Project progress monitoring and control is one of the most important tasks of construction project management. Many times planner or project manager not able.The hardest part of project controls is accurate performance measurement of work accomplished.
Taking time out to establish repeatable rules of credit can literally remove 75% of the performance measurement "guessing game" out of the equation.
In this book we don't just explain on what is rule of credit but we also provide tonnes of examples on how to establish the weighted milestone. It's a ready to be plug and plan in your project control measurement.
Log in to ignitetribes.com to purchase the book.
Second edition epc project rule of credit and progress measurement promoignitetribes
This is the second edition for project rule of credit and progress measurement which covers for Upstream,Downstream, General Construction, Skid fabrication and many more.
Epc project interdepency and Work Flow- promoignitetribes
Engineering, Procurement and Construction are highly correlated and set precedence against each other. They are very interdependent and these dependencies become increasingly critical as the phases are overlapped. In this module we share the interdependence of Engineering - Procurement and the influence in Construction. Here we touch a bit on work front monitoring and work face planning.
Second edition epc project rule of credit and progress measurement promoignitetribes
This is the second edition for project rule of credit and progress measurement which covers for Upstream,Downstream, General Construction, Skid fabrication and many more.
Epc project interdepency and Work Flow- promoignitetribes
Engineering, Procurement and Construction are highly correlated and set precedence against each other. They are very interdependent and these dependencies become increasingly critical as the phases are overlapped. In this module we share the interdependence of Engineering - Procurement and the influence in Construction. Here we touch a bit on work front monitoring and work face planning.
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
إدارة التخطيط والبرامج الزمنية
فيديو المحاضرة: https://www.youtube.com/watch?v=HiGNZeLQ9Po
Content:
1- Planning and scheduling
2- Time schedule development
3- Resource and cost loading
4- Time schedule submittal
5- Review and approval
6- Update and reporting
7- Delay quantification approaches
8- Mitigation and action plans
The document has been developed keeping in mind the common challenges that a planner may face while
developing a schedule. I have also tried to cover in areas which is required for effective earned value
calculation. The document is been prepared considering that the reader has a basic understanding of Primavera P6.
On 23 May 2012, McLachlan Lister's Anamaria Popescu made a presentation on "Extensions of Time - Avoiding the Traps or Taking Advantage of Them" in conjunction with well-known Australian law firm Holding Redlich
Quantify Construction Damages related to Delay, disruption, and inefficienciesMichael Pink
Learn how to quantify damages related to delay, disruption and inefficiencies on Construction projects. Convert your delays and impacts into cost claims with this proven process.
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
Favorite Delay Analysis Methodologies Town Hall SEIChris Carson
Presentation from a Town Hall session to discuss favorite forensic schedule analysis methodologies, based on the Forensic Analysis Recommended Practice from AACE International. The Best Practices and Guidelines for Schedule Impact Analysis project is discussing methods.
Project Controls Expo 09 Nov 2011, London - DELAY AND FORENSIC ANALYSIS By Ro...Project Controls Expo
Delay in Construction Contracts: • On-going phenomenon
• Introduction of Critical Path Method (‘CPM’) • Prospective or retrospective analysis
• Observational or modelled
• Dynamic or Static
• Common Methodologies
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
إدارة التخطيط والبرامج الزمنية
فيديو المحاضرة: https://www.youtube.com/watch?v=HiGNZeLQ9Po
Content:
1- Planning and scheduling
2- Time schedule development
3- Resource and cost loading
4- Time schedule submittal
5- Review and approval
6- Update and reporting
7- Delay quantification approaches
8- Mitigation and action plans
The document has been developed keeping in mind the common challenges that a planner may face while
developing a schedule. I have also tried to cover in areas which is required for effective earned value
calculation. The document is been prepared considering that the reader has a basic understanding of Primavera P6.
