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: 106/BMS/PL-
CS/X/14
SERVICES PROJECT REV :0
DATE : 19 Nop 2014
PAGE :2|Page 9
PROJECT CONTROL PLAN
1. GENERAL
This document is a guidance to prepare a project control and reporting system
required by Energy Equity Epic (Sengkang) Pty,Ltd
1.1.Scope
PT BORNEO MITRA SINERGI PROJECT CONTROL PLAN
PROVISION OF PIPELINE CONSTRUCTION DOC No. : 106/BMS/PL-
CS/X/14
SERVICES PROJECT REV :0
DATE : 19 Nop 2014
PAGE :3|Page 9
PROJECT CONTROL PLAN
The Project Planning and Control process is a two step procedure:
Planning stage and;
Control and monitoring stage.
Resulting from the Planning stage, a Project Baseline shall be developed.
This Baseline shall be used as a benchmark to monitor and control Projects
updated progress schedule. If required by Energy Equity Epic (Sengkang)
Pty,Ltd, such baseline shall be submitted to Energy Equity Epic (Sengkang)
Pty,Ltd for approval.
2.1.Planning Philosophy
Planning shall be done based on criteria stipulated in the Agreement. Such
planning shall be developed so Project can be efficiently executed to meet
Energy Equity Epic (Sengkang) Pty,Ltd requirements and expectations.
During the planning stage, PT Borneo Mitra Sinergi and Energy Equity Epic
(Sengkang) Pty,Ltd key personnel shall establish a mutual understanding on
project objectives, scope and design basis in order to establish mutually
agreed "Project Control Baseline" and corresponding tools to monitor the
Project.
2.3.Planning Activities
The planning phase starts at the kick-off meeting. Earlier start may be
performed by and between Energy Equity Epic (Sengkang) Pty,Ltd
management and PT Borneo Mitra Sinergi management after Energy Equity
Epic (Sengkang) Pty,Ltd notification of contract award. The early
performance is required for the formulation of the kick-off meeting agenda,
clarification of contract and / or letter of intent.
During the planning stage, PT Borneo Mitra Sinergi shall prepare and
provide:
PT BORNEO MITRA SINERGI PROJECT CONTROL PLAN
PROVISION OF PIPELINE CONSTRUCTION DOC No. : 106/BMS/PL-
CS/X/14
SERVICES PROJECT REV :0
DATE : 19 Nop 2014
PAGE :4|Page 9
PROJECT CONTROL PLAN
Contract Master Schedule.
Work Breakdown Structure (WBS) and Organization Breakdown
Structure (OBS) including Leveling.
Project Staffing.
Manpower loading and estimated man-hours.
Obtain Energy Equity Epic (Sengkang) Pty,Ltd approval on project
control basis, project control tools and method of progress
measurement.
2.5.Scheduling
2.5.1. Schedule Structure
Schedule shall be organized in accordance to the approved work
breakdown structure (WBS) and will consists of:
2.5.1.1. Project Schedule is Contract Master Schedule (CMS) Level
I. PT Borneo Mitra Sinergi will prepare a Master Schedule
within 1 month from the Commencement Date as set forth in
project schedule in a manner and level of detail as approved
in writing by Energy Equity Epic (Sengkang) Pty,Ltd. Total
number logic relationships shall be limited to a manageable
level of detail as agreed with Energy Equity Epic (Sengkang)
Pty,Ltd. The Master Schedule will be based on the schedule
submitted with PT Borneo Mitra Sinergi proposal. Critical and
sub-critical paths will be highlighted. Planned subcontract
work will be identified and included in the network PT Borneo
PT BORNEO MITRA SINERGI PROJECT CONTROL PLAN
PROVISION OF PIPELINE CONSTRUCTION DOC No. : 106/BMS/PL-
CS/X/14
SERVICES PROJECT REV :0
DATE : 19 Nop 2014
PAGE :5|Page 9
PROJECT CONTROL PLAN
Mitra Sinergi shall submit this schedule with the Monthly
Status Report. PT Borneo Mitra Sinergi ( BMS ) shall use MS-
Project as the scheduling program.
Plan of Early Activities Within 1 month from the
Commencement Date, BMS will prepare the following early
activity and submit to Energy Equity Epic (Sengkang) Pty,Ltd :
Front End Schedule summarizing the first three months
activities in greater detail than the Contract Master
Schedule. This schedule shall be update with the Actual
progress and issued ad required and will be discontinued
when Level II and detail engineering programs are
available.
Early Purchasing Plan A plan of early critical activities
designed to produce specifications, requisitions, drawings
and other documents required for timely placement of
purchase orders. Projected site delivery dates shall be
included in this plan. Until these early activities are
completed, a weekly progress report shall be submitted to
Energy Equity Epic (Sengkang) Pty,Ltd.
