Planning and Scheduling During Detailed Engineering

Engineering Encyclopedia
Saudi Aramco DeskTop Standards
PLANNING AND SCHEDULING

DURING DETAILED ENGINEERING
Note: The source of the technical material in this volume is the Professional
Engineering Development Program (PEDP) of Engineering Services.
Warning: The material contained in this document was developed for Saudi
Aramco and is intended for the exclusive use of Saudi Aramco’s employees.
Any material contained in this document which is not already in the public
domain may not be copied, reproduced, sold, given, or disclosed to third
parties, or otherwise used in whole, or in part, without the written permission
of the Vice President, Engineering Services, Saudi Aramco.
Chapter : Project Management For additional information on this subject, contact

File Reference: PMT-104.03 PEDD Coordinator on 874-6556
Engineering Encyclopedia Management of Detailed Engineering
Planning and Scheduling
during Detailed Engineering
CONTENT PAGE
APPROVING A CONTRACTOR'S DETAILED ENGINEERING SCHEDULE ................. 3

Introduction........................................................................................................... 3
Contractor's Detailed Engineering Schedules ...................................................... 3
Approval Criteria for Contractor's Schedule ............................................... 4
Contractor's Planning and Scheduling Organization............................................. 6
Review of Contractor's Scheduling Procedures.................................................... 7
DEVELOPING A PROJECT COMPLETION SCHEDULE (PCS) REPORT .................... 8
Project Completion Schedule (PCS) Report ......................................................... 8
Projects to be Reported ............................................................................ 8
Frequency & Report Period ....................................................................... 8
Approvals and Responsibilities .................................................................. 9
Information Required for the PCS Report........................................................... 10
Project Execution Plan (PEP) .................................................................. 11
Contractor's Detailed Engineering Schedule............................................ 13
MONITORING THE PROJECT SCHEDULE PERFORMANCE .................................... 17
Introduction......................................................................................................... 17
Schedule Performance Criteria........................................................................... 18
Intermediate Milestone Method................................................................ 18
Percent Complete Method ....................................................................... 20
Unit Complete Method ............................................................................. 21
Information Required to Monitor Schedule Performance.................................... 23
Contractor's Detailed Engineering Schedule............................................ 23
Procurement Tracking Reports ................................................................ 24
Overall Project Schedule ......................................................................... 25
WORK AID 1: GUIDELINES IN THE EVALUATION OF AN ENGINEERING
CONTRACTOR'S SCHEDULE PERFORMANCE................................. 26
Saudi Aramco DeskTop Standards i

GLOSSARY .................................................................................................................. 28
ADDENDUM ................................................................................................................. 29
LIST OF FIGURES
Figure 1: Progress Percent Complete Curve................................................................ 20

Figure 2: Piping Isometric Release Curve .................................................................... 22
Saudi Aramco DeskTop Standards ii

APPROVING A CONTRACTOR'S DETAILED ENGINEERING SCHEDULE
Introduction
Although the planning and scheduling responsibility for Saudi

Aramco projects lies with the detailed engineering contractor,
the Saudi Aramco Project Management Team (SAPMT) is
ultimately responsible for the successful completion of the
project. The SAPMT's role is to ensure that the terms and
conditions of the contract are met with regards to scheduling,
quality and safety. The SAPMT responsibility for schedule
control during the detailed Engineering Phase of the project is
primarily to protect the Company from schedule delays, poor
performance and claims.
To avoid any adverse situations, the SAPMT has to assume a

proactive role to ensure the contractor's plans will meet Saudi
Aramco's project objectives and that the work will be performed
efficiently and cost effectively. The SAPMT plays an important
role in providing the contractor specific scheduling guidelines
and then reviewing the contractor's schedules prior to their
implementation. Before the contractor's schedules can be
finalized, the SAPMT ensures that Saudi Aramco's comments
have been incorporated and the schedules reflect the
agreement of all parties involved.
Contractor's Detailed Engineering Schedules
Schedule "A", General Terms and Conditions of the contract,

requires the contractor to prepare a detailed engineering
schedule for the project. This schedule must be sufficiently
detailed to identify all activities that are critical in establishing the
schedule milestone and detailed engineering completion dates.
Also, it should ensure development of cost-effective schedule,
which reflects optimum utilization of the company and
contractor's manpower resources.
In addition, the contractor should prepare design logic diagrams

that define the sequence to be followed in executing the project
and completing physical deliverables to support the construction
plan.
Saudi Aramco DeskTop Standards 3

