MATINDOK GAS DEVELOPMENT PROJECT (MGDP)

PROJECT CONTROL PROCEDURE

TABULATION OF REVISION SHEET

REVISION REVISION
SHEET REMARKS SHEET REMARKS
0 1 2 3 4 5 0 1 2 3 4 5
1 X 46
2 X 47
3 48
4 49
5 50
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10 55
11 X 56
12 57
13 X 58
14 59
15 60
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24 69
25 70
26 71
27 72
28 73
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30 75
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32 77
33 78
34 79
35 80
36 ATTACHMENT
37 1
38 2 X
39 3 X
40 4
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45 9

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REVISION SHEET DESCRIPTION
NO PAGE SUBJECT DESCRIPTION OF CHANGE REV.
Proyek Pengembangan Gas Matindok (PPGM)
1 1 Title changed to Matindok gas Development Project 2
(MGDP)
PROJECT CONTROL PLAN PROCEDURE changed
2 1 Title 2
to PROJECT CONTROL PROCEDURE
3 1 Spelling Word “Docment” replace with “Document” 2
MTDF-PJ-900-PRC-4001 Changed to MTDF-PJ-300-
4 1 Document Number 2
PRC-4001
Project Control Plan Procedure changed to Project
5 2 Title 2
Control Procedure
“The Weekly Progress Report will be submitted”
Section Reporting
6 11 changed to “The corrected weekly report must be 2
Functions
resubmit to PEP for approval”
Section Reporting
7 11 Remove point c) Monthly reporting 2
Functions
Sectiong Reporting
8 13 Fix the paragrapht 2
Functions
9 16 Attachment Attach Project Control Organization Chart 2
10 18 Attachment Attach Responsibilities Project Control 2

 
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TABLE OF CONTENT

1. INTRODUCTION ................................................................................................................ 5
2. PROJECT CONTROL MANAGEMENT.............................................................................. 5
2.1. GENERAL RESPONSIBILITY .................................................................................... 5
2.2. PROJECT INITIATION STAGE .................................................................................. 5
2.3. PROJECT EXECUTION STAGE ............................................................................... 6
3. PLANNING AND SCHEDULING FUNCTION ..................................................................... 7
3.1. GENERAL FUNCTION ............................................................................................... 7
3.2. TECHNIQUES AND METHODS ................................................................................ 7
3.3. SCHEDULE CONTROL ............................................................................................. 7
3.4. PROJECT MASTER SCHEDULE (PMS) ................................................................... 8
3.5. SCHEDULE MONITORING AND CORRECTIVE ACTION ........................................ 9
4. PROGRESS MONITORING AND FUNCTION ................................................................. 10
4.1. PROGRESS MEASUREMENT ................................................................................ 10
4.2. PROGRESS STATUS ANALYSIS: DEVIATIONS AND CORRECTIVE ACTIONS . 10
5. COST CONTROL FUNCTIONS ....................................................................................... 11
6. REPORTING FUNCTIONS .............................................................................................. 11
7. PROJECT MEETING........................................................................................................ 13
8. PROJECT PROCEDURES............................................................................................... 14
9. ORGANIZATION AND COORDINATION ......................................................................... 14
10. APPENDIX........................................................................................................................ 15
Appendix 1 – List of Project Control Procedure ................................................................ 15
Appendix 2 – Struktur Organisasi Project Control ............................................................ 16
Appendix 3 – Uraian Jabatan Project Control................................................................... 18
 

   

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1. INTRODUCTION
Project Control is an essential function of the EPC Project Team Task Force as it
provides Schedule Control and Cost Control Services for execution of the project

Personnel to be assigned to EPC project team to perform the required Project Control
functions are Project Control Manager, Cost Engineer and Planning & Scheduling
Engineers from the start of the project and remain on the team for duration of the
project.

The Project Control Manager has overall responsibility for the planning & scheduling,
cost and related control functions and reports directly to the Project Manager.

In compliance with PT PERTAMINA EP requirements, Project Control Manager also

will coordinate for preparation of the Monthly and Weekly Project Status Report to PT
PERTAMINA EP.

Project Control Manager will coordinate with the Construction Planning Manager for
construction scheduling and site cost control. To assure integration and continuity of
the control procedures from project’s beginning to completion of the project.

2. PROJECT CONTROL MANAGEMENT

2.1. GENERAL RESPONSIBILITY
The main responsibility of the Project Control group is to provide the Project
Management, PT PERTAMINA EP and the Corporate Management with reliable and
timely data and information about the Project execution (status, trend analysis and
forecasts) and to propose solutions to counter any adverse trends to the planned
Project execution.

