PROJECT PROGRAMMING

Quality Management System

PROJECT PROGRAMMING

CONTENTS

1.0 PURPOSE & SCOPE

2.0 DEFINITIONS

3.0 FLOWCHART

4.0 PROCEDURAL TEXT

5.0 REFERENCES

6.0 ATTACHMENTS

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Revision Status

Issue / Date Revision Description By Checke Checke Approved

Rev. d
Modification from
A0 October 99 ES RL BAM
corporate procedure

A1 May 00 TMS Intranet Version ES RW RL BAM

A2 Nov 00 TMS Review RO ES RO BAM

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 PROJECT PROGRAMMING
Quality Management System

1.0 PURPOSE AND SCOPE

The purpose of this procedure is to describe the function, standards and requirements
for planning activities and requirements necessary to successfully execute a project
using consistent programming tools and methodologies.

2.0 DEFINITIONS
Control means to set a goal (target or plan), measure what is
actually happening, compare actual to planned and to
make any adjustments necessary.

3.0 FLOWCHART
Not applicable to this procedure

4.0 PROCEDURAL TEXT

4.1 Key Responsibilities
4.1.1 Project Manager
The Project Manager is responsible to ensure that appropriate programmes are
developed for the project that the programme is updated with as-constructed
data, and the programme is revised when necessary throughout the project.
Typical programmes are design, procurement, construction, operations, etc.
4.2 General
The purpose of a programme is:

 to show a plan of what activities will be done, their priority (which are critical)
and their sequence

 to control the time to complete the project

 to manage the project by communicating the above to site personnel

 to record actual progress and problems for site records

 to provide a management reporting tool as required by Thiess and mandatory

contract requirements (as applicable)
4.3 Planning Considerations
During Project Setup the following issues shall be decided and recorded in the relevant
Plans:

 software to be used

 frequency of upgrades/status reviews

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 measuring regime

 assignment of system maintenance responsibilities to appropriate project staff

members
The following factors should be considered and reflected in the project schedule:

 the resources to be employed (i.e. subcontractors, direct work teams, major

plant/equipment items) and their associated target productivities

 all contractual milestones

 procurement of major material/services (e.g. to reflect the sourcing, award and

conduct of subcontract works, off-site fabrication, etc.)

 the actual project calendar

 distinct phases of the project may require subordinate detailed programmes

(e.g. design, procurement, commissioning etc.)
The above planning data should be included within the Project Plans.
4.4 Programme Formats
The Company uses Primavera (P3) and Suretrak software for activity programming.
Technical supports for these programmes are provided by Technical Services. All
projects should be programmed using one of these software programmes unless the
Contract specifies otherwise.
The Project Manager shall be responsible for determining what programming software
is to be utilised for the project, however it is strongly recommended that either
Primavera or Suretrak Ver 2.0 or higher be used. The Project Manager will be
required to justify any deviation to the programmes recommended.
Programmes may be either "arrow diagram" or "precedence diagram" networks. In
some cases the client will dictate the type of programme. Both methods have their
advantages and disadvantages. The choice is often one of personal preference.
The philosophy for programming is to have one base programme which will be the
detailed network required to control the project. From this detailed base programme,
summaries can be produced (e.g. using hammocks) for the Client, management,
project managers look ahead, etc. The idea is that one input to a base programme will
satisfy these summary reports. In this way a "hierarchy of programmes" is developed
in which there is no duplication of effort and records. The software used by Thiess
allows such "hierarchy of programmes".
Hence, as the "as constructed" details are input to the base programme, the summary
reports are automatically updated.

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As the project develops, it will be necessary to compare progress with both the
contract programme and the target activity (construction) programme. The format for
this comparison should show as a minimum:

 activity ID and description

 current schedule (actual and planned dates)

 original schedule (contract or target dates)

 slippage or variance between the two schedules

 total float remaining

The exact format for these reports may vary, but the software is flexible in its output
to cater for most requirements.
It is absolutely vital that if the end date of the project as noted in the comparison
report is unsatisfactory then the project logic, durations or resources must be altered
to ensure that a plan has been devised to bring the project back on schedule. It is not
satisfactory to imply in the monthly report that "we will get back on track!"; the
programme must show the new plan to do this.
All programmes should be resource analysed (or levelled) so as to understand the
resource requirements throughout the project. As a minimum, critical resources must
be analysed (e.g. major craneage/critical work crews). Even if the majority of the
project will be completed by subcontractors, site personnel must know the "planned"
resource levels so as to confirm numbers before subcontracts are let or progressed. To
be on time means to know what is required to carry out the work and to have that
requirement on site.
Subcontractors, when necessary, may be requested to provide programmes that satisfy
time requirements and also show the level of resources intended for use by the
subcontractor. These resource levels and timings should be checked against the
estimates and discrepancies resolved before the activities are commenced. Once
agreed, subcontractors programmes should be incorporated into the Project Activity
Programme.
Specific milestones, staging times, contract times (e.g. award, completion, etc.) and
major procurement dates must be indicated.
As construction progresses, the construction programme must be regularly updated.
The format for this status can vary according to the software but must include the
following:

 current actual or planned start and finish dates for each activity

 remaining duration for each activity (percent complete of each activity is an

option but not as important as actual remaining duration)

 remaining total float for each activity

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 reasons for delays or problems for each activity

In this way the current critical path is highlighted and any new plan (e.g. resources,
logic or durations) will be evident.
"Remaining duration" is preferred to "percent complete" in the status of a project
activity because "percent complete" does not allow the productivity to date to have an
influence on the end date. "Remaining duration" automatically takes account of
productivity to date and predictions of productivity for the future.
Programme formats for supervisor will vary according to the software, but should be
A4 or A3 size and show:

 only those activities they are responsible for and those activities with which
they may have to coordinate or liaise with another supervisor

 the current schedule (actual and planned dates)

 a bar for each activity to a time scale

 only 2 to 3 weeks ahead from date of preparation

Other alternatives are possible, but the principle should be to keep it simple and
uncluttered. Further overall details should be kept in the site office and discussed with
supervisor at regular meetings.
4.5 Project Activity Programme Control
On-site requirements for the control of the programmes are based on recording actual
progress, comparing to the target and revising the original programme as necessary to
rectify any problems.
Therefore, it will be necessary to regularly update or status the project to compare
progress with both the contract programme and the target programme. As a general
guide, most projects will require a status to be complete each week. In this way,
problems are identified early. Also regular updates will reduce the number of activities
to be updated at the one time.
The frequency of programme updates shall be defined in the Project Management
Plan.
The method of updating the programme can be either in a tabular format or the
marking up of the barchart. The marking of the barchart will show:

 the start date of each activity

 the progress of each activity (percent complete)

 the expected completion date of each activity

 the slippage for each activity (previous against current)

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 the overall affect on the project duration (total float)

 the "time now" line from top to bottom of the barchart (status date)
The tabular format should show:

 a list of activities

 start and finish dates of each activity

 remaining duration for activities in progress

 problems to date or expected in the future

 the slippage for each activity

 the overall effect on the project duration

5.0 REFERENCES
Not applicable to this procedure.

6.0 ATTACHMENTS
Not applicable to this procedure.

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