Controls & Planning Management Plan

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Check that all red text is removed before submission and fix formatting as required.
<Insert Contract No.>
<Insert Contract Name>
Controls & Planning Management Plan
Plan Approved By
Name Position Signature Date

Revision History
Revision Details Date Initial

Contents
1 Changes in this Version 4
2 Document Purpose 4
3 C&P Purpose & Objectives 4
4 C&P Systems and Process Requirements 5
C&P Business Standards 5

Project Specific System and Process Requirements 5
Client Specific System and Process Requirements 5
5 Planning Stages 7
Establish 7
Plan 7
Execute 8
Control 8
6 Program Hierarchy 9
7 Roles & Responsibilities 10
Project Manager/Bid Manager: 10

C&P Project Owner 10
Program Owners 10
Functional Organisational Chart 11
8 Key Performance Measures 12
9 C&P Contractual Requirements 12
10 Reporting Requirements 13
Internal 13
External 13
11 C&P Monthly Timetable 14
Title: Controls & Planning Management Plan Full Form Date Published: 19/03/2013 Page 3 of 14
ID: 152086 Version: 3
Our Way Management System - Uncontrolled Document when Printed
Leighton Contractors Pty. Limited ABN 98 000 893 667 www.leightoncontractors.com.au
1 Changes in this Version
<Use this section to notify readers of the key changes in this revision referencing the affected
document section>
2 Document Purpose
The purpose of this document is to define the Controls & Planning (C&P) Management Plan for the
<Insert Contract No. & Name>.
The C&P Management Plan forms part of the overall Project Management Plan.
It sets the context, establishes the terms of reference, and documents the methods of operation for
the C&P function during project execution.
The plan consists of the following key elements:
Outline of Purpose and Objectives.

High level definition of the identified Process Requirements.
Definition of the Roles responsible for fulfilling the above requirements.
Definition of the Key Performance Measures which will be utilised to provide adequate insight
into the progress and performance of the project as it is executed.
Definition of the Performance Thresholds that will be used to assess and monitor project
progress and performance.
Definition of a C&P timetable that clearly articulates when processes will operate and when
information is required.
3 C&P Purpose & Objectives

The primary objective of the C&P function is to create and foster a no surprise culture and
environment with regard to program management.
Within this context the C&P groups key objectives are as follows:
Ensure that at all times, an achievable and clearly substantiated project execution plan exists.
Delivery of timely and accurate performance reporting and schedule control.
Provide early warning of issues allowing for suitable corrective action.
Maintaining buy in from all program stakeholders to the effective operation of the identified
C&P processes and management systems.
Provide clear communication of project program and associated targets.
<Remove/Add additional Purpose & Objectives as agreed at the C&P Start Up Meeting>
4 C&P Systems and Process Requirements
C&P Business Standards

As per the LCPL C&P Business Standard the following high level principles apply:
1. All tenders and contracts will develop and maintain a Level 3 Integrated Master Program (L3
IMP). Integrated Master Programs are to be cross-functional and inclusive of the full scope of
works. The Integrated Master Program shall be substantiated by a Basis of Schedule
document that captures the key determinants of the program.
2. All tenders and contracts will develop a Level 1 Summary Schematic Program (SSP) to
communicate the overall project execution strategy as captured in the L3 IMP.
3. The L3 IMP will be developed and maintained using Primavera P6**. Summarised Master
Programs (Level 2) will likewise be developed and maintained in that toolset.
4. Use of Primavera P6 for the development and maintenance of Level 1, Level 4 and Level 5
programs is optional. Irrespective of the toolset used, alignment with the Integrated Master
Program shall be maintained at all times.
5. Progress and performance against all programs is to be measured against a realistic and
achievable baseline. All performance measures are to be quantifiable, measurable and
assessed against defined performance thresholds.
6. In all cases, programs are to be developed and maintained in accordance with the defined
LCPL Program Hierarchy and the associated Our Way process requirements and are to be
cognisant of contractual, legislative and stakeholder requirements.
7. All programs will be developed and maintained in accordance with the defined LCPL Program
Hierarchy (refer Figure 1 further in this document) and the associated process requirements.
Project Specific System and Process Requirements

Following are the project specific system and process requirements to be implemented on the project:
< add additional project specific system and process requirements >
< add additional project specific system and process requirements >
< Delete Project Specific System and Process Requirements section if not applicable.
Project specific system and process requirements are additional requirements over and above the
mandatory requirements associated with fulfilling the C&P Business Standard, e.g. the project wants
to introduce a project specific C&P dashboard.
These requirements may correspond to the optional processes documented within the C&P Volume
of Our Way, an amendment of these processes or they may be entirely new and project specific. >
Client Specific System and Process Requirements