3.2.Man-hours Control
3.2.1. Man-hours Control Procedure
The Man-hours Control will depend on weekly time sheets process,
overtime authorization, and man-hours forecasting and trending. The
Man-hours Control process is summarized as follows:
3.2.1.1. BMS personnel will prepare their own weekly time sheet
and approved by their supervisor. The weekly time sheets and
corresponding overtime authorization, if any, will then be
submitted to BMS Project Control Team for recording.
3.2.1.2. Based on the recorded time utilization by each BMS
personnel ( if any), man-hours will be forecasted weekly and
trended. This shall be updated weekly. Such information shall
be used for man-hours cost forecast and trending and to
detect potential man-hours cost overrun ahead of time.
3.2.1.3. If potential over-run is detected, BMS shall analyze it to
determine the cause of the over-run. Upon finding of such
cause, corrective measure will be formulated and performed,
prior to include it in the weekly report.
3.3.Schedule Control
3.3.1. Philosophy
Potential delays must be detected advance in time in order to have
sufficient time to formulate and perform corrective measures and thus
ensuring major activities completion in accordance to approved
Contract Master Schedule (CMS).
This philosophy can be successfully implemented by the following
procedures:
Weekly plan the activities and deliverables to be executed.
Control and Supervise the current project activities in
accordance the preceding week plan.
Identify the current plan changes/variance from the preceding
week plan.
3.4.Cost Control
The project cost will be monitored and controlled with the objective to detect
potential cost overrun sufficiently ahead of time to formulate and implement
corrective measures and thus ensures the approved budget is not exceeded.
If potential over-run is detected, BMS shall analyze it to determine the cause
of the over-run. Upon finding of such cause, corrective measure will be
formulated and performed, prior to include it in the weekly report.
The project cost is divided into direct and indirect cost. Direct cost are
included manhours, equipment, tools, consumables and material. Meanwhile
indirect cost are included project management team, computer utilization,
reproduction cost, etc.
BMS Cost Control is concerned with :
Influencing the factors which create changes to the cost baseline to
ensure that the changes are beneficial.
Determining that the cost baseline has changed.
Managing the actual changes when and as they occurs.
Preparing summary of payment by Energy Equity Epic (Sengkang)
Pty,Ltd to contract or as well as summary of approved change of
scope. This report shall be included in Weekly Status Report.
4. REPORTING
BMS will consult and coordinate with Energy Equity Epic (Sengkang) Pty,Ltd /
Project Task Force to meet the requirements in setting up an efficient and
effective Reporting. System frame work that will enable Energy Equity Epic
(Sengkang) Pty,Ltd and BMS to achieve the most effective communication both
internally and externally.
4.1.General
BMS shall provide Energy Equity Epic (Sengkang) Pty,Ltd with accurate and
complete information with respect to the WORK already performed, in
progress and planned; and the events affecting the performance of the
WORK and shall make available to Energy Equity Epic (Sengkang) Pty,Ltd all
relevant planning and reporting documents, including electronic access to
project data.
BMS may propose his standard forms for such reports, subject to approval by
Energy Equity Epic (Sengkang) Pty,Ltd. Consolidation of several reports on a
single form is permitted provided identification is not affected.
It is preferred for speed and accuracy that reports be set up for computer
printout. BMS however, may use other methods subject to approval by
Energy Equity Epic (Sengkang) Pty,Ltd provided reports are delivered Energy
Equity Epic (Sengkang) Pty,Ltd in a legible and timely manner.
Project reports are vehicles for project monitoring and consist of among
others the following periodic:
Weekly Status Reports
Monthly Reports The type and frequency of project periodic report
will be modified to suit particular need of individual project.
PT BORNEO MITRA SINERGI PROJECT CONTROL PLAN
PROVISION OF PIPELINE CONSTRUCTION DOC No. : 106/BMS/PL-
CS/X/14
SERVICES PROJECT REV :0
DATE : 19 Nop 2014
PAGE : 12 | P a g e
PROJECT CONTROL PLAN 9
4.3.Monthly Report
Monthly Report will be prepared by BMS and issued to Energy Equity Epic
(Sengkang) Pty,Ltd. The issuance schedule will be determined at the
planning stage to suit Energy Equity Epic (Sengkang) Pty,Ltd requirement.
The Monthly report will contain information of all weekly status report.
5. WORK ORDER
Energy Equity Epic (Sengkang) Pty,Ltd will issue work order to BMS, each work
order shall include at least scope of service, commencement date, milestone,
completion date and compensation either lump sump of resource unit rate
(reimbursable).
Both Energy Equity Epic (Sengkang) Pty,Ltd and BMS shall agree and sign each
work order before the commencement of the service.
Upon receipt acceptance letter BMS will be eligible to submit invoice to Energy
Equity Epic (Sengkang) Pty,Ltd with consist of:
Value Added Tax
Invoice
All acceptance letter during the mounth.