necessary to determine reasons for progress slippage, once this had been established it was then possible to put into place corrective actions to improve progress and productivity.
- 42. 30 4 Transfer ofthe Oil and Gas Industry Tried and Tested Project Control Methodologies to Other Industries During more than 20 years in project controls, the author has been able to offer advice to clients in other industries and the chance to introduce the oil and gas methodology into other sections of industry. It is notable to point out, that the North Sea oil and gas methodology was referred to by the Government in the scope of a white paper addressed to the nuclear industry. The white paper advised the nuclear industry that they needed to follow the project controls, (estimating, cost management and planning) methodology as used by North Sea oil and gas companies in the 80s. The nuclear industry in the early 2000‟s did improve their systems and processes to introduce better controls. The author was invited by a major nuclear industry to review how cost planning and estimating processes were integrated on a portfolio of projects valued at over £1 billion.
- 43. 31 4.1 Company AReport Comments on the attached report. Company A invited the author to review their planning, cost management and estimating processes and how they interfaced as groups within the Dounreay site. This audit was carried out in March 2003. The reason why Company A wanted this audit carrying out, was that the NDA (Nuclear Decommissioning Authority) were to come to site in the following months and Company A wanted to establish where they stood in relation to best practice and project control standards. My company, (Company X), were at that time managing the planning engineering functions and also some of the cost and estimating roles. It is interesting to note that in 2002, Company A had been advised by the author that the planning system adopted by Company A was flawed and that a hierarchical system of „rolling‟ of project plans to the Dounreay restoration plan, should be adopted. This advice was ignored at that time, but was implemented following the NDA visit later that year. Another key observation from this audit was the inconsistent approach to planning, estimating and cost control, with different WBS being used in some areas. It appeared that Company A placed personnel into the different areas of the plant without any agreed procedures at the different specialist level and also with no guidance of how the specialist in cost, planning and estimating should interface with each other. A further observation was that the culture of the Company A site was such that there was little understanding of the project controls processes. This in part was due to the fact that the site was, until fairly recently, a nuclear producer of energy and many of the decommissioning managers had worked as operation managers and were now responsible for managing projects. The project management role is far different from that of operations manager and different skills, such as cost management, planning and estimating skills / knowledge are needed to manage projects. This lack of understanding was a major factor in why the project control disciplines were not operating effectively.
- 44. 32 Finally, it isworth pointing out that the recommendations in the report were largely implemented by Company A and a much improved project controls system was introduced, to help manage the £4 billion decommissioning of the Dounreay site.
- 45. 33 4.1 Company A DounreayProject Controls Review April 2003
- 46. 34 1.0 INTRODUCTION 1.1 CompanyA have requested that Company X carry out a survey of their planning and cost engineering services, to ensure compliance with existing standards and practices and to identify areas of improvement. 1.2 There was also a requirement to review the integration of planning and cost engineering. 1.3 The survey was carried out between 24 – 27 March 2003. 1.4 The report will cover the following aspects of the audit: 1.4.1 Review the planning systems, guidelines and processes across the site; 1.4.2 Review the cost control systems, guidelines and processes across the site; 1.4.3 Review the integration of planning and cost control site-wide. 1.5 Discussions were held with eight planning engineers, six cost engineers and 10 project managers / senior project managers. The planning engineers were an amalgam of Company A and Company X staff. The cost engineers were a mix of Company A and various other companies. 2.0 METHODOLOGY OF AUDIT 2.1 Prior to the audit, Company X had developed a 100 point check list, which was used as a guide to audit the planning and cost teams against current best practice. 2.2 The Dounreay planning guide, (developed by Company A), was also used as a method of assessing if a common approach was being utilised across the site. Company X‟s planning toolkit also supports the Dounreay planning guide and this was also referenced during the audit.
- 47. 35 2.3 The PRICEsystem procedure, project sanctioning procedure (DP/PJM/003), Dounreay Project Management Manual Issue 3 and the EARNED Value Analysis and Reporting guideline company (A/GN/A45) were used as reference points to conduct the cost control audit. The 100 point check list was also used to assess a common best practice approach. 2.4 Discussions took place with planning engineers, cost engineers and project managers. The planning engineers and cost engineers where interviewed regarding how they operated against the available Dounreay procedures / guidelines and the Company X 100 point check list. The project managers were asked for their views of how planning and cost engineering worked in practice and was there room for improvement. 3.0 AUDIT FINDINGS PLANNING 3.1 Schedule Development: 3.1.1 All planning groups interviewed develop levels 1 to 3/4 planning documentation. They also develop look-ahead schedules to drive the work through the supervisors / project engineers. There is some evidence, however, of inconsistencies in the layout of the schedules, i.e. different colours used in presentation, logos not applied, revision boxes not shown, etc. From discussions, none of the planning groups have resources shown on the look-ahead schedules; this is a requirement on the planning guidelines. 3.2 Applying resources to schedules / resource coding: 3.2.1 Standard Resource Codings There has been a standard resource code determined which should be used site-wide. Very few planners, however, are using it; most are using their own resource codes. 3.2.2 Applying Resources to Schedules Resourcing is done by approximately 50% of the planners. Some areas partly use resourcing and three areas do not apply resources at all.
- 48. 36 3.3 Resource Levelling Onlytwo areas have applied resource levelling to schedules. Six areas do not apply levelling techniques. 3.4 Planning Involvement with Invitation to Tender Process Approximately 50% of the planners are totally involved in developing milestones, setting standard planning requirements and guidance on the software required by contractors in the ITT. All planners are involved in reviewing the schedules submitted by contractors. Part of the reason why only 50% are involved in the ITT process is that some areas do not have a requirement to issue tenders. 3.5 Progress Measurement Techniques, „S‟ Curves / Earned Value All planning engineers have a form of progress measurement which is acceptable, i.e. direct measurement, information from project engineers, measures by contractors and spot checks. Just over 50%, however, use „S‟ curves to compare planned versus actual progress. Only two areas use the Earned Value method of measurement. Progress measurement is carried out on a monthly basis in all areas and progress data is used to develop monthly reports for the project managers. 3.6 Standard Activity Codings and WBS There are no standard activity or resource codings used across the site. A WBS is being used in 50% of the areas visited. 3.7 Baseline Planning Approximately 50% of the planning engineers baseline the plans. Less than 50% keep a log of how and why the schedule has slipped over time. 3.8 Change Control Over 50% of the planners are aware and use a change control system, which provides a mechanism for approving major changes and milestone movement.
- 49. 37 There is noevidence of change control at a lower level which would allow changes of scope to be monitored and tracked. 3.9 Planning and Cost Interface The range of interface between the two groups varies between cost and planning going their separate ways to 100% integration. In most areas, however, there is some form of integration which is through a WBS / CBS structure. 3.10 Schedule Risk Analysis This is carried out in-house or by consultants in many areas, but is not 100% across the site. There is also evidence of regular updates carried out in some areas. 3.11 Project Manager‟s View of Planning The general view was that the planning engineers did a good job. There were, however, two observations made in one area, which suggested there was room for improvement in that area. This has been discussed with the BSG planning manager. There were also some concerns regarding how data was transferred from projects to update the DSRP schedule and the accuracy of some of the DSRP scheduled dates. 3.12 General Observation by Auditor The general perception is that the planning teams are a conscientious group who are trying to provide a good service to their project teams. Their efforts, however, are not being applied in a consistent manner. If Company A are to develop an integrated site plan which captures all projects and site resource requirements then common activity and resource codings and commonality of approach are mandatory. Several times through the audit, planners advised that some project managers were only looking for “simple bar charts” and that planning was only paid a “lip service” in some areas. This was perceived as an issue that should be
- 50. 38 resolved, but itis in isolated areas. There were also issues regarding project managers not fully understanding the requirements of planning and control systems and this is an area where improvements could be made. 4.0 AUDIT FINDINGS COST CONTROL 4.1 Cost Engineering Procedures. Whereas Company A have developed the Dounreay Planning Guide as a basis for implementation of the planning process throughout the site, to date it appears that no similar guidelines exist for the cost engineering discipline. The following reference documents were however tabled. Parametric cost estimating system (PRICE) to provide guidance with regard to preparing estimates for decommissioning works; Dounreay Procedure (DP/PJM/003) Project Sanctions; Guidance note for Earned Value Analysis and Reporting; Dounreay Project Management Manual. 4.2 Cost Engineering Findings Estimating Process and Application Main indications were that initial estimate preparation is undertaken by „stand alone‟ estimators in conjunction with project managers, with cost engineer‟s involvement essentially being „post sanction‟ although individual managers did utilise the cost engineer to validate / sanity check the estimates as they felt necessary. Individual cost engineers did get involved with preparation of „one-off „estimates, but there did not appear to be a strict regime with regard to the basis of the estimate, labour-norms / historical data / on-costs etc. The estimates as produced, essentially reflected the categories within the Work Breakdown Structure and cost engineers recognised the requirement to align the actual WBS with a suitable cost breakdown structure and current
- 51. 39 Company A accountcodes, although opinions were expressed that the site does not currently have a fully integrated system. There was also a difference of opinion as to whether the cost breakdown structure whilst aligning with the WBS, correlated directly with activities within the project programme, a fundamental requirement if these two disciplines are to be used as an effective control process. It was not possible to interview estimators or interrogate any estimates, or ascertain the basis of local inflation factors / cost data information. Concerns were expressed with regard to inclusion within the estimates for operational costs of maintaining redundant building fabrics. Indications were that estimates essentially make provision for routine inspections etc, but do not allow for the actual cost of the structure, whereas these costs are ultimately charges against the sanction sums. Fundamental to the development of the original sanction is the establishment of „risk provision‟ and the regular monitoring of the same. This is considered separately within this report, albeit that the personnel interviewed were aware that the risk process was implemented, but were not fully conversant with the actual methodology used or the interpretation of the data produced. Concerns were expressed with regard the periodic review of estimates to reflect either general development / changes in circumstance / risk management. 4.3 Contract / Project Strategy / ITT Documentation The Dounreay project management manual identifies within the project planning and initiation phase, the requirement to develop a structured project and contract strategy, to ascertain the most beneficial route. The PMM states that the contract strategy meeting may be held at a joint project strategy meeting. From the personnel interviewed, it appears that the cost engineer / planning engineers do not get involved in the contract strategy workshops. We consider that it would be prudent to involve such personnel, particularly at the contract strategy meetings, given that the planning engineer will have an active role in
- 52. 40 ascertaining key deliverablesand the cost engineer should be aware which format of contract implementation will best deliver the works with the balanced ownership of risk / liability. The PMM identifies the requirement for a structured tender assessment methodology prior to tenders being evaluated. What the PMM does not identify is whether actual scoring criteria / matrices are agreed and lodged with the contracts department prior to the date for return of tenders, together with a pre-determined „model‟ for the assessment of „Compensation Events‟ (variations), which may influence the overall commercial standing of the submitted tender. The cost engineers interviewed did not get involved with any „pre-tender return‟ pro-formas, the actual evaluation / modelling being done as part of the overall process. Technical and commercial issues are addressed separately and drawn together into an overall assessment, although we were unable to examine a standard „tender report‟. The PMM makes no reference as to whether cost risk analysis is undertaken as part of the tender appraisal, although it is acknowledged that any such exercise should be rigidly administered against all tenders and not used as a method of „skewing‟ financial outputs, (specific queries should be resolved with individual tenderers as part of the tender review process and not addressed subjectively by the reviewing authority), to ensure transparency of the process. 4.4 Value Management The nature of the bulk of the works currently being undertaken relates primarily to front end engineering / scope of requirements development and as such, traditional value management techniques have not been adopted. 4.5 Cash Flow Planning Sanction values are essentially split into annual budget forecasts and costs are monitored against these individual sums. Indications were that these budgets / spend profiles are generally developed from the activity schedules within the individual project programme.
- 53. 41 We understand thatany under-spend within a particular annual budget is not generally made available for transfer within subsequent years, albeit that the actual sanction value still retains these sums. 4.6 Cost Monitoring / Control of Resources Actual cost reports were essentially prepared on a regular basis (determined by the project manager) but there does not appear to be a standard pro-forma or layout for the basis of the report. Whilst the individuals essentially recognised the requirement to align the report with the WBS and the accounting process, the actual required out-puts from the report appeared to be with different cost engineering / project manager teams. General indications were that major changes in out-turn cost / revised spend profiles are detailed within the narrative of the report. The current format of data collection retrieval is via hard copy and manual input into „Excel‟ spreadsheet, although a system has been developed for the administration of the overall „Alliance‟ contracts whereby the individual alliance contractors input data direct into protected fields within a fully integrated cost system, generating value of work done / linked to accounts and planning data, whereby cost reports / earned value can be developed with the minimum number of manual transfer / potential errors. Sanction values detailed within the reports are determined from: Base estimate for main works / contractor / agency resource; Internal charges (personnel) established using standard charge out day rates and estimated resource requirements. Indications from the cost engineers were that whist such internal charges are detailed within the original sanction sum; these costs are not actually charged to the project, (as a central overhead) and hence cannot be monitored against the sanction sum. We were informed that with effect from 1 April 2003, internal charges will be identified and the cost engineer will have the facility to query levels / costs allocated against individual projects / budgets.
- 54. 42 Such revision tothe cost procedure will enable closer monitoring of the overall sanction amount from ‟time-now‟ but will not address any apparent over / under spend up to this point. Company A guidance note (GN/A/45) Earned Value Analysis and Reporting, identifies the procedures to be adopted in preparing Earned Value reports, although the note in its introduction recognises that such reporting is not mandatory within the organisation. The cost engineers interviewed incorporated Earned Value reports within the monthly reports and these primarily reflected the main activities within the programme. There did, however, appear to be differing opinions as to whether Earned Value should monitor against invoiced amounts or actual committed value. In all but one instance, no cost engineering resource applied KPI techniques to monitor project performance, the exception recognising the benefit in aligning overall performance / release of target sums with contract milestones. 4.7 Risk Management Process Risk analysis techniques are applied at „approval estimate‟ stage, as part of the project sanction process. This essentially identifies the P10, P50 and P90 percentiles, the latter being incorporated within the sanction paper. The risk process is a dynamic process, which if to be used as an effective management tool, should be reviewed on a regular basis, as not only a cost and programme aid, but as a general vehicle for communication / delegation of roles and responsibilities. All parties recognised the need for ongoing / regular reviews, but the actual practice differed greatly from the theory. Responses ranged from the consensus that once the sanction had been set, there was no need to revisit and re-run the model, to the recognition of the need to actively drive / manage risks out of the process, including where risks had passed, re-running the model to identify possible release of funds for other works within the sanction amount (contingency draw down) or, conversely identifying new risks / changes in impact with a potential cost over-run.
- 55. 43 The general consensuswas that regular reviews should be done, but there did not appear to be any structured approach. Given that the individual projects all feed from „the bottom-up‟ into the overall de-commissioning programme, there appeared to be no lateral relationship between individual projects, in so far as the impact of particular events on one project may feed into critical areas of another. This issue was also noted with particular regard to planning interface of separate projects, (see planning). We were unable to ascertain the level of detail incorporated within the risk process, whether correlation was considered or criticality / sensitivity analysis was undertaken. 4.8 Interface between Cost and Planning Engineers All interviewees recognised the importance in developing a close working relationship between both disciplines and there are individual projects where these act as part of an integrated team sharing office facilities. This is paramount if close dialogue and hence, regular dissemination of information maintained. There are, however, still areas where the two disciplines work remotely and this ultimately leads to breakdown in information exchange / different interpretation / reporting structures. 4.9 Change Control Fundamental to effective project control, is an effective change control procedure. Company A are currently developing a suit of procedures covering: Project change control-sanction impact; Milestone change control; Budget change control. Procedure 105-project change control has already been rolled out and is operational. Indications are, however, that whilst individuals are aware that the procedures exist, their implementation is piecemeal, with individual personnel having only a high level awareness of their existence, but not implementation.
- 56. 44 There does notappear to be a standard procedure for „project‟ change control at actual „workface level‟, to address constructional change, which in isolation, may not appear to impact upon the overall sanction, but which could cumulatively have such an impact or impact on phasing budgets. 5.0 RECOMMENDATIONS 5.1 Planning 5.1.1 It is essential that an integrated Dounreay site plan (IDSP) is developed. This will incorporate operations, decommissioning, projects and site services. Near term work plans (2-3 years) will be developed for all sections. These near term work plans would then automatically roll up in Primavera P3 to form an IDSP. This would take the form of a fully interfaced, resourced plan showing detailed work schedules over the next 2-3 years. Outputs from the plan would be resource requirements to support the plan, integrated schedules, „S curves and Earned Value reporting. 5.1.2 In order that an IDSP is possible, however, it is necessary to develop a site-wide activity and resource coding system. This is mandatory to ensure an IDSP can be developed. Historically, this can cause a lot of effort / discussion, but it is necessary if an integrated plan is to be developed. 5.1.3 All near term work plans to be fully resourced by site planners. 5.1.4 Resource levelling techniques to be applied to near term work plans. 5.1.5 In order that the IDSP can be managed it will be necessary to have a programme manager with a staff of 2-3 planners. They will receive the individual plans from the individual site planners and integrate the schedules, develop outputs, manage the monthly progress reports from the site planners, review overall site resources and determine priorities. 5.1.6 Planning engineers need to be additionally involved in the ITT documentation and review of tender schedules.
- 57. 45 5.1.7 The useof „S‟ curves and Earned Value reporting needs to be encouraged. 5.1.8 Baseline planning techniques need to be encouraged at site planning level. 5.1.9 Change control methodologies need to be incorporated on a site-wide basis. There are currently two change control procedures in use by Company A. The planning and cost teams need to be aware of the systems. We would also advise that a change control procedure is developed to capture scope changes, e.g. revised drawings, site clashes, revised methods, etc. Although these changes can be small they can be significant when reviewed cumulatively. The capture of these changes ensures the plan is dynamic and the correct level of resources is applied to the works. We would recommend that change control workshops are initiated for planners to get the message across regarding the importance of Company A‟s procedures. 5.2 The interfaces between cost and planning are not consistent across the site. In some areas it works very well, in others there is a divergence. In those areas where there are problems we need to carry out some training / integration processes in order that we quickly resolve the problem areas. 5.2.1 There is a misunderstanding of the planning process by some project engineers and project managers. We would recommend training in those areas of the capability of P3 and the planning process. Company X could carry out such training if required. This training could also be of use to the cost engineers and give them an appreciation of the P3 planning system. We have applied this 2-3 hour course in other nuclear facilities with good effect. 5.2.2 The planning guidelines developed in 2002 need revising to reflect the LMU requirements, WBS, an IDSP approach, common coding structures, cost integration and change control. 5.2.3 We would recommend also that to aid the drive to reinforcing a common approach, a Company A planning processes folder is
- 58. 46 developed. This wouldtake a similar form as the Company X‟s planning toolkit, but would concentrate on the following:- (a) P3 standard presentation charts, colours, logos, revision box. This will allow one common output, and if the planners are transferred from one group they will pick up a standard approach across the site; (b) The Company A standard activity codes; (c) The Company A standard resource codes; (d) The basis of the change control procedure including site changes; (e) Earned Value Analysis Company A standard approach; (f) Progress Measurement, Reporting Company A standard Reporting / weightings; (g) Risk analysis guidelines; (h) Milestone scheduling; (i) Estimating data – data availability; (j) ITT requirements; (k) LMU approaches / guidelines; (l) Close out data. 5.2.4 In order that the revised guidelines and the planning process documentation are being applied in a consistent manner, we would recommend that an internal or external audit system is introduced. This would lead to planners being audited against the procedure and process and non-conformance notes issued where appropriate. This policing of the systems would lead to conformity across the site. 5.3 Cost Engineering
- 59. 47 Conclusion and Recommendations. Fromthe discussions held between individual cost engineers and project managers, there would appear to be marked differences with regard to what individuals require / expect from the project team. There does not appear to be any level of consistency of approach with regard to the day to day contract administration of individual projects / the decommissioning project overall with regard to: Cost reporting-frequency / cut off dates / reporting format / presentation; Involvement with regard to development of / or validation of estimates; Tender appraisal-cost engineer / planning engineer involvement; Risk analysis namely: periodic review, probabilistic modelling, proactive management of risk, identification of new issues; Integration of cost and schedule analysis. Initial examination suggests that the following need to be implemented as a matter of urgency. Development of a „generic „cost engineering procedure addressing: a) Cost reporting format / layout / timetable - the intention should be that individual cost engineering / planning personnel should be able to migrate from one project onto another and following a brief introduction into the status of the project, pick up and run with the process with the minimum of disruption, following a common format and within a rigid timeframe to meet the overall „decommissioning plan‟. b) Sanction / budget base-line and re-phasing- procedures should identify if and when current / forecast expenditure profiles are underachieved or exceeded with revised spend profiles against the individual budget / sanction amounts. Reports should detail variance in month over forecast spend / effect on overall forecast, with reasons for major changes in the period. a) Change control - it is acknowledged that change control procedures are currently in development and it is essential that these are rolled out and implemented to ensure full traceablity throughout the project process not only identifying main reasons for changes to project budget / sanction
- 60. 48 values, but alsoidentifying cumulative impacts of change on not simply levelling reasons for revised forecast / sanction values at the „last event in the line‟. Risk management process - there needs to be a structured approach to effectively identifying and managing risk including details of: Stages of workshops / reviews-including: Design development; Sanction; Pre-contract; Construction-periodic or at major changes; Preparation for workshop-develop pre-workshop handbook outlining aims and objectives, on the day / post event / input required on the day / attendees required; Frequency of qualitative / quantitative reviews; Management action plans and implementation; Probabilistic modelling to be undertaken, data output required / sensitivity analysis-identification of key issues. Interface between cost and planning engineer - both disciplines to form part of an integrated team to ensure dissemination of information and a common reporting process. Consideration should also be given to combining roles within a cost and planning remit. Possible development of a cost engineering „tool-box‟ - the generic process detailed above should identify the procedures and timetables to be adhered to such that as stated any cost engineer should be able to identify with any project with the minimum of handover. It is however, acknowledged that actual accounts procedures / output requirements within the Dounreay decommissioning project may not necessarily reflect those issues identified within the traditional construction industry. Consideration should, therefore, be given to developing a separate „tool-box‟ identifying those methodologies adopted, to ensure compliance with the generic procedures. Periodic audit – It should be acknowledged that whilst specific procedures / processes may be introduced, these are only effective if strictly adhered to. We would therefore, suggest that spot audits of individual projects from
- 61. 49 feasibility to implementationstage, to address implementation of generic procedures „in the field‟. 6.0 ESTIMATING 6.1 We are mindful that in order to populate the new term work plans and the long range plans with manhours and cost estimating data, (as required by the LMU), an estimating system will have to be in place. 6.2 Whilst recognising you have estimating staff and without wanting to appear that we are selling our skills, we do have 20 years experience developing estimates for other companies. Also we have many different forms of estimating tools including a suite of manhour norms for piping, electrical, mechanical, structural, etc., many of which have been shared with our / your planning staff at Dounreay. 6.3 Estimating is an area, therefore, where we could provide some assistance if required.
- 62. 50 4.2 Company BReport The author was also invited to review how project planning was operating in two major pharmaceutical companies. Both companies managed a portfolio of projects valued at around £15 – £20 million per annum. Notes of Experiences / Tacit Knowledge Company B requested we review how they carried out project planning, as they were uncomfortable with current processes and planning engineering. The client wished to improve the present processes, but was unsure how to carry this out and effect change and improvements. Observations The client was managing approximately 60 projects with an annual budget of around £15 million. The work was managed by around 20 engineers and managers, the projects were major improvements to a pharmaceutical plant involving civil, construction, mechanical and electrical works. Project plans were being developed in Primavera P3, however little care was being taken to phase the projects, with the result that many projects were commencing on the same day and resource levels were insufficient to execute the work. Progress measurement was not carried out in a formal manner and the management team had no real idea if a project was on schedule or late. Finally, apart from the senior managers, it appeared that most people were not interested in the project status. Actions A meaningful schedule was developed, agreed with the staff and baselined. This became the control schedule and as new projects were added they became part of the revised schedule. Resources were added to the schedule and resource levelling took place to determine if sufficient staff was available to complete the work as planned. Progress measurement procedures were developed and agreed, this resulted in a monthly measure with progress reports issued, indicating actual versus planned achievements at project and overall levels. The results of the progress measure were reviewed at a monthly progress meeting. This meeting then allowed the engineers and managers to explain why the slippage to their projects had
- 63. 51 occurred. Although theengineers and managers were not used to explaining why the schedule had slipped, most did after some time understand that it was necessary to understand why. The analysis of achievement indicated that only around 25% of milestones were being achieved prior to implementation of a revised planning and progress system. During the implementation, analysis of the progress measurement indicated that milestone achievements were generally not achieved, as a result of 6-7 repeated major factors, i.e: Lack of QA resource; Material shortages; Owners failing to sign off project closure; Facility not available to carry out tasks; Lack of facility resource to support project teams. Having, therefore, identified the problems that repeatedly prevented milestones and programme delivery being effective. A series of improvements were put into place to solve the problems. Among these were: Additional QA resources; Improved material delivery; Agreements from owners to sign off project closure reports; Improved interfaces with facilities to gain access and support. Going forward, the monthly progress review meeting continued to identify other problem areas and an action plan developed to solve the problems as they were identified. The outcome of installing improved schedule, carrying out a progress measurement process / reporting, identifying issues that impacted the plan, resolving those issues resulted in achieving 85% of the milestones, as opposed to 25% achievement.
- 64. 52 The process isshown below: Fig 4.1 Process Flow Chart Progress measurement Improved performance Report Progress meeting Issues resolved Feedback loops Feedback loops Scope of work / project Plan developed cost / resources Baseline plan Progress measurement Improved performance Report Progress meeting Issues resolved Feedback loops Feedback loops Scope of work / project Plan developed cost / resources Baseline plan
- 65. 53 4.2 Company B ChangeProjects Planning Review February 2003
- 66. 54 Contents 1 Introduction 2 ReportApproach 3 Management Overview 4 Present Status 5 The Way Forward 6 Software Recommendation 7 Outsourcing Strategy Discussion 8 Training 9 Proposal to Provide Planning and Cost Services 10 Report Conclusions 11 Proposed Implementation Strategy
- 67. 55 1 Introduction Pharmaceutical productshave been produced at the Avlon Works for a number of years, under a series of guises, but more recently into the present production company, Company B. As part of their continuing philosophy towards customer satisfaction, high management levels now wish to raise the level of expectancy with respect to project planning and reporting. A presentation to the capital projects department (Change Projects) in January 2003 by Company X, put forward the suggestion of a review of the in-house planning procedures. This review, over a two week period would look at how the current set-up is working, highlight problem areas and put forward viable solutions to improve and raise the profile of the planning function. Key areas to review are as follows: - Review the planning process within the department; Develop an impression of how the planning group is performing from other parties within the capital projects department; Propose where improvements could be made in terms of efficiency, effectiveness and content of developing programmes; Recommend a planning software package that will enhance the department and bring it up to speed with current practices. As a follow-up, the findings of this report can be presented at Company B‟s Avlon Works offices. It is also hoped to take advantage of this opportunity to offer advice on how Company X can assist with Company B‟s target of upgrading their planning capabilities. This report is intended for Company B‟s senior management, however, there is no reason why it should not be shared with all levels, as it is the same people who have contributed and assisted in its preparation. 2 Report Approach This report has been developed with assistance across the full spectrum of professionals, within the change projects organisation. All levels of managers, engineers, designers and co-ordinators have been included to broaden the debate as to the way forward.
- 68. 56 Understanding what andhow information is generated, leads on to how effectively it is used. It is the so-called “lower levels” where key issues are found which will inevitably have a knock-on effect throughout the higher management levels. I would like to thank all concerned who have given me time to make this report possible. 3 Management Overview Primarily there is a need to improve the planning service to managers, project engineers and those who support the work in the field – the co-ordinators. There is no doubt the profile of the “planning function” has to be raised. Throughout discussions, at all levels, there are issues that are raised over and over, namely: - Simplicity – any recommendations must be relatively easy to implement. The majority of the capital projects are for approximately £100,000 and do not require an over-complicated approach. Efficiency – all parties are aware of the typically generated information – but not all have actually seen what is available. There is the opportunity to streamline, in particular summary type information. Flexibility – due to the range and nature of the projects, any new „system‟ would have to provide an understanding and level of detail, in keeping with both the individual project and overall summary data requirements. Company B have recently had a bad experience trying to introduce Primavera‟s P3 planning software. The basic reasons of failure have been put down to server problems and user competence; however, there will no doubt have been further factors, such as over complexity, over reliance issues and probably running costs. This has no doubt contributed to the present „lack of enthusiasm‟ whenever the subject of „planning‟ is discussed. There is excellent information already available within the office. The method of estimating costs and in-house resources is first rate, as is the recently developed project flow chart. A little „tweaking‟ can provide estimated man-hours for Company B‟s term contractors. There is a welcome openness to cost and
- 69. 57 estimation information withinthe office; though I believe the data could be used more effectively. For example, there is no method to view upcoming term-contractor work scope, all the information is there but requires some investigation. Applying estimation data to regularly updated programmes provides this type of data simply and effortlessly. The emerging opinion of a downturn in term-contractor work makes this information even more critical. Contractors have spoken about redundancies; resulting in the loss of experience within the workforce should they not return when work becomes more evident. Summary reporting exists in a series of spreadsheets across various managers. Duplication of information is apparent and there is a danger of managers „doing there own thing‟ if ground rules aren‟t re-established and understood. There is also a danger of misinformation being generated, as the spreadsheets are updated manually and independently, rather than from a central source. The bottom line is therefore, to develop a consistency of reporting based on regularly updated and resourced programmes. In addition, the introduction of more up-to-date software promotes a challenge to develop the available data, to provide a visible and consistently useful information centre. 4 Present Status When asked, “Do you see the need for planning of your projects?” all those questioned agreed there was a requirement to have some sort of visibility of how to execute their projects, however, when asked the question “Do you see the need for regular updating of the programme?”, a good proportion could not see a direct positive benefit. Almost all had never seen a resourced programme put to use. Presently, consensus is that there will be a downturn in work by May/June this year, yet there is no visible information to confirm this. In fact, most of those questioned do not understand how this situation has arisen. Whilst there has been some delay to establishing this years capital spend, budgets are broadly similar to last year and it is last year‟s projects, which the term contractors should now be working on. This is, I believe, the first time this situation has occurred in some years. It is also, in itself, a major reason why the planning role needs to be re-addressed to develop
- 70. 58 the visibility thatall parties, including term contractors deserve, especially if there is any possibility of budgets being restricted over the next two to three years. The underlying impression is that confidence levels are low with respect to the planning role and this also applies to the planners themselves. The unfortunate recent experience of trying to introduce Primavera P3, has contributed to the current state of affairs. Reporting and planning requirements need to be re-addressed and directed from the top down. Managers, engineers and co-ordinators mostly see the planning role as simply a required „ad-on‟. Yet all would like to have access to a programme that provides a view of current status and forecast of future activities. Good information already exists within the office and all managers and engineers are fully familiar with the estimation spreadsheets. The planners however, have only had access quite recently (within the last month or so). The excellent project flow chart provides all the steps through; for example, detail design, yet the co-ordinators can still, at times, faced with some hidden surprises. As mentioned earlier, summary information exists in a variety of guises, mostly Excel based spreadsheets which are updated manually. In themselves, this is not misguided, but taken as a whole represent duplication and more importantly the opportunity to present misinformation, as the update are not from a central source. The existing high level reporting tool, the OML Report, is to a large extent, subjective. Additional information, such as planned versus actual percent complete and a highlighting of slippage, would direct focus onto problem projects and having back-up data with respect to status. The current planning software has now reverted back to Project 98 and includes an attempt to provide an overall company project overview. Unfortunately, the lack of consistent regular updates allied with no resource data, has reduced its effectiveness to not much more than a bit-part roll. The larger type projects do generally have more detailed programmes. The level of detail seems to be in line with managers‟ requirements, though the detail for shutdowns are contradictory with the maintenance department, who provide a much lower detail programme than change projects. This may well be due to the seemingly more relaxed attitude towards shutdowns, compared to the petrochemical industry for instance. This is probably due to the different processes involved, batch as here in Company B and continuous, as in a refinery.