Project Control Manager has overall responsibility for:

ƒ Planning and Scheduling Control
ƒ Cost Estimating and Cost Control
ƒ Progress Monitoring and Reporting

To achieve this goal, the Project Control Manager is assisted by the following team
members:
ƒ Planning & Scheduling Engineers in charge of Planning, Scheduling and
Progress Monitoring.
ƒ Cost Engineers in charge of Cost Estimating and Cost Control.

2.2. PROJECT INITIATION STAGE

The Project Control Manager has a major role during the initiation stage of the Project
since he has to prepare all the Project Control Procedures which will govern
theexecution of the Project, all along its duration, with PT PERTAMINA EP and the
SUBCONTRACTORs, as well as internally.

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Among all the tasks under his responsibility, he shall:
ƒ Mobilize and organize the personnel for Project Control group.
ƒ Set-up and maintain the complete list of Project Procedures in cooperation with the
Engineering Manager, the Procurement Manager, the Construction
Manager,QA/QC Manager, the HSSE Manager and the Admin Manager.
ƒ Prepare the Project Control Procedures.
ƒ Set-up, with the Planning & Scheduling Engineer, the Reference Schedules on the
basis of documents prepared at the proposal stage and further to the definition of
Work.
ƒ Define and implement, with the Cost Engineer, the Cost Control System on the
basis of the cost estimate sheet prepared at proposal stage and further to approval
by the Project Manager of the budget distribution.
ƒ Define with the Engineering Manager and the Planning & Scheduling Engineer, the
basis of the Progress & Performance Monitoring System for engineering activities.
ƒ Define with the Procurement Manager and the Planning & Scheduling Engineer, the
basis of the Progress Monitoring System for Equipment/Material manufacturing.
ƒ Define with the Construction Manager and the Planning & Scheduling Engineer, the
basis of the Progress Monitoring System for Construction Works.
ƒ Prepare the typical summary of the Project Monthly Report.
ƒ Define with the Cost Engineer and the Admin Manager the typical contents of the
PERTAMINA EP invoices and the mechanism for internal invoices within the
Consortium Wika- Technip organization.

2.3. PROJECT EXECUTION STAGE

As part of his general assignment, as defined above, the Project Control group shall
ensure:
ƒ The timely execution of the Project, in line with the Project Plan at all execution
stages including Engineering, Procurement & Subcontracting activities,
Manufacturing of Equipment & Materials, Construction Works, Pre-Commissioning
and assisting Commissioning activities.
ƒ This shall be done through appropriate report by the responsible of each activity to
the Project Control Manager and through regular and specific meetings to be
arranged whenever necessary to ensure efficient coordination.
ƒ The monthly report on actual status, trend analysis and forecasts relevant to Cost,
Schedule, Progress and Documentation both in line with PT Pertamina EP
requirements.
ƒ Assistance to the Project Manager in the regular meetings organized to review the
Project Status.
ƒ The preparation and follow-up of PT Pertamina EP invoices and Change Orders.
Preparation of Change Orders shall be done with extensive involvement of the
Engineering Manager, the Procurement Manager, Construction Manager, Project
Administration Manager, QA/QC Manager, and HSSE Manager.
ƒ The proposal and the follow-up of corrective actions' to remedy to cost and
schedule shortfalls as soon as they are identified.

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3. PLANNING AND SCHEDULING FUNCTION
Planning and scheduling function system will incorporate a coordinated series of
planning scheduling, monitoring, and status reporting to ensure successful the
execution of Project Pembangunan Gas Matindok

3.1. GENERAL FUNCTION

The planning and scheduling general functions are:
ƒ to set-up the project master schedule with critical path schedule and composite
schedule.
ƒ to prepare specific detailed schedules.
ƒ to implement the project monitoring system.
ƒ to assist all discipline groups and departments in the preparation of detailed
schedules and check that main interfaces between activities are correctly taken into
account,
ƒ to follow-up and analyze actual status, to forecast possible deviations and to
propose corrective actions as much as necessary to meet the reference schedules.

3.2. TECHNIQUES AND METHODS

Planning will be started as early as possible to ensure that plans are properly in place
before project execution proceeds. Planning is started with the development of project
execution plan which are prepared by Project Manager

Once the project execution plans are established, project-planning function can start.
Planning & Scheduling Engineer should then finalize the proposed Project Schedule
thathave been developed at bidding stage to allow each discipline to plan their activities
at deliverable levels.

After planning is sufficiently established, various levels of schedules will be developed

and issued. Front-End Schedule, Critical Path Schedule, Composite Schedules and so
on will be produced at different stages of the project.

3.3. SCHEDULE CONTROL

Consortium Wika – Technip fully recognizes that project schedule is very tight and
requires intensive and effective control to attain required Key Date Schedule.

The schedule will be based on a Critical Path Method (CPM) network for work activities
developed through the detail planning. The network will include all major engineering,
procurement and construction work activities.

