84501-9200-9L-006 Rev.2 Contractor Planning and Scheduling Requirements (EPCI Contracts

CONOCO INDONESIA INC. LTD.
PROJECTS DEPARTMENT

SPECIFICATION

TITLE DOCUMENT NUMBER REV DATE PAGE
CONTRACTOR PLANNING & SCHEDULING
REQUIREMENT
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TABLE OF CONTENTS

1.
2.
3.
4.
5.
6.
7.
8.
9.
PURPOSE ................................................................................................................. 4
SCOPE ...................................................................................................................... 4
RESPONSIBILITY..................................................................................................... 4
DEFINITIONS............................................................................................................ 4
REFERENCE............................................................................................................. 6
GENERAL ................................................................................................................. 6
PROCEDURE............................................................................................................ 7
DISRUPTIONS/ACCELERATION/FLOAT OWNERSHIP....................................... 14
ALTERATIONS ....................................................................................................... 17
ATTACHMENT 1: SCHEDULE LEVEL DIAGRAM (EXAMPLE) ................................. 18
ATTACHMENT 2: LEVEL 2 CONTRACT SCHEDULE (EXAMPLE) ........................... 19
ATTACHMENT 3: LEVEL 3 CONTRACT CONTROL SCHEDULE (EXAMPLE)......... 21
ATTACHMENT 4: LEVEL 3 CONTRACT DETAILED SCHEDULE (EXAMPLE) ........ 23
ATTACHMENT 5: PROJECT GUIDELINE SCH. REQ. - PSGR (EXAMPLE).............. 25
ATTACHMENT 6: PROGRESS CURVE ...................................................................... 31
ATTACHMENT 7: MANPOWER CHART (EXAMPLE) ................................................ 32

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1. PURPOSE

2. SCOPE
3.
4. DEFINITIONS
4.1
The purpose of this Specification is to:
Explain the principles and requirements of planning and scheduling
systems to contractors involved in EPCI Projects.
Ensure a standardised approach to planning and scheduling by all
contractors
This Specification applies to the preparation of ALL plans and schedules on EPCI
Projects.
RESPONSIBILITY
EPCI contractor shall comply with this procedure, which shall be issued on
contract approval as a specification. EPCI Project Manager is responsible for
ensuring such compliance and EPCI contractor shall ensure that its own project-
specific procedures incorporate all relevant aspects of, and are fully consistent
with, the contents of this document.
Section 7 of this document supplies additional detail for the following
defined terms:
PMT Conoco Indonesia Inc. Ltd. (Companys) Project Management Team
4.2 CSB - Contract Schedule Baseline: A series of schedule levels that represent the
Contract Schedule, as included in the respective contract when it is signed.
These schedules will range from Level 2 through Level 5. The progress and
schedule baseline is derived from the CSB. This baseline will remain in effect for
the entire duration of the contract.
4.3 WBS - Work Breakdown Structure: A coding structure used to identify all levels of
work elements. This structure allows for roll up summarisation from the lowest
levels to each and every higher level.
4.4 Initial Contract Schedule: A Level 2 through Level 4 bar-chart schedule initially
issued by the contractor with its bid, and updated to take account of pre-contract
clarifications/negotiations, and demonstrating its ability to meet the overall
schedule requirements. This schedule will contain detail to Level 4 for the first 60

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days after the Effective Date, and the Contractor will use this detail for the initial
contract execution. This schedule shall include but not be limited to :
Planned execution of all administrative tasks, procedure, schedule,
documents
Planned execution of Material purchases, drawings, subcontract awards
Planned execution of all fabrication works
4.5 Level 1 Project Master Schedule: A time scaled bar chart indicating the major
time blocks allocated to the major project contract packages. This schedule is
developed and controlled by the PMTs Project Planner/Scheduler and will not be
revised without the approval of the Project Manager.
4.6 Level 2 Contract Schedule: The Level 2 Contract Control Schedule is the link
between Companys and each contractors planning and scheduling. This level
contains all key activities and milestones.
4.7 Level 3 Contract Control Schedule: A detailed level schedule, which defines
critical path activities on a day-to-day basis. This is the equivalent of a Level 3
schedule as described in Section 7.2.3 which incorporates details and defines
interfaces between Engineering, Procurement, Construction, Pre-commissioning
and Commissioning.
4.8 Level 4 Contract Detailed Schedule: Detailed schedules used by the contractor to
coordinate and manage its work. This schedule includes and identifies all
deliverable elements (e.g., each drawing/document, each piece of equipment,
each spool, etc.). In general, except for long lead delivery activities, activity
durations will be no greater than twenty (20) workdays.
4.9 Level 5 Contract Very Detailed Schedule: An extremely detailed schedule that will
be used by each contractor to support the Level 4 schedule. This schedule will
define the steps required for each deliverable element (cut spool, tack spool,
weld out spool, etc.). In general, activity durations will be no greater than five (5)
workdays.
4.10 Commissioning and Start-up Schedule: A commissioning schedule derived from
the start-up and operating philosophy for this project. Contractor will be required
to develop a system by system pre-commissioning and commissioning sequence
as a part of its detailed schedule. This schedule will roll up to all levels per the
WBS.
4.11 The Critical Path Method of scheduling (CPM): A time related milestone and
activity logic network that is utilised with the Primavera (P3) scheduling software
selected for the execution of this contract. The precedence method will be
utilised.