- 71. 59 There is however,an ad-hoc approach to updating, usually prompted by the project manager. The approach to updating should be regular and „active‟, rather than simply historical and passive. Updating should provide a timely forecast, as well as gathering data and the project manager should be looking at a current programme and be able to analyse the results. Not all those interviewed are familiar with the procurement process. Ordering via SAP is normally done by one the QS personnel, whilst this is acceptable; it‟s the expediting of materials that may have a potential problem. For instance realising a late delivery is going to impact a project and this usually occurs when it‟s too late to do any corrective action. 5 The Way Forward The points raised in this section are similar to those presented at the pre-report review meeting which took place on Thursday 20 February 2003, namely; Appoint a sponsor and re-establish the ground rules. Put forward clear and precise requirements from the top down. Re-confirm the project managers are the owners of their programmes and there is, (or will be), minimum and consistent reporting requirements. It may well be an idea to select one of the three business sectors as a trial run; Re-visit the current „project template‟ to break it down into slightly more detail. Without over complicating, even the smallest of projects deserves an understanding of discipline requirements within phases. The information is known, therefore, it would be wise to use it; There would also be a recommendation to place additional milestones within the design phase, in line with the project flow chart. It takes longer to design a project than it does to construct, yet the forecasting of design completion dates seems to be by word of mouth, rather than implementing a system which has a visible understanding of when design packages will be available; Introduce the requirement of a regular programme updating procedure, which should be done ahead of the main monthly project review meeting. The intention is to discuss only problem projects within the meeting rather than wasting time going through all projects. It is advisable to ask more questions when updating, typically;
- 72. 60 What isthe progress in terms of physical progress? How long is the activity going to take to complete? Confirm the target-estimated man-hours, re-estimate if required; What is the procurement status in terms of placing purchase orders and forecast deliveries? Are the required resources in place to meet the required programme? What do we expect to achieve in the next month? Due to the large number of projects, (50-60 active at any one time) managers and engineers would be expected to provide updating information to the planners to allow them time to update via the software. The long-term aim would be for the managers to update their own programmes, leaving the planners to concentrate on the larger more complex ones. Introduce the requirement for inputting resources into the programmes, as again this information is known. This brings with it the following: A double check against the current (and impressive) excel based forecasting tool, with respect to the in-house resource requirements; Visibility of site based term contractor resource requirements; A more rigorous approach to understanding project status would be possible, in terms of achieved hours and thus percent complete by project or even phase within project if required; In the longer term, this could also form a basis of conducting a productivity analysis across disciplines or phases as required. Re-visit the development of the various summary spreadsheets presently in existence. Currently there are three in existence, all containing very similar information. There has to be an opportunity to stop duplication by looking at each and developing one source. In any case, the updating of forecast dates and project status has to be controlled, preferably automatically, from the programme updates. It may be worthwhile to consider the set-up of a simple MS Access database that will be open to all. Many of the points above can be achieved using the currently used software of Project 98. There are, however, advantages to looking more closely at Microsoft‟s latest release of Project 2002, see below for more information.
- 73. 61 6 Software Recommendation Oneof the more surprising aspects of this study has been with respect to the failure of P3 to establish itself within Company B‟s organisation. This unfortunate experience does not, in itself, necessarily promote the recommendation of different software. Company X often promotes the use of P3 or SureTrak as they are generally regarded as the market leaders. Software does not standstill however, and the recommendation to Company B is to upgrade their current Microsoft Project 98 software to the newly released Project Professional 2002, combining this with the Microsoft Project Server. There are obvious advantages to this, not limited to the following: - Familiarisation – most parties within the office already have access to Project 98 and a good proportion have „practised‟ using it; Evolution rather than revolution is the hypothesis here. Project Professional 2002 brings with it stepped improvements over the 98 version, which may not be readily apparent to the end user, namely: - The ability to set-up a „company framework‟ that allows direct interrogation of both individual and groupings of planning and schedule data. This, in itself, dictates the set-up of standardised coding, essential for data access; The introduction of „outline codes‟ offers easier sort and selection capabilities; Differing calendar codes can now be applied at activity level, as well as resource level, which was the only method on the 98 version; The planner more readily controls resource levelling algorithm and there is the opportunity to resource level by priority, if required; The present WBS coding can also be incorporated within the programme data. This can then be used to transfer dates automatically to the cost system, providing programme based cash flow analysis; Project Professional combined with Project Server brings further capabilities, particularly on the resource management functions, such as resource pooling and sharing. Project 2002 also brings with it risk analysis capabilities with respect to schedule and timing. This feature in itself may offer the opportunity to highlight problem
- 74. 62 projects early inthe project life. This may be unwelcome news, but at least potential problems are known, quantified with back-up data and can be managed out. It is worth pointing out at this early juncture that the introduction of Project 2002 will not be to simply purchase a disc and load the software, the introduction of any new software has to follow the development of a requirements spec or definition. This is further progressed by developing the configuration and customising of the software, testing and proving the software will allow the introduction to a pilot area. Training should precede a controlled deployment to desktops. This structured approach to introducing new software, will take away confusion and tailor the software capability to the maximum customer benefit. The lack of it may have contributed to the demise of P3. Throughout discussions, it was becoming increasingly apparent that there was a lack of visibility, regarding the work being done by contractors on behalf of Company B. The contractors are used when peak workloads are apparent, due to the lack of resourced schedules. It is not possible to forecast when the peaks are likely to occur, however. There are further considerations to be made, especially when a design or term contract is about to be awarded: - What is the governing factor of why a particular project has been outsourced? Is it simply because we do not have enough internal resources and taking on this project would create on overload situation? Can we delay until a later date to meet resource availabilities, or is it imperative to make a start? If the answer is simply, because our resources cannot cope then are we outsourcing the correct project? Do we have a better defined project that could be outsourced instead? The reasoning here, is that outsourcing a project with a poor definition of workscope will ultimately cost more than one, which has workscope more clearly understood. When a project is outsourced, are we asking for reasonable project controls to be put in place, providing Company B with the progress visibility required, promoting confidence of quality and completion status?
- 75. 63 Programmes arebeing produced, though none are resourced. In the future programmes may have to be coded in line with Company B‟s requirements, to facilitate easy merging and reporting; We believe updates are only done on an „adhoc‟ basis, rather than every month; We recommend that Company B insist on which planning software is to be used by contractors and that the system is consistent with the clients‟ own system; Provide any other reports in keeping with the complexity of the project, for example, progress S-curves, narrative reports, four week look-ahead etc. There are enough points above to add to the discussions already taking place. I believe an openly known outsourcing strategy would assist all those concerned. 8 Training Training of the current planning team would come from two aspects, firstly from Company X‟s Planning Team in Stockton. This would cover the new processes and methodologies necessary to introduce the revised planning system. With regard to MSP 2002, training could be from one of several sources i.e. Company X carry out training, onsite training via distance learning, (including assessments), this has the advantage of keeping personnel on site, training can also be offered offsite at a suitable training company. 9 Proposal to Provide Planning and Cost Services Company X welcome the opportunity to provide the total service, including cost and planning, we see that there are many benefits to Company B, namely an integrated team, which will allow cross fertilisation of data, a common WBS / CBS, one progress measure, one estimate, and allow comparisons of progress achievement with expended costs. Informal discussions have taken place with Company B‟s planning engineers and both have expressed an interest in joining Company X. The details of how we take over (including the commercial terms) the existing planning team are the responsibility of Company X‟s Bristol office.
- 76. 64 10 Report Conclusions Thereare no major problems in this report; there are simply a number of areas where improvements towards project control can be enhanced. Company B could continue as they are now, with their almost relaxed approach with regard to planning. There are many positives to be found, the cost and workflow procedures are second to none within my experience. It is the benefits to maximise the use of the existing information that this report attempts to explain. Obviously, there is a balancing act to be achieved. Whilst no one wants to overcomplicate anything, it is possible to be too simplistic, to remove the effectiveness and under-utilise the data that all projects naturally generate. Understanding workscope and getting to the correct level of detail are the most difficult aspects of planning and only two-way dialogue between planner and manager can resolve this. Company B now has the perfect opportunity to introduce the next step to raising the profile of the planning function. Their recently completed new office not only affords pleasant working conditions, but also offers the environment of easy communications and interaction, engineers, designers and those who manage the construction are not often all found within a few metres of each other. The proposal of bringing the present planning roles under the Company X banner provides additional advantages: Back up of experienced planning team from Stockton Office; Transfer of pharmaceutical planning knowledge to Company B; Access to Company X‟s manhour norms / procedures / planning methodologies; Training; Best practice techniques; Part of Company X‟s commercial team at Company B, Bristol; Transfer the planning administration and organisational responsibilities from Company B. The major target has to be moving towards consistency of project reporting allied to a regular and meaningful updating regime. Add to this, the benefits of applying
- 77. 65 resources to theprogrammes and the results will reflect an understanding of project status and forecast of requirements. Taken to its conclusion, a view will be able to be analysed for both internal and external resource requirements. 11 Proposed Implementation Strategy Detail discussion of recommendations is contained within the various sections on the report; this section will highlight only the major issues and propose a way forward to introduce the stated recommendations. Effective change depends on management levels agreeing with the required aims prior to starting, stage one is therefore to agree and develop the principles. STAGE 1 – ESTABLISH GROUND RULES – short-term timeframe of within one month: 1. Agree the need to move towards a more rigorous approach, in relation to project reporting; 2. Develop the minimum reporting requirements for both in-house and outsourced projects; 3. Re-visit the „project template‟ to include a greater level of detail; 4. Formalise updating regime, e.g. monthly, ahead of the review meeting; 5. Develop the method of producing an overview report. Placing all the projects into a single project is clearly not sensible. A possible approach could be to split projects into their business areas and utilise Excel, to produce a combined view of resources; 6. Accept the need to raise the awareness of the planning role; 7. Develop an initial method of applying resources to programmes; 8. Appoint sponsor; 9. Agree to migrate from MSP 98 to 2002; 10. Transfer planners to Company X with commercial approval form Company B. STAGE 2 –PROJECT 2002 IMPLEMENTATION STRATEGY - medium terms of two to three months:
- 78. 66 1. Develop systemproject control specification and requirements. This will include coding and reporting requirements, as well as customisation and integration to existing systems; 2. Develop and review software costs, including training requirements; 3. Develop an implementation programme; 4. Purchase, develop and test, via an „evaluation kit‟, if possible; 5. Prove concept and run pilot area; 6. Decide to progress with software deployment. STAGE 3 – INTRODUCTION & CONSOLIDATION – medium to long term – three to six months: 1. Rollout Project 2002 to all users, complete with one-on-one training, if required. 2. Post implementation review, re-assess success areas and learn lessons for the next deployment, if required. Company X can offer the services of „facilitator‟ between the various personnel and departments. It as envisaged the role would be full-time for a period of three to four weeks, to establish a basis of understanding of the objectives. After this, only a part-time involvement would be required, to implement the recommendations agreed by Company B‟s management. In order that the changes are introduced, it is necessary to have a sponsor from Company B, these needs to be senior person within the Company B management, who can take action if non-compliance to the changes was an issue. The above does not represent anything that cannot be attained within approximately six months. Evolution, rather than revolution, provides consistency and continuity that an international company with the reputation of Company B demands. The author would like to again thank all those who gave up their valuable time in contributing to this review paper.
- 79. 67 4.3 Company CReport Company C requested that my company review the current methodology of controlling cost and time within a portfolio of road construction projects. The report indicates the findings and recommendations to improve project controls.
- 80. 68 4.3 Company CReport On Application of an Enterprise System 30 March 2005
- 81. 69 Contents 1. Executive Summary 2.Introduction 3. Report Approach 4. Present Position 4.1 Internal Controls 4.2 Consultants 4.3 Contractors 4.4 Overall 5. Pilot Study 5.1 Costs 5.2 Summary 5.3 Programme Management 6. Recommendations 7. Enterprise Project Management Software 8. Training 9. Costs 10. Conclusions 11. Way Forward List of Figures Fig1 HA Project Flowchart Fig2 TPI Reporting Spreadsheet Sample Fig3 The Current System Fig4 Pilot Study EPS Fig5 Pilot Study OBS Fig6 Pilot Study WBS Fig7 P3e Gant Chart Fig8 P3e Tracking Fig9 Interim System Fig10 Final System
- 82. 70 1. Executive Summary ReportApproach This report has been developed with Company C assistance, team leaders, project sponsors, CFADS contractors and consultants, along with Company X‟s project control experience. The main objective of the pilot study was to determine the feasibility of creating a portfolio of projects, from the myriad of different approaches to project planning and cost forecasting. Present Position Contracts are of an ECC type, where the consultants and contractors have free reign of the planning tools and methodologies Internal controls There is budgetary control of work provided by the CASCADE system, an in-house financial recording database, and Microsoft Project (MSP) is currently available. Once the project is in the control of the consultant and employer‟s agent there is little in-house monitoring, and even less consistency, other than progress indication via the TPI sheets. The monitoring is the responsibility of the consultant and then the consultant acting as employer‟s agent. Source: Company C TPI reporting excel spreadsheet. The employers agent is in a position to monitor the contractor as well as other duties; there is however little confidence that this is done effectively. Favouring ASTA PowerProject for its construction bias and graphical capabilities, the contractors in general, effectively monitor and drive projects by the plan; it is in their interests to be efficient. Pilot Study In the creation of the pilot programme an enterprise project structure was created. Programmes were imported from consultants and contractors, the lack of a consistent structure meant it was necessary to develop a WBS to allow comparison. Tracking and progress monitoring can be done at a high level or at a grass roots level, the earned value, projected costs and monthly projections are available at the touch of a button. This system combines all present parallel packages into a concise work envelope; monthly and annual budgets can be
- 83. 71 monitored against accrualsand progress to give earned value information, SPI and CPI. Recommendations Contracts and briefs should be amended to include the project controls system and reporting requirements and a defined WBS structure attached. There is no existing software in Company C that can handle a portfolio of projects and a move to an Enterprise project management tool, as discussed in the coming section. A total shift to Primavera is recommended with contractors and consultants utilising Primavera Contractor or similar, to draw information in and pass up to a hub in Company C, integrating with Cascade, for a full accounting capability. We believe as a result of improved visibility, monitoring and staff accountability through an Enterprise system, there could be savings of between 5 and 10% per annum. Training It is recommended that all project sponsors are trained in project controls, for most, one would assume this is refresher training. It is also recommended that project sponsors undergo Primavera P3e training to advanced level regardless of the level they are anticipated to use the system to; it is considered that any lesser training would make the system vulnerable to poor manipulation. The training requirements for the consultants and contractors are varied as their resources are unknown. Way forward Enterprise system costs are discussed and a way forward is proposed in the main body of the report; see section 17. 2. Introduction Company C, established in 1994, is an executive agency of the Department for Transport. The Secretary of State is responsible for overall Government policy on motorways and trunk roads in England and determining the strategic framework and the financial resources within which it operates. Company C‟s purpose is to provide safe and reliable long distance journeys on strategic national routes by managing the traffic using roads as well as
- 84. 72 administering the networkas a public asset. The English strategic road network is valued at over £65bn and comprises some 5,130 miles / 8,255km of trunk roads including motorways. The major projects division handles construction projects and high value maintenance, over £5m. This project was instigated by and focuses upon the Major Projects Division. Following a business report from Medley and a Government drive to increase efficiency within its agencies, the need for a further project controls review was apparent. Following a meeting on the 25 January 2005 between Company C and Company X a project was embarked upon to investigate the possible application of a portfolio / Enterprise management tool. Deliverables were defined as: Pilot programme to be developed in Primavera P3e, with the following objectives: o Focus on high level management, but include draw from front end information to provide an effective communication with the client; o To demonstrate system capabilities and the power of an effective enterprise package to Company C‟s board; o Illustrate in familiar terms and projects the effective and efficient handling of portfolio projects for effective management and reporting; o Improve cost and time management for project work. Research, review develop and agree WBS coding for ease of data collation; Review current planning and progress reporting systems; Develop finalised report with recommendations for improvement; Ensure a constant thread of communication is maintained with the project sponsor and provide regular review meetings. The findings enclosed in this report, along with project controls awareness, are to be presented to Company C early April 2005. This report is intended for senior management of Company C 3. Report Approach This report has been developed with Company C‟s assistance, team leaders, project sponsors, CFADS contractors and consultants, along with Company X‟s project control experience. Understanding the process and information flows within Company C‟s structure and procedures, their development over time and
- 85. 73 the current philosophyallowed for a full understanding and professional review. Company X thanks all contributors in this process of rapid learning. The key aim of the pilot study was the collation of existing projects into a single Enterprise package; extensive experience of planning packages was a prerequisite to enable integration of individual projects into a portfolio scenario. It was also required, that forecast costs were to be applied to the programmes with the ability to roll up all forecast costs to a total forecast cost curve / table, that could be viewed and „what if‟ scenarios developed. 4. Present position Following many changes over the life of Company C and its previous guises there are many projects that carry legacies of previous systems. It is therefore worth taking note, that Company C was formed in its present state in 1994, some projects have been in process for some 30 years. The work flow in the present system is illustrated in figure 1, overleaf. There have been many previous contracts and philosophies in work flow and subcontractor involvement, varying contractually within the ECC form in recent years from: In house design and contractor tendering on a construction basis, held under an ECC type A contract, with contractors selected by a mix of quality and value; In-house design through public consultation and early design and build inclusion of the contractor through an ECC type C contract, with contractors selected on a schedule of rates and quality; Early contractor involvement, the most recent initiative whereby contractors are brought in for the earliest stages of design. The contract for this format is ECC type C ECI, where the contractors and associated consultants are selected from a predefined listing, CFADS; they are selected on 100% quality. At present there are many complementary / parallel systems in operation, there is little confidence in the consistency of information, especially with the quantity of manual updates from system to system. The flow chart, figure 1, overleaf shows the present position
- 86. 74 Fig1: Company Cproject flow chart
- 87. 75 4.1 Internal controls Thereare a set of deliverables to be met prior to any consultant commencing work and long before TPI entry. These are purely deliverables with a possible end date that would facilitate TPI entry, there are no pre defined durations or responsibilities. There is no programme of work created in most teams at this stage; however, there are sure to be exceptions. This stage of work is also infrequent as projects may have a life spanning decades, it can also be somewhat disjointed due to ministerial and budgetary halting and similar. There is budgetary control of work provided by the CASCADE system, an in-house financial recording database, and Microsoft Project (MSP) is currently available. Once the project is in the control of the consultant and employers agent, there is little in-house monitoring, and even less consistency, other than progress indication via the TPI sheets; the TPI system being a 100 point, 32 entity (weighted) system to indicate progress and report when sections are complete and claim funding accordingly. An example section taken from a TPI sheet is shown in figure 2, overleaf. The monitoring is the responsibility of the consultant and then the consultant acting as employer‟s agent. The general duties of the consultant are project specific and, to a point, team specific as there are sections of work that can be held within Company C or delegated. Individual and overall monitoring is attempted predominantly in Excel with manual input, update and transfer. The result being a labour intensive system that is prone to errors.
- 88. 76 Fig2: TPI ReportingSpreadsheet Sample Source: Company C TPI reporting Excel Spreadsheet Uniformity has been achieved in recent times within the TPI sheets; however data is from a myriad of packages and inputted manually with no set access rights. 4.2 Consultants The role of the consultant, in the early stages, is to act on behalf of Company C in the surveying, design, economics and „in confidence‟ works. In general, consultants also have available MSP, however the general consensus, even within some consultants, is that it is not used effectively for progress monitoring and some of the consultants interviewed seemed to have little knowledge of progress monitoring in this regard, however, other consultants are very capable at progress monitoring, but due to „budgetary constraints‟ they limit the monitoring. Once there is a contractor allocated to the project, the role of the consultant shifts to that of employer‟s agent; there is occasionally a change of consultant at this stage, depending on CFADS group requirements. The employer‟s agent is in a position to monitor the contractor as well as other duties; there is, however, little confidence that this is done effectively on a KEY PROJECT EVENTS Points Past Achieved inYear Baseline inYear Achieved inYear Forecast Future Forecast ACHIEVED (MM/YY) F/CAST (MM/YY) HA Commissioned/Project Commencement 1 Jun-03 Strategic Assessment Complete (LGC 0) 1 Consultant Selected and Briefed 1 Public Consultation options selected 1 Value Management Completed 1 Reports and Estimates Approved 1 Business Case Approved (OGC1) 1 Procurement Strategy Confirmed (OGC2) 1 Sep-03 Public Consultation Start 2 ECI Tenders Invited 1 01/07/03 Single Tender Assessment Completed 1 Preferred Route Selected 3 DfT / Ministerial Approval 2 Preferred Route Announcement 2 Value Engineering Completed 4 Investment Decision Confirmed (OGC3) 2 Sep-03 ECI Contract Awarded 3 Aug-03 Preliminary Designs & Consultations completed 3 Reports and Estimates Approved 3 Stage 3 Assessment Report approved 3 Draft Orders and ES Published (OGC 3A) 5 End of Objection Period 3 PI Notice Issued 3 Public Inquiry Start 4 Post Inquiry Risk Assessment Completed 2 Imspector's Report Received 2 Secretary of State's Decision Announced 2 Orders Made 2 End of High Court Challenge Period 2 Works Price Reviewed/Confirmed (OGC3B) 2 Works Commitment Approval 2 Notices to Treat and Enter Served 1 Land Entry Secures 1 Start of Works 1 Oct-03 Road Opened 26 Dec-04 Business Confirms Readiness for Service (OGC4) 1 Spring-05 Handed into Maintenance 1 Noise Appeals Completed 1 First Pt 1 Claims Notice Published 1 Maintenance Certificate Issued 1 Benefits Evaluation Review Complete (OGC5) 0 Financially Closed 0 PROGRESS 100 0 0 0 0 0 AGREED TARGET FORECAST Start of Year (Achieved in preceeding Year) Current Position End of Year (March) TOTAL N/A N/A IN-YEAR BUDGET CONTROL (excluding Land) In-Year Budget (Fixed for Year) - [C] Last Month's FYF - [D] This Month's FYF - [E] In-Month Variance - [E-D] Variance to Budget - [C-E] TOTAL PROJECT EXPENDITURE (excluding Land) Historical Spend (post Apr 01/TPI entry) In- Year Spend Future Years Spend TOTAL 30.500 26.863 28.862 1.999 53.020 AMOUNT £m 18.617 5.541 28.862 1.638 AMOUNT £m
- 89. 77 project planning basis.The agents in general, utilise different packages, also through interview it was apparent that some reported information directly from the contractors‟ programmes and some carried out reviews of the logic at regular intervals. These consultants tended to have a higher level of understanding of project controls whilst some have contract specialists in their employ, however it was not feasible to produce a thorough base lined programme, that would be used to monitor the contractors programme and to verify progress. This is not to say that the employer‟s agents do not fulfil their brief, it is more reasonable to say they do not use project control methodology to monitor the cost and schedule performance of the contractor to full effect. 4.3 Contractors Favouring ASTA PowerProject for its construction bias and graphical capabilities, the contractors in general, effectively monitor and drive projects by the plan. There is, on the whole a capability, however not exploited to provide earned value information. Currently such information is seldom provided, however, some project sponsors are more aware of the power available and request information of this level. There is no set WBS structure in the contract provided and as such the contractors programme is purely the route to the deliverables, it is acknowledged by the contractors that it would be easier for reporting and internal comparison if there were a more rigid structure provided. It is also understood that with the shift to ECI, there was a reduction in the structure provided to the contractors. Not all contractors use ASTA, with some utilising MSP. It is worth mentioning that there are fundamental and potentially problematic differences in ASTA, it uses different algorithms and as such, allows what could be termed as „bad practice‟, such as logic loops. ASTA would be well described as a scheduling tool rather than a planning tool, depending on how it is utilised. It is also worth remembering that a poor tool used well is more powerful than a good tool used badly! The current system for information flow and systems usage is shown in figure 3 over leaf. Fig3: The Current System
- 90. 78 4.4 Overall Within CompanyC, in general, the project leaders transfer ownership to the employer‟s agent, thus acting more as project sponsors. The monitoring and financial decisions within Company C are made from TPI progress, monthly spend and annual budget achievement, backed up by a TPI points target for the year. The minority of project leaders who act as project managers obtain schedule and cost performance information, and often build spreadsheets on which to monitor progress, additional to cost and reporting spreadsheets. The consultants have also a wide spread of capability on the project controls side with some having no knowledge of using baselines and other simple practices to monitor work, it is no surprise to report that it is these consultants, who while working as employers agents, have little physical and logical checking of contractors plans. Again, the other extreme is the consultant who monitor themselves as efficiently as possible within the budget. It is realistic to say that the spread of capabilities is as a result of the lack of definition in the brief and subsequent contracts. The contractors‟ capabilities are more uniform, to a suitably high level, however, not targeted to the reporting which would be considered desirable; their favoured package is chosen on a cost and capability basis and would possibly not be considered ideal for the reporting desired. Again, there is no definition within the contract and the Company C
- 91. 79 contractor plans /schedules his work to ensure completion, not to report to Company C‟s TPI or defined deliverables. 5. Pilot Study The industry standard planning software, Primavera P3e was chosen for the study, various other corporations also use the software. The package could be described as an Enterprise Planning tool. Previous planning systems have been used to good effect on high value portfolio projects, including the predecessor to Primavera P3e; P3, in fact Primavera P3 was sighted as the best planning tool on the market in an independent study carried out by NASA, (available on the World Wide Web), prior to the development of Primavera P3e. The Enterprise capability of P3e means it is now built around portfolio projects, but more over, is also built to take in the entire business structure. In the creation of the pilot programme an Enterprise Project Structure was created see below: Fig 4 Pilot Study EPS This is essentially the structure of the organisation, it can be as detailed as required, and for the pilot study a brief high level approach was maintained,
- 92. 80 including only majorprojects, northern area. It is used to allow summaries and reporting by areas and to set access limits, if required. The organisational break down structure for the associated area was also included; this is the „Family Tree‟ for the organisation, allowing the „pick list‟ for assigning responsible managers, or in Company C terms, project leaders; illustrated below. Fig 5 Pilot Study OBS Another grouping technique can also be installed, which is a portfolio. A good use for a portfolio would be a road such as the A1, where it crosses areas and teams, a portfolio would collate all of the projects into one group and allow for clear overviews and progress. Programmes were imported from consultants and contractors alike, the lack of a consistent structure meant it was necessary to develop a WBS to allow comparison. See recommendations section. The WBS has further validation to undertake, prior to full time use. Two Levels are shown overleaf:
- 93. 81 Fig 6 PilotStudy WBS From the various subcontractor packages, programmes were imported, for the pilot they were converted into the WBS, if implemented they should arrive in an appropriate WBS and updates should be provided on a regular basis, also in the WBS. Included below are screen shots of the overview Gant charts.
- 94. 82 Fig 7 P3eGant Chart 5.1 Costs Where costs were available they were installed, along with actual costs; this allows the system to automatically generate earned value reports and accruals. This could be set against a spending plan for true budgetary control of the project environment. Tracking and progress monitoring can be done at a high level or at a grass roots level, the earned value, projected costs and monthly projections are available at the touch of a button. Comparative and composite views are available
- 95. 83 Fig 8 P3eTracking Further uses are the installation of critical resources, that way the workload can be assured and delays avoided. Other outputs include presentation quality graphical exports, charts and integration with other database software. 5.2 Summary This system combines all present parallel packages into a concise work envelope; monthly and annual budgets can be monitored against accruals and progress to give earned value information and much more. The financial, progress management and executive reporting and interrogation should ease the workload on area teams, reduce input errors and report directly or via cascade, by data links to envelope the full project and cost management. 5.3 Programme Management The system enables programme management to be implemented and allows; a forward capital programme to be created, all projects managed
- 96. 84 within funds available,a prioritisation process with projects aligned to strategic objectives and a co-ordinated reporting system. 6. Recommendations 1. Company C agree to move forward to a more rigorous approach to project controls using P3e software; The current systems lack structure and a co-ordinated view, reducing visibility of data and limit the effectiveness of tracking and budget controls. A move to a portfolio project planning package will rectify this. 2. Develop and agree WBS / Coding Structures (client & contractors); WBS structure should be agreed. It is suggested that the pilot WBS be used for the basis of further works, it can be enhanced and WBS milestones set, for key data such as TPI progress data. The WBS is the backbone of successful project controls 3. PM’s / projects sponsors trained in effective project controls; It will be necessary to train current staff in project controls; this would assure a standardised approach. 4. Contractors briefed in requirements to support Company C ITT – contract documents amended to suit; Contracts should be amended to include the project controls system and reporting requirements and a defined WBS structure attached. 5. Procedures for effective project controls to be developed; To extract the best from the system a set of procedures for schedule development, updating, change control, reporting etc. to encompass the whole works.