Contractor's Detailed Engineering Schedules, cont'd.
The contractor must provide a design logic diagram showing

relevant scheduling information for the start and completion of
detailed engineering physical deliverables. The detailed
engineering schedules should also incorporate all the
procurement activities that take place during this phase. It is
essential to identify and show the relationship of procurement
and engineering activities and their impact on each other's
schedule performance.
Approval Criteria for Contractor's Schedule
Upon receipt of the contractor's detailed equipment schedules

and work plans, the Project Engineer with the assistance from
Planning/Scheduling Engineer should review these documents
to ensure that these are viable, reasonable, and cost-effective
plans. The Project Engineer should ensure that the schedules
reflect the complete workscope and clearly identify the logical
completion of all physical deliverables. Being close to the
project, the Project Engineer has more knowledge of all project
facets than the contractor. He should make sure that this
knowledge is provided to the contractor in the development of
his schedule plans.
The next thing to check is the design logic and sequence of

work activities. The Project Engineer should check if the basic
approaches in handling activity relationships are correct Can
there be reasonable confidence in what the contractor has
determined to be the critical or near critical paths? A sampling
of durations in different parts of the network and a review of the
procedures for establishing durations will help in these
judgments. Some of the issues that should be considered
during the review and approval process include the following:
• Consistency of milestones with PEP
• Sound design logic in activity relationships
• Correct phase-completion sequence
• Critical and subcritical paths verification
• Input sources and their reliability

• Compatibility with resource requirements
• Subcontract work scope - included in the schedules
• Interface with other groups
• Constraints such as material vendors
The SAPMT should analyze the schedule plan to test its

compatibility with:
• Project objectives & contractual requirements
• Contractor's execution approach
• Project's unique characteristics
• Project work scope
• Physical deliverables
• Construction start and project completion dates
• Existing work environment
This is an essential exercise to ensure that the schedule reflects

realistic project conditions.
As with other review functions performed by the SAPMT,

appraisal of the contractor's work plans and schedules is carried
out by sampling techniques. The contractor is responsible for
the development and maintenance of detailed engineering work
plans and schedules. It is the Saudi Aramco Project Engineer's
responsibility to check the contractor's schedules only in
sufficient depth to ensure that the logic and data used are
reasonable and the schedule completion dates are realistic. The
level of detail shown on the network should also be reviewed.
Critical and Subcritical Paths. In checking the critical and sub-critical

paths activities, PE should review the design logic to verify the
following:
• Are relationships of activities in proper sequence?

• Do the activities have to be done in the specified

sequence as opposed to a mix of parallel and sequential
activities?
• Do all the activities have to be 100 percent complete

before the start of the next activity or is overlap possible
and realistic?
• Are activity durations reasonable?
• Are critical path material delivery dates consistent with

the construction required dates?
The contractor then should develop a modified schedule plan

which incorporates the SAPMT comments. After a formal
review, the SAPMT should accept the schedule plan and use it
to monitor the contractor's schedule performance.
Contractor's Planning and Scheduling Organization
In order to get good quality schedule plans from the detailed

engineering contractor, the SAPMT must ensure that the
contractor has a qualified planning and scheduling function in
their organization. The SAPMT should screen, interview and
approve the contractor's planning and scheduling staff to be
assigned on the project.
The Project Engineer should review the contractor's planning

and scheduling approach and determine if the proposed
scheduling system meets the needs of the detailed Engineering
Phase. The contractor's planning and scheduling staff should
have prior project scheduling experience. If the contractor's
scheduling staff lacks project experience, there may be potential
problems in implementing effective schedule controls.
The SAPMT must take into consideration some of the following

points in reviewing the contractor's planning and scheduling
capabilities:
• Ensure the contractor has a viable scheduling function to

support the project needs

• Ensure qualified scheduling staff on the project
Review of Contractor's Scheduling Procedures
In order to achieve effective schedule controls during the

Detailed Engineering Phase, it is essential that SAPMT and the
contractors should agree on the schedule development and
implementation approach. There should be an agreement on
the following key issues:
• The level of detailed scheduling
• Responsibilities for the development, review and

approval of schedules
• Scheduling system to be used in the development of

schedule plans
• Frequency of schedule updates, analysis and reports
By ensuring early resolution of these issues, and following

scheduled guidelines, both the SAPMT and the contractors can
concentrate on implementing effective schedule. Without such
an understanding, the projects tend to get bogged down in
conflicts, pertaining to schedule approaches and their
effectiveness in achieving project goals.

