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PROJECT CONTROL PLAN

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PT BORNEO MITRA SINERGI

PROJECT CONTROL PLAN

PROVISION OF PIPELINE CONSTRUCTION SERVICES PROJECT

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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
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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. PLANNING AND SCHEDULING
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.
2.2.Project Control Basis and Methods
PT Borneo Mitra Sinergi and Energy Equity Epic (Sengkang) Pty,Ltd shall
formulate and mutually agree on Project Control Baseline, which Project
performance shall be measured, and control tools, which shall be used to
control the performance of the project.
The Project Control Basis shall include but not be limited to the following:
Contract or Work Order
Schedule
Budget
Man hours Estimate
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:
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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.

2.4.Proposed Work Breakdown Structure (WBS)

PT Borneo Mitra Sinergi is to prepare Work Breakdown Structure (WBS) as
the Instrument to manage and supervise project.
The WBS is unique numbering systems that consist of hierarchy of logical
aggregates of its lower level elements. Selection of the appropriate level of
detail for the WBS depends upon the following matters:
Reporting requirements assigned by Energy Equity Epic (Sengkang)
Pty,Ltd.
A level of detail that is practical for data collection.
Inter-linkages of various tasks/activities and correspond them to the
milestones of work progress as defined in the schedule.
During the planning stage, WBS may be modified to suit the Energy Equity
Epic (Sengkang) Pty,Ltd requirements. WBS for each work discipline can be
further broken down to drawing and engineering documents as necessary.
All project control elements such as schedules, man-hours, deliverables,
reporting, will be organized in accordance to the mutually agreed WBS.
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
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Mitra Sinergi shall submit this schedule with the Monthly

Status Report. PT Borneo Mitra Sinergi ( BMS ) shall use MSProject 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.
2.5.1.2. Project Schedule is Contract Master Schedule (CMS)
include. Discipline Major Activities - Level II are required
within ten (10) days after the Commencement Date. These
schedule are manual, time-scaled networks for areas or units
covering engineering, procurement and construction. The
data contained in the Level II schedules may be collected and
displayed on a single sheet project summary schedule.
2.5.1.3. Discipline Detailed Activities - Level III for planning and
analysis of the engineering, procurement and construction
activities shall be prepared utilizing the detailed Critical Path
Method (CPM). BMS must complete the networks and have the
computer system operational within one (1) month from
contract award. Total number of logic relationships shall be
limited to a manageable level of detail as agreed by Energy
Equity Epic (Sengkang) Pty,Ltd.
2.5.1.4. Construction short-range Schedules BMS shall make its
short-range schedule for direct fieldwork available to Energy
Equity Epic (Sengkang) Pty,Ltd as they are issued.

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2.5.1.5. BMS shall notify Energy Equity Epic (Sengkang) Pty,Ltd

within one (1) day of any occurrence, which will adversely
affect the Completion Date of the WORK. BMS shall also notify
Energy Equity Epic (Sengkang) Pty,Ltd at least once each
week that status of critical items, which could affect the
Completion Date of the WORK.
In addition, BMS shall include a statement of proposed action
for expediting these items.
2.5.1.6. Various
Detail Schedules/Reports shall be prepared
by BMS to meet the project requirements are agreed with
Energy Equity Epic (Sengkang) Pty,Ltd. Listed below are
typical examples:
a. Material Status Report
b. Critical Vendor Drawing List
c. Piping Isometric/Spool Fabrication Report
d. Bulk Material Quantities List MTO and/or Installed
e. Construction Bar Chart by Area/Unit
f. Weekly Work Schedule (Level IV)
2.5.1.7. BMS shall provide a qualified Scheduling Engineer who
shall be available from start of WORK to Mechanical
Acceptance.
2.6.Proposed Progress Measurement
Actual physical progress measurement is based on the percent complete of
each activity and/or deliverable. Actual activity and deliverable
measurement will be formulated and mutually agreed during planning stage.
The percentages complete for activities/deliverables are translated into work
package and overall project percentages complete by means of weighting
factors.
The weighting factors within each work package Engineering and
Construction are determined based on the amount of manhours estimated
for each activity divided by the total amount of manhours for that work
package. Especially for Procurement, the weighting factor are determined
based on estimated value for each procurement item, which divided by total
value of procurement.
The weighting factors for each work package comprising overall project will
be predetermined by Energy Equity Epic (Sengkang) Pty,Ltd in the contract
and / or bid document.
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3. MONITORING AND CONTROL