- 97. 85 6. Raise awarenessof the project controls role; The change to a more rigorous approach to project controls will be a major cultural change and regular forums with staff will be required. The forums will advise staff of the aims of an effective system. 7. Introduce a project controls resource to oversee implementation; Such a resource would carry the experience to ensure a smooth change over and ensure the installation and translation of the information was successful. This resource would also be a valued asset in the ongoing learning for existing Company C personnel. This resource would also reduce the stress placed on teams around the TPI reporting. 8. Reporting via SPI, CPI & earned value; It is recommended that earned value or schedule and cost performance, be used as a measure of progress rather than „Spend against budget.‟ 9. Integration of Enterpise package with CASCADE; It will be necessary to review the outputs of cascade and align P3e to Oracle and Cascade systems; this assumes that Cascade will remain the financial reporting tool. 7. Enterprise Project Management Software Currently Company C has Microsoft Project 1998 installed, consultants also favour this package for its apparently user friendly interface and low price. It is commonly accepted that the older versions of MSP such as this are „below par‟ for complex planning methodologies, also because of the Microsoft GUI (Graphical User Interface) it is believed easy to use. The package driven by a user without appropriate experience, however, can be very problematic. The latest version of MSP 2003 Professional is an Enterprise system however, Company X are not recommending a shift to this package; although it can handle the portfolio of projects it has limitations and Primavera P3e surpasses it in many aspects, importantly MSP2003 lags
- 98. 86 behind its competitorsin resource and cost reporting. Other limitations are the communications with Oracle systems and the poor technical support available from Microsoft. ASTA, favoured by the construction sector, mainly for its graphical capabilities is evolving to handle portfolio projects, however it utilises algorithms that could be categorised as deviating from the fundamental views on project planning, this methodology makes critical path analysis a harder task. Also ASTA is not designed to work around a traditional WBS structure, thus creating problems in the comparability of programmes. The recommendation is that Primavera P3e is installed in a phased implementation. Primavera is a continually developing programme that can communicate with other Oracle databases and thus full integration is possible, integration with CASCADE would provide a full accounting capability taking monthly budgets and accruals from P3e. Primavera P3e was developed in association with SAP and with influence from Microsoft. It can draw in from MSP and ASTA among many other planning systems. Importantly P3e allows for a traditional WBS to be formed and even resource sharing, so critical resources can be seen across the board. An interim system utilising existing consultant and subcontractor packages is displayed as an interim system in figure 9. Ideally, a long term objective of a total shift to Primavera is recommended with contractors and consultants utilising Primavera Contractor or similar, to draw information in and pass up to a hub in Company C. Although it is possible to fully automate this installation, it is suggested that a planning representative is employed to ensure the smooth transfer of information. This work system is illustrated in figure 10, as a final system.
- 99.
- 100.
- 101. 89 8. Training It isrecommended that all Company C project sponsors are trained in project controls, for most, one would assume this is refresher training. It is also recommended that project sponsors undergo Primavera P3e training to advanced level, regardless of the level they are anticipated to use the system to; it is considered that any lesser training would make the system vulnerable to poor manipulation. The training requirements for the consultants and contractors are varied as their resources are unknown. This would be their responsibility. 9. Costs Enterprise system costs are: P3e £2,430+VAT per License Primavera Charts £280+VAT per license Primavera Chart Developer £580+VAT per license Training Costs: Training £480+VAT per day for 6 people: Courses are tailored to suite client‟s requirements. Courses available include: Project Planning, Primavera P3e, Primavera P3e advanced, Report development, Importing and structuring of programmes, Risk. And many more covering all aspects of project management and planning. Server costs:
- 102. 90 These costs varymassively due to the band width requirements and requirements if the server is required to be a stand alone server, or combined in an existing server. A guide price is £7k + installation + setup. Additional: It is recommended that an ORACLE and JAVA specialist is employed on an ad-hoc basis to ensure full empowerment and exploitation of the system. 10. Conclusions The current system and processes used by Company C to manage project controls, (planning, cost forecasting and monitoring) are insufficient to allow effective management of a portfolio of projects. There is a need to move over to a system and processes which allows an improvement to how projects are managed within funds available, by a co-ordinated reporting system, planning process and aligned to strategic plans. We would propose that the Primavera P3e system is implemented in the North region, initially to demonstrate how improvement can be realised. The system allows the plan and the costs to be aligned, „what if‟ scenarios can be readily generated; earned value curves developed and all presented by a professional reporting tool in P3e. This allows management visibility of a portfolio of projects on an ongoing basis and allows decisions to be made on the basis of factual and dynamic data. Any variation in the schedule and costs can be identified early and corrective action put in place, to recover programme slippage and projected cost overruns. The resulting impact of these revised systems would provide an informed programme, delivering better cost forecasting and control; ultimately cost savings would be realised as a result of better controls and increased accountability, an anticipated annual saving of around 5 to 10 % could be made.
- 103. 91 Integration, through anoracle interface, with CASCADE would provide the link between the P3e project accruals, progress and monthly budgets with Cascades “actual spend” to provide a full accounting solution to the portfolio. 11. Way Forward Phase I 0 – 6 months; • Agree to move to P3e; • Set up project controls department; • Define project scope; • Develop robust plans / cost estimates; • Develop WBS / coding structures; • Contractor buy in / education; • Develop master schedule (all project); • Initiate contractual changes; • Commence P. C. Training for Company C; • Start reporting SPI & CPI. Phase II 7 – 12 months; • Continue training; • Develop procedures; • Standardise systems; • Test system & fine tune. Phase III 13 – 20 months • Handover to Company C; • Monitor works; • Get buy in from other areas.
- 104. 92 5 Commentary andContextualisation of all results/findings 5.1 Overview The commentary will contextualise and link the relevant reports from real life client reviews / audits. The questionnaire results, the literature review of project controls, tacit knowledge and cultural aspects. The commentary will compare the findings and results of the above work and link them by areas of project controls and the various industries. This will allow a determination of correlation between the different pieces of work carried out. It will also establish if there is a common thread of understanding of methods to improve processes of project control, by analysis of the three pieces of work. These improved methods will take the form of road maps, which identify improved processes and procedures The following chart 5.1 illustrates the interfaces between the various pieces of work that form the contextualisation process: Fig 5.1 Contextualisation Chart 5.2 Planning / Schedule Control The questionnaire results indicated that 14% of companies interviewed advised that control of projects was impaired, as a result of ineffective planning. It was
- 105. 93 also noted thatonly 51% of companies indicated that planning was taking place on a regular basis. The main comments and areas of improvements recommended by the questionnaire recipients were: 5.2.1 Schedule Control – How it could be improved a) Clients relied upon high level schedule from contractors; b) Recommend that multi-dimensional planning is used; c) Lump sum contract, therefore client only given high level schedule; d) Lack of buy-in across the whole industry; e) Better definition of scope required from engineering; f) Failure to baseline plans; g) Plans not used to drive projects, culture of business incorrect; h) Not all projects covered by plans; i) Lack of detail within schedule; j) Lack of logic links within schedule; k) Failure to regularly review schedule content; l) Lack of professional planning engineers. 5.2.2 Co-ordination and Critical Path Planning i) Failure to baseline schedule; ii) Failure to manage contractors‟ plans; iii) Client more interested in controlling costs, fails to control time / schedule; iv) Failure of project managers to own plan; v) Better training for project managers; vi) Contractor using different / inferior systems to client; vii) Development of procedures to standardise approach. 5.2.3 Forecasting Completion Dates a) Change control not approved which makes forecasting difficult; b) Poor reporting processes; c) Wrong planning software used to forecast; d) Insufficient planning resources to support forecasting data; e) Culture of business is preventing accurate forecasting data; f) Additional training for project managers;
- 106. 94 g) Lack ofsenior management buy-in. 5.3 Key observations from the questionnaire The planning engineer usually reports to the project manager, there are a significant number of occasions which suggest that project managers lack training in planning and project controls. If lack of understanding of the project control process is apparent, then the planning engineer will have difficulties getting across the benefits and advantages of such systems and project delivery will suffer. Use of the incorrect planning software is a common reason for effective control. Clients leave planning to contractors and have a hands off approach. Contractors however, have different drivers to owners, their key driver is to maximise returns for their business and / or stakeholders. This can have the effect of schedules being developed and skewed to maximise returns, without totally reflecting clients‟ milestones and needs. The questionnaire results are consistent with the real life studies / audit carried out with Company A, Company B and Company C. The survey of the Company B facility indentified that in an environment where up to 60 – 70 projects were being managed at any one time, project planning was poorly managed. Microsoft Project was being used by some project managers, whilst other managers used Excel spreadsheets to develop project schedules. Updating of schedules was done on an „adhoc‟ basis with no regular cut-off for progress measurement being adhered to. The impact of this methodology was that the senior project manager was unable to determine, from analysis, what the status was of each project at any given time, (e.g. month end). Also there was only a given resource availability by trade or discipline and the senior project manager was not aware if he had enough to support the work, or too many. The way forward for Company B was to implement a schedule development process that captured all 60 – 70 projects with a common planning software tool and due to the culture of the organisation, it was agreed to use Microsoft Project. Robust accurate and meaningful schedules were then developed for all of the projects with resource requirements and manhour estimates identified and incorporated into the schedules. This then allowed a portfolio planning tool to be developed, which allowed total resource requirement for all projects to be determined. A progress measurement system was then initiated, which portrayed progress at activity level
- 107. 95 for each project.The progress was reviewed at a weekly or monthly meeting and issues, concerns and actions were addressed to ensure project delivery was maintained and / or corrective action put in place for recovery. Similar issues were observed within the Company C‟s transport planning processes. The current operating process at the time of the study in 2005 / 2006 was to control projects via a milestone achievement list that was updated on a monthly basis. The list did not carry dates of when milestones should be carried out / achieved; therefore it merely monitored events and played no realistic part in managing the delivery of projects. As projects were approved for design and construction they were handed over to consultants and employers agents to implement the scheme / develop. Once the project was in the hands of the consultant and employers agent, there was little Company C monitoring, other than the passive milestone monitoring sheets. The cost forecast and actual expenditure are monitored on Excel spreadsheets by Company C‟s project managers; however, little or no determination of project delivery via a schedule is attempted. The role of the consultants in the early stages is to act on behalf of Company C in the surveying, design, economics and in „confidence‟ works. In general the consultant used Microsoft Project software; however, the general view was it was not used effectively for progress measurement. Of more concern was that many of the consultants were not aware of the benefits and need to carry out progress measurement. The employer‟s agent was also found to be less than effective with regards to project planning. The employer‟s agent used a wide variety of planning software and many used information received from the contractors. Although employer‟s agents had an understanding of project controls, the basics of determining a baseline schedule and monitor and report progress achievement, on a regular basis were not apparent. The contractors involved in the design and construction phases had an interest in the need to have effective planning in place; however, it was observed that there was no recognised WBS, or reporting structure. Contractors used a variety of software to develop their plans. The survey of Company A indicates similar issues with regards to project planning.
- 108. 96 The survey indicatesthat there was no standard approach, with some 20+ planning engineers engaged in the works, a large inconsistency of approach was observed. Examples of this were:- No standard use of a WBS; WBS not aligned to the CBS (Cost Breakdown Structure); Only 50% of the planning used baseline planning techniques; Inconsistencies in progress measurement techniques; Only 50% of the planning team applied resources to the schedules; Standard activity and resource were not applied across the site; Only 25% of the planning team utilised resource levelling techniques; Little involvement by the planning team to advise contractors in the Invitation to Tender stage, of requirement in the contract for schedule development, software systems and control. 5.3.1 Cost Estimating The survey and questionnaire results indicated that only 46% of the companies surveyed followed best practice processes. Results of the survey also indicated 9% of the sample stated that poor control of cost and estimating was impairing controls. Comments from the surveyed companies included:- Processes to be improved to align the best practices; Require logic links between cost accounts and construction; Procedures not aligned between cost and planning; Benchmark previous projects and develop norms; Central estimating with benchmarking was recommended; Align cost forecast to schedule; Analysis of actual costs to improve forecasts in the future; Estimates not aligned to contractor‟s submitted estimates. Similar issues were discovered with Company A, whereby there was no strict procedure with regards to the basis of the estimate.
- 109. 97 Also at CompanyA there was no relationship between the WBS / CBS and the method of estimating. There was therefore, no connection between the planning system cost control and estimating process. The impact of this was a lack of control with which to compare estimates, cost control and progress of the plan. Estimates were not reviewed to reflect change management processes. 5.3.2 Cost Control Comments for the questionnaire included the following:- a) Lack of change control system impacts the cost forecast; b) Impacted control could be achieved by regular reviews of change; c) System works well, cost and planning engineers integrated; d) Wrong skill resource managing cost control. Similar issues were determined in the clients review reports and these included:- i) Lack of consistent cost reporting system; ii) Reports not aligned to a WBS / CBS; iii) Better collaboration between cost and planning engineers; iv) The need for a change control procedure; v) Recommendation to carry out periodic audits of cost control system; vi) Recommendation to include risk analysis within the cost management process; vii) The need to have a systematic procedure to manage cost control. 5.3.3 Change Control The review from the questionnaire indicated that 54% of companies used a change control process, to monitor capital cost and schedule changes. It is necessary to capture changes, in order that the schedule reflects the true scope of work and the cost forecast is based upon the scope of work including agreed changes. Although 54% did use change control, it is also a fact that 46% of companies only used change control sometimes, or when necessary. Comments from companies who took part in the questionnaire included:- i) The need for a change control procedure, including a tracking register;
- 110. 98 ii) Change controlprocess only tracks changes to costs, planning / schedule changes not included; iii) The need to improve change control processes; iv) System is only partially implemented. There is a close correlation between the questionnaire findings and the audit review at Company A. Company A‟s planning team‟s audit identified that only 50% of the planning engineers captured changes in the schedule. The cost engineers reviewed during the audit also advised that although a procedure was being implemented, not all cost engineers captured and tracked changes. 5.3.4 Reporting of Progress at Project Level Methods to improve reporting were asked of the respondents and the following summarises the findings:- i) Cost and planning reports using different cut off dates, therefore unable to compare cost versus plan; ii) Too much detail included in the report; iii) Not all projects covered by the report; iv) No reporting procedure in place; v) Information from the reports was not analysed or used to improve performance; vi) Reporting process needs more automation and integration between the various control disciplines. It is interesting to note from the questionnaire results indicated that only 49% of the companies interviewed consistently used a reporting structure, 40% of companies carried out intermittent progress reporting and 8% of interviewees advised that control was impaired as a result of inadequate reporting. Similar concerns were identified in the questionnaire observations, e.g. Company A‟s report indentified that although there was an element of reporting, there was no procedure in place and reporting was carried out in an ad-hoc way. The managers were using different forms of spread sheets to report progress of individual projects and duplication of information was apparent. The
- 111. 99 recommendation of theaudit team was that a central source of capturing the progress information should be established and a progress reporting procedure be put in place. 6 Summary of Findings and Recommendations 6.1 Planning and Schedule Control The questionnaire results indicated that 14% of project delivery was impaired by lack of control and that 49% of project planning was only taking place on an ad-hoc basis. The questionnaire results were in common with findings at Company A, Company B and Company C, where it was established that poor planning was inherent in the facilitator. These observations are in line with (Shub, Bard & Globerson 2005). (Globerson & Zwikael et al) who indicated that it is widely recognised that planning and monitoring plays a major part as the cause of project failures. (Oden & Battainech 2002) also advised that improper planning was one of the major reasons why projects failed. Key observations from survey and questionnaire are:- a) Better training for project managers in the planning techniques; b) Clients relying on high level plans from contractors and failure to manage the contractors‟ plans; c) Failure to baseline/agree plans; d) Failure to cover all projects in the planning process; e) Lack of professional planners; f) No standard procedures available to maintain an acceptable approach to planning. Lack of experience in project managers, with regards to effective planning and controls, is a key factor with regards to failure to control the project. A study of project mangers by (Jiang and Klein 2000), revealed that project effectiveness was impacted by two major risks:- a) The teams lack of general expertise among team members; b) Lack of clear role for team members.
- 112. 100 A further studywas undertaken a year later, when project management institute members were surveyed and re-confirmed the crucial role of the project manager is project success, implying that companies should involve their project managers as early as possible, (Jiang, Klein & Chen 2001). It is fundamental therefore, that the project manager is qualified with the right level of skills to enable him to establish and understand control systems, that ensure project success. (Rozenes, Vitner & Spraggett 2006) indentified the following factors that affected the success of a project:- Project control systems; Project mission and goals should be well defined; Total management support; A detailed project planning system that covers the total project client consultation and acceptance, during the project life cycle; Competent project team members that supports project aims and objectives; Technical abilities of the project team; Project team should have trouble shooting capabilities; Collaboration between owner and project manager; The project manager should have the flexibility to deal with uncertainty; The project owner should take an interest in the project performance. The issue of clients‟ failure to obtain acceptable plans from contractors and clients there inability to manage contractors planning is a common theme in construction planning. One of the key requirements is to ensure that robust schedules are developed by contractors. This can be established by including the planning requirements in the Invitation to Tender (ITT) documents. This will indicate to potential contractors the planning and scheduling requirements that he will have to allow for in his tender for the works. As part of the tender, he will be requested to outline his approach to planning progress measurement and reporting. Also in the ITT, the client can outline his requirement for planning software, i.e. Primavera, Microsoft Project etc. Clients can also pre-determine the level of detail, WBS, change control procedures and progress measurement and reporting requirements. Once the contractor has submitted his tender and agreed to a clients requirement, clients can then, during bid clarification meetings, (prior to contract award), fine
- 113. 101 tune their understandingof contractors submission. This then allows a contract to be awarded to a contractor who has complied with the planning and scheduling requirements. Other contracting techniques can be applied to ensure effective planning, these include:- a) Making a planning engineer a key resource and the client has to approve the capability and skills before employment; b) Contractors unable to change planning engineer without client approval; c) Penalties for not providing correct calibre of resource; d) Penalty in contract to penalise contractor for non-conformance of planning function. A further common theme has been the failure to baseline the schedule. This failure is due to two main factors, firstly many of the companies surveyed and the findings from the audit papers, indicated that clients were unaware of the need and importance of baselining. The second reason for not baselining was failure of client and contractor to agree a baseline schedule. The fact that many companies are unaware of the baseline process and its importance can only be overcome by having competent planning engineers in place and this process being utilised. Failure to agree baselines is usually as a result of:- i) The scope not been captured in the schedule; ii) Failure to agree schedule logic; iii) Disagreement over level of detail between client and contractor. Issue (i) to (iii) above could be alleviated by specifying the requirement in the ITT and contract documents. Also an agreed set of planning procedures would alleviate these issues. The lack of a planning procedure has also been a common theme in how to improve the planning process. It is intended that this will be addressed in Section 7 „Road Maps‟ to initiate improvements.
- 114. 102 The issue oflack of professional planning has been cited as a reason for inadequate planning. While this is accepted as a reason for inadequate planning, this report will not offer reasons for this, but will outline some possible solutions to the problem. Possible solutions:- a) Additional training within industry; b) NVQ qualifications; c) Recognition of the planning discipline as a profession – as for the Royal Institute of Chartered Surveyors; d) Minimum standards of qualifications to enter the planning discipline. 6.2 Cost Control and Estimating The key message from the review of estimating and cost control was:- 1) Limited use of WBS / CBS; 2) Failure to link the cost and planning disciplines; 3) Failure to manage changes; 4) Lack of adequate procedures for estimating and cost control; 5) Capture of actual costs to allow future estimates. All of these issues are recommended as areas of improvement. The Road Maps / Tool Kit to implement changes are shown in Section 7 improvements. 6.3 Change Control The key issues arising from review of change control are:- 1) Lack of a change control procedure; 2) Change control only applied to costs schedule not included; 3) Improvements to change control processes necessary to make it effective. The road maps / tool kits indicate recommendations and improvements in the change control process. These improvements are shown in Section 7.
- 115. 103 6.4 Reporting andProgress Measurement The key issues arising from the reviews carried out include:- 1) Lack of a reporting process / procedure; 2) Lack of integration between cost and planning date; 3) Failure to use progress reporting data to enable management decisions. Recommendations to improve progress reporting are shown in Section 7 Road Maps / Tool Kit.
- 116. 104 7 Road Mapsto Initiate Influences to Project Controls 7.1 Road Maps / Tool Kits The Road Maps represent the culmination of the research study and provide guidance in establishing best practice methodologies for each of the major elements of project controls. The Road Maps demonstrate what are the significant inputs, controls, mechanisms and outputs for each element of control. The elements being planning, cost control, change control, estimate development, progress measurement, reporting and the integration of cost and planning disciplines. Testing of the Road Maps has been carried out and they were used successfully to implement best practice in project controls and they have helped to improve delivery of projects within budget and on time. To provide additional detail to the key elements of project control a series of Tool Kits have also been developed. The Tool Kits expand and clarify the inputs, control, mechanisms and outputs within the Road Maps and they may be used to provide a standard approach to project control systems. .
- 117. 105 7.2 Integration ofCost and Planning 7.2.1 Cost and Planning Integration Integrated cost and planning presents an interfaced cost and schedule system by cross referencing activities in a uniform and standard approach. Effort will be required to undertake activities in concept, design development and construction phases, but should be founded upon and be a development of, the basic approach agreed during the feasibility phase of project development. 7.2.2 Cost and Planning Integration - The Benefits Standardised approach to coding throughout the „life‟ of a project; Avoids confusion by project control teams in referencing workpacks /activities; Changes to a scope, cost or time can be efficiently assessed and options considered for action; Data gathering on completion is used for future work; The „learning curve‟ of resources, understanding project procedure is reduced by standardisation; Providing a flexible approach to differing project circumstances is maintained. 7.2.3 Project Control - To Meet Cost and Time Objectives „We recommend that projects are controlled for cost and schedule objectives using the following approach.‟ 7.2.4 Project Control - Standard Coding System By using a standardised coding system, (see schedule development), throughout the project, all phases will benefit from a uniform referencing approach. It is therefore, important during the feasibility phase, to code the project activities with the cost and schedule coding system. The codes created here will be the format and referencing that will be used throughout the life of the project. Changing or coding after this stage will lead to confusion as parties to the project will have already started using their own method of referencing their deliverables and they will be probably incompatible and reluctant to change.
- 118. 106 7.2.5 Project Control- Estimate and Schedule Verification It is essential that the necessary checks are completed at this milestone to ensure that the project cost and time objectives are in compliance with project procedures. Details of the approach that we use are contained in „Estimate Development.‟ There should be an independent resource appointed to audit this activity. 7.2.6 Project Control – Change Control It is essential that any change to the agreed scope of work against which the original estimate and schedule was prepared and verified is fully assessed for cost and time implications and the change agreed by the relevant responsible parties. Details of the approach that we use are contained in the „Change Control‟ section. There should be a dedicated resource appointed to audit this activity. 7.2.7 Project Control – Trend and Variance Identification It is essential that any trend of, or any variance in actual cost or schedule, is identified as early as possible and reported to the relevant project resources in order that remedies can be identified, assessed and instruction made. Details of how the cost and schedule information is gathered and presented are contained in „Progress Measurement‟, „Cost Management‟ and „Reporting.‟
- 119. 107 7.3 Road Maps Inorder to promote best practice within the project control disciplines, the following IDEFO charts identify the required methodologies to ensure effective controls. Chart IDEFO A0 identifies an overview of the key aspects of project controls, which in turn can lead to successful projects. Fig 7.1 Chart IDEFO A1 Planning indicates the best practice process for project planning and schedule development. The key input for the development of a robust schedule is:- Planning A2 A1 A3 Progress Measurement & Reporting A5 Project Control Successful ProjectPlanning Estimating Cost Management Change Control A4 A3 A2 A1
- 120. 108 Fig 7.2 a) Anactivity detail sheet that describes the work to be carried out at activity level and the objectives of the activity with resource requirements; b) A method statement that describes construction sequence including methods to build the plant or facility; c) Manhour estimates which are developed by work breakdown structures and activity see (IDEFO chart A2); d) Materials and equipment required to build the plant / facility; e) Approved for construction (AFC) drawings, required to build the plant / facility; f) A list of who is responsible for each activity; Key controls are described as:- Change Control Estimates Activity Detail Schedule Development Progress Measurement A1 A5 A4 A2 Resource Requirements Materials Standards Equipment Description Objectives Responsibility AFC Drawing Construction Sequence Milestone Requirement WBS Software Procedure Team Agree Schedule Coding Structure Baseline Schedule Risk /HSE
- 121. 109 i) Milestone requirementsthat must be met, for example, start construction, design complete and first oil production; ii) A work breakdown structure; iii) An activity and resource coding structure that is applied in a uniform manner across the schedule development. This allows work to be reviewed at pre-set levels of sorting and filtering, these „drill down‟ capabilities are essential to providing visibility and for example, discipline area, phase, priority, etc. iv) Risk analysis, risk register and risk management The key mechanism of the development of the schedule include:- 1) Appropriate software for the planning process; 2) Procedures in place to ensure consistent planning across a variety of schedules; 3) The schedule will require approval from the project team. The output of the schedule development process in an agreed baseline schedule that is now ready to be used as the project control tool and progress measurement can commence to compare actual versus planned progress. Fig 7.3 IDEFO Chart A2 Estimating The key inputs to the estimating process are the design drawings material take offs and norm values used to estimate the manhours and costs of the design information. The controls of the process are:- Estimating Process Cash Flow Forcasts A1 Planning A2 A3 A1WBS / Schedule Activities Estimating Technique Project Allowance Guideline Design Drawing Norm values Values Material Take off Contingency / Escalation Anticipates Degree of Accuracy Allowed Estimating Procedures Risk Allowing Man hours / Costs Estimated Cost Man hours
- 122. 110 1) Anticipated degreeof cost accuracy, which generally is based on the project stage, i.e. Stage Accuracy Level Feasibility +/- 25 – 50% Concept design +/- 15 – 20% Detail design +/- 5 – 10% Construction +/- 1 – 10% Handover +/- 100% These degrees of accuracy are based on information available to carry out the estimate; 2) Control is also provided by estimating procedures and guidelines; 3) Agreement of contingency, escalating and risk allowances, also play a major part in controlling the final estimate. The mechanisms which feed into the process are seen as:- 1) The estimates need to be developed around the WBS and schedule activities in order that the information developed by the estimating team can be used by the planning and cost management teams, who have developed their systems around the WBS and activity breakdowns. This allows, at the beginning of a project, total integration between the estimating, planning and cost teams through an agreed WBS / CBS and schedule activity system. 2) Estimating techniques used in the process are as follows:- i) Unit cost – the estimate would multiply the cost of a particular unit by the number of units required. The unit cost technique of estimating requires analysis of previously completed similar projects; ii) Manhour Resource – where the individual project principally involves a large amount of resource time, e.g. preparation of validation documents, it is prudent to calculate the estimate cost from a resource manhour forecast. A resource plan can be established by listing all the activities involved. Key personnel should estimate the time required to complete each activity; they are responsible for establishing the overall manhour requirement.
- 123. 111 Historical data forwork under similar circumstances should be used if available. Where manpower costs are significant on a project, manhour resource estimating should be used to check the estimate; iii) Factorial – The estimator can develop a total project cost, albeit for the earlier stages of a project. By applying a factorial estimate to those elements of the whole project where only certain elements have been considered, the whole project estimate can be produced. The technique is particularly useful when used in association with unit cost and process module techniques. The techniques rely upon a database or previously completed projects which have been analysed for the factorial relationships between the elements; iv) Material Take Off – The estimate is generated for all elements of work from the quantities measured from the design information. The design information used could be either the detail dimensions with a standard or particular specification. Services are estimated using approximate linear metreages, sizes and material specification by applying a composite rate per metre. A factor is applied to reflect the complexity of the service installation, but requires definition of the complexity. The technique is an intensive estimating exercise used when a high degree of accuracy is required, but needs detailed design information; v) Building Cost by Floor Area (m2 ) – The estimated cost of a building and civil works is calculated by multiplying the gross floor area of the particular construction work, by an appropriate rate. The method requires a database of information for previously completed similar work analysed by floor area (m2 ). The floor area method is used where the particular specification for construction materials and workmanship has not been fully developed. A detailed specification description however, can be generated to support the estimate as the estimate is produced, stating the assumptions made. Costs for „services‟ can be estimated for using historical data, (if available), but these linear and unit elements should only be used as a comparison. Floor area estimates for this work can prove misleading unless work is of an identical nature; vi) Building Cost by Volume (m3 ) – The cost of a building is estimated using the required spacial volume. The volume is multiplied by a cost for each cubic metre of internal space. The estimate would include building services contained within the structure. The method requires a database of information from work of a similar
- 124. 112 nature analysed byvolume (m3 ) and is used solely for building works with a general level of material specification. The outputs from the estimating process are cost estimates, which feed into the cost management system, to generate cost estimates. The cost estimates could also be linked to the planning process and inputted into Primavera P3e software, which can also generate cost forecasts linked directly to the schedule activities. The manhour estimates generated from the estimating process can be downloaded, at activity or WBS level, directly into the planning process to allow the development of manpower histograms at trade of discipline level.