On 23 May 2012, McLachlan Lister's Anamaria Popescu made a presentation on "Extensions of Time - Avoiding the Traps or Taking Advantage of Them" in conjunction with well-known Australian law firm Holding Redlich
Quantify Construction Damages related to Delay, disruption, and inefficienciesMichael Pink
Learn how to quantify damages related to delay, disruption and inefficiencies on Construction projects. Convert your delays and impacts into cost claims with this proven process.
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
Favorite Delay Analysis Methodologies Town Hall SEIChris Carson
Presentation from a Town Hall session to discuss favorite forensic schedule analysis methodologies, based on the Forensic Analysis Recommended Practice from AACE International. The Best Practices and Guidelines for Schedule Impact Analysis project is discussing methods.
Project Controls Expo 09 Nov 2011, London - DELAY AND FORENSIC ANALYSIS By Ro...Project Controls Expo
Delay in Construction Contracts: • On-going phenomenon
• Introduction of Critical Path Method (‘CPM’) • Prospective or retrospective analysis
• Observational or modelled
• Dynamic or Static
• Common Methodologies
DOES14 - Pat Reed - Project Labor Cost Accounting for Agile ProjectsGene Kim
Pat Reed, Principal Consultant, iHoriz, Inc.
Accurate Accounting of Project Labor Cost (Capitalization vs. Expensing) on Agile projects and product development continues to be a source of confusion, waste and risk; and remains a blocker to Enterprise Agile Adoption. A myriad of associated risks (impacting Software Development and Dev Ops) include:
Loss of material benefits of utilizing the an Agile methodology (increasing the cost and risk of software development)
Blocking large scale and enterprise adoption of Agile and residual benefits
Creating inconsistencies in interpretation of project cost accounting and defeating FASB’s original intent of generating an accounting standard to protect investor confidence
Increasing the risk of over-expensing software development costs that should be capitalized
Increasing the risk of false audit findings and possible mis-reporting of financial statements
Limiting organizations and industry from fully adopting and leveraging the benefits of an Agile Software Development Methodology
Possible taxation increases, higher volatility in Profit and Loss (P&L) statements and unnecessary manual tracking of programmer and Dev Op hours
Inappropriately expensing Dev Ops and possibly causing unnecessary and inappropriate timetracking
Missed opportunities for innovation and automation
This workshop offers a practical solution that provides clear guidance to ensure that organizations understand Agile project cost accounting and consistently and appropriately account for corporate investment in software and automation.
We’ll start with a quick review of the problem and define acceptance tests and success metrics consistent with accepted government accounting standards and collectively (or in small working groups) share ideas and design a framework; applying critical thinking tools – (Mental models and Ladders of Inference to increase our understanding of how we think; and challenge mental models to effectively solve problems.
Learning Outcomes from the workshop have potential to be extensible to address related challenges of internal and external audits and remediation of findings; Sarbanes Oxley and General Computer Controls compliance; Regulatory Industry Compliance, etc.
What is Software project management?? , What is a Project?, What is a Product?, What is Project Management?, What is Software Project Life Cycle?, What is a Product Life Cycle?, Software Project, Software Triple Constraints, Software Project Manager, Project Planning,
Project Management Plan Templatewww.ProjectManagementDocs.com.docxwkyra78
Project Management Plan Template
www.ProjectManagementDocs.com
NOTE: As you complete each section for Week 2 (not submitted until Week 3), Week 3, and 4 remove the Green text in the template as you update each section with your own thoughts on how you will manage the project you are proposing. Using sections verbatim from the Template is considered Plagiarism and the template is just an Example of what should be in each section. Each section should be updated with your OWN work.