DEVELOPING A PROJECT COMPLETION SCHEDULE (PCS) REPORT
Project Completion Schedule (PCS) Report
A Project Completion Schedule (PCS) Report is a monthly

progress plan for the detailed engineering, material procurement
and construction and is prepared on Saudi Aramco Form 6974.
(See Addendum 1) During the Project Proposal Phase, a PCS
is usually developed in support of the Budget Brief. The PCS is
prepared immediately after approval of Prior Approval
Expenditure Request (PAER) funds or full Expenditure Request
Approval (ERA), since the milestone dates are required for
Monthly Progress Update (MPU) and Budget Item Summary
Report (BISR) reporting.
Projects to be Reported
The SAPMT prepares a PCS for all projects under the control of
Engineering & Project Management that have approved PAER
or full Expenditure Request (ER) funding. The Job Orders (JO)
within a Budget Item (BI) that fall under a single project
manager normally constitute the scope of work covered by one
PCS.
When the JO is assigned to another department or Project

Manager, a separate PCS is prepared and updated by the
assigned Project Manager. All such PCS's are submitted to the
BI responsible Project Manager to be incorporated into the total
Project PCS. The overall progress plan for total BI scope is
reflected on one PCS and approved by the responsible General
Manager.
Frequency & Report Period
The initial PCS (revision 0) should be submitted with the first

MPU. If the original PCS completion dates for detail
engineering, material procurement or construction slip, but have
no impact on the BI on stream date, then a revised PCS may be
prepared at the discretion of the BI responsible Project
Manager.

Project Completion Schedule (PCS) Report, cont'd.
A Project Change Request Form 3000 (G.I. 20.520) and a

revised PCS must be prepared and submitted as soon as it
becomes apparent that the BI on stream date will be impacted
by one month or more. A revised PCS should be prepared in
support of the Project Change Request (PCR). Upon approval
of the PCR by Project Management and Proponent the
responsible Project Manager should submit the revised PCS
along with the approved PCR for approval.
When a PCS is revised, the SAPMT should include the following

information:
• An explanation in the Comments section of reasons for

revision
• A copy of the previous PCS
• If BI on stream date changes, a copy of the approved

PCR
Distribution is per instructions of the Department Manager.

Forward a copy to the Supervisor, Financial Analysis Unit, and
Resources Planning Department.
Approvals and Responsibilities
All PCS's submitted should be approved at the appropriate

level. Approvals are required as follows:
• The General Manager will approve the original PCS and

revisions to the PCS that affect the BI on-stream date of
dependent BI/JO on-stream dates by one month. Should
the position of General Manager not exist, then the
Department Manager shall be the approving authority.
• The Department Manager will approve any revisions to

the PCS that does not affect BI on-stream date or
dependent BI/JO on stream dates.

Information Required for the PCS Report
After the approval of ER funds, the Project Completion

Schedule (PCS) report is developed by the SAPMT to establish
project milestone dates. It is imperative that the information
contained in the PCS is accurate and realistic, because, PCS in
fact establishes the project schedule baseline. The project
status reports such as Monthly Project Update (MPU) reports
compare the actual performance to the information established
in the original PCS unless it has been revised.
The PCS contains projected percent completions in the

following three major work categories of a project:
• Detailed Engineering
• Material Procurement
• Construction
In addition, the SAPMT must identify major project milestone

dates to track the project performance. The following major
project milestones are common to most projects. Some projects
may differ in the order that the milestones occur. The following
acronyms are used to facilitate input into the PCS. The Project
Engineer can add additional milestones, if appropriate, on the
PCS form and assign an acronym to them.
ERA Expenditure Request Approval
DE-CA Design Engineering - Contract Award
LSTK-BPC Lump Sum Turnkey - Bid Package Complete
PB-BPC Procure Build - Bid Package Complete
PB-CA Procure Build - Contract Award
LSTK-CA Lump Sum Turnkey - Contract Award
CONST-BPC Construction Bid Package Complete
CONST-CA Construction Contract Award
CS Construction Start