Following are the client specific system and process requirements to be implemented on the project:
< add additional client specific system and process requirements >
< add additional client specific system and process requirements >
< Delete Client Specific System and Process Requirements section if not applicable.
Client specific systems and process requirements are additional requirements documented to meet
specific C&P deliverables that the client has specified in the contract, e.g. the client may call for the
use of non standard software.
These specific client C&P deliverables must be reviewed to determine how these requirements will be
met, there are three options available:
Use the deliverables generated by the C&P Process as established in Our Way
Develop additional processes and measures as an augmentation to these processes, or as a
last resort
Develop parallel processes specifically to meet the clients contractual C&P requirements.
Note: It is strongly recommended that the client specific system and process requirements be met by
direct and/or augmented application of the C&P Processes already developed in Our Way, as
developing and implementing parallel processes requires significant effort and carries the risk that the
attention of the C&P team will be diverted to tasks that do not directly contribute to the pro-active
planning and control of the project. >
5 Planning Stages
The C&P lifecycle covers 4 primary stages (as below). The Establish and Plan stages are applicable
to both Tenders and Contracts. The Execute and Control stages are applicable to Contracts only.
Establish
The purpose of the Establish stage is to set the context and outline the purpose, objectives and
targets of the C&P function.
The key elements of the Establish Stage are as follows:
Agree the Purpose and Objectives of the C&P function
Agree the Process Requirements to satisfy the Business Standard along with associated
project and client specific process requirements.
Agree and assign the Roles and Responsibilities for the execution of the C&P function.
Define and agree the Key Performance Measures that will be used to measure the progress
and performance of the project as it is executed.
Develop and approve the C&P Management Plan
The primary deliverable of the Establish stage is the C&P Management Plan.
Plan
The purpose of the Plan stage is to define, develop and clearly articulate:
What the project is to deliver (Scope)

How the project is to be executed (Methods & Sequencing)
With which resources will the work be undertaken (Labour, Non labour, Materials)
When the works will be delivered (Schedule)

The Plan stage has been further sub-divided into 4 distinct areas:
Define Structures - provides the framework in which the program will be developed (and
managed) and ensure the program will be developed in a systematic and consistent way.
Develop Program - focuses on the development of the program within the defined framework.
Optimise Program - focuses on the analysis of the program and further development to
ensure that it will be executed in the most timely, efficient and effective way.
Baseline Program - represents the final component of the Plan stage. Having defined,
developed and optimised the program, it is locked in' as a Baseline Program. This Baseline is
used as the benchmark against which actual progress & performance is measured in the
Execute and Control phases.
The primary deliverables of the Plan stage are the Level 1 Schematic Summary Program and the
Level 3 Integrated Master Program along with the supporting Basis of Schedule document. Changes
to the baseline program are managed in a controlled manner via a formal change management
process.
Execute
The purpose of the Execute stage is to:
Measure and update program progress
Forecast the planned activities to project completion

The teams directly responsible for program execution i.e. Design, Procurement, Construction have
primary responsibility for execution of their respective programs.
The execution of the Integrated Master Program is the responsibility of the C&P function (see 6 Roles
& Responsibilities).
Control
The purpose of the Control stage is to:
Review & Analyse plan progress and performance and address variances.
Assess & Manage changes to the basis of schedule
Re-Optimise & Re-Baseline the program as necessary

Report & Communicate program performance, changes & status
The teams directly responsible for program execution i.e. Design, Procurement, Construction, have
primary responsibility for control of their respective plans.
The control of the Integrated Master Program is the responsibility of the C&P function (see 6 Roles &
Responsibilities).
The primary deliverables of the Execute and Control stages are the updated programs and the
associated progress and performance reports (see 9 Reporting Requirements).
6 Program Hierarchy
All Programs will be developed in accordance with the LCPL Program Hierarchy.
Alignment between programs within this hierarchy will be maintained at all times.
Figure 1 below provides a high level overview of the Program Levels and Types and the
Responsibilities, Process and Toolset requirements for their development and operation.
Figure 1 LCPL Program Hierarchy
7 Roles & Responsibilities
As per the LCPL C&P Business Standard the following high level responsibilities will apply:
Project Manager/Bid Manager:

Approve the C&P Management Plan and ensure that it is consistent with the requirements of
the Leighton Management System;
Approve the Integrated Master Program and the supporting Basis of Schedule;
Monitor and review program performance outcomes and facilitate corrective action where
necessary.
C&P Project Owner

Ensure the requirements of this standard and the associated Our Way processes are
effectively implemented on our projects
Develop and implement the C&P Management Plan
Develop, implement and control a cross functional Integrated Master Program in accordance
with this standard associated process requirements
Monitor, analyse and review program performance outcomes and recommend corrective
action where necessary.
Program Owners
Develop, implement and control functional Execution Programs in accordance with the
associated process requirements;
Monitor and review program performance outcomes and take corrective action where
necessary
In addition, for all Program Levels the Roles & Responsibilities for their operation and maintenance
are defined using the RACI model:
RACI Definition
R - Responsible The doer. This person/group completes the task and is responsible for
actions and implementation.
A - Accountable The buck stops here. This group/person is the approver; it has yes/no
authority. It sets parameters and provides appropriate authority for
delegated decision making.
C - Consult In the loop. This person/group needs to be consulted prior to the final
decision or action to ensure engagement - two way communication.
I - Inform Keep in the loop. This person/group needs to be informed after a

decision is made or action taken one way communication.
The RACI assignments for each level of the LCPL Program Hierarchy are as follows;
Level Type Responsible Accountable Consult Inform
1 Schematic <Enter <Enter Details> <Enter <Enter