- 125. 113 Fig 7.4 IDEFOChart A3 Cost Management To allow effective cost management to take place the inputs to the system are the cost estimate and the actual costs at any given time. Control of the process is applied by having in place a change control process, (see IDEFO chart A4) change control, which incorporate approved costs into the cost management process. Auditing and monitoring actual costs against value of work done, (VOWD) is essential to good controls and techniques such an earned value analysis is often used to establish control. The WBS and CBS (Cost Breakdown Structure) are methods of control to ensure costs are allocated and measured, against agreed structures and earned value. Calculations can be determined at required levels of detail. Mechanisms that feed into the process are budget reviews which identify any variation in anticipated final cost, (AFC), of each component as early as possible, in order that actions can be taken to provide corrective action. Trend analysis and contingency run down are also key mechanisms to the control of cost management. The outputs from the cost management process are anticipated final costs and robust control of the cost of final out turn cost. Historical data can also be captured from the cost management tool which allows forecasting of similar projects to be established and bench marking data to be obtained. Change Control Progress Me Measurement Cost Management Cost Estimate A4 A2 A3 A5 Actual Cost Budget Review Trend Analysis Contingency Run Down Actual Costs / Vowd Auditing Monitoring WBS / CBS Anticipated Actual Cost Historical Data Control Over Cost
- 126. 114 Fig 7.5 IDEFOChart A4 Change Control The management of change is fundamental to the success of a project, if changes are allowed to be incorporated into a project without control, then the budget and schedule are at risk. The change control process input is the change order request, which is originated by a project team representative. Control of the process is in the change order form procedure and the authorisation of the change from the project representative. The outputs of the change control process is the impact on the budget and schedule. Once the impact has been determined, the change order can be approved and the budget schedule modified to affect the change. Following final approval, the change order is then added to the change order register in order to provide an audit trail with regards to changes within a project. Change Control Change Order Approval Cycle Change Order Register Schedule Impact Budget Impact Approval A4 Change Order Request Reasons for change (safety operations Material) WBS Authorisation Change Order Procedure Change Order Form Sign Off
- 127. 115 Fig 7.6 IDEFOChart A5 Progress Measurement and Reporting Process Measurement Reporting Process Change control Data Cost Management Physical Process Schedule Baseline Frequency of Measure Process Measurement Procedure WBS Man hour Estimate Method Of Measurement i.e. 1.Welding Dia. Inches 2.Linear Weld Deposited 3.Volume of weld Deposited A5 Cost Data Cut Off Date Distribution List Issue Report Reporting Procedure Frequency of Reporting Risk Report A5 A5 Schedule Baseline A1 Cost Management A3 Progress Effective progress measurement and reporting is a basic need within project controls and it is to establish where we are against the schedule and costs and what is left to do. It is of paramount importance, therefore, that once the costs and schedule are baselined, we then measure performance against the agreed baseline. The measurement of progress and cost expenditure is then monitored and any deviances to agreed rates of progress and costs can be detected and corrective action put into place at an early stage during the execution of the project. The inputs to the progress measurement process are an agreed schedule and cost baseline and the physical progress of the work being carried out. Controls of the process are the agreed measure e.g. weekly or monthly, an agreed progress measurement procedure that outlines in detail how the measurement should be undertaken. Finally, the process for determining earned value calculations should be established. The mechanisms for the process are methods of measurement and the manhour / cost estimates for the work scope. The outputs of the progress measurement process are an agreed progress measure of the status of the project / projects. This measure will take the form of percentage complete and earned manhours at overall, discipline and WBS level. The reporting process is the method by which the progress measurement system is reported to clients, management and the project team. The inputs to the reporting process are therefore, the progress measurement data, cost data,
- 128. 116 change control dataand the risk report / log information. Control of the reporting process is through the reporting procedure, which establishes what details will be reported and the overall format of the reports. Frequency of reporting also provides control for the process; this is normally carried out on a weekly or monthly basis. The mechanics of the process are driven by the agreed cut off date for reporting, e.g. the last Friday in the month or each Friday, in the case of weekly reporting. The distribution list is also important to ensure all interested parties are made aware of the project status on a regular basis. Finally, the output from the reporting process is the issue of the progress report. The following are developed, detailed road maps / tool kits for the key sections of project controls:- Schedule development; Estimate development; Cost management; Change control; Progress measurement, Reporting.
- 129. 117 7.4 Schedule Development 7.4.1Schedule selection The Schedule development section of these guidelines describes the preparation of the project by identifying activities and application of time scales. The initial schedule to be produced is a milestone schedule that captures all the key activities and their anticipated durations. In the first instance at feasibility stage, the key milestones may only be the project‟s start and finish dates. The milestone schedule records the key information to start production of any other schedule and is derived from the project scope documentation. The milestone schedule document can be used to record and monitor progress of the key events throughout the life of the project. 7.4.2 Schedule Selection – Project Requirements The flow sheet overleaf Figure 7.7 provides a guide to the questions that should to be considered when deciding the level and hierarchy of the schedules, to be produced for the particular project and if they are required to be used in the life of the project. The critical questions that need to be considered for each project are:- What is the scope of work? What is the complexity of and the number of activity interfaces? Will progress assessment be needed? Will periodic reporting be needed? 7.4.3 Schedule techniques Schedule Development considers the various scheduling techniques universally used in the construction industry and advises on the practicalities of using these techniques for the particular project. The use of schedule techniques will be determined by the knowledge and experience, both of the people preparing each schedule and those who are required to understand the end product. It would be wasting time and effort, if the schedules produced are not used as management tools during Progress Measurement, Cost Management and Reporting for which they were designed because of the lack of knowledge by the project team.
- 130. 118 Fig 7.7 ScheduleSelection – Flow Sheet
- 131. 119 7.4.4 Schedule –The Hierarchy The schedule hierarchy is represented typically by use of a „pyramid‟, to depict the various levels of detailing the project. These levels are:- Level 0 information is the highest level of any schedule. It is associated with the project overview and can be presented as a single page milestone schedule or bar chart schedule. It should outline the main design, procurement, construction and commissioning activities. This schedule is used mainly as a management tool, by the client‟s steering committee, especially where multiple projects are involved. Level 0 - High level project strategy; - Overall schedule duration; - Shows multiple projects (bar chart only); - Critical key dates / milestones. Level 1 information should be as a bar chart schedule and show major activities by phase, area and discipline for a single project. This is the project manager‟s overview management tool. Level 1 - Single project; - Procurement strategy and contract plan; - Critical key dates / milestones; - Main activities. Level 2 information details each level 1 activity, by using logic network techniques or linked bar chart. A network or linked bar chart are diagram showing the logical relationship and dependencies between individual activities. This is the main working level and as such, should accurately represent the project logic. The information will be used to instruct the project team to undertake the scope, in the relevant time scale and to the agreed budgeted cost. The information will be used by the project team to advise the project manager of changes or variances and provide options to the achieved project objectives. Level 2 - Network – logic schedule; - Overall manpower allocation; - Work breakdown structure (WBS).
- 132. 120 Level 3 information,details the scope of individual packages of work. The network logic schedule is used with detailed information. It will be used to provide the individual discipline team leaders with viable alternatives to resolve problems. The information is used to advise the activities, scope, time scale and budget cost of each element of work. The information is used by the individual discipline team leader to consider options, identify change or variance and to assist in preparing option studies to achieve project objectives. Level 3 - Detailed network – logic schedule; - Individual sub contract details; - Individual resource and costing elements; - Detailed progress and costing assessments. Level 4 information, details the break down of each level 3 activity into cost/time/resource (CTR) sheets. Each CTR package of work should contain detail to be stand-alone and enable a project resource to complete the activity with the minimum of supervision. Level 4 - CTR activity sheet; - „Nuts and bolts‟ design details and specification; - Materials; - Risk assessment and method statement.
- 133. 121 Fig 7.8 Schedule– The Hierarchy Pyramid At the start of Schedule Development the project can be defined by identifying the key milestones, the required estimate stage and the current procurement plan. The first step in Schedule Development is to consider the high level project activities, their relationships and to apply a suitable coding structure. Subsequently planned durations, constraints and calendar details can be input into the selected detail scheduling technique, and where necessary amplifying the coding structure.
- 134. 122 Before completion ofthe Schedule Development stage, the scheduling techniques should be analysed for „levelling‟ of resources (see resource histograms). Excessive resource peaks and troughs can be smoothed by redefining activity start and finish dates. Before the planned schedule information is sanctioned as part of the project deliverables it must be validated and agreed. Schedule validation should be undertaken simultaneously with the estimate verification exercise described in Estimate Development and using the same basis of estimate checklist and detail information, provided a report on the likely accuracy of both schedule and estimate can be made. Once the schedule information is sanctioned it can be „baselined‟ and issued as the project execution schedule, using the scheduling techniques selected. The Schedule Development - flow sheet presents a systematic approach to the development of project schedules, from early scope definition to sanction and the regular review of each working document. The Schedule Development - flow sheet has been constructed to be used at any stage of a project within Schedule Development, thus ensuring consistent documentation. At each stage of Schedule Development appropriate schedule techniques have been identified together with the relevant information or actions that need to be provided and completed. 7.4.5 Key points to note Creating an excessive number of activities can result in considerable effort being required to maintain the schedule on activities that have little or no individual impact on the project. Selection of those key activities against which to monitor progress is the way to project success. Schedule outputs should identify the critical path, and check for loops in logic networks, negative float, and for over allocated resources.
- 135. 123 Fig 7.9 ScheduleDevelopment Flow Sheet
- 136. 124 7.4.6 Activity coding Thecoding structure of the project‟s activities is generated from the order in which the activities are required to be sorted into the scheduling software. The activity coding and their order should be created from the experience of the project‟s planning resource, to produce a structured approach. Activity codes are used to enable project activities to be referenced and could be sorted in a variety of different ways to satisfy the requirements of a particular project. The use of activity coding is a flexible approach to presenting project events. Examples of this flexibility is to present the project activities by: Discipline - where all component disciplines of a project are individually listed; Geographical location - where more than one location forms part of the whole project, but with the same component disciplines in each location. 7.4.7 Work Breakdown Structure (WBS) The coding of the project‟s activities using WBS is a rigid system to coding that is predetermined for a standardised approach to presenting all projects. The WBS. is used to detail the scope of works for a project into manageable and controllable components, but in a standard approach. The WBS. code for a particular activity on any project at the management and project level is, therefore, identical for all projects. The benefits are a standard system of establishing schedules and reporting progress for a series of projects to a central body. 7.4.8 Activity coding - Our Approach It is usual for larger projects to use a combination of both WBS. and activity coding. The higher level coding structure using the standardised WBS. coding and to maintain the demands of flexibility. Activity coding is used to sort the detail levels. The selection of detail activities can, therefore, be presented in a variety of ways to suit requirements of the project team and higher levels are used to plan and report progress to satisfy the project management requirements. The choice of the activity coding structure, plus the WBS at high level, will create the coding structured for the project and to be referenced on all cost and schedule documents.
- 137. 125 Schedule Development involvestaking the overall scope of work and applying the Work Breakdown Structure (WBS) to the high level activities. The activities will be categorised and coded into manageable work packages with responsibility assigned. Designing the activity coding involves discussion with the project team and considering the project‟s procurement strategy, to anticipate work elements into which the activities will be divided. The selected structure should be agreed by project team members. Activity coding allows for the adoption of a detailed filtering system, providing flexibility for reporting against, geographical site areas, various job phases, types of work, trade groups, material types etc. 7.4.9 Activity Coding Structure – Example With reference to the coding structure provided on the opposite page, the code for construction, mechanical, area 2 at level 4 within the hierarchy would be: The coding system, with a „three digit‟ code, has been applied to templates throughout these toolkits to show a standard approach. Within the coding system a „0‟ should be used as the default or where there is not a supporting activity. Levels 0, 1, 2 and 3 would use coding from a client‟s standard system. Level 4 is project specific requirement. 0. 1. 5. 3. 2. Level 4 - Area location Level 3 - Discipline Level 2 - Project phase Level 1 - Project title Level 0 - Programme of projects = Four digit code (optional five digit code if multiple projects are part of a programme) 0. 1. 5. 3. 2. Level 4 - Area location Level 3 - Discipline Level 2 - Project phase Level 1 - Project title Level 0 - Programme of projects = Four digit code (optional five digit code if multiple projects are part of a programme)
- 138. 126 Fig 7.10 ProjectActivity Coding Structure
- 139. 127 7.4.10 Activity Definition– Level 4 The activity definition form template should be used to instruct project resources on how to complete a specific activity of the project providing information on what is required, the resources needed and the method of reporting progress and achieving completion. Activity description The activity description is the concise written explanation of the required tasks that can be readily understood by recipient and all labour resources involved. Activity code The activity code is created using the technique described previously and is used as the required digit reference number of the project for the activity description. Inputs Description and identification of all previous activities that are needed to be completed by the project to enable the activity to start. Process Method statement and H&S plans of how the project plans for the activity to be carried out. The method statement should recognise the risks associated with the new materials provided or the existing materials to be encountered and managed and the manual handling risks involved in undertaking the activity. Standards Identification of the quality and / or workmanship standards expected to be achieved as the work proceeds and on completion. Outputs Description of the tangible result which determines the completion of the activity. Review process Description of how the quality and requirements of the output that will be audited both during progress and on completion. Resources Description of the resources (labour and equipment) that will be required to undertake and complete the activity. The description should define the skills and experience needed to carry out the activity. Responsibility Identifies the project resource responsible for the activity being completed. Effort Estimation of the quantity of resources (labour, materials and equipment) and durations involved in carrying out the activity. Progress control Description of the progress measurement technique that is to be used to monitor activity progress and the information needed to be provided and recorded.
- 140. 128 Fig 7.11 ActivityDefinition Form
- 141. 129 7.4.11 Scheduling Techniques SchedulingTechniques – Overview Table 7.12 provides an overview of the types of scheduling techniques that are used to present activity and calendar information for a project. The overview is intended as a guide to those schedules that may be appropriate for each of the various levels of information required within a hierarchy. The overview of schedules table comprises: Schedule Hierarchy Reference should be made to schedule – the hierarchy for explanation of each level. Schedule Activity Numbers The hierarchy level of the project should be used to identify the approximate number of activities that should be considered and reported to the relevant project resources, from the relevant band of information. Levels 1 and 2 indicate the approximate number of project activities thought appropriate to report. Schedule name and type The appropriate schedule to be used to present the project information should be selected from the table by identifying the hierarchy level. The levels 1 and 2 indicate a variety of differing techniques that could be appropriate to present and report the schedule information. The name of each schedule is provided with its schedule type, typically a bar chart, spreadsheet or network diagram. Project Information Needed The description of data needed to complete each schedule type is provided for each schedule name, with a list of minimum information needed to be available. The information is to be collated by project resources to prepare base lined schedules and to monitor and report progress throughout the duration of the project.
- 142. 130 7.4.12 Project responsibility,duration and update cycle The project resources responsible for the production of the information are listed. The part of the project duration, together with the update cycle, is provided to give an indication as to when each schedule should be used to the benefit of the project execution. A list of the most commonly used scheduling techniques is provided on the next pages of this section.
- 143. 131 Fig 7.12 SchedulingTechniques - Summary
- 144. 132 7.4.13 Schedule Types Themost commonly used schedule types are listed below and described in detail:- 1. Milestone schedule; 2. Critical path logic diagram; 3. Classic schedule bar chart; 4. Resource forecasting; 5. Project forecast „S‟ curve; 6. Procurement schedule; 7. Time chainage diagram. Notes. The data used in all of the charts and diagrams in Schedule Development is consistent to enable a comparison to be made to select the most appropriate technique to be used on a project to meet the project team‟s requirements. The same base project information has been used to present the charts and diagrams as the project progresses in measurement, reporting and completion and is used to compliment cost management techniques. 1. Milestone schedule A milestone schedule is produced to record the key events in a project life- span. This schedule is produced in tabular format, and should be consistent with all levels of activity coding. The information contained in the milestone schedule is commonly used for management level. This is a useful management tool that provides a clear presentation of project plan and progress when pure logic definition is not required. The milestone schedule includes activity code, activity description, planned date for completion, responsible authority and comments. It is particularly important to stress the need for a responsible authority to be assigned against each milestone.
- 145. 133 This particular scheduleand example of a milestone schedule will be referred to in: Progress Measurement - milestone progress; Reporting - milestone report. 7.13 Milestone Schedule
- 146. 134 7.4.14 Critical PathLogic Diagram The critical path logic diagram is the process of recording and presenting the logical interfaces between schedule activities. A more common name for this type of diagram is a PERT chart; which is short for Programme Evaluation Review Technique. The critical path logic diagram is created as a series of schedule activities represented by „a box‟ for each activity. Each activity box is linked to its dependencies by lines with arrow heads to show the sequence of the dependencies. The activity description is included in the information for each box. Traditionally the activity boxes and arrows are presented starting on the left and ending on the right. The completed series of activities and dependencies is the „precedence network‟. The PERT chart facilitates the review of relationships without respect to time and is used particularly during project schedule development to confirm and revise logic. A pure „logic diagram‟, as the example shown, may be developed by hand or by the use of software tools such as Primavera P3 / SureTrak / Microsoft Project. Using any of these tools, the full network of activities are input systematically to allow logical considerations to be reviewed, with respect to each activity. The „logic diagram‟ will be populated with durations, assessed as reasonable allowances for each activity, and if practical start and finish dates. After inputting all the activity durations, the network can be processed to identify the route between those activities from start to end of the project that will provide the least duration of the project. This duration and the path highlighting those activities, represents the critical path for the project. The importance of the critical path is that if any progress measurement reports the failure of an individual activity to be completed in the allowed duration, will result in the whole project failing to complete in the required time scale. The critical path should be closely monitored for progress. A failure of an activity on the critical path to meet its completion date may, however, change the subsequent sequence of activities that are the critical path, and the logic diagram should be processed in such an occurrence to confirm the current critical path and the component activities.
- 147. 135 The populated „logicdiagram‟ can be used to explore and select from „option plans‟ and „what if‟ scenarios by altering durations of individual activities, to reflect alternative procurement strategies or construction processes. Fig 7.14 Critical Path Logic Diagram – (PERT Chart)
- 148. 136 7.4.15 Classic ScheduleBar Chart A classic schedule bar chart is the standard form of presenting schedule information. This schedule type is often referred to as a Gantt chart. A Gantt chart is essentially a bar chart of information. The activities that comprise the whole project are listed individually in a systematic approach, from the start of the project at the top of the schedule to the completion of the project at the bottom. A single horizontal line is devoted to each activity that contains the brief description and individual code for the activity. Each activity line is presented as a bar, with the planned early start and finish dates for each activity in the project plotted against the overall project duration. The information used in the compilation of this chart comes from the „logic diagram‟, but it is not dependent upon the creation of such a chart. The more complex the project for activities and dependencies, the more relevant is the use of the logic diagram. Schedule Baselining – Classic Schedule Bar Chart This form of chart is the common presentation technique against which schedule information for a project will be progress measured and reported. It is used to present the initial schedule information against which the project will be sanctioned. Acceptance of the scheduled approach to project execution as part of the sanctioning approval will signal the start of progress monitoring. In order to effectively report progress and consider option remedies for variances to the sanctioned schedule the programme should be „baselined‟. The schedule bar chart will be „frozen‟ and as progress is achieved the information will be reported as a „shadow‟ of the planned activity bar. All planning software is capable of producing the classic schedule bar chart. The example shown on the opposite page has been prepared using P3 software and has been developed as the examples in the following sections. Schedule progress (Progress Measurement); Lookahead charts (Progress Measurement); Schedule report (Reporting); Schedule closeout (Completion).
- 149. 137 The example shownis a Primavera P3 template and shows WBS levels 1 – 3. Fig 7.15 Classic Schedule Bar Chart – Gantt chart
- 150. 138 7.4.16 Resource Forecasting Resourceforecasting is required to assess the level of labour and equipment resources needed over a particular duration of the project, to complete an activity. The total quantity of resources needed to undertake the particular activity is evaluated and then distributed over the period allowed in the project time scale. The practical execution of the activity should be reflected in the resource levels for each period interval. The resource histogram is a graphical representation of the planned deployment of resources against WBS coded activities, with respect to intervals of time. The chart shown opposite is displayed as a stacked summation of resources. Multiple resources can also be shown as a number of individual stacks shown either horizontally or vertically over a specific duration, with resources shown at regular intervals. Interrogation of the resource histograms can show potential periods of maximum or over capacity. Adjustment can be made to reduce those durations of over capacity and transfer work to periods of less demand. The adjustment must be undertaken in conjunction with a populated classic schedule bar chart, to ensure that the realignment of resources (levelling) can in fact be practically achieved and that other linked activities are not compromised. A resource histogram is created by calculating the number of resource man hours to complete each activity that are then allocated per period of time, against the planned timescale for the activity. Although it is possible to develop a resource histogram manually, it is more practical to use planning software that will allow additional resources and amendments to be made more readily as changes occur. Schedule Baselining – Resource Histograms Resource histograms are used in Schedule Development to plan the resource requirements and are used following „baselining‟ during the project to; Record progress and identify variances, used in conjunction with other progress measurement tools; Present options to consider recovery of slippages and reallocation of resources;
- 151. 139 Record progressduring the project and used on completion as historical information. Other advanced methods of presenting resource histograms are: Cumulative histograms, Double graph (standard and cumulative) histograms. Fig 7.16 Resource Histogram
- 152. 140 7.4.17 Project Forecast„S‟ Curves The project forecast „S‟ curve should be prepared from the information contained in the classic schedule bar chart, (Gantt chart), populated with resource data. A project forecast „S‟ curve could be generated for each level within the project‟s coding structure. The total project „S‟ curves should „roll up‟ such that the curve generated at the highest level in the hierarchy is the cumulative figure of those at the lower levels. The information provided for each project activity is used to generate two curves showing the earliest and latest start dates for the activities considered. The graph will therefore identify an „envelope‟ between these two projected curves and is the difference between the earliest and latest start dates. Actual progress should be recorded and monitored for containment within the limits of the envelope without concern that final completion will be achieved as planned. Schedule Baselining – Project Forecast „S‟ Curves The baselined project forecast „S‟ curve should be created using the resource hours, corresponding with the project activity sequence and content, presented as the approach granted sanction approval. The base lined project forecast „S‟ curve is presented as the sum of the estimated total of resource man hours for each discipline. The information will be expressed as the sum of all discipline resources for each time period over the duration of the project. Each discipline that will be involved is presented either; divided by the intervals Or allocated for planned performance as a percentage completion, from historical data. The baselined project forecast „S‟ curve should be a management tool against which progress will be monitored and recorded. Project forecast „S‟ curves are used in Schedule Development to plan the anticipated performance. The project forecast „S‟ curves are used following base lining during the project to:-
- 153. 141 Record progressduring the project; Record data for historical information. Other advanced use of project forecast „S‟ curves are: Earned value; Percentage efficiencies. Fig 7.17 Project Forecast ‘S’ Curves
- 154. 142 7.4.18 Procurement Schedule Theprocurement schedule should be used to present information on items that are needed to be available at key milestones during the project duration to achieve completion as the project delivery requires. The information included in the procurement schedule is obtained from other scheduling techniques. The details scheduled should be used to review only the critical information on selected key issues for those items identified as crucial to project success. Construction materials; Process equipment; Construction / installation contracts. The procurement schedule should be populated with information on; Plant item equipment description and number (where practical or provisional); Project requisition number based upon the contractor‟s or client‟s numbering system; Planned enquiry date when tenders will be sought; Suppliers from whom the tenders will be sought; Planned order date when submitted tenders will have been evaluated, a suitable supplier, contract figure and contract conditions agreed and, if relevant, the date the order was placed; Planned delivery date when the particular item is required to be available for installation in the project programme. As the project develops the procurement schedule should be updated to register progress against the planned enquiry, order and delivery dates. This particular example of using a procurement schedule will be used in: Procurement schedule – (Progress Measurement).
- 155. 143 Fig 7.18 ProcurementSchedule Example
- 156. 144 7.4.19 Time ChainageDiagram The time chainage diagram could be used during Schedule Development on specialist projects that require consideration of a complexity of activities where the nature of construction has to be completed in a short time period and over a significant footprint length. The time chainage diagram is a representation of the linear construction work for a project either complete, or in part, showing over a period of time, the various activities, their location and duration. The component parts of the time chainage diagram are: Time Period of equal time intervals considered relevant for the scope; Linear location The physical length of the scope of work on the ground; Activity Individual items of work that are involved in the scope; Duration Cumulative time internals. Time is expressed as the „x‟ axis and linear location is plotted as the „y‟ axis of the two dimensional diagram. All the activities of the scope in consideration are each plotted for their start and finish involvement, against the graphical location on the ground. The purpose of this representation is to clearly identify during Schedule Development; Those activities that in the same location are to be undertaken simultaneously thus causing a clashing of effort. By identifying the potential clash a restructuring of the plan can be made; Realise early release of those areas over the whole length that could be used for execution of subsequent activities when a linear activity is reported as only partially completed.
- 157. 145 This scheduling techniqueshould be used during Progress Measurement to; Readily reassess areas of potential clashes if precedent activities are not completed in their allocated time. Fig 7.19 Time Chainage Diagram1516171819202122232425 1516171819202122232425 02NOV 02NOV 501.01 501.02 501.03 501.04 501.07 501.08 501.09 501.10 501.11 Incomplete 501.01 501.02 501.03 501.04 501.07 501.08 501.09 501.10 501.11 Incomplete Re-ballast(Dn) Re-ballast(Up) Re-ballast(Dn) Re-ballast(Down) Track Maintenance DBP1UB32ABrickworkRepairs DBP1UB32ABrickworkRepairs Track Maintenance Track M aintenance RenewS&C Re-ballast(Dn) Re-ballast(Up) Re-ballast(Up) Trax-Reballast(Dn) Trax-Reballast(Down) FollowupTamp(Up) Time Chainage
- 158. 146 7.4.20 Visual 4DPlanner Visual 4D Planner - What is it? The visual 4D (3D plus time) planner is an application that allows planners to visualise the status of a construction project at any stage. The tool combines commonly used CAD and project planning (such as Primavera and MS Project) software to provide planners with the ability to evaluate visualise and optimise construction tasks, prior to execution on site. Viewing products and processes in a virtual reality environment provides improved communication between all parties of a project. The tools and concepts have been developed from a three year collaborative research project with nine industrial partners. The industrial partners provided the following case studies to develop and evaluate the tools: School of Health, University of Teesside; West Morland Primary School, Stockport; Construction of heavy civil engineering projects in the UK. Visual 4d Planner - What can it do? The benefits of the tools have shown: the ability for the client/planner/contractor to view the constructability of a project; the ability to communicate the project, at layman and technical, level to all parties; improved project certainty and reduced risk, in terms of cost, time, quality and safety; a reduction in construction errors; work can be rehearsed on screen prior to actual work on site; positioning of cranes and lay down areas can be reviewed for practicality the most productive construction approach can be maximised. The tools are currently being developed on existing projects, with large UK construction companies.
- 159. 147 Fig 7.20 Visual4D Planner Visual 4D plannerVisual 4D planner Visualise a construction project at any stage Visualise space and product conflicts View the construct-ability of a project Affordable/quick real-time VR walkthroughs to detect logical errors and spatial conflicts
- 160. 148 7.4.21 Software Tools MicrosoftWord Microsoft Word is a word processing software package used to compile office documentation. The specific applications used in this cost and schedule toolkit are listed on the opposite page. Microsoft Excel Microsoft Excel is a spreadsheet software package used to compile mathematical calculations with standard presentation templates in appropriate forms. Excel can be used to show graphical representation of the mathematical calculations, as curves, stacked bar charts etc. The specific applications used in this cost and schedule toolkit are listed on the opposite page. Microsoft Project Microsoft Project is a simple to use scheduling package. It is designed specifically for the „Windows‟ environment. This package can produce high quality presentation style graphics and perform normal time – analysis calculations. This package should be used on small (low number of activities) projects, or as a presentation tool. Primavera Project Planner (P3) Primavera Project Planner (P3) is also a simple to use scheduling package. With an interface that simplifies project scheduling and control without diminishing its capability as a powerful project management software package, it is also designed for use in the „Windows‟ environment. Primavera Enterprise Planner Primavera P3e/c is the project management standard management tool designed specifically for the construction industry. Staying on budget and on schedule means staying in control. Projects must be planned quickly and well to seize business opportunities and to keep costs down. P3e/c empowers engineering and construction professionals to mitigate project risk through powerful schedule analysis, accurate cost forecasting and streamlined coordination.
- 161. 149 Primavera SureTrak SureTrak isa development of Primavera (P3) designed primarily for use in stand alone site situations. The outputs and systems are similar to P3. This package could be used on large projects. All Primavera products can be installed on a local area network (LAN) for multi user access, or it can be used as stand-alone system. The features of the system include:- Multi project scheduling; Project scheduling; Resource scheduling; Multi calendar variations; Filter report capability. The software is also compatible with Microsoft Excel and can be used to produce high image quality reports by exporting the Primavera information. This package can be used on both large and small projects or programme of projects to suit the requirements of the project or projects. Microsoft Word Uses of Microsoft Word in connection with the Toolkit are:- Checklists (Project Management); Checklists (Schedule Development); Checklists (Estimate Development); Executive summary (Reporting); Checklist (Supply Chain Management). Microsoft Excel Uses of Microsoft Excel in connection with the Toolkit are:- Schedule Development (Overview of schedules); (Milestone schedule); (Resource histogram); („S‟ curve).
- 162. 150 Estimating Development(Basis of estimate checklist); (Escalation calculations); (Currency statement); (Risk analysis form); (Estimate formats); (Cashflow „S‟ curve). The listed initial applications of Microsoft Word and Excel are also used to produce: Imported „S‟ curves from scheduling software; Progress statements; Cost management presentations; Change control register and forms; Reports.
- 163. 151 7.5 Estimate Development 7.5.1Basis of Estimating The project is expressed in eight specific stages. The design and management requirement issues of the project have been identified by 15 elements of the scope of work. The matrix on the opposite page provides a checklist of that information expected to be considered in order to compile a valid estimate at each appropriate project stage. When preparing an estimate, it is advisable to review the available information for each of the elements of works and apply the estimate information - status definition, to review the stage of the project that is currently being estimated. The estimate information - status definition is seen as being a minimum requirement at each project stage. 7.5.2 Estimate information - status definition Not available: no consideration has been made to any aspect of the element of work. Whilst no detailed information is available, the estimate for this element can be made on a factorial basis using basic outline data if other elements of work have been outlined. Basic outline: consideration has been made to identify global or approximate levels of requirements or performance based upon information provided from the client. Agreed outline: the basic outline information has been considered and developed into an outline brief which has been discussed with the project sponsor. Agreed scope: the agreed outline information has been further developed and agreed with the project sponsor, in order that design can be made available to produce the agreed detail. Agreed detail: the agreed scope has been fully designed in order that the construction of a particular area can be completed. The design detail has been agreed with the project management team and the project sponsor.