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4.12 3-Week Look-Ahead: A near term plan for accomplishing activities, derived from
the current schedule. This schedule will be issued weekly and will detail work
plans for a three-week period. The reason for the Look Ahead plan is to allow for
proper near-term planning to support the overall schedule goals. In addition, this
plan allows for flexibility during times of schedule change, and provides for focus
on working to the established schedule.
4.13 60 day Look-Ahead: A medium-term plan extracted from the schedule and used
for planning acquisition of required materials, manpower, support equipment, etc.
This schedule will be issued monthly and be used by the contractor to efficiently
co-ordinate the contract requirements with all subcontractors and other relevant
parties.
4.14 Interfaces: A term used to describe co-ordination efforts required between the
contractor and any external or internal party. The external interfaces may include
the PMT, government agencies, and other project contractors. The internal
interfaces will include subcontractors and disciplines. These are to be identified
by each contractor, and then contained in its schedule.
4.15 Project Group Scheduling Requirements: A document (Attachment #5) that
describes the technical aspects of the project scheduling software and methods
required for the EPCI Projects Development Project.
4.16 Schedule Supports: A term used to describe tools that are used to develop and
maintain the schedule. These tools include spreadsheets, databases, vendor
reports, deliverable (drawings, procedures, etc.) registers and similar documents.
5.
6.
REFERENCES
Other Procedures and Guidance notes that have a relationship and are used in
conjunction with planning & scheduling requirements include:
Document No. Document Title
IFR-PS-PR-84501-015 Infrastructure Planning and Scheduling Requirements

GENERAL
The contractor and all of its subcontractors are required to use the latest
available version of Primavera Project Planner for all planning and scheduling.
Contractor and all of its subcontractors, shall follow accepted planning and
scheduling practices throughout the effort of establishing, maintaining and closing
out the Project Schedules, including:
No open ended activities
Minimal use of start constraints

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Minimal use of expected finish constraints
Minimal use of lag relationships
Description consistency throughout the schedule
Logic consistency throughout the schedule
All code fields populated
All activities assigned appropriate WBS code
Resources loaded per estimate (all activities requiring effort)
Resources updated and maintained throughout the contract
Each activity shall have a duration that is reasonable, measurable and
estimate based
Allowance for inclement weather and holidays
The above-listed requirements are examples of standard guidelines for
assurance of schedule integrity. In general, contractor shall develop and use
schedules that contain sound and thorough logic and that consistently reflect the
true status of the work performed under the particular contract.
This Procedure applies to the Contractor and all subcontractors that the
Contractor elects to use. It is the responsibility of the Contractor to assure
compliance by all of its subcontractors.
Contractor shall provide all schedules used for the contract to the Project
Manager on a monthly basis, in accordance with the schedule updating
requirements in Section 7.7 and Attachment #5-Project Guideline Scheduling
Requirements. They will be presented in printed copies and electronic Primavera
back-ups.
All planning, scheduling and progressing tools developed by Contractor shall be
made available to Company in printed copy and/or electronic copy when
requested by the Project Planner/Scheduler or the Project Manager.
All proposed schedules developed by Contractor must be reviewed by Company
and accepted by the Project Manager before formal issue and implementation.
7. PROCEDURE
7.1 Work Breakdown Structure
Contractor shall use, as a minimum, the Work Breakdown Structure provided in
the Invitation To Bid. This structure will be included in the WBS field of the
Primavera scheduling software. Each activity, in all schedules, shall have an

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appropriate WBS identifier that will allow for roll-up to all schedule levels. This
requirement is in addition to the required activity coding structure.
7.2 Planning and Scheduling Levels
To achieve an orderly, integrated collection of schedules for the project, five
defined levels of scheduling have been established. All schedule updates at all
levels will contain the latest Company approved CSB revision as the Contract
Target Schedule. Changes to the Contract Milestones will be by Change Order
Authorisation only. See Attachments 1-4 for examples.
The first three (3) schedule levels will reflect the provided WBS. While all
schedule activities in all schedule levels shall have fully populated WBS fields per
the WBS Procedure, schedule Levels 4 & 5 are outside of the WBS and are
meant to provide for far greater detail than a normal level 4 WBS breakdown. See
the Sections below for Level descriptions.
7.2.1 Level 1 Project Master Schedule
The Level 1 Project Master Schedule defines the major milestones and major
work elements or contract packages of the total EPCI Project. Each contract is
represented as one activity (or more if appropriate e.g. an EPCI contract) in the
schedule. Major interrelationships between activities are shown as vertical lines.
The Project Master Schedule is developed and controlled by the PMT and is
used as:
project status and forecasting summary report to management
means of monitoring the overall time impact of decisions.
7.2.2 Level 2 Contract Schedule
The Level 2 Contract Schedule is derived from the Project Master Schedule, and
summarises key milestones for an individual contract. It is a control schedule
covering the whole contract and shall be presented in bar-chart format. It
accumulates progress information from each contractors contract control
schedules (Level 3) and aggregates, and transmits the information to the Project
Master Schedule (Level 1).
The Contract Schedule is a barchart, normally with one activity per work package
on which contract schedule milestones are marked (see Attachment 2).
The Contract Schedule is prepared by the contractor management and agreed to
and accepted by the Project Manager. The Level 2 Schedule is a roll-up of the
Level 3 schedule.
7.2.3 Level 3 Contract Control Schedule