Project Management Plan
<Project Name>
Company Name
Street Address
City, State Zip Code
Date
Table of Contents
2Introduction
2Project Management Approach
3Project Scope
3Milestone List
4Schedule Baseline and Work Breakdown Structure
4Change Management Plan
5Communications Management Plan
7Cost Management Plan
9work Management Plan
9Project Scope Management Plan
10Project Monitoring Strategies
10Quality Management Plan
11Risk Management Plan
12Risk Register
12Staffing Management Plan
13Resources
13Budget
14Quality Baseline
15Sponsor Acceptance
Introduction
The Introduction provides a high level overview of the project and what is included in this Project Management Plan. This should include a high level description of the project and describe the projects deliverables and benefits. Excessive detail is not necessary in this section as the other sections of the project plan will include this information. This section should provide a summarized framework of the project and its purpose. Look back at the Project Charter for information to include in this section.
Total Software Incorporated (TSI) has recently approved the SmartVoice project to move forward for project initiation within the research and development (R&D) group. This project will result in the development of new voice recognition software and supports TSI’s corporate strategy of providing progressive solutions to clients which improve productivity in both the workplace and home environment. While voice recognition software is currently available, TSI believes that new technological developments will enable our team to develop a solution far superior to what is currently available.
TSI has been successful in gaining market share because of its aggressive pursuit of product quality, ease of use, flexibility, and customer service. Additionally, customers understand that our products may be applied to a wide range of uses for business and personal functions. By leveraging our reputation for superior quality and user-friendly products, and capitalizing on new technology, TSI can position itself as the premier provider of effective and easy to use voice recognitions software in today’s marketplace.Project Management Approach
This section is where you outline the overall management approach for the project. This section should describe, in general terms, the roles and authority of project team members. It should also include which organizations will provide resources for the project and any res ...
Management of time uncertainty in agileijseajournal
Agile software development represents a major departure from traditional methods of software
engineering. It had huge impact on how software is developed worldwide. Agile software development
solutions are targeted at enhancing work at project level. But it may encounter some uncertainties in its
working. One of the key measures of the resilience of a project is its ability to reach completion, on time
and on budget, regardless of the turbulent and uncertain environment it may operate within. Uncertainty of
time is the problem which can lead to other uncertainties too. In uncertainty of time the main issue is that
the how much delay will be caused by the uncertain environment and if the project manager comes to know
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Using DevOps' Intelligent Insights to Deliver Greater Business ValueCognizant
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There are four major questions that need answers when applying agile software development to DOD development programs
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2. How can Agile development be integrated with the FAR / DFAR and OMB mandates for program performance measures using Earned Value?
3. What are the “touch” points (or possible collision points) between Agile and EIA-748-C?
4. What are the measures of success for Agile methods in the context of EIA-748-C?
Similar to Promo_Epc project rule of credit and progress measurement (20)
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Elon Musk is a South Africa-born inventor and investor. He is the CEO and CTO of SpaceX, CEO of Tesla Motors, and Chairman of SolarCity. He is an early investor in SpaceX, PayPal, Inc, Tesla Motors and Zip2.
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productivity loss, but it has not been successfully used in engineering productivity because of the
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on the piping discipline in a large scale process plant project is used to illustrate the calculation.
The paper also includes a proposed approach, the two mile method, to quantify engineering
productivity loss using data for similar work, but different complexity.
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For more information, visit-www.vavaclasses.com
3. Corporate Profile
Ignite Resources is a Corporate Training and Consulting company since 2012. We shape the way organizations
implement strategy through training, development and consulting . Our approach covers the processes, people
and tools essential to tactical planning and implementation.
We specialize in Training, Consultation and Human Capital Development, for both management and technical
skills. We work together with companies as smart partnership in providing hands-on solution to solve day to day
business challenges by developing their human capital and providing custom made solutions.
Our expertise comes from years of experience working with industries and public training. Ignite resources is
committed to provide cutting-edge training that align with our vision. To deliver on our aspiration of becoming a
leading low-cost training provider. We have put in an ambitious plan that will bring us closer towards our goal ...
Development for all.
Seth Godin wrote once that “Every company, indeed, every organization, is a tribe, or if it’s large enough, a
network of tribes—groups of twenty to 150 people in which everyone knows everyone else, or at least knows of
everyone else. Tribes are more powerful than teams, companies, or even CEOs, and yet their key leverage points
have not been mapped—until now.”