- 164. 152 Detail complete: theagreed detail has been designed and construction has been completed. Achieved scope: the detail complete has been accepted by both the project management team and the client. Handover is achieved by the end user‟s acceptance of completion. Fig 7.21 Checklist – Expectation of Information Availability Concept Design 3 Agreed Scope Agreed Outline Agreed Oultine Agreed Scope Agreed Outline Basic Outline Basic Outline Basic Outline Basic Outline Agreed Outline Agreed Scope Basic Outline Agreed Outline Basic Outline Basic Outline 1ProcessDefinition 2ProcessEquipment 3ProcessServices 4SiteLocation 5SpacialRequirements 6BuildingEnvelope 7BuildingServices 8InfrastructureServices 9ExternalWorks 10ExternalConstraints 11EnvironmentalCriteria 12ProcurementStrategy 13Plan-TargetData 14ValueEngineering 15RiskAssessment Feasibility 1 Basic Outline Basic Outline Not Available Basic Oultine Not Available Not Available Not Available Not Available Not Available Not Available Basic Outline Not Available Basic Outline Not Available Not Available Master Plan 2 Agreed Outline Agreed Outline Basic Outline Agreed Outline Basic Outline Basic Outline Not Available Not Available Not Available Basic Oultine Ageed Outline Not Available Basic Outline Not Available Not Available Design Develop- ment 4 Agreed Detail Agreed Scope Agreed Scope Agreed Detail Agreed Scope Agreed Outline Agreed Outline Agreed Outline Basic Outline Agreed Scope Agreed Detail Agreed Scope Agreed Scope Agreed Scope Agreed Scope Detailed Design 5 Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Outline Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Detail Commis- sioning 7 Detail Complete Achieved Scope Achieved Scope Achieved Scope Achieved Scope Achieved Scope Achieved Scope Achieved Scope Detail Complete Agreed Detail Agreed Detail Detail Complete Detail Complete Achieved Scope Agreed Detail Handover 8 Achieved Scope Achieved Scope Achieved Scope Achieved Scope Achieved Scope Achieved Scope Achieved Scope Construc- tion 6 Detail Complete Detail Complete Detail Complete Detail Complete Detail Complete Detail Complete Detail Complete Detail Complete Agreed Detail Agreed Detail Agreed Detail Detail Complete Detail Complete Detail Complete Agreed Detail Scopeof Works Estimate Stage Concept Design 3 Agreed Scope Agreed Outline Agreed Oultine Agreed Scope Agreed Outline Basic Outline Basic Outline Basic Outline Basic Outline Agreed Outline Agreed Scope Basic Outline Agreed Outline Basic Outline Basic Outline 1ProcessDefinition 2ProcessEquipment 3ProcessServices 4SiteLocation 5SpacialRequirements 6BuildingEnvelope 7BuildingServices 8InfrastructureServices 9ExternalWorks 10ExternalConstraints 11EnvironmentalCriteria 12ProcurementStrategy 13Plan-TargetData 14ValueEngineering 15RiskAssessment Feasibility 1 Basic Outline Basic Outline Not Available Basic Oultine Not Available Not Available Not Available Not Available Not Available Not Available Basic Outline Not Available Basic Outline Not Available Not Available Master Plan 2 Agreed Outline Agreed Outline Basic Outline Agreed Outline Basic Outline Basic Outline Not Available Not Available Not Available Basic Oultine Ageed Outline Not Available Basic Outline Not Available Not Available Design Develop- ment 4 Agreed Detail Agreed Scope Agreed Scope Agreed Detail Agreed Scope Agreed Outline Agreed Outline Agreed Outline Basic Outline Agreed Scope Agreed Detail Agreed Scope Agreed Scope Agreed Scope Agreed Scope Detailed Design 5 Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Outline Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Detail Agreed Detail Commis- sioning 7 Detail Complete Achieved Scope Achieved Scope Achieved Scope Achieved Scope Achieved Scope Achieved Scope Achieved Scope Detail Complete Agreed Detail Agreed Detail Detail Complete Detail Complete Achieved Scope Agreed Detail Handover 8 Achieved Scope Achieved Scope Achieved Scope Achieved Scope Achieved Scope Achieved Scope Achieved Scope Construc- tion 6 Detail Complete Detail Complete Detail Complete Detail Complete Detail Complete Detail Complete Detail Complete Detail Complete Agreed Detail Agreed Detail Agreed Detail Detail Complete Detail Complete Detail Complete Agreed Detail Scopeof Works Estimate Stage
- 165. 153 7.5.3 Estimating Development EstimateDevelopment - Flow Sheet The flow sheet on the opposite page shows the inter relationships between activities, inputs, decisions and outputs involved with Estimate Development. The techniques used in estimating development are listed below. Estimating Techniques Listed on the next few sheets are the techniques that could be used when preparing an estimate. Each technique is briefly described to help identify:- The estimate stage at which the particular technique should be used as a valid method; The basic design information that is required to use each technique. Reference should be made to the information status definition listed previously. It is recommended that at least two alternative estimating techniques are used at each stage to compare budget estimates throughout the life of the project. Estimating Technique - Unit Cost The estimator multiplies the cost of a particular unit, by the number of units required. The unit cost technique of estimating requires analysis of previously completed similar projects. The cost of the particular unit is quantified with a detailed description of the component parts with sizes, specification and the base date. The technique relies on the expertise of the resource compiling the information and is particularly relevant to repetitious work. Estimating Technique - Factorial The estimator can develop a total project cost, albeit for the earlier stages of a project, using this technique. By applying a factorial estimate to those elements of the whole project where only certain elements have been considered, the whole project estimate can be produced. The estimating technique, factorial, is particularly useful when used in association with unit cost and process module estimating techniques. This technique relies upon a database of estimating
- 166. 154 information from previouslycompleted projects which have been analysed for the factorial relationships between the elements Estimating Technique - Process Module Unit Is a development of the estimating technique - unit cost where the number of units is multiplied by the cost of a defined process module. The analysis of the process module unit, however, is prepared as an estimate for a complex multi discipline equipment item and its support services. The process module unit detail can be adjusted in estimated cost to reflect changes in the support services. Modifications to the arrangement of the module can be easily made to provide estimates when feasibility estimates are needed.
- 167. 155 Fig 7.22 EstimatingDevelopment Flow Sheet
- 168. 156 7.5.4 Estimating Techniques Ifthe project scope of works principally involves a large amount of labour resource time, e.g. preparation of validation documentation, the estimate could be calculated from a resource man hour forecast. A resource man hour forecast can be established using a resource histogram and listing all the activities involved. Project team resources should estimate the time required, to complete the activities they are responsible for and to establish the overall man hour requirement. Historical data for work of similar involvement should be used if available. Where the manpower costs are significant for a project, the man hour resource technique should be used, to check the estimated cost produced by another estimating technique. Estimating Technique – Building Cost by Volume (m3 ) The cost of a building can be estimated using the spatial volume of the proposed design. The spatial volume is calculated and the quantity multiplied by the estimated cost for each cubic metre of internal space. The cost would include for the building services contained within the structure. The method requires a database of information from work of a similar nature analysed by volume (m3 ) and is used solely for building works with a generic material specification. Used as a check against another estimating technique or for early stage project estimating. Estimating Technique – Building Cost by Floor Area (m2 ) The estimated cost of a facility is calculated by multiplying the gross floor area of the proposed construction, by an appropriate rate. The method requires a database of information for previously completed similar work analysed by floor area (m2 ). The floor area method is used where the particular specification for construction materials and workmanship has not been fully developed. A detailed specification however, can be generated to support the estimate stating the assumptions made. Costs for building services can be estimated for using historical data, (if available), but linear and unit elements should only be used for comparison. Floor area estimates can prove misleading if information is not based upon similar work.
- 169. 157 Estimating Technique –Material Take Off The estimate is generated from the scope of works by quantifying the design information. The design information used should be the overall dimensions for key components, with either a standard or particular specification for materials. Building services are estimated for by using approximate metreages, sizes and material specification and applying a composite rate per linear metre. A factor must be applied to reflect the complexity of the service installation, with a definition of the complexity assessed. This technique requires an intensive measurement exercise and is used when a high degree of accuracy is required, and only when the detailed design information is available. Estimating Technique - Quotations The estimate is compiled with quoted costs for specific scope of work from a contractor or supplier. The cost will be for a particular scope of work including the performance and material specification as detailed by the designer. The contractor or supplier should be a specialist provider of the deliverable. The quotation provided could be in the form of either a contractual commitment (see Supply Chain Management) or an indication of the likely cost (budget). A number of alternative quotations from competitive contractors or suppliers should be obtained to confirm the level of pricing. Estimating technique quotations would have precedence over any other estimating technique as the design will have been thoroughly detailed to enable the quotation to be produced. Confidence in the estimated project cost is increased, having obtained an indication of the cost for the project scope of works from specialists reflecting the current market conditions, rather than being based upon historical data.
- 170. 158 Fig 7.23 EstimatingTechniques Summary
- 171. 159 7.5.5 Estimate Accuracy CostEstimate - Classification The development of the project has been classified into eight specific stages. The stages are listed in chronological order from earliest at the top of the list. These classification stages are recognised as being started and completed at specific milestones of project development. There is a direct link between these milestones and the status of project design development. The completion of each stage represents the point at which agreement on the status of the design between client and project management team can be measured, against anticipated project design development. The stages are used as the project milestones when funding can be released to enable the project team to progress. Funds are released by sanction from the client or the client‟s steering committee, based upon estimates of cash flow expenditure to complete the future stages. Funding Stages For major projects it may be appropriate that three milestones of project development are planned at which funding is released (i.e. stages 2, 3, and 4 listed in the table opposite). For most projects, typically only two stages are required i.e. „pre-spend‟ and „full funding‟ (i.e. stages 3, and 4). Stage 4 – design development, is recognised as the appropriate stage for sanctioning and providing „full funding‟. Reference should be made to Project Management section of this toolkit for funding arrangements. Accuracy – Anticipated Level The stages of project development have each been analysed for the accuracy of estimates against achieved project costs. The historical data is presented for the anticipated level of accuracy for each estimate at each stage. The accuracy of the estimate can only be achieved if the information required at each relevant stage has been provided and used. The accuracy – anticipated level for each stage is presented as a band that indicates the limits, in financial terms, of the acceptable difference between total actual costs against the estimated costs for the project.
- 172. 160 It is implicitthat the additional accuracy allowance included in an estimate should not be expended, as the client‟s requirement is to have the project objectives delivered at the project‟s estimated figure before addition of this accuracy allowance. It is equally possible that the final actual cost will, due to good project management, be below the project estimate figure. The accuracy allowance is purely a need for a fund that the client should recognise, but may consider using elsewhere in his business operations. Fig 7.24 Estimate Accuracy Checklist
- 173. 161 7.5.6 Project onCost The total project estimate should include for all specific costs that are directly associated with the delivery of the project. The project on cost checklist is provided as a list of additional costs that are generally included in project costs when capitalised by the client and are over and above the prime cost items. Project on Cost - Design and Management The project on cost for design and management are the costs associated with the provision of: This work could be undertaken directly by the client‟s own organisation, personnel or consultants, either supporting the client‟s resources or completing the work as a separate appointment. The client should consider the available contractual recourses if the contractor fails to complete or does not perform, when entering into any sub letting arrangement for any such work. The effort required should be considered for the delivery of the whole project. Design Resource responsible for detail dimension drawings, information, preparing material and performance Specifications, for process and facility to enable the construction of the works to be completed to project cost, time and quality objectives. Project Management Resource responsible for the delivery of the completed project to meet cost, time and quality objectives. Construction Management Resource responsible for the construction of the works to be completed to cost, time, and quality objectives safely. Health & Safety Resource responsible for the health, safety and environmental issues associated with the project are completed throughout the project duration. Inspection Resource responsible for onsite and offsite inspection of the quality of the deliverables that will be included in the works. Specialist Consultancy Resource responsible for undertaking specialist work associated with the project, not included in other elements of design and management.
- 174. 162 This work couldbe undertaken directly by the client‟s own organisation, personnel or consultants, either supporting the client‟s resources or completing the work as a separate appointment. The client should consider the available contractual recourses if the contractor fails to complete or does not perform when entering into any sub letting arrangement for any such work. The effort required should be considered for the delivery of the whole project. Project on Cost - Project Specific The project specific costs associated with the location of the construction site, such as land purchase, labour and materials and import duties, carriage etc. The listed items are not part of the prime cost and design and management costs, but may include operational, revenue and start up costs, which the client will capitalise as part of the overall project cost. Discussion with the client‟s accountancy team should identify those costs that are to be attributed directly to the project and included in the summary of project costs. Project on Cost – Project Allowances Allowances must be included for escalation and contingency costs. Information for both of these allowances is considered in detail later in this section.
- 175. 163 Fig 7.25 Projecton Cost - Checklist
- 176. 164 7.5.7 Value Managementand Value Engineering Value Management Value management is a proactive, creative, problem solving (or problem seeking) service, that maximises the functional value of a project by managing its development from concept to use. Value management is not a single method, but a framework within which proven methods are systematically brought together to identify best value from projects, products and services. The graphical representation opposite indicates some of the different methods that could be employed at the various stages throughout the project life cycle. Value management service works by managing the development through audit of all decisions, against a value system determined by the client at the start of the project life cycle. The best time to implement the first value management workshop is at concept design stage, when the major decisions are still to be made. The team for the value management study should comprise the key stakeholders and a facilitator. If the key stakeholders are involved at an early stage, decisions made will reflect, at least to some extent, their interests. Their involvement at this stage should increase their commitment to ensuring the success of the project. The facilitator is essential in managing the process of achieving consensus. The main purpose of value management is to achieve a shared understanding of the design problems and objectives. Value management - benefits: Improved value for money; Improvements in function, performance and quality; Improved business procedures, process and project lead times. Value Engineering Value engineering is an integral part of value management and is an organised approach to providing the required functionality at the lowest cost.
- 177. 165 It is acommon misconception that the purpose of value engineering is to reduce costs. Costs may well be reduced in the process of increasing value, but cost cutting is not the main purpose, it is the elimination of unnecessary cost. Value Management and Value Engineering - The Differences „Value engineering exercise cannot be logically undertaken, until you have a clear understanding of the nature of the problem and what you are trying to achieve.‟ „Value management is all about how you achieve this understanding.‟ Fig 7.26 Project Life Cycle – Impact of Change Cost Reduction Potential ConceptDevelopmentDesignConstructionOperation& Maintenance Replacement Cost Time&LifeCosts ValuePlanningValueManagementValueEngineeringValueReview Costto Change Resistance ToChange Cost Reduction Potential ConceptDevelopmentDesignConstructionOperation& Maintenance Replacement Cost Time&LifeCosts ValuePlanningValueManagementValueEngineeringValueReview Costto Change Resistance ToChange
- 178. 166 7.5.8 Estimate Allowances- Escalation Escalation is the calculation of the movement in finance needed to buy an item between two points in time. The record of cost of an item at a specific point in time can be presented as a factor of the actual cost, of that same item at a base date. The factor is presented as indices for each point in time. A number of national and international agencies publish indices for specific elements of activity both materials, labour, plant and more complex work. Estimate allowance escalation, is calculated by the use of indices to provide an allowance usually expressed as a percentage to be applied to the base cost information. Estimate allowances escalation, are used for two distinct elements of estimating:- 1. Uplifting historical cost data to current (base date) pricing levels; 2. Uplifting current (base date) pricing levels to when the cost will be incurred. Estimate Preparation - Current Base Date The following project elements should be estimated at current prices stating the „base date‟ of the estimate, as the month or quarter of the year in which the estimate has been prepared. Prime cost; Design and management; Project specific costs. Uplifting Historical Data If the cost data to be used in the estimate is historical in nature, an escalation allowance should be used to update the original data to the current base date, by use of the indices graphs opposite. The information provided uses UK data and the indices graphs shown are for:- civil and building work source – BCIS; mechanical and electrical materials and equipment source – ICE (DTI - national stats); labour only work (Retail Price Index) source – DTI (national stats).
- 179. 167 Stage one, isto identify the relevant base dates for the original data and the estimate. Both dates will have an index that can be retrieved from the relevant graph opposite. Stage two, by subtracting the historical data index from the current date index, will provide the index difference. Expressing the index difference as a percentage of the historical data date index, will give the uplift percentage to be applied to increase the historical data to current prices. The current price should be used in the estimate and stated in presenting all cost information. Uplifting historical data – calculation (Current data index - Historical data index) Historical data index Escalation = Uplift Factor x 100 1 (%)(Current data index - Historical data index) Historical data index Escalation = Uplift Factor x 100 1 (%)
- 180. 168 Fig 7.27 Escalation– Indices for Uplifting Historical Data
- 181. 169 Uplifting Current (BaseDate) Pricing Levels The estimate of costs should be compiled with all costs presented for prime cost, design and management and project specific costs at current (base date). An additional allowance for escalation should be made for the increase in costs, anticipated between the current estimate base date and when the work will actually be done and expenditure incurred. There will be cost differences due to inflation and other economic influences. The escalation allowance used to uplift the base date estimate cost is calculated from the forecast indices graphs opposite and the information is provided for: Civil and building work source – BCIS; Mechanical and electrical materials and equipment source – I C E (DTI - national stats); Labour only work (Retail Price Index) source – DTI (national stats). The relevant date for the uplift to be calculated to is generally taken at a point in time two thirds through the anticipated construction period, i.e. when total cost expenditure curve is at its steepest. The relevant date will have an index read from the graph. Subtracting the base date index of the estimate from the relevant uplift date index, will give the index difference. Expressing the index difference as a percentage of the estimate‟s base date index, will give the percentage to be applied to the prime cost, design development and project specific costs elements. The estimate allowance escalation should be included as a separate allowance in the overall project estimate summary. Any future change in the construction period and thus any adjustment of the escalation allowance can be easily calculated. (Current data index - Forecast data index) Current data index Escalation = Uplift Factor x 100 1 (%)(Current data index - Forecast data index) Current data index Escalation = Uplift Factor x 100 1 (%)
- 182. 170 Uplifting Current (BaseDate) Pricing Levels - Calculation Estimate Allowance - Escalation Post Sanction Note. Escalation allowance calculation after sanction included in reports, should reflect the actual progress of the project. As the project progresses, work will be completed. The cost of the completed work will have used part of the escalation allowance and will have been included in actual costs. The calculation of the escalation allowance still to be incurred on the project should also use the same uplift calculation method, but applied only to those activities still to be undertaken. Fig 7.28 Escalation – Indices for Future
- 183. 171 7.5.9 Estimate Allowance- Contingency Contingency allowance should be included in estimates for those unforeseen items that may have a cost and or schedule impact, but have not been included for elsewhere in the estimate. At each stage of project and estimate development, the expected maximum percentage addition allowances have been realised and recorded through analysis of previously completed projects. The analysis comprised comparing final actual project costs against the estimate, before addition of contingency allowance, for each stage of estimate. The percentage addition table and relevant contingency allowance stated should only be considered as a check against the proposed allowance calculated from assessment of all likely risks that could be incurred during the project. The forum for assessment of all risks should be conducted through a risk meeting (see risk assessment). The contingency allowance included in the estimate should be expressed as a percentage that is supported in detail estimate information by the risk evaluation register, fully populated for cost and time and used in a simulation calculation. The estimate allowance contingency, used should be within those bands of acceptable percentage additions, as tabled. If the allowance falls outside of the relevant band, the estimate stage has not been achieved and further work needs to be completed. Contingency Allowances – Inclusions and Exclusions As part of the estimate presentation at each stage of the project, there should be a statement of whether those items that are optional and have been considered as part of the risk assessment, are included or not. The checklist of contingency allowances, inclusions and exclusion items that should be allowed or disallowed when calculating the contingency allowance, is tabled on the opposite page. Notes: Contingency allowances should be managed as a budget element and be fully documented for each funding request. The manager of this budget is generally the project manager. Contingency allowance should be used in accordance with project change control. Estimate Allowances – Risk Evaluation of Contingency The estimate allowance contingency calculation should be reviewed at each stage of estimate classification, as the project develops. The estimate allowance
- 184. 172 contingency calculation, atinitial stages would comprise only a basic outline consideration of likely risks to the project. As the project progresses a more in- depth consideration of the likely risks should be made by the project team. The recommended detail assessment for risk evaluation reviews is included in the table, for each stage of the estimate. Estimate Allowance – Design Development Design development is a „growth‟ allowance made when estimating the prime costs of the project. The design development allowance is the estimator‟s assessment of how much the design is likely to grow, when the actual construction design is detailed against the current status of design. Growth can be either in quantity, performance or specification quality. The design development allowance should be included in the estimate - prime cost quantities or rates. Historical analysis has shown that the „growth‟ in design from detail design stage can increase by up to 10% due to missing detail, information or specification provided for estimate production. Design development is an allowance for the current shortfall in design for the known scope and whilst the spatial arrangements are static, the contingency is a separate estimate allowance for unforeseen occurrences or additional changes to the scope of the project.
- 185. 173 Fig 7.29 EstimateAllowance – Contingency Checklist
- 186. 174 7.5.10 Risk Management– The Process Risk is the uncertainty inherent in plans and the possibility of something happening that can affect the prospects of achieving the project‟s objectives. Failure to identify and implement a suitable mitigation strategy could result in: Unexpected financial loss; Unexpected schedule delay; Reduced quality, performance or acceptability; Impaired safety (design, construction, end use); Potential for prosecution. In general terms, the risk management process comprises: Identification of all potential risks to the successful completion of the project; Assessment of the consequences and impacts of the risks should they occur; Identification and the key project risks; Classify each risk so that they can be grouped together for easier management; Development of a mitigation strategy to reduce or eliminate each key risk as far as possible; Assessment of how much, in time and money, it will cost to reduce or eliminate each risk, i.e. is mitigation cost effective? Estimation of optimistic, most likely and pessimistic cost and time ranges for each significant risk, for use in simulation modelling; Assessment of whether the risk can be transferred to other project parties; Develop a plan to manage the residual risk and ensure identification of any new risks and retirement of old risks; Assign an owner to each risk. The owner will be responsible for managing the risk. The process must ensure that: All identified risks must be listed; All relevant information in respect of each risk is recorded; A method for sorting risks in terms of priority is available; Mitigation plans are recorded for each risk;
- 187. 175 The „owner‟of each risk is recorded; Quantified cost and time impacts are recorded; An auditable record of all relevant information for each risk is recorded. A generic diagrammatic flow sheet of the risk management process is shown opposite and should be considered throughout the whole project process. From the initial risk evaluation workshop, preferably undertaken before calculating a contingency allowance in any estimate, the initial model simulation, inclusive of the detailed estimate information, should be completed and considered against the estimate allowance contingency factor, to be included in the estimate. Fig 7.30 Risk Management – Flow Sheet
- 188. 176 7.5.1 Estimate Format– By Activity Estimating Formats Estimates should be presented throughout the development of the project in a standardised approach. There are however, two methods of presentation to suit the cost information available at the point in time and are determined by the progress of the procurement strategy. Both standard approaches are presented as templates in this section of the toolkit. Estimating format by activity is used when the procurement strategy and the contract scopes have not yet been agreed. By activity approach is used in initial stages of Estimate Development, using the standard format presenting the cost information and where possible, used throughout the project and reconciled as historical data as recorded in the Completion section of this Toolkit. Estimating format by procurement strategy is used when the procurement strategy and scope of work for each contract is agreed. The project team may prefer to review cost progress by these contracts and thus, the estimate summary by procurement strategy and summary cost report, have been prepared to reflect the contracts rather than the discipline activity content. The information presented in this form reflects the procurement strategy for the project which is more than likely unique. The historical data representing the procurement strategy requires significant interpretation with potential for mistake and thus, should be avoided and presented as estimating format by activity. The contracts are activities that can be coded in accordance with the activity coding system to be used on the project. Estimate Components Each project should be considered for the following estimate components:- Prime costs… see below; Design and management… see project on cost; Project specific… see project on cost; Project allowances… see project on cost.
- 189. 177 Estimate Component -Prime Costs The estimate component prime costs, comprises those activities listed as deliverables in the project objectives and includes the associated labour, plant and material used to produce these items. Included in the prime costs should be an allowance for the contractor‟s or supplier‟s indirect costs for supervision, management, construction, plant and head office overheads and profit needed to complete the activity. Additional prime costs may be provided by clients own labour etc. and should be considered as a contractor or supplier. The calculation of the estimate component - prime cost should be undertaken using the estimating techniques listed earlier in this section of the toolkit.
- 190. 178 Fig 7.31 EstimateFormat – Summary by Activity
- 191. 179 7.5.12 Estimate Format– By Procurement Strategy Estimate component prime costs, should be allocated into the following elements: Process Module Items of process equipment and their directly associated services, which are identified as specific modules and together are the whole process. Module Support Services linking the individual process modules into the whole process. Building Envelope The structure and or building required to enclose the whole process inclusive of „building services‟. Infrastructure Services and external works within the boundary of the construction site needed to complete the project. Temporary Construction Works Items of a temporary nature needed to install the permanent prime cost items to complete the works, inclusive of temporary accommodation and service requirements of the project team during construction. Estimate component - prime costs should be presented as discipline costs, listed in columns A – I. 7.5.13 Estimate development – project budget responsibility After approval by the client or the client‟s steering committee, the sanctioned estimate will become the project budget for completing the project. The overall project budget will be the cost against which the project manager will be monitored and judged for success in meeting or not exceeding the project objective for cost. In turn, the component elements of the project budget will be the cost against which the project team resources responsible for each particular activity will be monitored and judged for success. It is therefore, important that the responsible project team resources are involved in preparation of the estimate and acknowledge that they are responsible for the delivery of their activities to the required cost, time and quality requirements.
- 192. 180 The estimate informationis important throughout the whole project duration. It is this information that is regularly reviewed and updated during estimate development and subsequently used in preparation of budgets. The budget information is the basic details that Progress Measurement, Cost Management and Reporting are monitored against and for effective Change Control, adjusted during the remaining phases of the project after approval. Fig 7.32 Estimate Format – Summary by Procurement Strategy
- 193. 181 7.5.14 Cash FlowForecasting - Graphical Cash Flow – Forecasting As part of Estimate Development the client will require information on when expenditure is likely to be incurred. The client will need this information to advise financing bodies of the need to provide funds at specific times throughout the project duration, to satisfy the needs of contractors and suppliers. In fact, the availability of funds may dictate when activity can take place or impact on the nature of the procurement strategy. The calculation and presentation of project cash flow forecasting can be completed by a number of techniques. The forecasting of expenditure may also be required on regular monthly or annual (financial) periods to accommodate client‟s accountancy requirements. Either of the following methods of presenting the costs to be expended over the duration of the project can be used, but are dependant upon the information available. The cash flow forecast is calculated and presented as a function of expenditure at regular intervals. For purposes of the example, the interval is provided as monthly. Graphic representation - used when project schedule milestones have not yet identified other than start and finish dates. Using an industry accepted graphical method of calculating how the cumulative cost will be expended; Activity based - used where project schedule milestones and detailed estimates for activities have been identified. Graphical Representation A typical cash flow forecast graphical representation („S‟ curve), is shown opposite and can be used to calculate the information for the client‟s initial requirements. The information needed to produce this graphical representative is the overall project start and finish dates and the overall project cost estimate. The project duration is calculated as the difference between the project start (significant expenditure commences) and anticipated completion date (all costs have been incurred). The project duration is used to adjust the timescale („y‟ axis) of the graph. The overall project cost estimate is used to adjust the cost scale („x‟ axis) of the graph.
- 194. 182 By entering thetwo variables of project duration and project cost estimate, a typical graphical representation will be generated from the percentage allowances for time inbuilt into the traditional „S‟ curve graph. The graph assumes that funding is being expended at the steepest gradient at a point in time two thirds through the construction period. Creating a project profile from the example graph shown on the opposite page should be used as follows: The project duration should be calculated using the start and completion dates and calculating the duration between them, expressing this duration in equal intervals as required. The user should insert the start date in the appropriate spreadsheet cell. The start date will automatically register in the data table. The table should be manually adjusted for the number of equal intervals. The table should be manually adjusted to fill in the interval labels that will appear on the project duration axis. The table should be manually adjusted to fill in the percentage figures, if the overall duration changes. The percentages should be used to create the project graph of an identical gradient as the example. The formula to calculate the sum for additional intervals in the data should be copied from the existing data table. The project cost estimate should be inserted in the appropriate cell of the table. The graph will be automatically calculated from the information provided.
- 195. 183 Fig 7.33 CashFlow Forecasting – Typical Graph
- 196. 184 7.5.15 Cash FlowForecasting – Activity Based As the project develops the estimate and schedule information is improved and details of activities become available, cash flow forecasting using project activities and their information should be used. The information used to create the cash flow forecasting – activity based method, is a more accurate method of presenting the forecast of expenditure for a project, than the graphical calculation. This method is usually undertaken at the completion of the design detailing phase of a project, when the detailed cost and schedule information is available. The cash flow activity based forecast template opposite, can be used by populating the spreadsheet with detailed information for all the activities of the project. The number of activities to be considered in the spreadsheet is dependent upon the degree of accuracy required, and the information available. Each activity is considered for its estimated cost (exclusive of escalation and contingency allowances) and the timescale over which costs will be incurred. A profile of forecast progress at required regular intervals throughout the project should be used to allocate cost for each interval for each component. The profile of forecast progress for each component can be calculated from a typical graph, or if specific milestones are known, the relevant interval costs. The spreadsheet should be reconciled by comparing the sum of the cost allocation for each interval, against the anticipated final cost for each component. Any variation that is identified between the sum of the interval costs and the component cost should be considered and the allocation of costs reviewed and adjusted, until the figures match. Estimate allowances for both escalation and contingency should be allocated and added to the components cost total, by multiplication of the likely estimate allowance percentage for each interval. The sum of the interval allowances should not exceed the total allowance. Review and adjustment should be made to reconcile any difference. The cash flow activity based forecast, calculated using the spreadsheet, could be presented as a graphical representation, using the total interval costs for the project to populate the data table of the typical graph described on the previous page. An example with stacked bar chart for both monthly and cumulative expenditure is attached to the cash flow activity template.