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The Level 3 Contract Schedule is a breakdown of the Contract Schedule and
shall:
provide a breakdown of the Contract Schedule (Level 2) into detailed
activities and events for monitoring the progress of the work at an agreed
level of detail. The detailed activities and events shall be easily identifiable
with activities and events in the Level 2 Contract Schedule.
be prepared in network format and demonstrate the work process required
to provide the deliverables described by the major milestones of the Level
2 Contract Schedule. The network shall contain approved logic interfaces
within and outside of Contractors scope, be resource loaded and free of
open ends.
show early start and early finish dates with planned and actual progress
figures for each activity.
The Level 3 Contract Schedule is prepared and maintained by the contractor.
This Level 3 schedule is a roll up of the Level 4 schedule (see Attachment 3).
7.2.4 Level 4 and 5 Contract Detailed Schedules
Contractors detailed Level 4 schedule shall itemise the physical
deliverables/elements of the work. It shall give scheduling and progress
information for each deliverable, i.e. drawings and document for the engineering
phase, procured items for the procurement phase, fabricated/installed items for
the fabrication and installation phase, and each component for each system for
the commissioning phase. In most cases, activity durations shall not exceed
twenty (20) working days. This Level 4 schedule (see Attachment 4) will roll up
into the Level 3 schedule, and be supported by the Level 5 schedule.
The Level 5 schedule will be used where necessary to manage each step and/or
stage of completing an individual deliverable item. These schedules shall roll up
into the higher level schedules. This level of detail will typically go down to the
Progress Credit Chain Guideline detail. The Procedure for Progress Reporting
IFR-PS-PR-84501-016 contains examples of this detail. In general, each
individual deliverable is broken down into several (typically 2-5) steps, or stages,
of development. In most cases, activity durations shall not exceed five (5)
working days. This Level 5 schedule will roll up into the Level 4 schedule.
7.3 Contract Schedule Baseline
For each individual contract the Level 2, 3, 4 and 5 schedules along with their
associated "S" curves and histograms represent the Contract Schedule Baseline
(CSB). The term Contract Schedule Baseline is a generic term used to describe
the integrated Level 2, 3, 4 and 5 schedules. This term is used because if the
schedules are to have balance they must be integrated and function as a whole
system which can aggregate data from the lowest level to the highest level.

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The Contract Schedule Baseline is the one included in the contract at signature,
and developed from the one submitted with the contractors bid. Milestones can
only be amended by Company-approved Change Order Authorisations.
A Contract Schedule Baseline will consist of the following schedules:
Level 2 - Contract Schedule
Level 3 - Contract Control Schedule
Level 4 - Contract Detailed Schedule
Level 5 - Contract Very Detailed Schedule
These schedules and the monthly schedule updates shall be presented as per
the examples and instructions in Attachments 1 through 6. The Level 2 and 3
portions of the CSB are to be issued in each contractors monthly schedule in a
front-lined bar-chart format.
7.4
7.5
7.6
Scheduling Tools
As the schedules for the contract are developed, maintained and updated, there
will be a need for supplemental supporting tools. These tools will include, but not
be limited to, supervisor three-week look ahead plans, drawing registers for
tracking drawings, spool fabrication status sheets, cable installation and
termination tables, instrument calibration and installation tables, timesheets,
interface databases and progressing databases. With the exception of progress
information and look-aheads from the contractor, the PMT will not require
monthly issue of the detail used for the schedule. However, Company
Planner/Scheduler shall review this information upon request, in both paper and
electronic file format as part of progress verification.
Project Group Scheduling Requirements (PGSR)
The attached PGSR guideline (Attachment 5) dictates the structure and overall
methods to be used for scheduling and calculation parameters on the EPCI
Project. This guideline will also be used by the PMT for merging of the monthly
schedule. This guideline is to be strictly adopted by each contractor and
subcontractor. This PGSR is meant to be as flexible as possible to allow for
individual contractor needs. Any requests for deviations from, or additions to, the
PGSR must be addressed to the Company Planner/Scheduler.
Interface Management
All interfaces must be identified as early as possible. Each contractor is to identify
all external interface points where it will require information from others, and
include them in its CSB schedule. The PGSR illustrates the coding to be used for
the interfaces. Once the individual contractor interface deliverable requirements
are known, the PMT will assure notification to the contractor that is to supply the
interface information. The contractor providing the information shall include these

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deliverables in its schedule to allow for monthly comparisons of needs versus
latest projected completion. The contractor receiving information will be given the
status of each interface on a monthly basis. Any interfaces erroneously missed in
the CSB schedule must be included in the current schedule and brought to the
attention of the PMT and the involved contractor as soon as they are identified.
Late identification, for any reason, of interfaces greatly increases the risk of
causing delays and/or additional effort to the receiving contractor.
It is also a requirement that contractors identify all of their internal interfaces for
schedule inclusion. While these interfaces are the sole responsibility of the
responsible contractor to manage, they must be highly visible owing to the high-
risk nature of interfaces, and for assurance of a complete and usable schedule
issued by the contractor.
7.7 Schedule updating and reporting guidelines
The overall integrated contract schedule is to be updated with current status as of
the last Sunday of each month (schedule data date). The Contractor will update
the engineering, procurement, fabrication, integration, pre-commissioning and
commissioning schedules weekly. Only the monthly update is required by
electronic file, but all electronic files shall be supplied to Company
Planner/Scheduler upon request.
The initial schedule to be updated will be that included in the contract. This
updated schedule then becomes the current schedule. Each subsequent
monthly update will replace the previous months schedule as the current
schedule. At the time of monthly current schedule issue to the Company, the
contractor shall supply an overview of schedule changes. This overview will
explain what logic or duration changes, or scope additions, were made to the
schedule compared to the previous monthly update.
Each monthly update to the schedule will contain all changes incurred in overall
schedule scope that have been identified since the previous month cut-off.
Schedule scope changes encompass any Change Order Authorisations, previous
erroneous omissions, significant alterations to execution philosophy, revised
resource budgets, etc.
The information derived from each current schedule update will be used for
comparison to the CSB. All current schedule issues will contain the CSB as the
target. In addition, the CSB Level 2 schedule must be presented in a front line
style of update, without target bars.
The contractor is required to consider the current schedule information for
resource planning. Execution methods and plans are routinely revised during a
project and therefore require planning to meet the current situation. Planning the
acquisition of required resources must be based on an up-to-date plan to ensure
contract obligations are fulfilled.

