KBR

KBR ONSHORE WORK METHOD

PLANNING AND SCHEDULING
REPORTING AND ANALYZING

DOC. NO. WM-HOU-ON-PC-PS010

REV

DATE

PURPOSE OF ISSUE

AUTHOR

20-DEC-16

PROCESS OWNER REVIEW

SPONSOR

___________________ ___________________
G. SAENZ
R. DAVES

DESCRIPTION OF CHANGE:

TECHNICAL APPROVAL BY:

_________________________________
R. DAVES

DATE

AUTHORIZED BY:
__________________________________
J. SACHS

PROPRIETARY INFORMATION
This document contains proprietary information belonging to
KBR. It may neither be wholly or partially reproduced
nor be disclosed without the prior
written permission of KBR.

DATE

REPORTING AND ANALYZING

DOC. NO. WM-HOU-ON-PC-PS010

1. SCOPE:
2. OBJECTIVE:
3. PHILOSOPHY AND APPROACH
4. SCHEDULE REPORTING
5. SCHEDULE ANALYSIS
5A
Critical Path Analysis
5B
Float Analysis
5C
Milestone Analysis
5D
Construction Impact Analysis
6. PROGRESS REPORTING
6A
Engineering Progress
6B
Construction Progress
7. PROGRESS ANALYSIS
8. PROJECT MANAGEMENT REPORTING
8A
Verbal Communication
8B
Formal Communication
9. RISK ELEMENT REVIEW
10. RECORD KEEPING
11. PROJECT COMPLETION REPORTING

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1. SCOPE:
This Work Method provides the minimum analysis and reporting requirements of
schedule status and progress measurement for any onshore execution project.
Reporting requirements will be adapted to accommodate client, contractual, and
project specific requirements.
2. OBJECTIVE:
The primary goals of reporting the schedule and progress update is to advise the
Project Team and Project Controls Department Management as follows:

Maintain an on going assessment of all activity start and finish dates to determine
if the project is proceeding as planned.
Timely identification of schedule delays and the reasons for the delay.
Facilitate recovery efforts to mitigate negative impacts.
Forecast of major milestone completion dates.
Ensure that EPC reporting effectively plans and tracks deliverables in order to
sustain the construction required dates and predict project completion.
Assess that the physical earned value progress, schedule status, resource
requirements, and trends support the project completion goals.

3. PHILOSOPHY AND APPROACH

The primary contribution by the Scheduler, both in the Home Office and in the Field,
is to provide guidance for project decision making. This gives strategic importance
to the effective communication of results through reporting and analysis.
This Work Method intends to provide guidelines for minimum requirements of
reporting and analysis. The approach however, taken by the Scheduler, should go
beyond the mechanical and routine reporting requirements. As analysis can be
considered somewhat of an art rather than a strict science, it becomes incumbent
upon the Scheduler to apply additional methods to gain insights into the project
status. Some of these methods may be informal and different from the guidelines
given in this Work Method. In depth investigation into the underlying cause of a
problem may be needed. Filtering through the project complexities to identify the
true cause of negative trends and constraints is necessary to assist in resolving
problem areas.

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The Scheduler must also keep the Project Controls Dept. well informed of project
status and adverse trends. The early detection of problems is important to enable
an effective, timely resolution, and to provide the most accurate schedule and cost
forecast possible.
4. SCHEDULE REPORTING:
Upon completion of the period update for the EPC Work Package (WP) Schedule
(See Work Method 009), an electronic file will be saved and archived for each
update period. A schedule comparison of current schedule vs. baseline schedule
will be included in the update.
The level of summarization and grouping order of activities will be at the discretion of
the Lead Scheduler. Typically this will be at the Work Package level and organized
by WBS areas sub grouped by each engineering discipline.
Schedule status will be maintained on an ongoing basis with CPM time analysis
made at least once ever 2 weeks. A complete schedule update will be issued at
least monthly or more often according to project requirements. The schedule will be
distributed per project procedure. It is also recommended that on a routine basis,
each engineering discipline Work Group Leader (WGLs) or Construction
Superintendent receives a Look Ahead Schedule per project requirements.
The Lead Scheduler will provide the statistics required by Corporate Policy and
Procedures for the monthly Project Review Meeting. See detail requirements in
paragraph E.5 of CP&P 2613.
It is suggested that summary level schedules be printed and displayed in prominent
project task areas as way of promoting schedule awareness for the project.
An electronic copy of the current schedule update should be made available to all
project personnel. Conversion of the schedule file to Adobe Acrobat PDF format can
facilitate this process of communication via a project web site, electronic document
control distribution, e-mail distribution, or other such means. Reports should take
into account the information needs of the WGLs and Construction Superintendents.