Information Required for the PCS Report, cont'd.
MC Mechanical Completion
OS On stream Date
To complete the information related to planned progress and

actual status, the SAPMT relies on following principal sources
for project information:
• Project Execution Plan (PEP)
• Contractor's Detailed Engineering Schedule
Project Execution Plan (PEP)
The PEP provides key project milestones that are identified in a

PCS. The PEP reflects the SAPMT's plan to execute the
project. The PEP becomes the guideline document for the
detailed planning and scheduling. It is essential that the
schedule baseline and important milestones should be
established to compare the project's schedule performance.
Most of the project milestones identified in the previous section
can be assigned completion dates by using the PEP for a Saudi
Aramco project.
All Saudi Aramco projects with ERA of $50 million or more are
required to have a PEP. Saudi Aramco's project procedures do
not mandate that projects with ERA of less than 50 million must
have a PEP. It is left to the discretion of the Project Manager to
make the decision to have a PEP on a project. However,
recognizing its significant benefits in managing a project, it is
recommended that a PEP should be developed, irrespective of
the ER amount or project complexity.
If the project ERA is less than $50 million, then the PEP format
and contents can be modified to meet the projects specific
requirements. In such cases the PEP does not need the
approval signature of Vice President of Project Management.

The PEP includes key schedules which helps to establish

milestones. These schedule milestones then provide basis to
monitor detailed engineering contractor's schedule performance.
The PEP typically includes following scheduling information:
• Project Execution Sequence
• Project Milestone Schedule
Although the above two schedule documents (See Addendum

2) are at a summary level, these do represent the major
activities and overall sequence of project execution through
various project phases. In the absence of a detailed
construction schedule and SAMS procurement plan from a
detailed engineering contractor, the planned progress for these
two functions can be developed from the schedule information
in a PEP.
Planned Materials Procurement Percent Completion per month is

calculated by the Project Engineer for input in a PCS report.
Material procurement percentage includes both the SAMS and
DC procured materials and are reported separately in the PCS
report. Detailed for procurement progress calculations are
covered in the later modules of this training course. Addendum
3, Procurement Progress Calculations shows an example to
calculate progress for SAMS and DC materials.
Planned Construction Percent Completion is calculated by the

Project Engineer by using the PEP scheduling information and
planned construction percentages. During the initial stages of
the project, the construction schedule information is relatively
scarce. Although the major construction milestones have been
established, the Project Engineer relies on the PEP to develop
construction percent completions to complete the construction
section of the PCS. The cumulative monthly progress for
construction activity is indicated in terms of cumulative
percentage complete. In a PCS, all percentages are stated in
whole numbers and all dates in numeric month and year.

For an initial PCS, the cumulative monthly progress

percentages are entered in the Original line in the appropriate
month. Revised cumulative monthly progress percentages are
entered in the Current line when updating the PCS. Both
original and current cumulative progress percentages are shown
in the revised PCS. As appropriate, when issuing a revised
PCS, actual cumulative percentages complete are shown with
an "(A)" notation.
The construction percent complete is a weighted physical

measurement of construction progress. The method of
measuring progress varies depending on the type of project and
construction discipline. Nevertheless, the percent complete
must be accurate and quantified, i.e., based on the quantity of
equipment and or material actually installed at the construction
jobsite.
The actual progress reporting for construction is covered in the

later modules of this training course.
Contractor's Detailed Engineering Schedule
To complete the detailed engineering section of the PCS, the

Project Engineer should enter the planned cumulative monthly
progress for detailed engineering, i.e., all engineering
accomplished under the ER approved funds. Detailed
engineering includes all design office activities to be
accomplished with ER approved funds required to achieve
mechanical completion. The PCS starting point for progress
measurement of detailed engineering will be zero and will begin
the month following ER approval. Both original and current
progress percentages must be shown on revised PCS.
After the award of the detailed engineering contract, the

contractor is expected to develop detailed engineering
schedules. Based on the SAPMT approved engineering
schedules and associated progress curves, information related
to detailed engineering planned percent completions can be
incorporated in the PCS.