- 197. 185 Fig 7.34 CashFlow Forecasting – Activity Based Summary
- 198. 186 7.5.16 Foreign Ordersand Currency Projects that have contractors or suppliers located outside of the immediate country in which the project is to be constructed, or where payments are to be made in differing currencies to the currency of the estimate, need to be tracked for any changes. When there is any opportunity for variation in foreign currency to impact on the overall project cost it is important to monitor any fluctuations for the movement of exchange rates and payments to be made throughout the project duration. At any stage in development, the estimate may well be based upon techniques that involve foreign currency data or contractors and suppliers. The estimate documentation at that stage should include a statement with respect to those items that will be paid for in other currencies, to the currency of the estimate. The foreign orders and currency statement will show the current information included in support of the estimated cost. The foreign orders and currency statement should identify all those items for each activity expressed in the currency of the estimate. The objective of the foreign orders and currency statement is to realise the exposure to currency fluctuation and to plan how such costs will be tracked as the project develops. The information required for the tracking of the foreign orders and currency is as follows:- The valid date of quotation; Currency of the tender; Quotation (in currency of payment); The exchange rate used; Value in currency of estimate. The spreadsheet opposite can be used to calculate the value in currency of estimate, by entering the value of the tender in the quoted currency and the current exchange rate. The foreign orders and currency statement will be completed by referencing with the WBS. code, quotation reference, supplier and description of the item or activity. A column is provided on the statement to add any further comments relevant to each order. (i.e. request status for early acquisition of monies in the currency of payment).
- 199. 187 Foreign Orders –Contractual Arrangements The contractual arrangement between client and contractor or supplier is a binding agreement and should state the agreed cost or the method of calculating payment in a particular currency. If the payment for work or items to be supplied are in the currency of estimate for a fixed price, it will be the contractor or supplier who is at risk in the event of exchange rate fluctuation. It is worth monitoring the impact of exchange rate fluctuation on such items, as the information may be a pointer on the performance of the contractor or supplier. With the information on foreign orders and currencies prepared, the overall exposure in the event of exchange rate fluctuation can be assessed. The options open to the client are to: Alter terms of payment in conditions of contract, to benefit forecast exchange rate fluctuations; Buy foreign currency early to pay for work to be completed later; Pay in local currency only.
- 200. 188 Fig 7.35 ForeignOrders and Currency – Estimate Summary
- 201. 189 7.5.17 Estimate andSchedule Verification Throughout the development of any project, estimates and schedules will be produced using a variety of techniques, as described earlier in this section. In order to assess the validity of the estimate or schedule at each stage of the project, it is useful to employ a structured approach to demonstrate the basis of information available and the approach used in producing the estimate. The estimate and schedule verification report provides such a structured approach. The templates shown opposite are: Estimate and schedule verification report – draft cover sheet; Estimate and schedule verification report – draft contents list. The estimate and schedule verification report draft contents list is an example of the elements that should be considered in the report. Section One – Introduction Should include background to the project, terms of the appointment, initial discussions with relevant resources, objectives of the assessment, i.e. extent of the scope, planned timescales and execution plan to review the information that is to be provided. Section Two – Basis of Estimate Information Using the 15 item checklist basis of estimate, shown earlier in this section of the toolkit, to assess the estimating stage from the information available. Conversely the confidence level of the anticipated stage of project development can be reviewed by assessing actual information made available against those planned. Section Three – Basis of Estimate Verification Production Describes the structure of the estimate, the elements of the scope, basis of expressing the estimate in cost and man hours and how the labour, plant, equipment and materials should be demonstrated when reviewed in assessment.
- 202. 190 Section Four -Commentary on Detail of Estimate Verification Describes, in detail, the information that was made available, used in estimating each element of the project scope, and the technique used in quantifying each element from the information made available. In addition, a review should be made that the proposed method of calculating cost and man hour content and the quantification technique, have in fact been applied. Section Five – Confirmation of Inclusions and Exclusions Details of those items that have been included or specifically excluded from the estimate. The initial source of how these items have been considered should be provided by the estimating contractor or consultant. Items that need to be stated as to how they have been treated in the estimate are those that have, by experience, been avoided or missed from previous estimates, but recognised as requiring consideration in the full scope of this estimate. By including this statement, the status of such items, are clearly identified as to their inclusion or exclusion. If such items have been excluded by the contractor the client will need to take account if such items need to be included in his overall estimate for the project. Section Six – Conclusions and Recommendations Details of the findings of the estimate and schedule verification exercise and the agreed project team‟s recommendations, as to immediate or future actions of how to improve the status of the estimate and schedule, to meet the project‟s objectives.
- 203. 191 Fig 7.36 Estimateand Schedule Verification Report
- 204. 192 7.6 Cost ManagementProcess Cost Management Process – Flow Sheet The cost management process flow sheet shows the inputs, actions, decisions and outputs associated with the Cost Management activity. The key to successful cost management is preparation and an appreciation of what is wanted at schedule and estimate development and initial supply chain management stages of the project. The requirements to be provided by the project team resources can, therefore, be described in project execution procedures and used in contract preparation, to request the information needed for cost management. This will avoid project team resources wasting effort on providing information that is not needed, or having to demand information during the project that will require additional effort than that budgeted for, or resources having to change their information production techniques. Cost Management Process The purpose of cost management is to ensure that „value for money‟ is considered together with the cost objectives throughout the project. The project‟s cost management system should be forward looking and not just a mechanism for monitoring those costs that have already been expended. The cost management system to be used on a project is the selection of those techniques thought, by the project team, needed to: Manage budgets, Monitor actual cost, Forecast future costs, Manage risk. The process of cost management is a combination of these four components: Cost Management – Budget Original budget This is the estimate figure sanctioned by the client, as the approved maximum cost to be expended for the project as a whole and its component elements. Clear
- 205. 193 definition is importantto identify the responsibilities of all project team resources and what is to be included for their particular budget and scope of works. A clear definition of requirements should be included in project execution procedures. Current Budget The original budget is adjusted for the impact of any approved changes as the project develops in accordance with the project change control procedures Budget Review Current budgets should be reviewed throughout the life of a project to identify any variance between current budget and the anticipated final cost of each component or activity. It is important that there is an understanding by the project team resources of the work completed to date and remaining project activity, within the scope of work. Control Budget At specific milestones in the development of the project, the current budget may be required to be formally reviewed to reassess the sanctioned budget, if approval had been made too early in the project‟s development. The estimating milestones are generally at points in time in the development of the project to request further funding from the relevant approval authority. On receiving approval of the relevant funding, the budget is „frozen‟ and the responsible project team resource should control the expenditure of funds against the new budget.
- 206. 194 Fig 7.37 CostManagement Flow Sheet
- 207. 195 7.6.1 Cost Management– Monitoring Actual Cost Actual Cost These are those costs that have been paid or are currently required to be paid as part of the project by the client, for work completed. These costs may be payments to contractors, suppliers, etc. or as transfers for work completed by own organisation, and are to be recorded as project cost. Original scope award The original order value awarded by the client to the consultant, contractor or supplier for the particular element of work. The order value should be the same as the contract award value. Agreed Variation Orders The variations to the original scope award agreed between the consultant, contractor or supplier and the client‟s authorising party to the order. The variations are agreed when the cost of the change has been evaluated and accepted by both parties to the contract. Current Scope Award The summary of the original scope award and the agreed variation orders. The current scope award is, therefore, the current anticipated cost to the client if the consultant, contractor or supplier was to complete the activity. Auditing The process of selecting a reported cost item and examining the supporting detail information to confirm that the claimed amount for that particular item is correct. Sampling The cost management technique that involves examining a portion of the current design to review the current „growth factor‟ (design development allowance, see Estimate Development) and is considered against the original estimate allowances
- 208. 196 for quantity andcost. By assessing a portion of the design, sampling can be undertaken throughout project development. Trending This compares the anticipated plan for costs and resources against actual, by graphically plotting cost statistics over regular time intervals for the project. Progress, in financial expenditure, to a point in the project, can then be compared against the anticipated planned expenditure to that date to identify trends and variances. The graphical presentation should be considered for the reasons why there is a trend or variance. Cost Management - Project‟s External Orders The purpose of monitoring actual costs against budget forecasts is to advise the project team of the progress of orders or activities against what was anticipated to have been expended, at that point in time. The exercise should involve a regular formal review of the anticipated final cost (AFC) forecast for each order or activity, by collating all the relevant information. The template opposite should be used to complete the presentation of project‟s external orders information. The information to be provided should be agreed with the project team and prepared for the particular budget under consideration. The template is flexible, in that it can be used to reflect the detail of the project by either contracts or areas. The template should be populated with information referencing the project order number, the name of the appointed consultant, contractor or supplier, with a brief description of the work for each budget area. The template should include work that is still to be ordered for the budget area to reflect the whole project status.
- 209. 197 Fig 7.38 Project’sExternal Orders – Progress
- 210. 198 Cost Management –Value of Work Done Value of work done (VoWD) - is the assessment in cost terms of the current „value‟ of the work completed at that point in time. The calculation of „value‟ can be either undertaken using the techniques listed in Progress Measurement and converted into cost, or evaluated from invoices, or interim assessments. The contractual agreement with suppliers and contractors etc., should state how the work will be evaluated at interim milestones in the contract time scale. The contractual entitlement and the value of work done (V o W D) at interim assessment reviews will generally differ. To complete the assessment of „value‟, consideration should be made for the „real cost‟ by assessing the benefits that an activity contributes to the project objectives. The assessment of these benefits is made by project team resource opinion, rather than fact. Some contracts make payments for only completed activities and unless progress information is provided on all activities, the payment route will not reflect the overall progress performance. VoWD. progress assessment is an important measure of how the activity and the project is performing. The exercise of calculating V o W D requires significant information and effort to complete. There is a time delay in calculating the V o W D from the cut off date for each project interval, as there are resource interfaces and numerous documents to be created and collated. The V o W D cannot without significant manipulation and further effort be used to compare man hour performance, (earned value). The effort required for gathering information should, however, be coordinated between cost and schedule representatives. Monitoring actual cost and budget cost templates are provided for the project‟s external orders, client‟s internal costs, and details of foreign orders that should be used to compare actual and budget costs. Monitoring actual cost and value of work done is specifically provided to give the client reconciliation between costs reported by the project and those contained in any accountancy system. Cost Management - Client‟s Project Costs The client‟s own resources may undertake the following scope of the project work: some or all of the construction activities; some or all of the commissioning activities; operational works in the vicinity of the execution of the project;
- 211. 199 some orall of the materials; some or all of the project construction management. The costs associated with this content of the project work, as listed above, may be acceptable for „capitalisation‟. The client‟s accountancy team should advise what elements can and cannot be capitalised. The method of recording the cost as client‟s project costs will probably be by internal transfer. To present and monitor progress for the whole project cost at interim assessment, all costs will need to be provided. The template should be used to record allocation of client‟s project costs and the make up of the information is identical to the project‟s external costs template, for information to be provided.
- 212. 200 Fig 7.39 MonitoringActual Cost – Internal Costs Progress
- 213. 201 Cost Management –Forecast Future Cost Techniques used to forecast future cost are the same techniques used to prepare estimates, as listed in Estimate Development. The technique to be used depends upon the information available. It is anticipated that the information used to forecast future costs will be based upon information with greater detail and accuracy, than provided at budget estimate stage. In addition, sampling and trending techniques considered earlier in this section, can be used to calculate and make graphical presentation of any changes since budget approval. The important aspect of forecasting future cost is realising the full impact of any change on the original plan. Anticipated final cost (AFC) is the current forecast of future cost plus cost to date, this will give the anticipated final cost of an element or project as a whole and should make provision for :- Change orders that are to be approved, but are yet to be agreed; Site or field instructions made, but are not yet agreed; Future site instructions, allowance for unknown; Claims for additional payments, but are not yet agreed. Forecast spend to date – is the forecasted cost to be incurred against an activity at the particular point in time. The forecasted cost will be based upon the original budget and cash flow expenditure calculation prepared in Estimate Development. The forecast spend to date should be revised at each regular review to reflect the current approved budget that includes the approved additions for the project and activities. The forecast spend to date should be compared against VoWD. to monitor progress. Differences between the two figures showing financial variance in anticipated progress. Anticipated variation orders – are a record of additional cost information relevant to a particular activity for variation in work that is known about, but has currently not been dealt with formally. The anticipated variation orders should be kept to a minimum and are a reflection on the inefficiency of the project to manage change. Anticipated final cost – is the summary of the current scope award and the addition of the anticipated final cost. The anticipated final cost is the current forecast of the final cost of all activities. The anticipated final cost should be compared against the approved sanctioned budget. The differences between
- 214. 202 these two figuresshowing the accuracy of the approved budget and the outstanding costs that are not fully managed. Cost Management - Management of Risk The system employed for Estimate Development to manage risk should be maintained throughout the project. The project team should arrange to consider, at regular intervals, the relevance of previously identified risks, if other risks are materialising and to review the progress of agreed mitigation strategies used to offset potential risks. As part of the review, the project team should consider the potential cost and time implication if a risk is realised. The assessment review of each item should be used to re-evaluate the current contingency allowance, to be retained as the required funding for the project. The contingency allowance should be included in regular cost reports. Rundown of contingency is the presentation of risk and contingency allowances as the project develops. The information can be presented in two ways as follows and explained in detail later in this section: Contingency expenditure tracking the cumulative expenditure of additional work costs summarised from change control; Risk rundown tracking the contingency allowances still retained on a project, expressed as a percentage of the current AFC. 7.6.2 Risk Register and Progress The output from the risk workshop is the risk register. The impact assessment for each risk is considered using a matrix with the ranges specifically agreed for the individual project. An example of which is tabled below. The matrix is used for each review at these regular workshops. Fig 7.40 Score Cost Time 5 Very High 71% - 100% > £65k > 10 wkg days 4 High 51% - 70% £40k - £65k 7 - 10 wkg days 3 Medium 31% - 50% £15k - £40k 4 - 7 wkg days 2 Low 11% - 30% £5K - £15k 2 - 4 wkg days 1 Very Low 0% - 10% < £5k < 2 wkg days Probability Scoring Matrix
- 215. 203 The risk registercomprises: Risk ID The discrete risk identification number. Risk Description The specific description of the risk. Category The allocated discipline for each risk item. Cause The potential cause of the risk concerned. Effect The anticipated impact resulting from the risk. Mitigation Strategy The agreed strategy to be implemented to cope with or avoid the specific risk. Risk Owner The designated owner of the risk and responsible for implementing the mitigation strategy. Likelihood and Ranking The project team‟s assessment of the likelihood of the risk happening. Cost Impact The assessed cost impact if the risk was to occur expressed optimistically, most likely and pessimistically. Time Impact The assessed impact to the project plan if the risk was to occur expressed optimistically, most likely, pessimistically. Fig 7.41 7.6.3 Foreign Orders and Currency Projects that have contractual arrangements with payment terms that are subject to fluctuations in foreign currency exchange rates require regular monitoring for assessment of any cost variance. The nature of projects now has numerous 1 Unforeseen poor ground conditions Civils Surveys miss pockets of contaminated ground Additional costs and for the removal and disposal of contaminated ground Carry out additional boreholes and trial pits. Review all available historical information 2 Insufficient skilled client resources Mgt Other similar projects stretches the clients available resources Potential delays and additional costs to bring in external resources Review roles and responsibilities and assign known personnel to identify gaps 3 Risk of finding unknown services in the proximity Civils Drawings are accurately Additional costs for testing and isolation, removal and disposal Review all available historical information. Hand dig trial pits in suspect areas Risk ID No Cat. CauseRisk Description Effect Mitigation Strategy Risk Ranking Risk Ranking Optimistic ML Pessimistic Optimistic ML Pessimistic DGH 80% 4 2 High Medium Cost High £52,300 £64,290 £77,000 1w 2w 4w DFS 50% 2 5 Medium High Time High £26,500 £34,800 £46,000 2w 5w 8w RHG 20% 2 3 Low Medium Time Medium £23,900 £39,800 £78,500 2w 4w 10w Cost Time Time Impact Combined Ranking Cost Impact Cost Likeli hood % TimeOwner 1 Unforeseen poor ground conditions Civils Surveys miss pockets of contaminated ground Additional costs and for the removal and disposal of contaminated ground Carry out additional boreholes and trial pits. Review all available historical information 2 Insufficient skilled client resources Mgt Other similar projects stretches the clients available resources Potential delays and additional costs to bring in external resources Review roles and responsibilities and assign known personnel to identify gaps 3 Risk of finding unknown services in the proximity Civils Drawings are accurately Additional costs for testing and isolation, removal and disposal Review all available historical information. Hand dig trial pits in suspect areas Risk ID No Cat. CauseRisk Description Effect Mitigation Strategy Risk Ranking Risk Ranking Optimistic ML Pessimistic Optimistic ML Pessimistic DGH 80% 4 2 High Medium Cost High £52,300 £64,290 £77,000 1w 2w 4w DFS 50% 2 5 Medium High Time High £26,500 £34,800 £46,000 2w 5w 8w RHG 20% 2 3 Low Medium Time Medium £23,900 £39,800 £78,500 2w 4w 10w Cost Time Time Impact Combined Ranking Cost Impact Cost Likeli hood % TimeOwner 1 Unforeseen poor ground conditions Civils Surveys miss pockets of contaminated ground Additional costs and for the removal and disposal of contaminated ground Carry out additional boreholes and trial pits. Review all available historical information 2 Insufficient skilled client resources Mgt Other similar projects stretches the clients available resources Potential delays and additional costs to bring in external resources Review roles and responsibilities and assign known personnel to identify gaps 3 Risk of finding unknown services in the proximity Civils Drawings are accurately Additional costs for testing and isolation, removal and disposal Review all available historical information. Hand dig trial pits in suspect areas Risk ID No Cat. CauseRisk Description Effect Mitigation Strategy Risk Ranking Risk Ranking Optimistic ML Pessimistic Optimistic ML Pessimistic DGH 80% 4 2 High Medium Cost High £52,300 £64,290 £77,000 1w 2w 4w DFS 50% 2 5 Medium High Time High £26,500 £34,800 £46,000 2w 5w 8w RHG 20% 2 3 Low Medium Time Medium £23,900 £39,800 £78,500 2w 4w 10w Cost Time Time Impact Combined Ranking Cost Impact Cost Likeli hood % TimeOwner
- 216. 204 contracts, undertaken asa complexity of foreign country and currency involvement. To avoid significant additional funding when bills are to be paid it is important to regularly consider the current anticipated outturn costs compared against planned budget costs. Estimate Development prepared an initial statement of those orders that fall in this category and budget allowances are included in the overall project estimate. The template on the opposite page is a development of the statement previously prepared. The following information should be complied for each order at regular intervals, as agreed with the project team. Foreign Orders and Currency – Information Supplier Provide details of the client‟s order number or reference, the name of the supplier and brief description of the work referenced against the particular project activity code. Budget Provide the following details of the particular activity or work element: Value in Currency of Payment - is the original estimated cost of the work element to be paid to the supplier. This cost estimate may in fact have been a quotation from the supplier. The budget value should be the work content included in the project estimate original budget for this activity. Valid Date of Quotation - is the base date at which the original budget estimate was prepared, and if the estimate used a quotation, the date of the quotation should be the estimate date. Exchange Rate at Estimate Date – is the relevant exchange rate between the currency of payment and the currency of estimate and should be included. The information provided by an approved source. Value in Currency of Estimate – is the value included in the original budget for the work activity. The original budget should be the value in the currency of payment, multiplied by the relevant exchange rate. Current provide the following details for the „cut off‟ date: Current Exchange Rate is the relevant exchange rate as advised by an approved source for the „cut off‟ date. Anticipated Final Cost is the recalculation of the original budget multiplied by the current exchange rate and is the current estimate of the funds that the client will need to pay for the completed work, expressed in the currency of the project budget. Variance is the difference between the original budget and the current anticipated final cost.
- 217. 205 Notes: Each changeto the original budget scope of work should be subject of a separate calculation with reference made to the estimate, quotation date, and the relevant exchange rate. The variance of the trend between the two currencies involved is seen to be a deficit, but could be offset by purchasing foreign currency earlier than required.
- 218. 206 Fig 7.42 ForeignOrders and Currency - Progress
- 219. 207 7.6.4 Client‟s CostLedger - Reconciliation Client‟s Cost Ledger The client will use an accountancy system that will produce internal cost reports. Experience has shown that the client‟s system may contain different cost information from that known and reported to the project team. The client‟s information should at any point in time be interrogated, in either electronic or hard copy form, as a document referenced as the client‟s cost ledger. The client‟s cost ledger may differ from project team‟s knowledge due to a number of reasons: Delay in the client‟s system of recording cost information in connection with placement of orders, stating order value and current anticipated final cost. The template on opposite page excludes this information; Delay in recording interim evaluation of work done. Interim evaluation involves assessment and „cut off‟ dates before the formal interim payment date, an invoice is then raised and payment made. The period of time from „cut off‟ to payment can be between four to eight weeks depending upon the contractual agreement. The client‟s system will probably only record cost information for the payment as a cheque is paid to the relevant party which will be after the cost information is expected to be reported to the project; The project‟s cost management system may require that information is produced for inclusion in progress reports that reflect the most up to date cost position. The basis of the progress report will be based upon more up to date information than costs associated with interim evaluation. The required information will be produced from using progress measurement techniques that will assess actual work completed at a point in time later than the date used for payment; The contractual arrangement between the client and supplier may contain conditions with regard to payment, which are not related to interim evaluation, but are governed by stage or milestone achievements. Payments recorded for such contractual arrangements on the client‟s system do not reflect cost progress; Error inputting entry of cost information in the client‟s system.
- 220. 208 Client‟s Cost Ledger- Reconciling The elements that should be considered are as follows: The work is the detailed activity against which the project team have selected to collate cost information. Cost information will be a series of instructions to resources to undertake the activity. Generally instruction will be a client‟s order for the particular element of work; The client’s order identified by a unique reference attributed to the work and this should be used. The checklist of what should be included in an order is provided in the Supply Chain Management section of this Toolkit; The client’s cost ledger is the information provided from the client‟s accountancy system of the current record of cost for the particular client‟s orders or project; The project’s cost report is the cost information collated by the project team at a specific point in time. The information will include information on budgets, order values, value of work done and forecasted final costs; Reconciliation the client‟s cost ledger and the project‟s cost report should be compared to identify variance between the project elements. The differences should be identified on the template opposite with commentary explaining each difference. In the example VoWD and payments have been compared.
- 221. 209 Fig 7.43 Client’sCost Ledger – Reconciliation Report
- 222. 210 7.6.5 Accruals Calculation Accruals- Definition Accruals are the anticipated cost liability of the client for project work from a current point in time up to a future point in time. Careful consideration is needed to identify exactly what is meant by „accruals‟, as clients vary in their interpretation as to what should be included. Confusion arises over inclusions for accruals, as to what will be paid or work done by a particular date and those costs not yet paid, but due for payment within a specific time period. The relevant point in time will be a requirement for the client‟s business needs. The accrual‟s date will be either for the client‟s financial year, quarter or month or for a calendar date. Accruals - Calculation The initial information that will need to be agreed with the client‟s financial advisers will be to: Confirm the accruals „cut off‟ or relevant date; Confirm what can to be included as an accrual; Confirm the current status of cost information recorded by the client‟s accountancy system. The accruals calculation statement should be prepared and summarised as follows: Project Components should include prime cost, design and management, project specific and allowances. The prime cost component should be presented either by activity or contract strategy. Each component should be considered for its cost profile for regular intervals over the project duration; Value of Work Done compiled for current cost assessment as described earlier in this section; Anticipated Final Cost compiled as the current forecast of the total final cost of completing the particular element and project. The AFC figures used should equate to the current reported cost information; Future Period Cost is the implementation of confirming accruals „cut off‟ date and inclusions. The template has been prepared for calculation of
- 223. 211 accruals distributed, inthis example, at monthly intervals and is the forecast of the cost to be expended up to the accruals „cut off‟ date; AFC Check The A F C should equal to the sum of VoWD plus cost allocations over the accrual period and future period cost. It is useful to make a comparison of the reported A F C and the sum of the elements as described to ensure that there is no difference and error in the calculation of accruals figures reported to the client‟s financial team. Accruals – Presentation Accruals information should be presented either as The accruals calculation template as shown opposite or Graphically using an adaptation of the forecast cash flow curve prepared in Estimate Development.
- 224. 212 Fig 7.44 AccrualsCalculation - Report
- 225. 213 7.6.6 Cash FlowForecasting – Tracking Costs Tracking cost movement is a Cost Management technique used to compare graphically, actual cost against planned cost. Tracking cost movement can be applied to a number of project cost elements: Cumulative Expenditure - monitors the V o W D cost information for individual contract, particular activity, or project as the work progresses; Anticipated Final Cost - monitors throughout the project duration on a regular basis the project team‟s forecasts of final cost of the contract, activity or project; Contingency - monitors the contingency percentage allowance included in cost forecasts for contract, activity or project as the work progresses; Change Expenditure - monitors the allocation of cost to changes formally approved by the project change control procedures as the project develops; Risk - the user records the level of risk to the project, in cost terms, considered by the project team as the project develops. The information is produced from the risk evaluation log and should be used as an alternative to consideration of contingency. The graph shown opposite has been compiled for a whole project, but the template could be customised for an individual activity or contract as required. The graph was initially prepared in Estimate Development as forecasting cash flows. The compilation of the cost information should be made from Progress Measurement, Cost Management and Reporting techniques. Tracking Costs - Cumulative Expenditure Tracking cumulative expenditure is the comparison of actual against planned expenditure over the duration of the contract, activity or project expressed at regular assessment intervals. The actual expenditure is the cumulative summation of expenditure up to the current assessment point. Forecasting cumulative expenditure is anticipating the costs to go from the current assessment point required to complete the activity, contract or project. The calculation of cost to go could be based upon information provided by the consultant, contractor or supplier as the current forecast of expenditure to go and should be reviewed by project team resources to identify known or unknown changes to scope.
- 226. 214 Comparing the trendof cumulative expenditure will clearly identify any variance from the expenditure curve planned. Interpretation of the variance trend, however, could be because of a number issues as listed below: Work being completed late or early; Under or over estimation of the planned expenditure spend; Time scale error. Tracking Costs - Anticipated Final Cost Tracking anticipated final cost is the comparison of the planned AFC which should be a straight line representing the project budget and the forecasted AFC, stated in the regular progress statements as the project team‟s current assessment of the final cost of an activity, contract or project. By monitoring the variance and trend in these forecasts, the project team can assess if any remedial actions or additional spends are likely to exceed any funding constraint imposed by the client. Both cumulative expenditure and anticipated final cost tracking are presented on the template opposite.
- 227. 215 Fig 7.45 CashFlow Forecasting – Tracking Movements
- 228. 216 7.6.7 Tracking Costs- Contingency Contingency is included in the project budget as an allowance to be used to pay for anything unexpected that may happen during the development of the project. Contingency allowance should, however, not be considered as a budget to be expended, but as fund available to the project to be used to offset cost of the unexpected. Comparing the current planned against the actual contingency allowance requested by the project team, will identify a trend or variance that should be considered for the relevance of the remaining allowance or budget, considered necessary to complete the project. The use of the contingency allowance is a reflection on the ability of the project team to; manage change, to fully understand the requirements of the project and to anticipate the unexpected. Two templates are provided for the presentation of contingency allowances throughout the project duration: Expressed as a percentage addition to the current anticipated final cost of the project; Expressed as separate cost expenditure for additional works. The contingency allowance originally anticipated for a project should be monitored for trends or variance and used to calculate the current level of contingency still needed or requested. The comparison should be seen as an indication of the current overall success of the project. The contingency factor is a reflection on the ability of the project team to, manage change, to fully understand the requirements of the project and anticipate the unexpected. Tracking Costs - Contingency Rundown - The graph uses the recorded percentage allowances that have been assessed and included in the A F C for the project at each progress interval. The actual contingency allowances requirements are plotted as a graph for comparison against the planned contingency. In addition, the project team‟s assessment of risk and the product of current risk evaluation workshops could be presented as a separate graph if the allowances are different. The presentation should be completed by forecasting the contingency allowance required to complete the project.
- 229. 217 Tracking Costs -Contingency Expenditure - The graph reports the expenditure of the contingency budget to offset payment for authorised change. The graph should be presented either as total expenditure or expressed as a percentage of the overall project budget. The allowance should be shown either as a straight line increment, anticipating that the contingency budget would be expended equally at regular intervals, or as an „S‟ curve forecasting a decrease in expenditure change as the project develops. The actual expenditure recorded in the regular project reports are plotted onto the graph. The actual cost information is the cumulative expenditure of change recorded from the project‟s change control report, using only the approved changes.
- 230. 218 Fig 7.46 TrackingCosts – Contingency Movement
- 231. 219 7.7 Change ControlProcess Change control flow sheet The change control flow sheet shown opposite presents an approach to the information requirements, the decisions that are needed and the activities involved in managing changes to the initial agreed scope of work, that was used to create the budget and schedule against which the project is being monitored. A more detailed flow sheet is included later in this section to provide a presentation of the sequence of change activity in the two stage approval procedure proposed here. The change control procedure should be contained in the Project Execution Procedures. The process of checking if the change order is compliant with requirements is outlined in the change order flowchart. Change Control Process The change control process is the project‟s chosen method of managing change to the initial cost and schedule content, used to obtain funding to undertake the project scope of work and to achieve the project‟s objectives. The process of managing change is to control the project team resources as to how they should act to a variation to the original intention. There are a number of methods as to how change is managed, but it is important that the requirements of the project are identified and advised to the project team resources as soon as project approval is given. Change – What is a Change? A change is a variation to the original planned scope of work formally recorded in support information approved by the client and sanctioned for delivery to a specified cost, by a certain date and to achieve a specified quality safely. The change may be a variation to the project‟s objectives, scope of work or method of execution. The change may be as result of a variation of time or funding allowance that alters the sequence or budget for an element of the whole project. The change may be as a result of an error or omission by a project team resource in the execution of the work. The variation may be contained within the work activity or may have an impact on subsequent activities.