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If, during the course of the project, both Company and the contractor agree that
the CBS schedule no longer contains the proper relationship to the current status
of the project, a schedule re-baseline will take place. This re-baseline will become
the revised CSB but will not extend the Contract Milestones; it will only be a
revised plan to meet the Contract requirements. This revised baseline from the
contractor must have the written acceptance of the Project Manager before it may
be put in place as the revised CSB. Changes in contract milestones will onl y
be made by Change Order Authorisations.
The following schedule reports and/or deliverables are to be presented by
Contractor within five (5) working days after the monthly cut off date (last Sunday
of each month). For printed copy formats, see Attachment 5 (PGSR).
Progress summary table by phase / major activity and overall showing
planned versus actual progress percentages for the period and to date.
Man hour analysis summary table by discipline, subcontract and overall
showing man hours planned, actual, expended and productivity for the
period and to date
Bar charts of all schedule levels with CSB as target in bar position 2
Front Lined Level 2, 3 and 4 schedules
Criticality Reports (activities with 10 days float or less)
Activity Listings (including float for each activity)
Manpower Histograms, Planned vs. Actual and Earned by contract, phase,
discipline and subcontract
Payroll manpower and actual man hours for the period and cumulative by
contract, phase, discipline and subcontract (Time records shall be supplied
to support all actual man-hour expenditures)
60 day Look Ahead Plan (contractor planning meeting to be held pre-
issue)
Narrative of schedule accomplishments and concerns
Descriptions of current schedule changes
The CSB and all subsequent monthly schedule updates shall be documented by
paper copies and, as instructed by Company, made available in electronic format
(Primavera backup).
Company shall request and receive the above monthly required schedule reports
on a more frequent basis (weekly or bi-weekly) if the contract, or any portion of
the contract work falls behind the established baseline schedule and or progress
plans.
See the Progress Measurement and Reporting Procedure IFR-PS-PR-84501-016
for requirements of progress reporting and establishment of progress plans.

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The following schedule reports and/or deliverables are to be presented by each
contractor within two (2) working days after the weekly cut off date (Sunday of
each week) and are in addition to the monthly report requirements. These reports
do not usually require the issue of electronic files, but these must be presented if
requested by the PMTs Project Manager or Project Scheduler.
The engineering, procurement, fabrication, installation, integration, pre-
commissioning and commissioning phases will be updated and reported weekly.
Schedule bar charts of Engineering, Procurement, Fabrication, Installation,
Integration, Pre-commissioning, Commissioning and Start Up Level 4
schedules with CSB as target in position 2.
Progress summary table by phase / major activity and overall showing
planned versus actual progress percentages for the period and to date.
Man-hour analysis summary table by discipline, subcontract and overall
showing man-hours planned, actual, expended and productivity for the
period and to date.
Manpower histograms, Planned vs. Actual and Earned by contract, phase,
discipline and subcontract, or major work element (Time records shall be
supplied to support all actual man hour expenditures)
Payroll manpower and actual man-hours for the period and cumulative by
contract, phase, discipline and subcontract, or major work element.
3-week Look Ahead Plan (contractor planning meeting to be held pre-
issue)
Narrative of schedule accomplishments and concerns
7.8 Schedule Float
Float is the amount of time available for delay to an activity or chain of activities
without impacting the critical path and resultant overall contract duration unless
mitigating measures are taken.
In order for float indicators to be a true indicator of project status the schedule
must contain thorough and realistic logic. Float will vary considerably throughout
the project due to schedule slippage or improvement and work-around planning
to accelerate the critical path work.
It is the responsibility of the contractor to assure that its schedules contain
accurate float indicators. All critical float (5 days or less) will be thoroughly
examined by the Planner/Scheduler for validity. If the logic contained in the
schedule is determined to be questionable, the Project Manager will notify the
contractor of the reasons for such determination, for the contractor to correct the
logic path(s). In addition the analysis will become part of the project file.
Excessive positive float is considered to be an indication of improper logic and

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will examined or a monthly basis for acceptable logic, with the same corrective
actions taken.