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5. SCHEDULE ANALYSIS:
Following are the primary types of analysis that are expected to be made on a
routine basis with each update reporting cycle.
The objective is to understand the underlying causes of schedule impacts. The
communication of schedule impacts will better serve the project team in
understanding the driving issues and mitigation options.
Results should be advised to the Project Management Team with emphasis on the
causes of schedule activity delays. Communication should preferably be in written
form for record keeping purposes which will later support Job Close Out reporting
and Lessons Learned efforts. Written assessments do not override the necessity for
Informal and verbal communication.
5.A Critical Path Analysis
After each schedule update is completed, the Lead Scheduler will review the
current critical paths of the project CPM Network, based on total float. Emphasis
is to identify the driving activities that are determining the forecast completion of
major milestones and overall project. Efforts should be made to identify and
assess causes of critical path changes from the previous reporting periods.
Subcritical paths will be reviewed and noted in the same fashion. The number
and definition of the subcritical paths will be at the discretion of the Scheduler.
However, as a general rule of thumb, activities with less than 2 weeks total float
should be reviewed and validated.
It is also recommended to make a comparison of the current activities on the
critical path against the same activities in the baseline schedule. A comparison
of current activity bar vs. baseline activity bar may help to identify where
slippages or delays may be affecting completion milestones.
Special attention should be given to activities that are subject to constrained
dates because of the effects they may have on the Total Float calculation. Of
particular warning is the use of Mandatory Finishes since its use may violate

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network logic by allowing P3 to schedule a successor activity before its
predecessor(s).
5.B Float Analysis
An assessment of how tight a schedule is, or has become, can be made by
reviewing the Total Float of all activities of the baseline schedule and subsequent
current schedule updates.
If a baseline schedule has a high percentage of activities with small values of
Total Float, this is an indication of little room to absorb delays. Activities in a
schedule of this nature will easily become critical if slippages begin to occur. In
this situation Management will have fewer recovery options to correct the
impeded schedule progress.
A comparison should be made of current schedule remaining activities to the
baseline schedule on a Total Float basis. This can provide an indication if
slippages are increasing the overall criticality of a project which may
proportionally diminish the possibility of meeting the project completion date.
5.C Milestone Analysis
A listing of specific significant milestones can be prepared and monitored with
each schedule update. These milestones in some cases may be dictated by
client contract requirements or specific project scope. A review of time variance
between baseline milestone dates and actual/forecast milestone dates can help
gauge the schedule status of a project.
An example Milestone List is presented in Attachment A.
5.D Construction Impact Assessment
The Project Lead Scheduler will review the delays that are detected in the
Engineering and Procurement schedule activities with specific intent to determine
if the Construction Need Dates are affected. Typically there is interface
milestones set up between the Engineering/Procurement and Construction CPM
logic. Efforts should be made to forecast the interface milestone delays which

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are expected to occur. Impact to the Construction Schedule should be reviewed
with the Project Construction personnel given that they are the best positioned
for impact determination.
6 PROGRESS REPORTING:
6.A Engineering Progress
Monthly, after each progress update (See Work Method WM-GL-KBR-PS009), a
set of actual progress curves reflecting earned values will be issued to the project
in comparison to the baseline progress curve. Presentation of the graphic
results for the monthly progress curves can be made at the discretion of the
Scheduler using P3, Excel, or other graphic software. Graphs for the actual
progress will be prepared on an Engineering discipline by discipline basis and for
overall engineering. An analysis of the progress should be compared against the
Basis for Schedule which is attached to the monthly issue.
Commodity Curves for Engineering/Procurement
Progress curves will also be prepared for the following Engineering and
Procurement deliverables. The percent progress will be based on deliverable
quantity count. Actual percent complete should be plotted against a target
baseline curve for each of the items.
P&ID issued IPL

Plant Layout Release

Concrete Drawings IFC

ISO Drawings IFF / IFC

Structural Steel Drawings IFC / IFF

Piling Drawings IFC

U/G Electrical Drawings IFC

U/G Pipe Drawings IFC

Major Equipment Received at Site

A/G Electrical Drawings IFC

A/G Instrumentation Drawings IFC

Major Equipment P.O.s

Buildings / HVAC / Architectural Dwgs IFC

A/G Pipe Spools Received at Site

Fabricated Structural Steel Received at Site

Pipe Rack Pipe Drawings IFC

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6.B Construction Progress

Monthly, an overall Construction Progress curves will also be prepared as well as
progress curve for the items listed below. Typically, these will be based on the
ACLS (or equivalent system) percent installed progress. (See Work Method WMGL-KBR-PS009) Actual earned percent complete should be plotted against a
target baseline curve for each of the items after each progress update. In the
case of a project executing with a subcontract strategy, like curves should be
developed for each major subcontractor.
Presentation of the graphic results for the monthly progress curves can be made
at the discretion of the Scheduler using P3, Excel, or other graphic software.
Commodity Curves for Construction
Site Prep