The Project Engineer relies on the contractor's progress data to

update the PCS with actual detailed engineering status. The
SAPMT should verify the sources and accuracy of contractor's
detailed engineering progress information. The Project Engineer
with the assistance of Saudi Aramco's Cost Analyst & Planning
Scheduling Engineer must analyze and approve the progress
information prior to its incorporation in the PCS report.
Typically the detailed engineering contractor's schedules are

used to get the following information for input into the PCS
report:
• Planned and actual progress for detailed engineering
• Planned and actual progress for DC materials

procurement
Detailed Engineering Progress is provided by the engineering

contractor. The SAPMT and the contractor must agree on a
progress reporting criteria for the Detailed Engineering Phase of
the Project. To calculate accurate detailed engineering progress
status, both the SAPMT and the contractor should be in
agreement as it relates to following issues:
• Design logic diagram
• Number of physical deliverables
• Schedule milestones
• Progress reporting criteria
• Timing and frequency of progress reporting
• Availability of actual information after progress cut-off

date
• Progress development, review and approval

responsibilities

Based on the above information, the Project Engineer with the

assistance of the detailed engineering contractor can determine
the physical deliverables and their completion schedules to
facilitate development of construction bid packages.
Normally for calculating detailed engineering progress, 95% of

progress should be achieved with the completion of all
drawings, bid packages, requisitions, start-up and operating
manuals, purchase orders, SAMS allocations and other
miscellaneous engineering and related activities. The final 5%
progress consists of design office activities not easily measured,
e.g., technical support to construction and commissioning,
preparation of as-built drawings (if done in the design office),
final design and procurement close-out activities, including
demobilization of the contractor engineering office.
Actual calculations for detailed engineering progress are

covered in later modules of this training manual.
DC Material Procurement Progress - The contractor's detailed

engineering schedule is also used to identify information related
to procurement percent completions for DC materials. The
cumulative monthly progress for DC material procurement is
indicated in terms of cumulative percentage complete. In the
PCS, all percentages are stated in whole numbers and all dates
in numeric month and year.
DC material procurement activity begins with the technical

approval by the SAPMT of the purchase requisition and is
complete when the material is "ex-plant" by the manufacturer or
vendor. Note that technical bid evaluation and vendor drawing
review/approval are engineering functions and manhours
associated with those tasks are considered engineering rather
than a DC material-procurement function.

DC material procurement activities performed by the detailed

engineering contractor that are considered as DC material
functions include:
• Buying,
• Expediting
• Inspection
• Traffic
For an initial PCS, the planned cumulative monthly progress

percentages are entered in the Original line in the appropriate
month. Revised cumulative progress percentages are entered
in the Current line when updating the PCS. Both original and
current cumulative progress percentages are shown on the
revised PCS. As appropriate when issuing a revised PCS,
actual cumulative percentages complete are shown with an "(A)"
notation.
DC material progress is based on three milestones. The

description and weighted value for each milestone are:
Milestone Description Weighted Value

Purchase requisition released 20%
Purchase order placed 40%
Material at site 40%
DC progress percent is measured as:
PRs processed x 20% + POs placed +40% + Material at site x 40%

Total PRs Total POs Total POs
Purchase-order material at site reflects the quantity of items on

the Purchase Order received at the site. The SAPMT must
verify the progress information for DC Material Procurement
prior to its inclusion in the PCS report.

MONITORING THE PROJECT SCHEDULE PERFORMANCE
Introduction
Once the project schedule baselines have been established,

based on the Saudi Aramco's Project Execution Plan, Project
Proposal, and the SAPMT approved contractor's detailed
engineering schedules, it becomes the SAPMT's responsibility
to periodically review and analyze the schedule performance.
Systematic monitoring of project's schedule performance helps
to identify:
• Deviations from the approved schedules
• Changes in critical and near critical paths
• Slippages in schedule milestones
• Changes in project completion dates
• Work packages or engineering disciplines falling behind

the schedule plan
• Opportunities to enhance schedule performance
• Areas of conflicts and adverse interfaces
• Conflicts in material deliveries on construction schedule
• Any inconsistencies among other project performance

indicators
When schedule performance analysis indicates delays in project

completion, causes should be identified and corrective
measures taken. Proper schedule performance analysis will
enable the SAPMT to apply the analysis towards the following
planning and scheduling techniques, which are essential in
providing management with the proper visibility to effectively
monitor and control projects:
• Time impact analysis
• Schedule forecasting and trend analysis
• Progress payment analysis