- 232. 220 Estimate Development introducedthe concept of design development allowance made by the estimator or scheduler on behalf of the responsible project team resource before formal approval. The design development allowance is included for the design quantity, performance or quality improvement as an accuracy factor. A change may be claimed to be as a result of a fundamental variation but should in fact be funded by the design development allowance included in the responsible project team resource‟s budget. A variation that is design development in nature would not constitute a change, as this variation should be accommodated by the growth or design development allowance made in Estimate Development contingency allowance. If the variation is as a field order instruction (i.e. to resolve a clash between disciplines) it is not considered a change, as this variation should also be accommodated by the growth allowance for design development made in estimate development contingency allowance. A change order (CO) is, therefore, an approved project team agreement that a change is accepted as such and has been fully assessed for cost and schedule impact and is compliant with the change order procedure as instructed by the project management team.
- 233. 221 Fig 7.47 ChangeControl Flow Sheet
- 234. 222 7.71 Change ControlOrganisation Who is Involved in the Change Control Process? A typical project change control organisation „organogram‟ is provided as a checklist of those parties involved with the process of preparing and authorising a change order. Reference should also be made to the change control flow sheet, to identify the point in the process at which each party needs to be formally involved. Each change order starts by an initiator who recognises that there is a variation from the current understanding of the scope of work. The change order initiator could in fact be any member of the project team. The change order initiator should complete the change order request (COR.) part of the change order form, discussed in detail later in this section. The change order process involves two stages in which the project team resources are involved and they are: Stage 1 - on receipt of the change order request (COR) the project manager should: instruct the project team resources to consider the relevance of the COR. The project team resources instructed by the project manager to review the content of the COR should report back, or immediately consider if the change order is relevant and should proceed. Approval to proceed would be an instruction for all relevant project team resources to collaborate to prepare a change order proposal (COP.) instruct the project team resource to record the details and provide a change order number; instruct the necessary project team resources to consider the detail of the COP. The project team resources may involve the relevant contractor and / or supplier to provide information on cost and schedule to enable quantification of the impact of the COP. Stage 2 – on receipt of the change order proposal (C O P) the project manager should: review if C O P is acceptable for cost and schedule impact and if necessary, request project team resources to recalculate until acceptable;
- 235. 223 request authorisationand approval of the COP from the project sponsor or equivalent client‟s representative. Approval of the change order proposal will signal the incorporation of change order authorisation (COA) into the project progress reporting system for cost and schedule impact. Fig 7.48 Change Control Organogram
- 236. 224 7.7.2 Change Order– Process Flow Sheet Significant work may be involved preparing the change order proposal (COP) and no work should be undertaken by the project team resources without prior approval of the change order request (COR) to proceed from the relevant authority. The instruction to proceed is an implicit instruction that project team resources to undertake work and incur additional cost as a result of this change. All project costs associated with preparation of the COR and COP should be included in the total cost of the change order. The change order flow sheet is prepared with the activities involved in completion of a change order. The maximum timescale for submission and consideration at each stage should be advised either in the project procedure or by the project manager when authorising the COR. Effective change control requires a systematic approach to the activities of responsible project team resources relevant to a change. The impact of change to project activities can be assessed in a number of alternative ways to consider the most suitable to meet the objectives of the project. On receipt of the authorised change order request (COR) the project team‟s scheduling resource should identify the activities and resources affected by the change. The technique used to consider and present the schedule information should be created separately from the „baselined‟ project schedule. The scheduling technique selected should be created using the base lined project information, plus assumptions for activities and resources impacted by the change. The schedule presented will either alter or maintain the planned project end date. An altered planned project end date will be either acceptable to the project team or rejected and then further consideration will be necessary. In order to reconsider the impact of the change the project team‟s scheduling resource will need to address the specific criteria, upon which assumptions were made to recalculate the initial schedule. The specific areas to reconsider are as follows; Reassess the logic between activities and their timing and sequence for potential reduction in the critical path duration.; Vary the project‟s daily or weekly calendar to increase the available working period within the Project duration. The project‟s calendar increase
- 237. 225 can be achievedby resources working additional days (weekends, bank holidays) or additional hours (overtime, shift working); Increase the resource numbers to achieve more progress although productivity may be reduced. Resource increases that could be considered are labour and plant/equipment; Use alternative materials with equivalent performance requirements that are however installed more productively. The considerations listed for schedule impact may, however, have additional cost implications. The project team will need to balance the schedule and cost impact to meet the objectives of the project as a whole. From the options available, the project team will have to select their course of action to offset the impact on the project schedule. The project schedule may have altered or maintained the planned end date and should be included in the change order proposal (COP) that is submitted to the client‟s authorised resource for approval. The change order authorised (COA) is the instruction to incorporate the impact into the base lined schedule. On completing the revised schedule, it should be issued to the project team.
- 238. 226 Fig 7.49 ChangeOrder – Process Flowsheet
- 239. 227 7.7.3 Change Order- Form The change order form shown on the opposite page is provided as a single document recording the status of the change order and summarising the cost and schedule impact. The form could, however, be customised to suit the client‟s own change order procedure if appropriate. There are three distinct phases to the progress of the change order and are listed as follows. Phase 1 - Change Order Request (COR) - Should be initiated by a member of the project team. The appropriate supportive detailed documentation outlining the background to change should be included. The project manager will decide the course of action from this information and may: Dismiss the C O R as not relevant as a change; Request that further information is provided to enable a decision to be made; Instruct the project team to prepare a change order proposal. Phase 2 - Change Order Proposal (COP) – Following approval of the C O R, the project team resources should prepare a detailed cost and schedule submission for consideration by the responsible project team resource. The project team resources that could be involved are the responsible project team resource supported by cost and schedule resources, construction manager and design manager. The completed information and documentation should be submitted by the responsible project team resource to the project manager as the change order proposal. The project manager will consider the following options: Dismiss the COP as not relevant as a change. (although costs will have been incurred in preparation of the COP. and therefore, will have a project cost implication); Request that further information is provided and / or consider options to both schedule and designs impact before resubmitting the COP; Accept the COP and request authorisation from project management team or project sponsor. Informal discussion should have been made prior to issue of the COP to prepare the background, before formal presentation to the project management team or project sponsor. Phase 3 - Change Order Authorisation (COA) – Approval of the COP by the project management team or project sponsor is formally made by signing the change order authorisation (COA) form. The signed COA is issued to the project
- 240. 228 manager for recordas an approved change to the project. The formal authorisation is an instruction to proceed with the incorporation of the change into the project and will require the following: Design manager to revise the design information and documentation; Cost budgets to be adjusted; Schedule to be adjusted; Design, budgets and schedule adjustments to be communicated to the project team resources. Rejection of the C O P by the project management team or project sponsor will require the following: Further consideration of design and schedule options before resubmission of an acceptable COP; Acceptance by the project team that the change will not be authorised and that the costs involved with production of COA and COP together with the impact of the change are absorbed into the project A F C; Pursue the implications of a dispute between project team resources and the client‟s project management team or project sponsor resolved through one of the solutions listed in Supply Chain Management;
- 241. 229 Fig 7.50 ChangeOrder – Form (Template) Apr-04Apr-04
- 242. 230 7.7.4 Change Order- Register All potential changes arising on a project in accordance with the Project Execution Procedures should be recorded for progress and their current status. The register should therefore be kept up to date by the relevant project team resource. The phases of the evolution of a change order are provided with a separate column to be completed as each approval is achieved. The issue of a change order number should only be made after instruction to proceed in preparation of a COP. The following information should be recorded in the change order register: Change Order Number Unique number assigned by the project team resource on receipt of a signed COR instructing resources to proceed in preparation of a COP. Change Order Description The brief description of the change. Change Order Approval The relevant dates as approval for COR, COP, and COA is achieved. Activity Reference The relevant references for those project activities included in the current schedule that the change will impact upon. The activities in the schedule should only be included in the schedule when the change order is authorised (COA). Change Allowance The current forecast cost impact of the change order if it is authorised should be included. The change allowance should be estimated from the current information available. The change allowance is used in progress cost reports. On approval of the change order the cost impact should be included in budget allowances. Before approval, current cost forecasts for changes should be included in anticipated final costs calculations. Budget Allowance The forecast cost impact of the change order authorised (COA) and included in progress cost reports as budget allowance, should be regularly compared with the actual costs. The information provided in the change order register is the basis of costs used compiling the change control report and cost reports.
- 243. 231 Fig 7.51 ChangeOrders – Register Progress
- 244. 232 7.8 Progress Measurement ProgressMeasurement – Status Evaluation Techniques Throughout the duration of the project, the project team need to gather progress information to assess if an activity is ahead, or behind the proposed plan to deliver the objectives of the project, in order to consider options as changes or variance against planned progress occurs. The activities that should be considered for progress assessment are all tasks needed to complete a project from design, through construction, to process or facility start up and handover. The techniques of evaluating and measuring the current progress of an activity against planned are listed as follows: Progress Measurement Technique - Units Completed The units completed progress measurement technique is used to assess those activities that involve repeat production of measurable items of work, for example:- Installation of a new street lights along a road 1 Erect street lights 50 off -30 erected = 60% completed. 2 Connect street lights 50 off -20 erected = 40% completed. These types of units of activity can be undertaken by a number of different construction approaches to achieve the same completion milestone. In the example - installation of lighting, the multiple activities could be undertaken by: each activity (erect all street lights then connect street light) or each unit (erect and connect each street light) Careful preparation is, therefore, needed to ensure that the plan to undertake activities for the working sequence is represented in the schedule. The Schedule Development should meet the demands of Progress Measurement and, therefore, close liaison with project construction resources is needed to prepare activity details in the way they will be undertaken and reported for progress.
- 245. 233 7.8.1 Progress MeasurementTechnique - Incremental Milestone The incremental milestone progress measurement technique is applicable to any project activity that includes sub tasks, which must be handled in sequence. Activities are analysed for sequence and the key milestones will each need to be complete. Each key milestone should be an easily definable, measurable, set at regular intervals and be a relevant achievement in order to monitor progress of the activity. Each key milestone is allocated an agreed percent complete factor before starting the activity. As work is completed and each key milestone is achieved, the table should be used to record the current status of completion. If required the key milestones can be split into disciplines and the relevance of each element given a weighting. Progress measurement can be used either to record complete milestones only or the current percentage complete of the activity can be calculated by interpolation between last achieved and next to be complete milestone figures. The example table shown opposite can be used as a template: Development of Design Phase of a Construction Project. The current progress assessment of the activity is calculated as the sum of the disciplines total. The current percentage completion for each discipline is multiplied by the weighting of each discipline and the sum for all disciplines combined.
- 246. 234 Fig 7.52 ProgressMeasurement – Incremental Milestone
- 247. 235 Progress Measurement Technique– Start / Finish The start / finish technique is used where a project activity does not have any readily definable intermediate key milestones and the assessment of effort / time involvement is difficult to estimate or measure. To make any meaningful progress measurement the activity does, however, need to be broken down into its component tasks. Each task will only be awarded 100% status on completion. Until the completion status is achieved, the status will be zero percent. By weighting the tasks for the whole activity and combining the current status for each task, the activity progress can be identified. The example shown below is for pre commissioning or dead testing the electrical content of a contract. Planned Actual Prepare test forms 6 6 Prove power circuits 15 15 Prove lighting circuits 18 Prove power equipment 15 15 Prove lighting equipment 22 Prepare test certificates 20 Sign off test certificates 4 Total activity weighting 100 Percentage complete 36 Progress Measurement Technique - Supervisor Opinion The supervisor‟s opinion technique is basically a subjective approach without factual information, to support any assessment and should be used only for relatively minor tasks where development of an alternative relevant technique cannot be used. The supervisor‟s participation in Progress Measurement is, however, necessary to make comment on the quality of workmanship of completed work and therefore, this resource should be used to confirm the facts upon which any assessment has been made. This technique is best used for trade‟s man work, whereby the discipline supervisor periodically reports progress against scheduled durations. Progress Measurement Technique - Cost (or Effort) Ratio The cost (or effort) ratio technique is used to assess project activities such as project management, quality assurance, and contract administration. These
- 248. 236 activities involve along duration or are continuous over the life of a project. These activities are estimated and budgeted for bulk allocation of cost and planned man hours, rather than on the basis of production. The percentage completion is calculated as follows:- Percent complete = Actual cost or Actual man hours Forecast cost at completion Forecast man hours at completion Comparison of the activity using cost as the method of assessment will generally give a differing percentage than when man hours are used. The method of using man hours does not acknowledge that the average rate for the activity can fluctuate depending upon the complexity of resource cost employed on the activity and is not a uniform cost throughout the project.
- 249. 237 7.8.2 Progress MeasurementTechnique – Weighted or Equivalent The weighted or equivalent units technique is used where the project activity being monitored is significant in its number of tasks either involving a long duration and / or is composed of two or more overlapping activities. The activity is further made complex in that some tasks have different measurement assessment units. The example below is the erection of a structural steel frame. The table identifies all the tasks involved in the erection of the structural steel frame for a building. The selected unit of measure for this example was chosen as tonnage, being the common denominator of the majority of the activity. The tasks that comprise the whole activity have been broken down into relevant sub tasks that are assessed for, in this example, a weight or given an equivalent weight. The total „weight' will be used as the unit against which progress will be assessed. Progress will be calculated by measuring the tasks and subtasks for the completed actual and equivalent weight and assessed against the total weight. The current progress is stated as a percentage. Fig 7.53
- 250. 238 Progress Measurement Technique– Earned Value Progress Measurement information gathered at a particular point in the project‟s development using one or more of the techniques previously described in this section is presented as actual man hours against the planned man hours to be expended at that point in time. Earned value is the assessment of „progress‟ achieved for a task, activity or series of activities expressed as man hours. Earned value is calculated as the percentage of work completed, multiplied by the planned man hour for the task, activity or series of activities under consideration. (E.V) Earned value = planned man hours x progress measure (%); (A.V.) Actual man hours used to achieve the task, activity or series of activities under consideration should also be provided. The project forecast „S‟ curves prepared in Schedule Development are used to present the earned value and the actual man hours to identify variance or trend variation between actual performance against planned. The project forecast „S‟ curves were the planned allocation of resources, presented as a cumulative curve of man hours. The planned progress is presented as „S‟ curves representing both the early start and late start dates for undertaking the task, activity or series of activities under consideration. The (E.S.) early start and (L.S.) late start curves will describe an „envelope‟ within which the work should actually be achieved. The example opposite presents the overall curves for ES and LS and shows the current A V and E V for the work under consideration. The A V is within, but the E V is below, the planned envelope and, therefore, the activity should be reviewed for the reason behind the trend and variance either because: (a) Activities have been omitted from the scope of activity work and the anticipated final value is expected to fall below the original. The „envelope‟ has not been re-baselined to reflect the change in scope. Is re base lining required? or; (b) Performance is falling behind planned. What actions are needed to remedy this situation?
- 251. 239 The project forecast„S‟ curves are used to monitor performance of physical effort (man hours) required to achieve the project completion date. The information to generate these curves is obtained from allocation of anticipated and actual productive man hours. In addition to providing an overall progress measurement basis, earned value can be used to assess performance (or measure productivity). Progress Measurement Technique - Performance Progress Measurement performance throughout the project can be calculated using the ratio of earned value E V man hours against actual A V man hours expended for a task, activity or series of activities. If the current ratio is less than 1.0 either: (a) progress is not being maintained as planned. What actions are needed to remedy progress or corrective action initiated. (b) the originally scheduled hours were under estimated. What adjustments are needed to budget and schedule? Performance data can be used to assess efficiency of the project team or specific disciplines. When corrective action is taken, a positive trend should result.
- 252. 240 Fig 7.54 ProgressMeasurement – Project Forecast ‘S’ Curve
- 253. 241 7.8.3 Progress Measurement- Requirements Progress Measurement – Requirements To achieve maximum efficiency in Progress Measurement it is important that information to be used in the assessment of progress is made available and provided at required regular intervals by the project team. Consideration and preparation of the project‟s requirements should be made during Schedule and Estimate Development and reference should be made to the measurement techniques and options in both this section and Cost Management. A requirements checklist is provided in Supply Chain Management to assess inclusions in tender documentation. During Schedule Development the project team need to recognise and reflect the sequence and activities that are likely to be undertaken during the project stages under progress scrutiny. The revision and maintenance of the various schedules during these stages, therefore, need to reflect any revision to the planned activities or their sequence as progress measurement and should reflect the actual sequence and activities that are being undertaken. Progress information to be provided by the project team during the project needs to be communicated and listed as a deliverables as early as possible in the Project Execution Procedures and could be detailed by use of the activity definition form available in Schedule Development. The deliverable of regular progress information should be included as a requirement in any contractual agreement, between the client and the contractors or suppliers. Progress Measurement – Flow Sheet The Progress Measurement – flow sheet opposite shows the input information that is necessary to undertake Progress Measurement. The information needed and therefore, the resources required to provide information will be determined by selection of the techniques from those described previously in this section, to be used on the project. After collation of the Progress Measurement information, the project team will be presented with the information using a selected method to enable comparison and trending to be clearly identified. The various scheduling methods are described
- 254. 242 later in thissection. Cost progress presentation will be described in the Cost Management section of this Toolkit. The objective of both Progress Measurement and Cost Management is to identify variances in actual use of resources, against planned and those trends that may lead to potential variances. The techniques that are described in these sections are the tools that the project team resources have available to both identify trends and to be used as options to rectify variances to enable the team to achieve the project‟s objectives. It is therefore, important that careful selection of the right techniques to be used on the project are identified and explained to all project resources. It is not anticipated that all techniques will be required, but the project team need to consider those that are going to be used on the project as soon as possible.
- 255. 243 Fig 7.55 ProgressMeasurement – Flow Sheet
- 256. 244 7.8.4 Progress Record– Milestone Schedule The progress record milestone schedule uses the schedule created in Schedule Development as the document to record the completion of key activities that are considered as critical to the success of the project. Progress is recorded against the milestone schedule planned completion dates, created previously with the actual key dates for completion of each activity. The milestone schedule progress, in the example shown opposite is a development of the initial document, but with the addition of a column for the actual date. A further addition to the schedule is the „time now‟ bar or row, that is inserted into the milestone schedule at the relevant chronological point between activities, to represent the current date. The planned and actual dates could be recorded as either project days, as the example, or calendar days. The milestone schedule will immediately identify, by comparison, any variance between planned and actual dates. The comments column is used to record an explanation of a variance between actual against planned dates and a brief statement of any action taken to remedy a delay or exploit an early completion. Progress recorded using the milestone schedule only presents information for key activities and if completion has been achieved or not. If progress assessment is required on whether or not the completion date for a subsequent activity will be achieved, the project team will need to use an alternative schedule technique.
- 257. 245 Fig 7.56 MilestoneSchedule - Progress
- 258. 246 7.8.5 Progress Record– Classic Schedule Bar Chart The progress record classic schedule bar chart should be baselined on sanctioning of the project. The techniques to be used, frequency and distribution of updating the classic schedule bar chart, should be discussed and agreed with the project team resources. It is important that the project team resources fully understand their contribution and provide information of what is required. If necessary guidance or training on interpretation of the updated classic schedule bar chart should be provided. The requirements should be detailed in the Project Execution Procedures. Progress should be recorded with assessment of current percentage completion using a progress measurement technique described previously in this section. In addition an assessment of the remaining duration of the work for completion should be agreed by the relevant project team resources and recorded. The assessment of the remaining duration for each activity will be important especially towards the end of an activity, when the assessed % complete may not reflect the final completion date. In the event of dispute it is necessary to have recorded against each activity the „actual start‟ and „actual finish‟ dates. The critical path should also be recorded and monitored for its potential compromise that would impact on the completion date. Movement, however, in an activity start or finish by delay or improvement may result in the activities that make up the critical path changing. The activities along the revised critical path will then be the activities to closely monitor. On completion of entering all progress into the schedule, an „update‟ of the classic schedule bar chart should be performed highlighting any movements in start and completion dates of activities. The baselined classic schedule bar chart should be presented in order that an assessment of movement against the update may be highlighted. Following „update‟ of the classic schedule bar chart, if any of the activities on the critical path have been delayed in their completion dates, the overall project completion date will be delayed. The classic schedule bar chart can be used in developing a series of „what if‟ scenarios to review the available alternative options to the project team, to remedy potentially failing activities in order to achieve the planned completion date.
- 259. 247 The classic schedulebar chart is used to provide a forward view of actions against particular activities needed to meet project objectives and to highlight any potential difficulties. Fig 7.57 Classic Schedule Bar Chart - Progress
- 260. 248 7.8.6 Progress Record– Period „Look Ahead‟ Chart The period „look ahead‟ chart presents a „window‟ of those activities, either as a project as a whole or in part, that are to be undertaken in a specific time scale. This form of chart is used to closely monitor progress of those activities planned to be undertaken, over the specific period of time. Generally the timescale will be the immediate future and the chart will present the selected activities planned to be undertaken in this period. The period „look ahead‟ chart uses the classic schedule bar chart software to present the selected „window‟ of project activities. The detail data used will be that already populated in the classic schedule bar chart, with baselined and progress information. By concentrating on monitoring the progress of these key activities in detail, trends can be immediately identified for slippage. This is particularly useful when plans are made to use a remedial course of action to halt a trend or improve productivity of activities identified as drifting towards slippage. Progress can be monitored on a frequent basis, (daily if necessary), for selected activities without having to populate the whole project plan. The example shown on the opposite page shows those high level activities to be completed in the next month (four weeks) of the project development and is, therefore, useful to provide detail information for use in preparing the executive summary as part of reporting. This type of progress record period „look ahead‟ chart is a versatile use of the classic schedule bar chart, where specific time periods or series of activities can be used to graphically demonstrate to the project team resources, how progress is being achieved.
- 261. 249 Fig 7.58 Period‘Look Ahead Chart’ - Progress
- 262. 250 7.8.7 Progress Record– Scheduled Activity Table The progress record scheduled activity table, records all or selected key activities for the whole or part of the project that is required by the project team resources. The scheduled activity table comprises the following information: Activity Reference Number See Schedule Development for activity numbering. Activity Description As described in the selected schedules for the activities selected from overall project scope. Scheduled Duration Activity duration as calculated and recorded in the base lined schemes. Remaining Duration Forecast duration to complete the activity. Percentage Complete Record of the current assessment of work complete as calculated by a progress measurement technique as previously described. Baseline Start and Finish Dates Statement of the baselined start and finish dates for each activity. Actual Start and Finish Dates Record of when each activity was started and finished. The project record scheduled activity table is used by the project team resources to review and compare planned and actual start and finish dates of specific activities. The information in the scheduled activity table is an alternative method of considering information on the classic schedule bar chart and indeed all of this information is already used to populate the Gantt chart, but generally is hidden.
- 263. 251 Fig 7.59 ScheduleActivity Table - Progress
- 264. 252 7.8.8 Progress Record– Resource Histogram Progress record resource histogram uses the diagrammatic representation of resource forecasting created in Schedule Development. The resource histogram document is base lined to record the planned levels of resources required to complete the activity. Progress is recorded on the resource histogram as additional columns „from additional rows in the table‟ representing the actual resource man hour content. Information is provided from project team resources for each interval over the activity duration. Planned and actual man hours can be presented either as individual disciplines, individual columns as shown in the example, or a sum of disciplines, stacked columns. The individual columns can readily show any variance, whereas the stacked columns require further interpretation to understand the progress of each discipline. The actual man hour resource information can be quickly collated and recorded in the table used to generate the chart. Inspection of actual against planned man hours for resources can demonstrate any variance in specific discipline activity. The resource histogram can be used to assess if an increase in resource use over a period of time is practical and, therefore, potentially a solution to the variance problem.
- 265. 253 Fig 7.60 ResourceHistogram - Progress
- 266. 254 7.8.9 Progress Record– Procurement Schedule Progress record procurement schedule uses the procurement schedule and information prepared during Schedule Development. This schedule is used to record progress of actual achievement for the selected items of equipment. Information to keep the schedule up to date is needed on the project contractors or suppliers, with actual contract placement and delivery dates, together with a simple statement on current progress. The information should be provided as required by the relevant project team resources. The purpose of the procurement schedule progress is to provide a presentation of the critical information to enable identification of any variances between a supplier‟s delivery forecast and schedule requirement dates that might have an impact on subsequent key activities of the project. The procurement schedule progress is used to identify as early as practical any slippage in delivery dates or other key activity dates and by application of this information to the classic schedule bar chart, progress the impact on the whole project can be assessed. The procurement schedule progress should be maintained until all equipment has been delivered to site. The progress record procurement schedule is therefore, used to support other progress record presentations. Intermediate milestone progress dates should be considered for inclusion in the procurement schedule, when a supplier providing a material or item of equipment needs a long duration for manufacture or fabrication. The intermediate milestones should be selected for simple assessment, but key stages of progress against which inspection and checking of progress can be undertaken and recorded. Examples of such key milestones are dates achieving: Drawing issue; Component order; Quality inspection; Unit test; Completion in fabrication shop; Delivery and offloading on site.
- 267. 255 Fig 7.61 ProcurementSchedule - Progress
- 268. 256 7.9 Reporting Process Reportinginformation is required for: Internal use by the project team on a regular basis. The project team resources use the progress information to undertake their „day to day‟ management of the project. Each project team resource should be advised of their responsibilities and of the techniques and reports that should be made available in the Project Execution Procedures. The preparation of the reporting information is started in the Progress Measurement and Cost Management sections of the toolkit. The formal documents that need to be prepared as a regular permanent record of progress reports should be selected from the list provided in the schedule of reports. The reports are used as historical information during the duration of the project and as reference on future projects; External use by the project team to inform the client or the client‟s steering committee of the current progress of the project for actual work completed, highlighting achievements and failures, forecasting future trends and proposing remedial actions to rectify any trend or variance. Reporting Process The information provisions, decisions, activities and reports are shown in the flow sheet on the opposite page. The process of reporting is to understand what is needed to be provided, when and by whom. What is needed? The various schedules, progress templates and forms are listed in Progress Measurement, Cost Management and Reporting sections of the Toolkit. The project team should consider the various techniques and presentations and agree those that are relevant to the project. The selection of the project‟s reporting techniques need to be agreed early in project execution, as these requirements should be included in contractual arrangements. The selection of reporting templates should also reflect the reporting requirements and preparation of support information at Estimate and Schedule Development to avoid additional project team‟s work changing presentations at a later date in the project duration;
- 269. 257 When is itneeded? The regularity or preparing, reviewing and issuing of reports should be considered and agreed by the project team. The issuing of reports should consider the requirements of both internal and external demands for information and tailored to meet both requirements; Who is to provide? The project team resources should understand their responsibilities and deliverables for providing information. Fig 7.62 Reporting Flow Sheet
- 270. 258 7.9.1 Reporting –Team Effort Report information is prepared for both cost and scheduling and each should collaborate in the production of progress and forecast statements. Report preparation requires contribution from all relevant project team resources, as shown diagrammatically on the opposite page. The contribution required from each project team resource is described as follows: Project Manager The focal point for the management of all project issues and is ultimately responsible for the completion and issues of the executive summary and the progress information. Design Manager Responsible for advising of the future development of the design scope, updating and issue of the design content as changes are approved. Supply Chain Manager Responsible for monitoring progress and reviewing delivery states as well as advising on the forecast final cost for suppliers and contractors. Construction Manager Responsible for advising on „field instructions‟ given to site contractors and providing information to the supply chain manager on site progress and completion dates. Scheduling Resource Responsible for monitoring progress against the current schedule of activities. Assessing implication of variance in progress, changes to the design and forecasting completion and providing information for use by the supply chain manager and construction manager. Cost Resource Responsible for monitoring actual cost against the anticipated expenditure of cost. Assessing implication of variance in cost progress, changes to the design and forecasting completion and providing information for use by the supply chain manager and construction manager. The reporting section of these guidelines considers the following issues: Regularity of Reporting – including calendar calculator to prepare information; Schedule of Reports – list of reports and distribution; Key information – summary – description and use of each summary report; Key information – detail – description and use of each detail report.
- 271. 259 Fig 7.63 Reporting– Team Effort Model Reporting Needs Teamwork 4.Accounts In-houseCosts 4.Accounts In-houseCosts 2.Design Design Development (tocomplete) 2.Design Design Development (tocomplete)ReportsReports 7.Commercial Management CosttoDate ChangeOrders CosttoComplete 7.Commercial Management CosttoDate ChangeOrders CosttoComplete 6.Scheduling ProgresstoDate Trendsto Complete 6.Scheduling ProgresstoDate Trendsto Complete 5.Construction Management FieldInstructions 5.Construction Management FieldInstructions 1.ProjectManager AllProjectIssues 1.ProjectManager AllProjectIssues 3.Procurement Management PurchaseOrder (Expedition) 3.Procurement Management PurchaseOrder (Expedition) Reporting Needs Teamwork 4.Accounts In-houseCosts 4.Accounts In-houseCosts 2.Design Design Development (tocomplete) 2.Design Design Development (tocomplete)ReportsReports 7.Commercial Management CosttoDate ChangeOrders CosttoComplete 7.Commercial Management CosttoDate ChangeOrders CosttoComplete 6.Scheduling ProgresstoDate Trendsto Complete 6.Scheduling ProgresstoDate Trendsto Complete 5.Construction Management FieldInstructions 5.Construction Management FieldInstructions 1.ProjectManager AllProjectIssues 1.ProjectManager AllProjectIssues 3.Procurement Management PurchaseOrder (Expedition) 3.Procurement Management PurchaseOrder (Expedition) 4.Accounts In-houseCosts 4.Accounts In-houseCosts 2.Design Design Development (tocomplete) 2.Design Design Development (tocomplete)ReportsReports 7.Commercial Management CosttoDate ChangeOrders CosttoComplete 7.Commercial Management CosttoDate ChangeOrders CosttoComplete 6.Scheduling ProgresstoDate Trendsto Complete 6.Scheduling ProgresstoDate Trendsto Complete 5.Construction Management FieldInstructions 5.Construction Management FieldInstructions 1.ProjectManager AllProjectIssues 1.ProjectManager AllProjectIssues 3.Procurement Management PurchaseOrder (Expedition) 3.Procurement Management PurchaseOrder (Expedition)
- 272. 260 7.9.2 Report Types Theschedule of report types should be used to consider the reports that are required by the project team, for the particular project. The regularity of production and issue of each report should be agreed for the required timescale. As the information in each report is ultimately used to prepare the project manager‟s executive summary, the timescale should be determined by the dates in the report issue dates template. Each report template should be considered for content and customised if necessary. The customised template together with a list of the preparation, review and issue dates should be issued to each of the relevant team members. The schedule should be completed after considering and agreeing the following information for each report: Project Team Resource responsible for preparation; Distribution for review and comment; Frequency of issue if dates are not agreed / available for preparation, issue etc. The following key reports should be considered for use on the project. A description and information requirements that should be contained in each report are summarised below: Executive Summary Costs, progress, milestones, significant achievements, critical issues and safety records, plus the key objectives for the next period. Key Items Summary Schedule information on overall project key dates, duration, work content and activities monitoring actual and planned. Schedule Report Schedule information for the overall project with record of the planned and actual progress of significant critical activities of work. Cost Report Cost information for overall project on budget, actual and forecast for the significant elements of work. Milestone Progress Schedule information for the key milestone activity dates with record of planned and actual dates and proposed course of action to remedy any difference.