BMS shall prepare and submit to Energy Equity Epic (Sengkang) Pty,Ltd within
two (2) weeks from Commencement Date, for approval a written procedure
identifying the specific methods, forms, techniques he proposes to use in project
control. This will include a narrative and flow chart of the project control system,
interface relationships with other departments EPC (Engineering, Procurement
and Construction, etc.), and a description of the computerization planned. In
addition, BMS will prepare and submit for Energy Equity Epic (Sengkang) Pty,Ltd
approval a work Breakdown Structure (WBS) and Project Code of Accounts (PCA)
to be used for the WORK. This is required to assure Energy Equity Epic
(Sengkang) Pty,Ltd that BMS is instituting all controls necessary to successfully
execute the project.
The project monitoring and control will cover minimum as follow :
Project Weekly Reporting
Schedule Control
Cost Control
Work Change Control
Manhours Control
Manpower Control
3.1.Project Control Tool
3.1.1.
General
To monitor and control the project, computer software is required as
an aid for planning and control. Some software that is available:
Project Management Software (Microsoft Project 2010)
Spreadsheet (Microsoft Excel 2010, etc)
Presentation (Power Point 2010, etc)
Upon the use of the above computer software, BMS shall propose their
selection and advise Energy Equity Epic (Sengkang) Pty,Ltd.
3.1.2.
Code of Accounts
The code of accounts is numbering system used to link and
computerize the control and monitoring functions as described
previously.
BMS is to develop their cost of account that suits the project
requirement. If
Energy Equity Epic (Sengkang) Pty,Ltd require to
include their code into Projects Code of Account, BMS shall
accommodate Energy Equity Epic (Sengkang) Pty,Ltd requirement.
3.1.3.

Control Forms
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Control Forms are tools to be used for the orderly execution of the
project control system, refer to Energy Equity Epic (Sengkang) Pty,Ltd
control forms. Such form is divided into: Authorization / Requisition
form, Planning Forms, Register form, etc.
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.
3.2.2.
Man-hours Forecasting and Trending
BMS shall prepare forecast of man-hours required based on the project
requirements. The forecast is determined by considering the
remaining work.
The man-hours required for the remaining work will be trended by the
BMS Project Controller.
3.2.3.
Man-hours and Completion S-Curves
The Project Controllers prepares weekly the completion and manhours percentages S-Curves, showing plan/estimate vs. actual and
forecast man-hours, unless specified otherwise by Energy Equity Epic
(Sengkang) Pty,Ltd.
Since the original planned/estimated completion percentages are
measured based on the original estimated man-hours, the original
planned completion percentage S-Curve coincides with that of the
original estimated man-hours percentages.
The original estimate/plan will not be changed unless mutually agreed
by and between Energy Equity Epic (Sengkang) Pty,Ltd and BMS.
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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.
3.3.2.
Schedule Control Procedure
The Schedule Control Procedures are as follows:
3.3.2.1. BMS to prepare look-ahead-schedule, by weekly, that plan
activities and deliverables to be executed in the form of bar
charts depicting weekly percent completion and the manhours required for each activity.
The preceding week time schedule will be adhered to as
closely as possible, while the unavoidable changes time
schedule will be implemented and noted.
3.3.2.2. Based on such plan, BMS will convert it to computerized
detailed activities schedule, the corresponding completion
man-hours and percent completion S-Curve.
3.3.2.3. If no potential delay is detected then the detailed activity
schedule shall be included in the weekly report and issued to
Energy Equity Epic (Sengkang) Pty,Ltd.
3.3.2.4. If potential delay is detected, BMS shall analyze it to
determine the cause of the delay. Upon finding of such cause,
corrective measure will be formulated and performed, prior to
include it in the weekly report.
3.3.2.5. BMS shall prepare Schedule Control as follow :
Engineering Schedule Control
Procurement Schedule Control incl. Purchasing,
Expediting and Inspection, Transportation.
Construction and Commissioning Schedule Control

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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.
BMS Cost Control includes :
Monitoring cost performance to detect variances from plan.
Ensuring that all appropriate changes are recorded accurately in the
cost baseline.
Preventing incorrect, in appropriate and unauthorized changes from
being included in the cost baseline.
BMS will control the following costs during execution of PROJECT :
Man-hour
Labor
Equipment Usage
Material
Etc.
3.5.Change Order Control
3.5.1.
Philosophy
The proposed work change control is within the framework of Energy
Equity Epic (Sengkang) Pty,Ltd Request for Proposal Schedule, if any.
Any work change will be assessed, but only work changes defined in
Criteria of Change are included the change control procedure.
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3.5.2.
Criteria of Change
A work change is interpreted by BMS as any alternation to activities
which results in variation from any of the following documents:
Reference Documents Listed below :
Scope of Work
Design Basis
Contract Master Schedule
Contract Document
Engineering documents (such as drawings, specifications, etc.) that
have been approved by Energy Equity Epic (Sengkang) Pty,Ltd for
construction, procurement or control. Engineering changes will be
either mandatory or non-mandatory.
Work change control will be enacted after the reference and
engineering documents have been approved by Energy Equity Epic
(Sengkang) Pty,Ltd.
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.
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4.2.Weekly Status Report

BMS will prepare weekly progress report to Energy Equity Epic (Sengkang)
Pty,Ltd once a week. Such report will be submitted at the beginning of each
week.
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.
6. PROJECT CLOSE OUT
Upon the expiration or termination of the work order Energy Equity Epic
(Sengkang) Pty,Ltd will issue acceptance letter of work order closure.
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.

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