• Recovery schedule development
• Revision to the Expenditure Request (ERC) date
Schedule Performance Criteria
Based on the projects unique characteristics and requirements,

the SAPMT should develop its own Schedule Performance
Criteria for the project. The schedule performance criteria
should primarily focus on:
• Overall Project Schedule
• Contractor's Schedules
The SAPMT is responsible for tracking the schedule

performance of the overall project and periodically report project
status to the Executive Management. In assessing the overall
project schedule performance, the SAPMT incorporates the
project work that is under the jurisdiction of Saudi Aramco, and
or other contractors, e.g., engineering, construction, etc.
In evaluating the schedule performance of the detailed

engineering portion of the project, the performance criteria may
include following techniques and methods:
• Intermediate Milestone Method
• Physical Percent Complete Method
• Units Complete Method
Intermediate Milestone Method
The Intermediate Milestone Method of schedule performance

evaluation identifies major events during the engineering phase
of a project which represents significant achievements toward
the project completion. The milestones are established by the
SAPMT, and the completion dates are finalized, after
consultation with the contractor. The specific dates for each of
the milestones come from the detailed engineering schedule.

Schedule Performance Criteria, cont'd.
The contractor provides the SAPMT with its performance status

against the established milestones. If a consistent pattern
develops where the contractor is missing schedule project
milestones, then this indicates that actions are required to
correct the situation. The contractor may be directed to develop
recovery plans to ensure the engineering activities are
completed as per the original schedule plan.
The milestone schedule can also be tied to weighted percentage

of completed work and can be tied to progress payments for the
contractor. Some of the milestones established to track
engineering schedule performance can be:
• Approval of P & ID's and process flow diagrams
• Complete vendor print reviews
• Complete civil/foundation drawings
• Complete structural design
• Complete design model
• Complete piping isometrics
• Technical Reviews
• Complete bid packages for construction
The milestones can be customized to project requirements and

are influenced by the project's critical path.
The schedule milestones for the detailed engineering should be

based on the design logic diagram and must support the PEP.
Systematic and orderly completion of intermediate milestones
will provide a clear indication that the detailed engineering is
proceeding on schedule and the project completion date will be
met as planned.

The 30%, 60% and 90% reviews are designed to ensure that
the detailed engineering contractor develops the physical
deliverables in a sequence which is consistent with the
approved design logic for the project. Each of these reviews
indicate the physical deliverables that should be ready for
SAPMT's review and approval.
Percent Complete Method
Each of the project physical deliverables is assigned estimated

manhours to perform that work. The duration and sequence of
activities are backed by a detailed CPM design diagram, logic
and man-hours estimate. Total aggregation of man-hours,
divided by time units, e.g., days or months, results in a
percentage progress curve for the project. These curves are
called Progress Percent Complete Curves (See Figure 1) and
are used to track actual schedule performance. As each activity
is completed, its weighted percentage is credited to actual
completion. The total aggregated actual percent complete is
then compared with the planned progress to date.
Data
Date
100
80
Legend
Plan
60
Actual
Forecast
40
20
JUN JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN JUL
1993 1994
Figure 1: Progress Percent Complete Curve

If the actual progress falls behind the planned curve, then it

gives an indication that the project is falling behind schedule. In
evaluating performance with this method, one should also be
careful that even though the curve may indicate that project
progress is ahead of the plan, but in actuality the project
completion date may be in jeopardy, as the critical path
activities could be behind the schedule plan.
This approach to schedule performance evaluation should take

into consideration other project status information, such as:
• CPM schedule analysis
• Status of schedule milestones
• Man-hour expenditure curve
• Status of physical deliverables
The schedule performance evaluation with consideration of

above information will ensure that the SAPMT will not make
erroneous project assessment based on incomplete and
inconclusive project data.
Unit Complete Method
The Unit Complete Method of detailed engineering performance

measurement uses as its basis the actual completed physical
deliverables, such as engineering drawings, work packages, etc.
For examples, to track detailed engineering progress the
physical deliverables may be broken down by:
• Number of drawings
• Number of technical specifications
• Number of piping isometrics drawings
• Number of bid packages for construction