Piling/Drilled Footings

U/G Piping

U/G Electrical

Concrete and Excavation

Buildings and Shelters

Major Equipment

Structural Steel

A/G Piping

A/G Electrical

Instrumentation

Painting

Insulation

Hydro testing

Loop Checking
7. Progress Analysis
In general the various progress curves described above should be reviewed in
detailed to verify accuracy and to identify negative trends.
Listed below are guidelines for the routine analysis for each update reporting cycle.
Results should be advised to the Project Management Team with emphasis on the
reasons that progress deviations may be occurring. Communication should
preferably be in written form for record keeping purposes which will later support Job
Close Out reporting and Lessons Learned efforts.
Informal and verbal
communications are still necessary

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Resource Analysis An understanding of the actual man hour expenditures as
compared to the physical earned progress is needed at each reporting period.
When planned progress is not being achieved but the completion milestones remain
unchanged then work is being transferred from an earlier time to a later time. This
causes the amount of work to begin accumulating with a bow wave effect for
resource requirements. One type of analysis is to verify that the amounts of work
pushed into the future without relief of the end date, does not cause a demand of
resources that are unrealistic.
Schedule Consistency There is a correlation between physical earned progress
and the schedule activity status. A consistency check should be made between the
schedule and progress data after each update so that all project performance
measurements are in alignment. An example of inconsistency would be a CPM
activity status of started but with no reported earned progress. This example reflects
an inconsistency that the Scheduler should investigate to determine true status.
Hidden Negative Trends Be aware that tracking the baseline curve does not
necessarily mean that the correct progress is occurring. If the current earned value
progress figure is mostly associated to work which is not close to the critical path, a
project may appear to be on track while in reality schedule delays are developing
undetected.
8. PROJECT MANAGEMENT REPORTING:
8.A Verbal Communication
A meeting with the Project Management Team will be held after each schedule
update. The purpose of this meeting will be to provide an update to the Project
management Team on how the project is progressing against the baseline
schedule. This meeting should also address any areas of concern due to
schedule activity delays, results of the Schedule and Progress Analysis, and the
current forecast of any near future major project milestones.
The Project Management briefing may take place within the established project
routine meetings and may not necessarily need to be a separate. The Lead
Scheduler will have the responsibility to assure the necessary communication to

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Project Management takes place after each schedule update. Of particular
importance is the communication of the Engineering and Procurement activity
delays that may impact the downstream Construction field work.
8.B Formal Communication
Monthly reporting will be according to project procedure, client requirements, and
Corporate Policy & Procedure CP&P 2613.
A Basis of Schedule Update assessing the Schedule and Progress Report should
be prepared each month to summarize the analyses indicated in the preceding
paragraphs. This report should be brief and does not need to include
attachments but related output report backup should be kept on file should
clarifications be needed. The Scheduler should take caution not to make this a
document full of technical jargon and project detail status. The objective is to
communicate in a simple and direct manner, the concerns of the project
performance.
This report should be executive in nature and a copy issued to both the Project
Manager and the Project Controls Dept. Management.
This report will also serve as notes of the events as they transpired throughout
the life of the project. They can be very useful at the end of the job in preparing
the Project Closeout Report.
9. RISK ELEMENT REVIEW:
In conjunction with the monthly Schedule and Progress Report, the narrative will
also address and update the assessment of the Risk Elements identified in the Basis
of Schedule document (See Work Method No. 007).
Commentary regarding increased probability of occurrence of each Risk Element
and identification of any new risk element should be included. Forecasted impact if
no remedial action is taken should be discussed.
Note, that depending on the contract type, and relations with the client, the risk
element discussion may need to be kept confidential within the KBR Organization.

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10. RECORD KEEPING
In general, it is considered that the Scheduler should exercise their judgment of what
records should be maintained. As a guideline the following are the recommended
practices:

Keep a copy of the outputs resulting from the First Planner process.

Keep a copy of the major inputs and back up for the development of the
Baseline EPC Work Package Schedule, Detailed Construction Schedule,
Baseline Progress curves, and Basis of Schedule.

Keep a copy of the initially defined Work Packages, Milestone, Chains, and
Work Breakdown Structure.