Ignite is here to start with a spark to create a flame that everyone member in the tribes will be developed.
4. Outline
2. Rule of Credit - Engineering
3. Rule of Credit - Procurement
4. Rule of Credit – Fabrication and Construction
5. Managing Rule of Credit in Primavera P6
1. Progress Calculation
7. Progress Measurement
Project progress monitoring and control is one of the most
important tasks of construction project management. Every
team member needs to know, in a timely and accurate
manner, how is the project progressing, where they are
currently in comparison to the initially set plans, whether
deadlines are met, budgets are safely measured and followed.
Executing a successful project depends on many factors, but
ultimately the most important question that need to be
answered before any measures can be taken is
“What’s been accomplished so far?”
Progress measurement addresses this question and serves as
a fundamental building block for effective project controls.
Progress measurement system plays an important part
of project control. It includes the detail progress tracking
sheet of its WBS elements, work categories and work steps
for each deliverable.
It is developed either when the additional requirements
are occurred for a particular project or when progress
measurement system is not in placed.
The work scope to be measure includes fabricate and
installation of pipeline including tie-in work, insulation work,
painting work, fabricate and installation of new pipe racks,
fabricate and installation of equipment access platforms,
installation of process equipment.
Progress measurement system would be different depending
on organizational and/or project preference.
Prior implementing a system for progress evaluation an
estimate must be developed for both man-hours and
quantities of drawings for each engineering discipline.
When working with progress calculation, you should know the
level of reporting. In a typical project, engineering progress is
measured as level 2 (phase wise) and level 3 (engineering
discipline wise) and level 4 (document wise).
8. Progress Measurement
Progress measurement system plays an important part
of project control. It includes the detail progress tracking
sheet of its WBS elements, work categories and work steps
for each deliverable.
It is developed either when the additional requirements
are occurred for a particular project or when progress
measurement system is not in placed.
The work scope to be measure includes fabricate and installation
of pipeline including tie-in work, insulation work, painting work,
fabricate and installation of new pipe racks, fabricate and
installation of equipment access platforms, installation of
process equipment.
Progress measurement system would be different depending
on organizational and/or project preference.
Prior implementing a system for progress evaluation an estimate
must be developed for both manhours and quantities of drawings
for each engineering discipline.
When working with progress calculation, you should know the
level of reporting. In a typical project, engineering progress is
measured as level 2 (phase wise) and level 3 (engineering
discipline wise) and level 4 (document wise).
Physical progress for the engineering phase of a project consists of
three levels of indenture as follows:
•Progress by Drawing, Datasheet, Document and Request for
•Quotation (RFQ)
•Progress by Discipline
•Total Engineering Progress
9. Weighted Step
One of the most important choices that a control project
controller or project manager makes in establishing
an progress control or EVM plan is to select an appropriate
measure of earned value for each work package.
This choice of the measure of interim progress, or
completion, for each work package will do more than any
other discretionary choice in making the EVM results
meaningful.
The execution process for a successful project depends on
mange factors, but one fundamental question that need to
be answered is before proactive or prescriptive measures
can be implemented is: What’s been accomplished so far?
Progress measurement addresses this question and serves
as a fundamental building block for effective project
controls.
Steps make it possible to describe and report progress for
activity work at a granular level by breaking an activity into
its component parts. Steps can have a step weight that
quantifies the portion of an activity's total work that each
step represents. On a project per project basis, you can use
step weights to calculate Activity Percent Complete.
Weighted steps enable you to track the progress of an
activity based on the number of steps completed.
According to the 5th edition of the
PMBOK Guide,
“ Weighted milestone method. An earned
value method that divides a work package
into measurable segments, each ending
with an observable milestone, and then
assigns a weighted value to the
achievement of each milestone. ”
10. Weighted Step
How do you figure out percent complete on a project?