- 273. 261 Change Control Recordof status of all information associated with change. Risk Record of status of all information associated with risk management. Fig 7.64 Report Types - Schedule
- 274. 262 7.9.3 Report Regularity Theinformation reported on a regular basis will be compiled over a period of time from a significant amount of data. The time needed to prepare information by the project team resources, is used to allow assessment, draft, review and if necessary, change before final compilation and issue of the project report. The attached template to record target dates has been prepared as an example with proposed time scales. The following target dates are the critical milestone involved in the compilation of the project manager‟s report: ‘Cut off’ Date – at which the progress data starts to be compiled. The „cut off‟ date is a significant milestone and is recorded as such in the report. It should be noted that the date of the report is not the relevant date of the information. The time difference between cut off and report dates should be kept to a minimum. Complete Information Collection Date – at which all data should have been compiled by the relevant resources. This is the key milestone at which the „draft‟ report is started. The difference between complete information collection and „cut off‟ dates is the period of time allowed for the resources to prepare, review and assess the impact of progress needed in the report. Issue to Project Team Date – at which the „draft‟ report information is issues to the members of the project steering committee following review, comment and approval of the content by the project team. The „draft‟ report is issued to the steering committee for their review and comment. The difference between issue to steering committee for their review and comment. The difference between issue to steering committee and issue to project team dates is the period allowed for the project team to comment upon the report and for any changes to be made. Issue Project Manager’s Report Date – at which the report is issued to the relevant client‟s resources. The information contained in the report, if the previous milestones have been used, will have been prepared with the full support of the project team. The difference between issue project manager‟s report and issue to steering committee dates is the period of time allowed for the steering committee to comment upon the report and for any changes to be made.
- 275. 263 The table belowwill automatically provide a matrix of the key dates by inserting the following information: 1. Key date Issue of project manager‟s report to the client; 2. Timescales Period of time between each of the key milestone dates, from „cut off‟ allowing for preparation, review, comments and making changes at each stage of report preparation. Fig 7.65 Report Issue Dates
- 276. 264 7.9.4 Project Report– Executive Summary The client‟s requirements for detail progress information to be included in the executive summary should be agreed with the client and stated as part of the Project Execution Procedures. The report details should be limited to the essentials that the client requires to show progress as planned, against actual cost and schedule. In addition any proposed strategies that need agreement from the client, to rectify variances between planned and actual. Additional information may be required by the client on achievements and critical activities planned in the short term. The attached template is representative of the information summarised as a single document project report. The report is compiled from information prepared in other detail reports. The key components should be as follows: Project Information Project title, reference number, location and report date. Source of this information is in Project Execution Procedures and the report regularity table. Project Summary Statement of the project‟s objectives inclusive of time and cost limits, and significant deliverables. Source of this information is the Project Execution Procedures. Key Players Identification of key project team members committed to delivering the project. The circulation should include project sponsor and manager. Source of this information is the Project Execution Procedures. Project Schedule Records planned against actual progress of key schedule milestones, summarising overall status of project completion. Source of information is the project reports, milestone schedule or schedule update. Project Cost Records details of budget, actual and forecast cost of the project. Source of information project report cost update. Update Activities Records key activities achieved since the previous report, highlighting any differences in actual against planned for cost, schedule or resource. Identify any critical activity, key to the successful progress of the project, planned to happen in the short term time periods. Sources of information are the project reports cost and schedule updates and discussions with the project team.
- 277. 265 Fig 7.66 ProjectReport – Executive Summary Update
- 278. 266 7.9.5 Project Report– Key Items The planned and actual key items report information, should be compiled from data prepared for other project reports and progress statements. The purpose of using this report type is to present information in a simpler way than the project report schedule update, for the benefits of project team resources that are not familiar with using the schedule technique. The planned and actual information presented in this report type is as follows, for each item listed below: Progress Percentages The percentage progress is recorded and an assessment made of any variance between actual and planned project activity, identifying those key areas that may be ahead or behind the planned schedule. The source of this information is project report schedule update. Programme Dates The start and finish dates are recorded and any variances between planned and actual start and finish of an activity are highlighted and expressed as difference in days. This approach could be applied to an individual activity, a series of activities of the whole project. The objective of this presentation should be to consider the key areas or disciplines that are currently critical to the success of the project and present the impact of any difference. The source of this information is project report schedule and milestone schedule updates. Planned Man Hours The planned man hour content is recorded. The data separates the man hour content originally planned for each activity to be considered for the impact of any change, as a result of activity reassessment or variation in scope. Progress assessment should forecast the number of productive hours that an activity will need to complete the work. The source of this information is project report schedule update and progress statements resource histogram. Progress Man Hours The actual man hour content is recorded. Any variance between planned and actual productive progress assessment should be used to identify critical activities and their resource levels. The source of this information is
- 279. 267 project report –schedule update and progress statements resource histogram. Weightings The project should be considered for percentage impact of areas or phases over the whole. The weightings should be recorded. By assessing actual progress by area or phase, the information can be used in conjunction with other progress information to evaluate future impacts on the programme. The source of this is project report schedule update and project report change order update.
- 280. 268 Fig 7.67 ProjectReport – Key Items Update
- 281. 269 7.9.6 Project Report– Milestone Schedule The milestone schedule update information is obtained from the progress statements – milestone schedule, prepared under the Progress Measurement section. The milestone schedule was initiated in Schedule Development and the key activities and constraints should be identified as soon as possible in project evolution. The key milestones are a selected series of critical activities and their dates, by which each are to be completed in order that the planned project programme is achieved. The project report – milestone schedule update contains the following information for each critical activity: Activity code Identifies each activity using the project activity coding system. Activity description Provides a brief description of each key activity. The description should give a reference to a milestone in the project duration that a critical achievement is realised. Planned date of completion The date that each critical activity is planned to be realised. The date may in fact be the completion of a particular activity and the start of the subsequent activity. Actual date of completion The date that each activity was actually realised. Variance Is the time period difference between the planned and actual date that each activity was realised. Responsible authority The project team resource responsible for ensuring that each activity is completed. The responsible person should be clearly identified in Project Execution Procedures. Action to be taken Considering progress of the activity or subsequent activities. It may be seen appropriate by the project team to adopt an alternative approach to the planned action and any revision should be reported here. Comments Recording the progress of the activity and the commentary on the current course of a remedial action plan. Referring to any appropriate documentation that has been generated to verify completion or needed to progress the activity.
- 282. 270 The milestone schedulereport is seen as containing important crucial information for use in preparing the overall executive report. Fig 7.68 Project Report – Milestone Schedule Update
- 283. 271 7.9.7 Project ReportSchedule The scheduling technique options were considered in Schedule Development and Progress Measurement. The most appropriate project report selected to present schedule information should be prepared regularly as required by the Project Execution Procedures. The project report – schedule should provide detail progress information for the project team use. It is important that the schedule selected and used should be fully understood by the users. The project report schedule is recognised as the most useful technique to record progress and is used at regular report reviews, being understood by most members of the project team and graphically shows any variance between planned and actual. The project report milestone schedule contains important high level information and should be used as a first source to compile the executive summary. Progress information from the following schedules should be used to identify variances or trends and to prepare rectification plans: Milestone Schedule Review key milestone activities and their dates. Relies on other schedule techniques to prepare remedial option plans. Classic Bar Chart Review key activities and their impact on the critical path. Relies on resource allocation schedules to confirm practicalities or options. Used to prepare remedial option plans. Resource Histogram Review resource used and availability. Used to interpret impact of resources on the critical path options. Progress ‘S’ Curves Review progress to identify trends. Can be used to interpret impact on the critical path options.
- 284. 272 Fig 7.69 ProjectReport – Schedule Update
- 285. 273 7.9.8 Project Report- Cost The project report – cost update is a development of the cost estimate summary prepared in Estimate Development. The prime cost content in the example is by contract. Design and management, project specific and allowances should also be included and should be detailed as in Estimate Development. The cost update uses the wording budget rather than estimate and assesses actual costs incurred and the summary is completed by regular review of forecast costs. BUDGET – is the cost allowance for each element of the project. Column A Original Budget – uses the sanctioned project estimate for each element of work. If the sanctioned funds provided by the client differ from the estimate the original budget should be the sum or budget to complete the work agreed by the project team. Column B Authorised Change Orders – as authorised change orders are realised the allowed budget for change should be recorded. The authorised change order should be allocated to the relevant element budgets. Funds could be transferred between projects or elements of the project but should be formally recorded as an authorised change order and registered as impacting on the budget. Column C Approved Budget – is the current authorised allowance for the element or work and is the addition of the original budget to the authorised change orders. ACTUAL – is the current statement of cost for work authorised by the project for completed activities and contractual obligations for work to be completed. Column D Original Scope Award – is the cost associated with the contractual arrangements entered into by the project and could be award sums for purchase orders of the commitment by the project team to resources to complete the scope of works. Column E Variation Orders Agreed – is the cost associated with variations to the originally awarded scope for work authorised by the project. The cost should be an assessment of the likely cost.
- 286. 274 Column F CurrentScope Award – is the current order value stated as the original scope award plus the agreed variation orders. Column G Value of Work Done – see Cost Management for explanation. FORECAST – is the current assessment of the final cost for each element of the project. Column H Anticipated Variation Orders – is the current assessment of variations to the original scope of work identified, but not yet authorised as a change. Column I Anticipated Final Cost – is the current assessment of the final cost calculated by adding the current scope award to the anticipated variation orders. Column J Variance – is the reconciliation of the AFC against the approved budget. The variance figure between these two should be minimal. Column K Growth in Scope – is the reconciliation of the current assessment of the AFC against the original scope award. This increase can be used as a trend tool in assessing design completeness.
- 287. 275 Fig 7.70 ProjectReport – Cost Update
- 288. 276 7.9.9 Project Report- Change The project report – change is compiled using the information from the change order register, described in the change control section. The project report change order update, records the current status of changes authorised by the project team in accordance with the Project Execution Procedures. The project report – change order update can be customised to present movement in changes since the previous issue of the report. Information from the project report – change order update is used to compile the project report executive summary to state the total authorised changes since the previous issue. The authorised change total should be expressed in cost and „progress‟ can be compared by consideration of planned and actual contingency budget levels. The information contained in the project report – change order update is as follows: Change Order Number Reference number – see change order form. Change Order Description Brief description – see change order form. Change Order Request Date Recorded date – see change order form. Change Order Proposal Date Recorded date – see change order form. Change order Authorisation Date Recorded date – see change order form. Change order Inclusion in Schedule Information from project team resource. Change order Request Allowance Information from project team resource. Change order Budget Allowance Information from project team resource. Note: Information included in reports should be based on authorised changes only.
- 289. 277 Fig 7.71 ProjectReport – Change Order Update
- 290. 278 7.9.10 Project Report- Risk Project report risk is compiled using the information discussed in risk workshops and recorded in the risk register, described in the Cost Management section. The project report – risk update should contain the following information: Fig 7.72 Executive Summary Statement of the key information agreed at the regular workshop meeting and the results of the reworked model. Project Details Introduction to the project listing the objectives, key milestone dates, assumptions, exclusions, constraints and interfaces. Process and Methodology Statement of the agreed proposed approach and method of coping with and avoiding risks, and the method of quantifying risks, ranking all risks and issues. Proposals Statement of the proposed ongoing management process including the participation and ownership responsibilities of attendees and risk owners. Actions Plan Tasks to be carried out in the short term and recommendations for future reviews. Appendices Workshop Attendees List of those members of the project team who attended each risk workshop and their relevant responsibility. Issues Identified List of key issues raised at each risk workshop. Risk Response Strategy Agreed chosen strategy to be used for the process of risk management. Risk Register Risk register, an example of which is shown in the Cost Management section. ‘S’curve – Model Output Result of the simulation using @ Risk and/or „Pertmaster‟ software using information form the latest risk workshop. The evaluation or risk in project report risk update should be considered as a cost total against the contingency allowance. The review of the final cost total or risk and project AFC should be considered as to the impact of the need for additional
- 291. 279 project funding. Ifthe funding is not sufficient the situation needs to be highlighted and included in the project report – executive summary. 7.9.11 Project Report – Risk Update This is the project record of discussion and outputs from each risk workshop / meeting and will include the updated risk register, actions and recommendations for ongoing management throughout the project. A typical project report – risk update would comprise the following: CONTENTS i. 1. Executive Summary............................................................................... 2 1.1. Results from the Quantitative Risk Analysis (QRA) ................................................ 2 1.2. Issues Identification................................................................................................... 2 1.3. Risk identification...................................................................................................... 3 1.4. Project Risk Register................................................................................................. 5 1.5. Mitigation Actions Arising......................................................................................... 5 2. Project Details....................................................................................... 6 2.1. Introduction................................................................................................................ 6 2.2. Key Project Dates ...................................................................................................... 6 2.3. Assumptions .............................................................................................................. 7 2.4. Exclusions.................................................................................................................. 7 2.5. Constraints................................................................................................................. 8 2.6. Interfaces.................................................................................................................... 9 3. Process and Methodology.................................................................... 11 3.1. Risk Workshops....................................................................................................... 11 3.2. Ranking of risks....................................................................................................... 12 4. Proposals for Ongoing Risk Management ............................................ 13 5. Actions and Recommendations ........................................................... 13 Appendix A: List of Workshop Attendees ..................................................... 14 Appendix B: Issues Identified....................................................................... 16 Appendix C: “S” Curve and modelling Output ............................................... 20 Appendix D: Risk Response Strategy ........................................................... 20 Appendix D: Risk Register............................................................................ 22 ii.
- 292. 280 8 Conclusions The useof inadequate project controls is affecting the delivery of projects on time and within budget. The thesis has achieved its aims in establishing how Project Controls is working in the UK and determining what works and what does not work. The research established from tacit knowledge, a questionnaire survey, a literature review and three company audits of construction companies how projects were currently controlled. The research methodologies were then contextualised to establish if there were common threads of strengths and weaknesses in current processes and systems. In the event it was established there were common threads of weakness within existing processes and systems. Once we had established what the problems were related to Project Controls we were then is a position to develop road maps and procedures of how we could improve the controls. Road maps were developed and subsequently tested in several industries as being the methodology for best practice for developing project planning, cost management, progress measurement and reporting. Several companies have incorporated the methodology within the road maps, and tool kit/procedures as their method of controlling projects. Also the author has examples of where the delivery of projects has risen from 25% achievement of major milestones to a regular 85% achievement. These improvements are as a direct result of improved systems and processes related to the research period. With regards to the contribution to knowledge the thesis has demonstrated that UK Industries in particular, Pharmaceutical, Building construction and possibly the nuclear industries have major issues with respect to controlling projects. This thesis has identified some of the key problem areas were controls are not working and it has subsequently developed improved processes that can improve controls. This knowledge could be used to carryout further research into how we can transfer this knowledge to these industries. An example of this is demonstrated on page 63 for example when it is apparent that the pharmaceutical company in question needed to improve its Project Control procedures. The conclusions will now look at the individual aspects of the research thesis:
- 293. 281 8.1 Project ControlSurvey Questionnaire The questionnaire was discussed with some 24 different companies and the statistical analysis derived from the results gives a general view from the sample taken, However, we are mindful that there could be an element of bias in the results from the sample taken. The sample of 24 could be described as a low figure on which to base discrete results; therefore we need to treat the statistical analysis results with a level of caution when considering the size of the sample. The questionnaire was also used to gain tacit knowledge from the project control personnel interviewed and this feedback provides comments regarding the effectiveness or otherwise of the project control processes being surveyed. The survey indicated that cost control and estimating was only used by 46% of the sample companies businesses and that 9% felt that control of projects was impaired as a result of not applying best practice. The main issues for improvement were the need to monitor changes in scope and that cost and planning teams must work together more closely. The survey results also showed that only 51% of companies used planning and schedule control best practice on a regular basis. It was also established that 14% of companies believed that project control was impaired as a result of poor planning and schedule control. The main conclusions from the survey were to ensure that schedules were baselined, improved training and buy-in from Project Managers, effective software was to be utilised and some of the planning engineers would benefit from additional training. Change control results from the survey indicated that 51% of the companies used change control systems to track changes in cost and time. However, 14% advised that they felt that control of the project was impaired as a result of inadequate change control processes. The management and control of changes is fundamental to the success of projects. If changes are not captured and monitored effectively then the control of the project costs and schedule will be detrimentally affected. One of the main reasons why project fail is the lack of change control processes. Progress measurement and reporting was only carried out on a regular basis by 49% of the businesses surveyed and 8% felt that control of the project was impaired as a result of ineffective reporting. Key areas for improvement were the lack of baseline reporting, the reporting process not standardised and
- 294. 282 improvements were alsonecessary to the reporting procedures. However, with regards to key performance indicators most of the companies used earned value analysis. 8.2 Company A Report The main conclusions from this report were that project planning was not approached in a consistent manner across the whole site. For example WBS and coding structures were not standard, only 50% of the planning team applied resources to schedules. There was minimum use of S Curves and earned value calculations. Baseline planning was only used by less than 50% of the staff and change control processes were again only used by 50% of the team. There was generally very little integration between the cost and planning engineers and there was no planning procedures or guidelines to ensure a consistent approach. The cost engineering aspect of the site also indicated a lack of guidelines/procedures. There was minimal alignment between the cost breakdown structure and the work breakdown structure. Cost reports indicating actual costs to date were completed differently across the site with no consistent approach. Earned value reporting was being used, however there were differing views on how this should be calculated. Risk management was not applied effectively and regular reviews of changes were not carried out. There was no standard procedure for change control and awareness of the need to manage changes was limited across the cost engineers. Finally cost and planning engineers were not integrated across the site this caused major issues regarding reporting and gave rise to confusion and mis- understandings. 8.3 Company B Report Company B had a planning system in place, however, the client determined it was not operating correctly and required improvement. The current process developed schedules for most of the 50-60 active projects, however, they were not resourced and not updated on a regular basis, and also they were not base lined. It was necessary therefore to design a planning process that improved the present system and improve the delivery of the 50-60- live projects.
- 295. 283 It was necessaryto underline to the Project Managers that they were the owners of the project plans. It was also a requirement that additional detail including milestones be added to the existing schedules. Also as the portfolio of 50-60 projects were using the same resources it was necessary to resource load all schedules in order that “peak” resource levels could be determined and managed. In order that progress could be reported and corrective action initiated if necessary it was required that a 2 weekly progress measurement system was implemented. It was recommended that a regular progress review meeting be scheduled to ensure the schedule was driving the projects and the project managers were accountable for progress and corrective action. 8.4 Company C Report There was minimum control being used by Company C, the method used to control projects was an Excel spread sheet which monitored deliverables with no defined durations or responsibilities. There was evidence that some project did have project plans. However, once the programme of work was in the control of the consultants or employers agent there was little in house monitoring other than via the Excel spread sheet tracking device, which is a coarse method of tracking progress. The consultants used Microsoft Project to plan the work although there was no regular methodology to measure and record progress. The role of the consultant was to monitor the contactors progress, although as the contractor and the consultant used different planning packages it was impossible to transfer progress from one system to another. This obviously gave major issues with regards to monitoring progress and initiating corrective action if a problem arose. The contractors generally monitor and drive the projects by use of the plan, although there is no work breakdown structure or formal reporting methodology, the whole system therefore from contractor to consultant to company A management was flawed with lack of relevant systems, procedures and processes. In order to rationalise the approach to effective planning and control it was recommended that Company A migrate to Primavera P3e software to plan and control costs. A pilot study was carried out and results presented to Company A
- 296. 284 management, this revisedsystem was subsequently adopted as the methodology and process with which to plan and control their projects. 8.5 Commentary and Contextualisation of the Thesis The results of the survey of 21 companies who completed the survey questionnaire have a close co-correlation with reports from Companies A, B and C, with the key conclusions being:- With regards to planning issues Project Managers seem on many occasions show a lack of understanding of planning and controls and they would benefit from some training to improve their understanding, this conclusion manifests itself within the questionnaire results and within Companies A, B and C. The use of correct planning software is important to effective controls this conclusion was observed in the questionnaire and with Companies B and C. There is tendency for client organisations to have a hands off approach with regards to planning and control when they appoint contractors to do work, this conclusion was apparent from the questionnaire and Company C. This approach can have detrimental outcomes for the project as the drivers for contractors to maximise their commercial returns can be at odds with project requirements and priorities. The lack of work breakdown and coding structures was apparent in the questionnaire results and in Companies A, B and C. The WBS is the cornerstone of all control system and should be part of a good process to manage project. The failure to recognise the importance of base lining the schedule was observed in the questionnaire and with Companies A, B and C. It‟s essential that progress measurement against an agreed base line is in place for schedule and cost control to be effective and measurement against target undertaken. The failure to develop a procedure for planning and schedule control was observed within the questionnaire and with Companies A, B and C, again it essential that planning teams have a structured approach to the process of planning and schedule control.
- 297. 285 Cost control andestimating conclusions are that both the questionnaire and Companies A, B and C Indicated that was a need for better collaboration between cost and planning personnel to develop an integrated approach to controls. It was observed that the processes for cost and planning were not aligned and in some instances there were no relationship between WBS, CBS for cost, planning and estimating. The survey and Company reports also indicated that as a result of inadequate change control planning and cost forecasts were inaccurate. The issues of Progress Reporting indicated that the underlying conclusion was a lack of procedures to correctly set out the methodology for progress measurement and reporting and that the progress reporting was not analysed to implement corrective action or mitigation processes. 8.6 Cultural Aspects There is a definitive link between the culture of business and its approach to project controls. The culture of, for example, pharmaceutical companies and other process industries (with the exception of oil and gas and petrochemical companies) has indicated a lower level of project controls. It would appear that senior management in those industries has concentrated on the production of goods for the market and the delivery of projects was a secondary issue. Also, there appeared to be a lack of recognition on best practice and how project controls was operating in the wider world. The author was able, by having exposure to other industries, to recommend improvements to the pharmaceutical industry, for example, by applying best practice as developed in the North Sea oil industry in the 1980‟s. There were other examples of below expectations with regard to project controls and these were seen in the nuclear industry and road buildings. 8.7 The Oil Industry Model The model of project control as developed by the oil industry in the 1980‟s, is recognised as the model with which to provide control to projects. The model has been recommended by the British government as the model to be adopted by the nuclear industry. It is a tried and tested model that is applicable to any company who manages projects. The road maps shown in section 7 indicate how the process is developed.
- 298. 286 8.8 Training There isclearly a need for training of project managers to understand the need and importance of project controls with regards to managing projects. Very often the level of project controls is influenced by the project manager, as being necessary to provide effective controls to the projects. Due to the lack of understanding and training by project managers, however, the level of controls seen as necessary is woefully inadequate. This lack of understanding manifests itself in basic planning and controls being established and the project control engineers not being allowed to develop some of the finer points of control, e.g. „S‟ curves, earned value, resource planning, and earned value analysis. I would recommend that areas for future research would include –the role of the Project Manager in Project Controls, to try to establish why so many Project Managers do not use the Project Controls process to help with the management of projects. This research could involve issues such as to current Project Controls knowledge of the project managers, understanding of its benefits in managing projects, and training needs to improve the level of understanding of controls. This research could also be widened to include the training and experience of planning and cost engineers, what makes successful control engineers. This research could investigate what background, experience and training and education makes the best engineers. Also it would be relevant to investigate, what additional training is required to integrate the cost and planning disciplines as one of the keys to project control success is the integration of the cost and planning disciplines. This thesis has demonstrated on a number of occasions that the cost and planning disciplines have not been co-ordinated and indeed in some instances have been going in different directions, additional research is required to establish how this integration could be improved with the resultant improvement in controls. Further development of this Thesis/research could be around the implementation of road maps in those sectors of construction that are seen as weak in terms of project controls. An example of a sector that does not use effective project controls is Building Construction. It would therefore be of benefit to use the road maps to develop revised processes and systems to improve Project Controls in a sector that currently lags behind many other sectors such as Oil & Gas and Petrochemicals.
- 299. 287 In the caseof many companies the cost of implementing effective Project Controls is not balanced with the savings that can be made by utilising effective controls. A useful follow on research study would involve determining the cost of effective controls. The road maps could be used as the template to determine best practice and costs applied to the implementation of systems and processes. Benefits of the road maps would need to be determined from improved completion dates, lack of cost overruns, less commercial and delay claims and increased productivity. It would be necessary of course to carryout this analysis over a number of projects to determine the benefits of improved controls.
- 300. 288 9. References; Association ofProject Management (APM 2004) Avison, D, Baskerville, R, & Myers, M (2001) Controlling Research Projects. Information Technology and People 14 (I), 28 – 45. Czaja, R and Blair, J (2005) Designing surveys: A guide to Decisions and Procedures, 2nd ed, Pine Forge Press Thousand Oakes, CA. Dawood, N & Mallasi, Z Construction Workspace Planning : Assignment and Analysis utilising 4D Visualisation Technologies, 2006 Computer-Aided Civil and Infrastructure Engineering 21 2000 498 – 513. De Falco, M, & Macchiaroli, R, (1998) Timing of Control Activities in Project Planning, International Journal of Project Management 16 (1), 51 – 58. Deng, MZM, & Hung Y.F (1998) Integrated Cost & Schedule Control: Hong Kong perspective, Project Management Journal ea (4), 43 – 49. EGAN, J 1998 – Rethinking Construction Report of the Construction Task Force & the Deputy Prime Minister, John Prescott, on the Scope for Improving Qualities and Efficiency of the UK Construction, DETR, London. Elkington, P & Smallman, C (2002) Managing Project Risks: A Case Study from the Utilities Sector, International Journal of Project Management 20 (1), 49-57 Evaristo, R & Van Fenema, P.C. (1999) a Technology of Project Management: Emergence and Evolution of New Forms. International Journal of Project Management 17(s), 275 – 282. Flemming, QW & Koppelman, Jim, (1999) Earned Value Management an introduction. The Journal of Defence Software Engineering 11 – 14. Flemming, QW. & Koppelman J. M (2000) – Earned Value Management Project Management, Newton Square, P.A. Project Management Institute.
- 301. 289 Fricke, S., &Shenhar, A.J. (2000) Managing Multiple Engineering Projects in a Manufacturing Support Environment. ICCE Transaction on Engineering Management 47 (2) 258 – 268. Globerson, S, & Zwikael, O (2002) The Impact of the Project Manager on Project Management Planning Processes. Project Management Journal 33 (3), 58 – 65. HM Government White Paper -2003 addressed to the UK Nuclear Industry. Independent Project Analysis (IPA 2004) Industry Benchmarking Consortium (I B C 2004) Industry Benchmarking Consortium Cost Engineering Committee (CEC 1999) Latham M 1994 – Constructing the Team, The Stationary Offices, London. Marathon Oil UK -1984 Brae Field Developments. Mawdesley, M, Askew, W & O‟Reilly, M 1997 Planning and Controlling Construction Projects: The Best Laid Plans, Addison Wesley Longman, England. Miller, R, & Leonard, D (2001) Understanding and Managing Risk in Large Engineering Projects. International Journal of Project Management 19 (8), 437 – 443. PMBOK Guide 2004-A guide to the Project Management Body of Knowledge (PMI 2004) Regina Gyampoh-Vidogah, Robert Morelon, David Proverbs 2003, Construction Innovation : Information, Process and Management Vol. 3 Issue 3 Page 257-173. Rozenes S, Spraggett S & Vitner G (2006) Project Management Institute 37 (4) 5 – 14. Rozenes, S, Vitner C & Spraggett, S (2004) MMDCS, International Journal of Project Management 22 (2), 109 – 118. Sadet, A; Duir, D., & Shenhar, AJ (2000) The Role of Contract Type in the Success of R&D Defence Projects Under Increasing Uncertainty Project Management Journal 31 (3) 14 – 22.
- 302. 290 Sheakar, A.J (2001)One Size Does Not Fit All Projects: Exploring Classical Contingency Domains. Management Science 47 (3) 394 – 414. Shtub, A, Bard, J, & Globerson, S. (2005) Project Management, Processes, Methodologies and Economics 2nd Ed. New York Prentice Hall. Sipper, D & Bufin, R (1997) Production Planning Control & Integration, New York, McGraw Hill. Songer, A.D., Hays, B & North, C Multi-dimensional Visualisation of Project Control Data, Journal – Construction, Innovation: Information, Process Management 2004 Vol 4 Issue 3 173 – 190. Tatikonda, M.V & Rosenthal, SR (2000) Successful Execution of a Product Development Projects: Balancing and Flexibility in the Innovation Process Journal of Operations Management 401 – 425. University of Leeds (2006) Guide to Design of Questionnaires White, D & Fortune, J, (2002) Current Practices in Project Management – An Empirical Study, International Journal of Project Management 20 (2), 1 – 11.
- 303. 291 10 Appendix Project ControlsQuestionnaire