Each work package in an engineering discipline is assigned

weightage based on the work to be performed. Based on the
schedule, the aggregated numbers are plotted and are used as
a planned curve to compare the actual performance. Figure 2
shows release of the piping isometric drawings to the pipe
fabricator. A quick analysis of this curve indicates that the
release of piping isometrics is falling behind schedule and may
impact the pipe fabrication and eventually construction
schedule.
Data
Date
1000
800
Legend
Plan
600
Actual
400
200
November December January February March April May
Figure 2: Piping Isometric Release Curve
The actual number of completed documents is plotted against

the plan. Any deviations from the base plan alert the SAPMT of
possible trouble in meeting the project schedule plan. In
addition to the curve, the critical work items should also be
closely monitored to track their performance.

Information Required to Monitor Schedule Performance
The SAPMT utilizes various scheduling and progress tracking

documents to monitor project's schedule performance. It is not
possible to accurately assess the schedule performance by
merely analyzing the project progress and schedule alone. The
SAPMT utilizes different project control and progress
documents to evaluate/analyze the accurate status of a project.
Contractor's Detailed Engineering Schedule
The contractor's detailed engineering schedule is one of the

principal documents to monitor project's schedule performance.
The contractor develops this document to reflect the schedule
plan for all the work scope and physical deliverables associated
with the detailed engineering and procurement. After a detailed
review by the SAPMT, this contractor's detailed engineering
schedule is approved. The approved schedule is then used as
the schedule baseline for the Detailed Engineering Phase of the
project.
At each reporting period, the contractor makes schedule

updates and performs a schedule analysis to ascertain the
performance to date. The update should identify the following
information which is used to monitor the schedule performance:
• Is the project completion date still valid?
• How may activities are completed as planned?
• How many activities are behind schedule?
– An exception report is developed showing the

activities which are behind schedule.
• Are there any changes in critical path and/or sub critical

path?
• Which activities are falling behind schedule?
– Identifies work areas or disciplines which are

lagging in schedule performance.

Information Required to Monitor Schedule Performance, cont'd.
• Any impact of engineering activities on procurement

effort?
• Does the detailed engineering progress support the

planned construction start date?
This information is analyzed to develop an assessment of

overall schedule performances for this project.
Procurement Tracking Reports
Procurement Tracking Reports provide valuable information

related to the progress status of the materials procurement
program. By implementing effective and informative track of
procurement activities and delivery dates, the SAPMT can
ascertain if the procurement effort supports the current schedule
plans and project completion dates. The critical materials are
closely tracked to ensure that these are procured in a timely
fashion and support the critical path activities as planned.
Any deviations or conflicts with construction requirements are

highlighted, and corrective steps are taken to improve the
material delivery dates. A good material tracking report should
provide the following information:
• Is the procurement program proceeding as planned?
• How many items are falling behind the delivery schedule?
– Each item is identified in exception reports
• What is the procurement status of critical items?

Information Required to Monitor Schedule Performance, cont'd.
Overall Project Schedule
The project's overall project schedule is utilized to status the

actual schedule performance and compare it against the
baseline scheduling information. Since it is a time-scaled
document, it is easy to visualize the actual status and identify
trouble spots. By using this document, the schedule status of
major milestones are easily identified and schedule
performance is assessed. By updating the document, the
SAPMT can easily ascertain if the project completion date is still
achievable or in trouble.

WORK AID 1: GUIDELINES IN THE EVALUATION OF AN ENGINEERING

CONTRACTOR'S SCHEDULE PERFORMANCE
The Work Aid provides guidelines to participants in the evaluation of an engineering

contractor's schedule performance.
Guidelines:
Some possible answers are as follows:
Q1:
• Consistency of milestones with PEP
• Sound design logic in activity relationships
• Correct phase-completion sequence
• Critical and subcritical paths verification
• Input sources and their reliability
• Compatibility with resource requirement
• Subcontract work scope - included in the schedules
• Interface with other groups
• Constraints such as material vendors
Q2:
• Schedule deviations – planned vs. actual
• Change in Critical Paths
• Any changes in project completion dates
• Work categories or areas falling behind the plan
• Opportunities to enhance schedule performance
• Areas of conflicts and adverse interfaces
• Material/equipment shortages
• Any inconsistencies with other project performance
indicators
Q3:
• Detailed Engineering Progress
• DC Material Procurement Status
• Project Schedule Milestone Status