How is it you go about objectively assigning a reasonable
and accurate measurement of how far along you are on an
item of work?
How many times have you asked, “Hey, where
did that number come from?”
Rule Of Credit can answer those questions.
For any workpackage in the work breakdown structure, a
project manager can define any number of milestone
events that define the incremental progress of that task.
An example milestone could be, “Engineering
Completed”. Another milestone could be “Pre-construction
Completed". Connected with that, a percent complete value
is associated with each milestone.
All milestones in the task will tally up to 100%. As work is
completed on the task, these milestones can be checked-off
as completed and the associated percent will be auto-
applied to the task.
11. EPC Weighted Level
Level 1 - Project
Project 1 Project 2 Project 3
Level 2 - Phases
Design Procure Construction
Level 3 - WorkPackages
Site Prep Foundation Slab Steel
Level 4 - Contractor
Form Loc 1 Mesh Loc 1 Pour Loc 1
1 Activity per project
3-5 Activity’s per project
As much detail as needed to communicate W4
Also called the “CM” schedule. 25 – 35 activities per project.
Level 1 - Project
Project 1 Project 2 Project 3
Level 2 - Phases
Design Procure Construction
Level 3 - WorkPackages
Site Prep Foundation Slab Steel
Level 4 - Contractor
Form Loc 1 Mesh Loc 1 Pour Loc 1
1 Activity per project
3-5 Activity’s per project
As much detail as needed to communicate W4
Also called the “CM” schedule. 25 – 35 activities per project.
Level 1
Level 2
Level 3
Level 4
Engineering
12. Progress Planning
Engineering
Procurement
Construction
Engineering Progress Plan will be prepared by engineering milestones and by
engineering deliverables for each category.
Weight point of engineering deliverables for each category will be based on the
estimated manhours
Procurement Progress Plan will cover equipment and bulk materials to be
purchased. This plan will be prepared respectively for the milestones of purchase
commitment, receipt of major raw materials to vendor shops, FOB and/or ex-
works and arrival at the Site.
Weight percentages for categories will be based on the costs defined in the
CONTRACT.
Construction Progress Plan will be prepared construction milestones covering
mobilization, demobilization, management, temporary facilities and by
construction including pre-commissioning progress for permanent facilities.
For construction including pre-commissioning progress, the representative Bills
of Quantities (B/Q) will be allocated to work packages.
14. Why Rule of Credit
Very Accurate through all phases
Easily identifies changes and slippage in schedule
Can provide detailed historical information for future estimates
Can be used for “What If” scenarios
Clear defined information as to what will be provided and expected in each
review package
Can provide cost, hour and schedule alignment.
1
2
3
4
5
6
15. Engineering Weighted Level
Engineering
Process
Civil and
Structure
Mechanical Electrical Instrumentation Piping
Issue For Review
(IFR)
Issue For
Approval (IFA)
Issue For
Construction (IFC)
Approved for
Construction
(AFC)
Level 1
Level 2
Drawing Document Datasheet RFQ Level 3
Level 4
16. Engineering Progress Measurement
Engineering
Progress
Calculation
Level 4
Level 3
Level 2
Engineering progress for each document
The sum of the product of weight factor for each work step
and engineering progress for each work step
Engineering progress for each discipline
The sum of the product of weight factor for each
document and engineering progress for each document
Calculate total engineering progress
The sum of the product of weight factor for each discipline
and engineering progress for each discipline
17. Weighted Progress
Step 1
Step 2
Step 3
Calculate the progress for each document or item
EPd = Σ (WFws x EPws)
Where, EPd = Engineering progress of each document or item
WFws = Weight factor of each work steps
EPws = Percent completion of each work step
Calculate engineering progress for each discipline or work category
EPwc = Σ(WFdd x EPdd)
Where, EPwc = Engineering progress of each discipline or category
WFdd = Weight factor of each document or item
Calculate engineering progress for each discipline or work category
Calculate total engineering progress
EP = Σ(WFwc x EPwc)
Where, EP = Total engineering progress
WFwc = weight factor of each discipline or category,
18. Level 1 - WBS
WBS DESCRIPTION
WEIGHTAGE
BASIS
COST (RM)
WEIGHT
FACTOR
ENG ENGINEERING Manhour 1,862,010 0.064
PRC PROCUREMENT Cost 6,499,944 0.223
CM CONSTRUCTION Cost 19,770,791 0.679
CON COMMISIONING Cost 967,255 0.032
Total Cost 2,9100,000
Weight Factor = Cost
Total cost
23. Engineering Rule Of Credit
For Engineering, the weighting is according to the estimated man hours (units) assigned to each discipline. The
Master Deliverable List (MDL) is the document for contractual required Engineering deliverables, containing all
submittal (delivery) drawings and documents required to complete a specific project.