7.9
8.
Resource Loading of The Schedule
The progress plan against which the Contract is to be tracked MUST be derived
from the Contract Schedule Baseline. Therefore the Contract Schedule Baseline
MUST be efficiently and accurately resource loaded at the Level 3 and 4
schedule levels per the contractors total man-hour estimate. For development of
the overall EPCI Contract progress baseline see the progress reporting
Procedure IFR-PS-PR-84501-016.
All schedule activities that require manpower effort will be loaded with the
appropriate man-hour allocation and discipline resources. These resource
loadings will be the basis for staffing the job and providing the planned progress
of each phase, discipline and subcontract. These resource plans will also be
used for the actual and earned expenditure comparisons in the required reports.
The schedule must contain thorough and accurate logic in order for the resulting
progress plans to be realistic, and therefore acceptable for the PMT. Three each
progress outputs from the schedule are required. The Primavera nomenclature
for the required plans is EARLY, LATE and FULL RANGE. After PMT approval,
and acceptance of the three contractor-supplied progress plans, the FULL
RANGE PLAN will be used by the contractor as the datum against which actual
progress will be reported. This Contract Schedule Baseline Progress Plan will not
be revised until the Contract Schedule Baseline is re-baselined.
The approval review of the schedule progress plan by the PMT will involve
thorough examination of the logic and overall schedule integrity. All resource and
progress plans must be acceptable to the PMT.
DISRUPTIONS/ACCELERATION/FLOAT OWNERSHIP
Company-originated changes affecting activities that are not on the critical path of
the work will have no schedule effect unless, and to the extent, that a previously
sub-critical activity becomes critical. This developed criticality would have to
result in extension of the contract schedule in the absence of appropriate action
by the contractor.
If the contractor, after having used its best endeavours to avoid having a
Company-originated change adversely affect the Contract Schedule, is able to
demonstrate the necessity for taking special measures, Contractor may have to
take such measures. These special measures include, but are not limited to the
following actions:

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Overtime

Extra Shifts
Expediting Expense
Additional Manpower
Additional Equipment Resources
Incentive Programs
Additional Management/Supervision
Re-sequencing of Work
Approval to compensate the contractor for the above items, or any other special
measures, is at the sole discretion of the Company. The additional cost of these
measures will be reimbursed by Company only if, and to the extent, that the
contractor is able to demonstrate that the time required for the change exceeds
the schedule float for the activities affected by the change, at the time the change
is to be implemented. Such demonstration shall include a satisfactory detailed
accounting by the contractor of the usage to date of any schedule float.
If the contractor is unable to demonstrate conclusively (to Companys
satisfaction) that special measures required to avoid extension of the Contract
Schedule are solely necessitated by a Company-originated change, and
Company is able to demonstrate that the contractor has a shared responsibility,
the cost of such measures shall be shared by the contractor and Company,
unless otherwise agreed upon.
For clarity, float is available equally to Company and the contractor. Each
party has an equal right to any float in the Contract Schedule, and both contractor
and Company shall be entitled, by prior consultation and agreement, to use such
float for their own reasons. If the joint requirement of the contractor and Company
float exceeds the total available float, the cost of any acceleration measures to
maintain the Contract Schedule shall be determined accordingly. Further
clarification and illustration of the contract float principles are as follows:
An activity or activity path shown in the Contract Schedule to have twenty days
positive (+20) float:
If the combined requirements of the contractor and Company total 20 days
or less, no acceleration measures should be necessary to maintain the
Contract Schedule.
If the contractor needs to use only 5 days of the 10 days available to it
within the total float period of 20 days, Company-originated changes
requiring 15 days or less would be possible without schedule or cost
impact. However, if Company requires the contractor to perform Company-
originated changes with a total duration of more than 15 days (execution
days to be determined using agreed norms) and also requires that the

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contractor takes appropriate measures to avoid extension of the Contract
Schedule, then Company shall compensate the contractor for the
demonstrated additional costs necessary to allow completion within 15
days of Company-originated changes, which otherwise would have
extended beyond 15 days and resulted in Contract Schedule extension.

If the contractor wishes to use 12 days of the 20 days float, and Company
also requires 12 days for change work, Company shall compensate the
contractor for the demonstrated additional costs necessary to allow
Company-originated changes to be completed within the 10 days available
to Company, of the total of 20 days float. The contractor shall bear its own
costs of maintaining the Contract Schedule.
If the contractor wishes to use 15 days of the 20 days float, and Company
also requires 10 days for Company-originated changes, then the
contractor shall bear the resultant costs of maintaining the Contract
Schedule.
In order for the contractor to demonstrate that Company-mandated changes have
had an impact on its work, all of the requirements of this procedure must be
utilised. In summary, this means that the schedule must contain thorough and
correct logic, be appropriately and accurately resource loaded and be properly
maintained on an ongoing basis. A typical change impact demonstration to
Company, by the contractor, will contain the following Level 4 schedule
derivatives:
Concerned activities float path and loaded resources from the Contract
Schedule
Concerned activities float path and loaded resources from the update
period before the change
Concerned activities float path and loaded resources after the change is
incorporated
A logic diagram of each of the three required float paths
A thorough explanation of all logic, resource and duration differences
between the three paths
Explanation of all float used since the Contract Schedule Issue
A manpower chart reflecting change mandated manpower compared to
the Contract Schedule and the update period before the change
A contractor-supplied analysis (and special measure plan) for maintaining
the Contract Schedule
The above-mentioned term float path is a term used to describe the total chain
of events that must happen to meet the Contract Schedule milestones, or
completion. When a change is introduced, and results in causing negative float in
the schedule, this path will start with the introduced change, or prerequisites of

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the change, and continue all the way through to the associated contract
milestone and/or contract completion. All evaluations of change impact shall be
performed on this total change concerned activities path.
If the contractor can satisfactorily demonstrate to Company that the use of any, or
the combination of any known special measures will not allow the Contract
Schedule to be maintained, or a particular milestone date to be met, Company
will choose one of the following actions:

9.
Order a portion of the work path be completed after mechanical
completion
Delete a portion of the work path from the contractors scope
Issue a Change Order Authorisation for Contract Milestone extension for
the concerned milestone
ALTERATIONS
Alterations to this procedure, or the intent of this procedure, will not be allowed
without the permission of the Project Manager.