Summary Details> Details> Details>
Program
2 Summary <Enter <Enter Details> <Enter <Enter

Reporting Details> Details> Details>
Program
3 Integrated <Enter <Enter Details> <Enter <Enter

Master Details> Details> Details>
Program
4 Execution <Enter <Enter Details> <Enter <Enter

Programs Details> Details> Details>
5 Execution <Enter <Enter Details> <Enter <Enter

Programs Details> Details> Details>
5 Program <Enter <Enter Details> <Enter <Enter

Analysis Details> Details> Details>
Functional Organisational Chart

The following simplified organisational chart highlights all positions that have a C&P RACI.
<Edit Chart to reflect project specific structure>
Project Manager
Controls &
Construction Procurement
Planning Design Manager
Manager Manager
Manager
Area Design Co- Procurement

Lead Planner Scheduler Area SPEs x3 Area Planner Design Planner Logistics Planner
ordinator x3 Expediters
Project
Engineers
8 Key Performance Measures
Key Performance Measures have been identified for each phase of the project (e.g. Design,
Procurement, Construction, and Commissioning). In all cases, these measures allow for the
measurement of actual tangible progress against planned targets.
The Key Performance Measures table below captures all items which are to be actively measured (by
program level) to support adequate performance monitoring and control throughout the execution
phase.
<Key Performance Measure (KPM) Resources are used to measure performance, across all identified
critical success areas. Identify all KPMs across all phases to ensure adequate performance
management coverage over the project life>
Key Performance Measure Program Unit of Measure
Level
9 C&P Contractual Requirements

Listed below are the projects contractual requirements as they relate to time as referenced within the
Commercial Risk Assessment (CRA) and/or the Project Commercial Roadmap (PCR).
<Refer to the relevant CRA/PCR sections:
CRA sections:
Part B Section 1 Contract Type; Date / Period for (Practical) Completion
Part D Section 1 Time and Cost Entitlements (EOTs)
Part D Section 4 Late Completion Damages (LDs)
Part E Section 2 LCPL Business Standard Risk Issues
(1/15 Delay; 1/24 Design .2 Client Review .5 Proceed at LCPL Risk 1/33.3 Work Rosters)
PCR sections:
Part B Section 1 Time and Cost Entitlements; Section 5 Liquidated Damages; Section 7 Liability
Part C Sections 1-4; Section 10 & 11
Part E Sections 3-5; Section 12>
CRA / PCR Item CRA / PCR Comment
Reference
i.e. Contract Clause
10 Reporting Requirements
The tables below define the C&P reports (Internal and External) that are to be produced.
Internal
Report Title Requirement Program Responsible Issued To
Level &
Frequency
i.e. Project,
Branch, Division
External
Report Title Requirement Program Responsible Issued To
Level &
Frequency
i.e. Contract
Clause
11 C&P Monthly Timetable
The monthly timetable below articulates when processes will operate, when information is required,
when review meetings will be convened and when reports will be issued.
<Insert a schematic month end progress cycle for C&P, noting when each Program Level is taken
through the Execute and Control stages of the C&P Process.
Example
>

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Notes: All red text provides guidance notes and/or indicates specific details to be

<Insert Contract No.>

<Insert Contract Name>

Controls & Planning Management Plan

Name Position Signature Date

Revision Details Date Initial

1 Changes in this Version 4

3 C&P Purpose & Objectives 4

4 C&P Systems and Process Requirements 5

C&P Business Standards 5

7 Roles & Responsibilities 10

Project Manager/Bid Manager: 10

8 Key Performance Measures 12

9 C&P Contractual Requirements 12

11 C&P Monthly Timetable 14

Outline of Purpose and Objectives.

3 C&P Purpose & Objectives

Provide early warning of issues allowing for suitable corrective action.

C&P Business Standards

Project Specific System and Process Requirements

Client Specific System and Process Requirements

What the project is to deliver (Scope)

When the works will be delivered (Schedule)

Forecast the planned activities to project completion

Re-Optimise & Re-Baseline the program as necessary

Figure 1 LCPL Program Hierarchy

Project Manager/Bid Manager:

C&P Project Owner

I - Inform Keep in the loop. This person/group needs to be informed after a

1 Schematic <Enter <Enter Details> <Enter <Enter

2 Summary <Enter <Enter Details> <Enter <Enter

3 Integrated <Enter <Enter Details> <Enter <Enter

4 Execution <Enter <Enter Details> <Enter <Enter

5 Execution <Enter <Enter Details> <Enter <Enter

5 Program <Enter <Enter Details> <Enter <Enter

Functional Organisational Chart

Area Design Co- Procurement

9 C&P Contractual Requirements

i.e. Contract Clause

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