Q4:
Milestone Description Weighted Value

Purchase requisition released 20%
Purchase order placed 40%
Material at site 40%
DC progress percent is measured as:
PRs processed x 20% + POs placed +40% + Material at site x 40%

Total PRs Total POs Total POs

GLOSSARY
BB Budget Brief
B1 Budget Item
BISR Budget Item Summary Report
CPM Critical Path Method
Critical Path A series of activities representing the longest uninterrupted

path from the start to completion of a network
DC Direct Charge Materials
ER Expenditure Request
ERA Expenditure Request Approval
ERC Expenditure Request Completion
JO Job Order
MPU Monthly Project Update Report
PAER Prior Approval Expenditure Request
PCR Project Change Request
PCS Project Completion Schedule Report
PEP Project Execution Plan
PMC Program Management Contractor
PSE Planning Scheduling Engineer
SAMS Saudi Aramco Material System
SAPMT Saudi Aramco Project Management Team

ADDENDUM
1. Project Completion Status (PCS) Report
2. A. Project Execution Sequence
B. Project Milestone Schedule
3. Procurement Progress Calculations

ADDENDUM 1
Project Completion Status (PCS) Report

ADDENDUM 2A
Project Execution Sequence

ADDENDUM 2B
Project Milestone Schedule

ADDENDUM 3
Procurement Progress Calculations

Planning and Scheduling During Detailed Engineering

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Planning and Scheduling During Detailed Engineering

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Engineering Encyclopedia

Saudi Aramco DeskTop Standards

PLANNING AND SCHEDULING

Chapter : Project Management For additional information on this subject, contact

APPROVING A CONTRACTOR'S DETAILED ENGINEERING SCHEDULE ................. 3

Saudi Aramco DeskTop Standards i

Figure 1: Progress Percent Complete Curve................................................................ 20

Saudi Aramco DeskTop Standards ii

APPROVING A CONTRACTOR'S DETAILED ENGINEERING SCHEDULE

Although the planning and scheduling responsibility for Saudi

To avoid any adverse situations, the SAPMT has to assume a

Contractor's Detailed Engineering Schedules

Schedule "A", General Terms and Conditions of the contract,

In addition, the contractor should prepare design logic diagrams

Saudi Aramco DeskTop Standards 3

Contractor's Detailed Engineering Schedules, cont'd.

The contractor must provide a design logic diagram showing

Approval Criteria for Contractor's Schedule

Upon receipt of the contractor's detailed equipment schedules

The next thing to check is the design logic and sequence of

• Consistency of milestones with PEP

• Sound design logic in activity relationships

• Correct phase-completion sequence

• Critical and subcritical paths verification

• Input sources and their reliability

Saudi Aramco DeskTop Standards 4

Contractor's Detailed Engineering Schedules, cont'd.

• Compatibility with resource requirements

• Subcontract work scope - included in the schedules

• Interface with other groups

• Constraints such as material vendors

The SAPMT should analyze the schedule plan to test its

• Project objectives & contractual requirements

• Contractor's execution approach

• Project's unique characteristics

• Project work scope

• Construction start and project completion dates

• Existing work environment

This is an essential exercise to ensure that the schedule reflects

As with other review functions performed by the SAPMT,

Critical and Subcritical Paths. In checking the critical and sub-critical

• Are relationships of activities in proper sequence?

Saudi Aramco DeskTop Standards 5

Contractor's Detailed Engineering Schedules, cont'd.

• Do the activities have to be done in the specified

• Do all the activities have to be 100 percent complete

• Are activity durations reasonable?

• Are critical path material delivery dates consistent with

The contractor then should develop a modified schedule plan

Contractor's Planning and Scheduling Organization

In order to get good quality schedule plans from the detailed

The Project Engineer should review the contractor's planning

The SAPMT must take into consideration some of the following

• Ensure the contractor has a viable scheduling function to

Saudi Aramco DeskTop Standards 6

• Ensure qualified scheduling staff on the project

Review of Contractor's Scheduling Procedures

In order to achieve effective schedule controls during the

• The level of detailed scheduling

• Responsibilities for the development, review and

• Scheduling system to be used in the development of

• Frequency of schedule updates, analysis and reports

By ensuring early resolution of these issues, and following