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 18 of 33


ATTACHMENT 1

SCHEDULE LEVELS

See Section 7 for schedule level descriptions

PREPARED BY
LEVEL 1 PROJECT MASTER SCHEDULE 1 COMPANY

LEVEL 2 CONTRACT SCHEDULE 2

LEVEL 3 CONTRACT CONTROL SCHEDULE 3
PREPARED BY CONTRACTOR

LEVEL 4 CONTRACT DETAILED SCHEDULE 4

LEVEL 5 CONTRACT VERY 5
DETAILED SCHEDULE

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 19 of 33

Attachment 2

Level 2 Contract Schedule Example (pg. 1)
t
D
Activity
Description
FPSO
+ Milestones
+ Topsides
+ Hull
+ Risers
+ Moorings
+ Offshore installation - FPSO
WELLHEAD PLATFORM A
+ Milestones
+ Jacket
+ Deck
+ Piles
WELLHEAD PLATFORM B
+ Milestones
+ Jacket
Months
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2
Primavera Systems, Inc.
EXAMPLE ONLY bid1
CONOCO INDONESIA INC LTD
BELANAK PROJECT
LEVEL 2 CONTRACT SCHEDULE
Sheet 1 of 2

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 20 of 33


Attachment 2

Level 2 Contract Schedule Example (pg. 2)

Activity
ID
Activity
Description
+ Deck
+ Piles
PIPELINES / PLEMS
+ Milestones
+ Gas export pipeline
OIL OFFLOADING BUOY (OOB)
+ Milestones
+ OOB
Months
-1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
EXAMPLE ONLY
BID1
bid1
BELANAK PROJECT
LEVEL 2 CONTRACT SCHEDULE
Sheet 2 of 2

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 21 of 33


Attachment 3 (pg.1)

Level 3 Contract Schedule Example (pg.1)
t
D
Activity
Description
FPSO
Milestones
+
Topsides
+ Engineering
+ Procurement
+ Construction onshore
+ Topsides hook-up
+ Onshore commissioning
Hull
+ Engineering
+ Procurement
Risers
+ Engineering
Months
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 1
EXAMPLE ONLY bid1
BELANAK PROJECT
LEVEL 3 CONTRACT CONTROL SCHEDULE
Sheet 1 of 6

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 22 of 33


Attachment 3 (pg.2)

Level 3 Contract Control Schedule Example (pg.2)
t
D
Activity
Description
+ Procurement
+ Installation offshore
Moorings
+ Engineering
+ Procurement
Offshore installation - FPSO
+ Hook-up & commissioning offshore
+ Start-up assistance
WELLHEAD PLATFORM A
Milestones
+
Months
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 1
EXAMPLE ONLY bid1
BELANAK PROJECT
LEVEL 3 CONTRACT CONTROL SCHEDULE
Sheet 2 of 6

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 23 of 33


Attachment 4 (pg.1)

Level 4 Contract Detailed Schedule Example (pg.1)
t
D
Activity
Description
FPSO
Milestones
Contract award
Topsides
Engineering
Mechanical
Topsides engineering
Procurement
Mechanical
Procure long lead items
Construction onshore
Mechanical
Skid / Module / Pipe fabrication & outfitting
Topsides hook-up
Mechanical
Install modules, hook-up & pre-commissioning
Onshore commissioning
Mechanical
Commissioning
Electrical
Commissioning
Months
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 1
EXAMPLE ONLY bid1
BELANAK PROJECT
LEVEL 4 CONTRACT DETAILED SCHEDULE
Sheet 1 of 9

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 24 of 33


Attachment 4 (pg.2)

Level 4 Contract Detailed Schedule Example (pg.2)
t
D
Activity
Description
Hull
Engineering
Structural
Hull engineering
Procurement
Structural
Procure materials
Construction onshore
Structural
Hull construction
Risers
Engineering
Mechanical
Riser engineering
Procurement
Mechanical
Riser procurement / fabrication
Installation offshore
Marine operations
Pre-install risers
Moorings
Engineering
Structural
Moorings design
Months
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 1
EXAMPLE ONLY bid1
BELANAK PROJECT
LEVEL 4 CONTRACT DETAILED SCHEDULE
Sheet 2 of

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 25 of 33

ATTACHMENT 5 - EPCI PROJECTS DEVELOPMENT PROJECT
PROJECT GROUP SCHEDULING REQUIREMENTS (PGSR)
Each contract package needs to be kept at a subproject (a Primavera definition for
portions of a total project) level in order that the responsible contractor can maintain
their individual schedule. The subproject (contract) schedule will be updated monthly,
with biweekly or weekly updates required for use by the contractor in weekly planning
meetings.
The monthly schedule updates will be submitted to the Project Manager eight (8)
working days past the last Sunday of the month (the last Sunday of each month is the
project and contract cut off date). These subprojects (separate contracts) will be merged
monthly, by the Planner/Scheduler, into an overall master project schedule for monthly
reporting by total project.
All monthly schedule updates will be issued from the contractor to the Project Manager
via Primavera back up electronic file. In addition, the contractor will issue printed copies
of all schedule levels. The printed copies will expose visible columns for:
Activity I.D.
Activity Description
Original Duration
Remaining Duration
Actual Percent Complete
Early Start
Early Finish
Late Start
Late Finish
Total Float
The bar area of the print out will contain the currently updated schedule bar in position
one (1), and the CSB corresponding bar in position two (2), representing the contract
target.
See Section 7 for updating requirements and guidelines.
ADDING THE PROJECT (PRIMAVERA UNIQUE REQUIREMENTS)
All references to Project relate only to the Primavera category headings.
Each contract will be a separate subproject of the overall Master Project Schedule. A unique
four-character name for the new project needs to be used. When setting up individual project