The Engineering Master Deliverable List will be the basis of progress measurement of engineering work.
24. Rule of Credit Overview
Step Rule of Credit Increment %
Cumulativ
e %
1 Study and design preparation 5% 5%
2 Issue for review (IFR) 10% 15%
3 Issue for approval (IFA) 20% 35%
4 Issue for construction (IFC) 30% 65%
5 Approved for construction 35% 100%
25. Engineering
Step Rule of Credit Increment % Cumulative %
1 Study and design preparation 5% 5%
2 Issue for review (IFR) 10% 15%
3 Issue for approval (IFA) 20% 35%
4 Issue for construction (IFC) 30% 65%
5 Approved for construction 35% 100%
26. Engineering
Step Rule of Credit Increment % Cumulative %
1 Study and design preparation 10% 10%
2 Issue to client 30% 40%
3 Approval by client 35% 75%
4 Issue for construction / purchasing 25% 100%
27. Engineering
Step Rule of Credit Increment % Cumulative %
1 Study/ design preparation 10% 10%
2 Issue for internal review 5% 15%
3 Issue to client 15% 30%
4 Approval by client 35% 65%
5 Issue to construction 35% 100%
28. Engineering
Step Rule of Credit Increment % Cumulative %
1 Study 10% 10%
2 Issue for internal review 5% 15%
3 Issue to client 15% 30%
4 Approval by client 35% 65%
5 Issue to construction 35% 100%
30. Engineering
Step Rule of Credit Increment % Cumulative %
1 Study & design preparation 10% 10%
2 Issue for approval 25% 35%
3 Client comment - 33%
4 Incorporate client comment 35% 70%
5 Issue for construction 30% 100%
31. Process – P&IDs, PFD
Step Rule of Credit Increment % Cumulative %
1 Document Started, Format Accepted, TOC Complete 25% 25%
2
Write-up Complete, Dept Sign-off, Issue for Review / Issue for
Client Approval
25% 50%
3 Code 3 – Rejected, Revise & Re-Submit 10% 60%
4
Code 2 – Approved with Comments, Revise & Re-Submit &
Proceed with Construction
20% 80%
5 Code 1 – Approved without Comments 10% 90%
6 Final Issue / Upload in SAP / Issue for Construction (IFC) 10% 100%
32. Instruments & Valves
Step Rule of Credit Increment % Cumulative %
1 Document Started, Format Accepted, TOC Complete 25% 25%
2
Write-up Complete, Dept Sign-off, Issue for Review / Issue for
Client Approval
25% 50%
3 Code 3 – Rejected, Revise & Re-Submit 10% 60%
4
Code 2 – Approved with Comments, Revise & Re-Submit &
Proceed with Construction
20% 80%
5 Code 1 – Approved without Comments 10% 90%
6 Final Issue / Upload in SAP / Issue for Construction (IFC) 10% 100%
33. 3D modelling
Step Rule of Credit Increment % Cumulative %
1 Completion to 30% Status 20% 20%
2 Completion to 60% Status 25% 45%
3 Completion to 90% Status 30% 75%
4 Code 3 – Rejected, Revise & Re-Submit 0% 75%
5
Code 2 – Approved with Comments, Revise & Re-Submit &
Proceed with Construction
10% 85%
6
Code 1 – Approved without Comments, Final Issue / Release into
SAP
15% 100%
34. Piping Modeling
Step Rule of Credit Increment % Cumulative %
1
Preliminary : modeled point to point, branch fittings modeled,
pipe support location shown, critical line issued for stressing
20% 20%
2
Detailed : line modeled with valves, fittings and instruments, ISO
generating free of errors
25% 45%
3
Checking : Clash free, physical supports modeled, conforms to
stress analysis,, extracted for checking
30% 75%
4 Code 3 – Rejected, Revise & Re-Submit 0% 75%
5
Code 2 – Approved with Comments, Revise & Re-Submit &