For each update period, a copy of the resulting Schedule update, progress
update, and monthly Schedule and Progress report should be kept on file.

Files should be kept by the Scheduler for at least one year after project
completion to allow for any follow up study of project execution which may
come up.

11. PROJECT COMPLETION REPORTING

At both the completion of Engineering and at the completion of Construction, end of
project reports are required to be prepared and submitted to the Manager of the
Planning and Scheduling Dept. This report will be prepared in conjunction with other
project Close Out Reporting requirements that exist in KBR procedures:
PMDM 4800 Project Completion
PMDM 4230 Project Reporting
WM-KBR-CM-125 Job Site Close Out
At a minimum, record copies of the following items are required:

Final As-Built CPM schedule network update and original baseline

schedule CPM network. (One hard copy printout showing all
activities actual dates vs. baseline target dates and one backup
electronic Primavera file copy of each of the schedules).

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Final update copies each of the Engineering/Procurement and

Construction Commodity Curves. Both an electronic file and 1 hard
copy.

A Final version of the Basis of Schedule document to record the

project execution decisions which are reflective of the project
schedule outcome.

Final Project Close/Completion schedule and Progress report

narrative with:
o Analyses the major causes and reasons of project
performance problems.
Major decisions which affected the outcome of events.
Identifies lessons leaned from both a project execution and a
project controls methods improvement point of view.
Provides the essential project statistics of work hours,
quantities, key milestone completion dates, etc.

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ATTACHMENT A - SAMPLE MILESTONE LIST

Target
Schedule Date

Fore cast
Schedule
Date

EPC Start

29-Oct-02

29-Oct-02 A

Major Equipment P.O.'s Complete

14-Dec-01

04-Jan-02 A

-21

Mechanical Completion

01-Sep-03

01-Sep-03

Engineering Complete(90%)

28-Jun-02

28-Jun-02

26-Mar-02

08-May-02

-43

MILESTONE DESCRIPTION

Variance
(Days )

Com m ents

GENERAL

ENGINEERING
SYSTEMS
All P&ID's Issued f or Design
CIVIL / STRUCTURAL
First IFC Foundation Dw gs

28-Feb-02

28-Mar-02 A

-28

Last IFC Foundation Dw gs

29-Apr-02

31-May-02

-32

First IFC steel dw gs

28-Feb-02

20-May-02

-81

Last IFC steel dw gs

17-May-02

13-Jun-02

-27

PIPING DESIGN
First Planning Release

14-Feb-02

22-Feb-02 A

Last Planning Release

26-Mar-02

08-May-02

-43

-8

First A/G Piping Iso's Issued

26-Apr-02

10-May-02

-14

Last A/G Piping Iso's Issued

01-Aug-02

13-Aug-02

-12

Complete Instrument Index

03-Jul-02

03-Jul-02

Complete A/G Pow er & Racew ay Schedule

02-Jul-02

02-Jul-02

Delivery of F-1201 (First Major Equip)

26-Aug-02

16-Sep-02

-21

Delivery of R-1202 Reactor (heavy Lift)

22-Oct-02

22-Oct-02

Delivery of Compressor
Last Delivery of (other) Major Process
Equipment

19-Sep-02

27-Sep-02

-8

03-Sep-02

03-Sep-02

LEC Contract (AWARD)

19-Dec-01

11-Dec-01 A

Piling / Site Prep (AWARD)

10-Apr-02

22-Apr-02 A

-12

Civil (AWARD)

13-Jun-02

22-Apr-02 A

52

Mechanical (AWARD)

12-Aug-02

03-Oct-02

-52
177

ELECTRICAL / INSTRUMENTATION

PROCUREMENT

SUBCONTRACTS

Heavy Lif t (AWARD)

16-Oct-02

22-Apr-02 A

E&I (AWARD)

22-Nov-02

22-Nov-02

Insulation (AWARD)

11-Sep-02

11-Sep-02

CONSTRUCTION
Mobilization to site

15-Apr-02

25-Apr-02 A

Start Piling

06-May-02

06-May-02

Start U/G Piping

13-May-02

29-May-02

-16

Start Foundations

-10

08-Jul-02

25-Jun-02

13

Finish U/G Work & Major Foundations

30-Sep-02

30-Sep-02

Start Major Equipment Installation

05-Nov-02

05-Nov-02

Start A/G Piping

08-Oct-02

08-Oct-02

Finish A/G Piping & Testing

01-Aug-03

01-Aug-03

Finish All Continuity Checks

Area Mechanical Completions 100%

15-Aug-03

15-Aug-03

15-Aug-03

15-Aug-03

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