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 26 of 33

package the following subproject names are shown as examples only with each project
deriving their own subproject name.
FPSO FPSO Contract
WHPS Wellhead Platforms & Pipelines Contract
LPFS LPG-FSO Contract
BBFE Block B Facilities Expansion
BBSD Block B Subsea Development
OFFP Off Projects-Reserved for PMT
The number/version: Will reflect the current progress data date
Project title and Company: As per the individual contract package.
Planning Unit: Day
Workdays/week: 5
Week starts on: Monday
Project start: The start date of the contract
Project finish date OPEN (Do not enter a finish date)
Decimal places: 2
These subprojects (contracts) will be restored monthly into an overall Master Project Schedule
by the Planner/Scheduler, for monthly reporting of the EPCI Projects.
ACTIVITY CALENDAR
The project calendar will be defined in the project group. Since different contracts may work
on different schedules, the PMT Planner/Scheduler will define multiple calendars to
accommodate each case. If additional calendars are needed, contact the PMT
Planner/Scheduler before incorporating new ones. Failure to do so will result in errors
during recalculation of the Master Project Schedule. The current calendars are defined as:
Calendar ID 1 five days a week no holidays
Calendar ID 2 six days a week no holidays
Calendar ID 3 seven days a week no holidays
Calendar ID 4 five days a week - U.S.A. holidays
Calendar ID 5 six days a week U.S.A. holidays
Calendar ID 6 seven days a week U.S.A. holidays
Calendar ID 7 five days a week Indonesia holidays
Calendar ID 8 six days a week Indonesia holidays
Calendar ID 9 seven days a week Indonesia holidays
Calendar ID A six days a week To be determined
Calendar ID B seven days a week To be determined
ACTIVITY IDS
Each project ID number has the option of using up to 10 characters. In setting up the projects
there need to be two unique project ID characters to the left of the project ID number. This is to
separate the projects from one another. When schedules are submitted to PMT the following

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 27 of 33

project ID number will be used. The Project ID characters are shown as examples only with
each project deriving their own:

FP FPSO Contract
WH Wellhead Platforms & Pipeline Contract
LP LPG-FSO Contract
FE Block B Facilities Expansion
SD Block B Subsea Development
OP Off Projects-Reserved for PMT
DICTIONARY STRUCTURES
WORK BREAKDOWN:
TO BE DUPLICATE OF PROVIDED WORK BREAK DOWN STRUCTURE
The appropriate WBS codes are to be assigned in the Primavera WBS code field, per the
EPCI Project Work Breakdown Structure. This requirement is in addition to the activity
coding structure requirements.
STRUCTURE RESOURCE:
DETERMINED BY INDIVIDUAL CONTRACTOR CHOICE
DICTIONARY COST:
ACCOUNTS DICTIONARY:
ACTIVITY CODES:
The overall schedule will be organised by a work break down structure. This structure is
different from and in addition to the WBS requirement that pertains to the WBS field in the
Primavera scheduling software. This structure is developed through using the Activity
Codes. In Primavera there are 64 characters in the Activity Codes. These Activity Codes
will be used for the WBS and will be constant through each submitted schedule. The first 40
characters will be reserved and defined (in most cases) by the PMT. The remaining 24
characters are for individual use by the contractors and may be identified as each contractor
sees fit. If additional Activity Codes are needed in the PMT defined fields, contact the PMT
Scheduler before creating new ones. He will check the proposed new codes against
currently existing codes to prevent any duplication. The characters below are listed for

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 28 of 33

example only at this time. These examples will give each contractor a view of the
detail required in the schedule for the EPCI Project. A finalised version that will be
globally used is to be issued before contract award.

Code 1 PROG (Project) 1 EPCI Project
1 character

Code 2 CONT (Contract) 1B FPSO Contract
2 characters 2B Wellhead Platform/Pipelines Contract
3B LPG-FSO Contract
4B For PMT Use
5B For PMT Use
6B Block B Facilities Expansion
7B Block B Subsea Development

Code 3 MACT (Major Activity) F1 FPSO Hull
2 characters F2 FPSO Topsides
F3 FPSO Risers
W1 WH Platforms
W2 Pipelines
W3 Offloading Buoy
W4 Risers
L1 LPG-FSO Hull
L2 LPG-FSO Topsides
L3 LPG-FSO Risers
F5 Block B Facilities Expansion
S1 Block B Subsea Development (Subsea Wk)
S2 Block B Subsea Development (Topsides)

Code 4 PHAS (Phase) E Engineering
1 characters P Procurement
F Fabrication
C Construction/Installation
T Pre-commissioning
X Commissioning
Y Start Up
Z POST Start Up
M Project Management

Code 5 DISC (Discipline) 00 All Disciplines
2 characters 02 Management/Administration
03 Process
04 Civil
05 Structural
06 Mechanical
07 Piping
08 Electrical