Proceed with Construction
10% 85%
6
Code 1 – Approved without Comments, Final Issue / Release into
SAP
15% 100%
35. Piping Calculation
Step Rule of Credit Increment % Cumulative %
1 Initiate Pipe Stress Calcs/Issue Deliverables to Mech Eng 20% 20%
2 Prepare / Issue for Client Approval 55% 75%
3 Release / Approved for Construction 25% 100%
36. Piping Drawing
Step Rule of Credit Increment % Cumulative %
1 Document Started, Format Accepted, TOC Complete 25% 25%
2 Issue for Review / Issue for Client Approval 25% 50%
3 Code 3 – Rejected, Revise & Re-Submit 10% 60%
4
Code 2 – Approved with Comments, Revise & Re-Submit &
Proceed with Construction
20% 80%
5 Code 1 – Approved without Comments 10% 90%
6 Final Issue / Upload in SAP 10% 100%
37. MTO
Step Rule of Credit Increment % Cumulative %
1 Drawing / PDMS received or completed 10% 10%
2 MTO generation 45% 55%
3 Internal verify 35% 90%
4 MTO released 10% 100%
59. Rule of Credit in P6
05
+ “Step” function in Primavera P6
60. Option 1 : Detail construction activity listed as activities.
Without Using STEPs Function
61. “Steps” is a function in Primavera P6 that allow user to divide activities into smaller increments and track the completion.
• Activity percent complete is calculated based on the relative weights of the completed steps versus incomplete steps.
• This method suit of large activities that contents few activities steps.
Steps make it possible to describe and report progress for activity work at a granular level by breaking an activity into its component
parts.
With STEPs Function
62. “Steps” features in Primavera P6 in an interesting features to be used rather than creating a list of activities short-durations and no
priorities.
If you’re going to use the Steps feature in Primavera™ P6 to progress % Complete you need to check the “ Activity Percent Complete
Bases on Actual Steps” box in Project Calculations tab.
With STEPs Function
63. As you tick this box you will get a message explaining that the Physical Percent Complete values will be recalculated from the steps.
Note: if an activity is set to Percent Complete Type “Physical” but does not have Steps, then the values will NOT be recalculated. It will
only recalculate values that have steps assigned AND are Percent Complete Type “Physical”
With STEPs Function
64. Following that you need to use “ Physical % Complete “on the Activity that contains the steps
With STEPs Function
65. Steps Function
To indicate the portion of activity work that a single step represents, you can assign it a numerical value, or weight.
Once work for a step is underway, Primavera can use the step weight and the reported progress of step work (Step Percent Complete) to
calculate the percentage of total work that has been completed for the activity (Activity Percent Complete).
In the diagram above , each step is assigned a Step Weight and the Step Weight Percent is calculated.
When you add a step to an activity that already has steps defined, the default weight for the new step is 1, providing no steps have been
marked Completed, and no steps have a Step % Complete of 100%.
66. Option 2: Detail construction activity listed as steps
Steps be saved as templates for repetitive process.
With STEPs Function