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 29 of 33

09 Instrumentation
10 Insulation
11 Steam Tracing
12 Paint
13 Telecommunications
14 Subcontract Project Management
15 Marine
16 Architectural
17 Sub Sea
18 TBD
19 TBD

Code 6 SECT (Work Section)
3 characters FP1 FPSO Module P1
FP2 FPSO Module P2
FP3 FPSO Module P3
FS1 FPSO Module S1
FS2 FPSO Module S2
FS3 FPSO Module S3
FLQ FPSO Living Quarters
FFL FPSO Flare
FR1 FPSO P/R Module PR1
FR4 FPSO P/R Module PR-FWD
FHD FPSO Helicopter Deck
FCR FPSO Control Room
FCE FPSO Cranes
FH1 FPSO Hull Block1
WJ A WHP J acket A
WJ B WHP J acket B
WDA WHP Deck A
WDB WHP Deck B
P1 Plem #1
P2 Plem #2
P3 Plem #3
P4 Plem #4
P5 Plem #5
P6 Plem #6
R1 Risers To Buoy
WR2 WHP Risers To P/Form A
WR3 WHP Risers To P/Form B

Code 7 LOCA (Work Location)
2 characters E1 Primary Engineering Office
E2 Non Primary Engineering Office
F1 Primary Site Fab. Yard

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 30 of 33

F2 Non Primary Fab. Yard
I1 Primary Integration Site
O1 Offsites-Miscellaneous
T1 In transit
OS Offshore Permanent Site
OM Offshore-Various Locations

Code 8 SUBC (Subcontractor)
2 characters F1 FPSO (Subcontractor Name)
F2 FPSO (Subcontractor Name)
F3 FPSO (Subcontractor Name)
W1 WHP (Subcontractor Name)
L1 FSO (Subcontractor Name)
L2 FSO (Subcontractor Name)
D1 BBSD (Subcontractor Name)

Code 9 SYST (Systems) S1 FPSO (System Process/Name)
3 characters S2 FPSO (System Process/Name)
S3 FPSO (System Process/Name)
W50 WHP (System Process/Name)
SD1 BBSD (System Process/Name)

Code 10 IFMS (Interface Milestones) 01 From FPSO to WHP
2 characters 02 From WHP to FPSO
03 FPSO Internal
04 WHP Internal
05 From FPSO to LPG-FSO
06 From LPG-FSO to FPSO
07 LPG-FSO Internal

The Interface indicator code structure will be expanded as required. All interfaces will also
include a totally populated code field per the previous code descriptions.

Schedule Calculation Options

When setting up the project schedule make sure that it recognizes inter-project relationships.
This option is located in Primaveras Schedule/Level Calculation dialog box. Other options that
need to be selected:

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 31 of 33

When scheduling activities apply: Retained logic
Calculate start-to-start lag from: Early start
Schedule duration as: Contiguous
Calculate total float as: Finished float
Show open ends as: Non-critical
Interproject relationships: Recognize relationships and update interproject File
Project Group scheduling: Replace project data dates when scheduling Base float
on end date of each project
Project scheduling: Allow scheduling and levelling of individual Projects

The monthly schedules submitted to PMT shall use the last Sunday of the month as the
cut off date.

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 32 of 33


ATTACHMENT 6

Total Engi neeri ng Progress Curve Format Exampl e
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Per iod Ending (week, bi-week, mont h)
C
u
m
u
l
a
t
i
v
e

p
e
r
c
e
n
t
Target Progress Actual Progress Forecast Progress

ALL PROGRESS CURVES (DISCIPLINE, PHASE,
SUBCONTRACT OR MAJ OR WORK ACTIVITY,
WORK PRODUCT, AND TOTAL CONTRACT) SHALL
USE THIS FORMAT

PLANNED CURVE DATA POINTS REFLECTED ON THE CURVE WILL BE THE COMPANY
ACCEPTED MID RANGE PROGRESS PLAN DERIVED FROM THE CONTRACT SCHEDULE
AND DEVELOPED PER THIS PROCEDURE AND PROGRESS MEASUREMENT
PROCEDURE IFR-PS-PR-84501-016

PROJECTS DEPARTMENT

SPECIFICATION

REQUIREMENT
84501-9200-9L-006 2 1 Mar 03 33 of 33


ATTACHMENT 7

Total Engi neeri ng Manpower Chart Format Exampl e
0
100
200
300
400
500
600
Per iod Ending(week, bi-week, month)
E
q
u
i
v
a
l
a
n
t

M
a
n
p
o
w
e
r
Target Manpower Actual Manpower Earned Manpower Forecast Manpower
SHOWN FOR CLARITY OF SEPARATE
CHART POINTS ONLY
ALL MANPOWER CHARTS (DISCIPLINE, PHASE,
SUBCONTRACT OR MAJ OR WORK ACTIVITY,
WORK PRODUCT, AND TOTAL CONTRACT) SHALL
USE THIS FORMAT

PLANNED EQUIVALENT MANPOWER DATA POINTS REFLECTED ON THE CHART WILL
BE FROM THE COMPANY ACCEPTED MID RANGE PROGRESS PLAN DERIVED FROM
THE CONTRACT SCHEDULE AND DEVELOPED PER THIS PROCEDURE AND PROGRESS
MEASUREMENT PROCEDURE IFR-PS-PR-84501-016.

84501-9200-9L-006 Rev.2 Contractor Planning and Scheduling Requirements (EPCI Contracts

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