The number of activities will be kept at a manageable level, but the network will have
sufficient details to ensure that all critical activities are identified and that any significant
delay or change in the course of the work can be clearly recognized. Pre-
commissioning sequence will be determined before various systems are ready for pre-
commissioning. This determines the path of construction, which in turn will establish
when equipment/materials and drawings are required to support the construction effort.

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This fully integrated EPC schedule will ensure that the downstream needs of
construction are identified and planned early during the engineering phase.

The computerized schedule software has extensive sorting and selection capabilities
and will enable reports to be consistent with the work breakdown structure and also
enables to generate the detailed critical path schedule.

The following definition of detail schedule level:

Level 0 Project Summary Schedule. Includes all major milestones

from start to completion along with key project deliverables
Level 1 Management Reporting Schedule. Includes an overview of all
major assets, functional (i.e.: Engineering, Procurement etc…)
and business activities.
Level 2 COMPANY&CONTRACTORSchedule. Includes all work
broken down into manageable packages, where responsibility,
time, cost and resources are embedded in the detail and
interfaces between the work packages and functions identified.
Level 3 Engineering/Construction/Commissioning Schedule.
Includes a further breakdown where consideration is given to
paths of construction, access, productivity, HSSE, and individual
systems for commissioning and start up
Level 4 Detailed Task Level Schedule. Significant detail of how the
project will be executed controlled and monitored on a daily
basis.
Level 5 Deliverables Database. Database listings as opposed to
schedules, which are utilized to track the status of each
deliverable

3.4. PROJECT MASTER SCHEDULE (PMS)

Consortium Wika - Technip proposed Project Master Schedule with a time-scaled bar
chart of the total project will be submitted to PT Pertamina EP for review and approval
in within 30 (thirty) days after CONTRACT award.

The project schedule level 3 will be used at the management level of control. It will be a
time- scaled network of the total project showing Engineering, Procurement,
Construction and pre-commissioning activities, milestones, critical paths and planned
subcontract works.
Detailed Network Schedule level 4 will cover activities related to the engineering,
procurement, construction, and pre-commissioning activities and aligned to WBS
codes.. All activities on critical and sub-critical paths will be continuously analyzed and
monitored.

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3.5. SCHEDULE MONITORING AND CORRECTIVE ACTION
The objective of schedule monitoring is to effectively control the actual progress against
the current plan, to achieve the project milestones and to obtain an early warning of
potential schedule problems, to take corrective action, and to detect any deviations
from original plans.

Schedule monitoring is a continuous operation that will be processed on a weekly and

monthly basis using the following steps:
a) Obtain Actual Status Information of Activities
Following status will be collected initially:
ƒ Actual starting date (if started during the current period)
ƒ Actual finish date (if completed during current period)
ƒ Forecast of the finish date in considering the milestones to be achieved or
remaining duration (if still in progress)
ƒ Forecast of the starting date in considering milestones to be achieved and
estimated duration (for schedule activities if different from the on going
estimate).

b) Mark-up Network Schedule

The current control copy of the Project Network Schedule will be marked-up based
on the listing of the actual schedule status information.

c) Perform Preliminary Analysis of Current Schedule Status

Project Control Group will review the marked-up Network Schedule for accuracy of
the updated information and any apparent changes in logic.

d) Schedule Analysis and Corrective Action

The following will be performed from the network analysis:
ƒ Compare new schedule dates with the current target schedule dates in
considering milestones to be achieved.
ƒ Review current activities duration to see whether they are still reasonable
compared with the actual resources utilization and the forecasted resources.

When potential schedule problems are identified, deviations between the actual
sequence of events and the current network logic will be corrected. Predicted new
schedule dates (in considering the milestones to be achieved) will be analyzed. If
they affect completion dates, recovery plans will be immediately developed so that
schedule delays can be avoided. The network logic will be adjusted accordingly.
Critical activities will be closely monitored and constantly analyzed.

If schedule concerns become significant, a recovery plan will be prepared to ensure

that the original project completion date is maintained.

Major target dates will be re-evaluated since the majority of changes are the results

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of revisions to other activities. This re-evaluation ensures continuing effectiveness
of planning and controlling the work.

4. PROGRESS MONITORING AND FUNCTION

Project Manager, Project Control Manager and Construction Manager will take a pro-
active role in monitoring schedule progress.

4.1. PROGRESS MEASUREMENT

The progress will be measured on a monthly basis, and the report issued to PT
Pertamina EP. The progress and performance measurement system is based on the
following:

ƒ Define the work scope in terms of detail activity or product

ƒ Measure physical progress objectively based on milestones achieved or physical
quantities installed.
ƒ Compare the actual progress with the plan
ƒ Analyze variances and trends, monitor productivity
ƒ Take corrective actions as necessary

The progress/performance system used to control this project will comprise three
separate components:
ƒ Engineering Progress
ƒ Procurement Progress
ƒ Construction Progress

Engineering progress will be based on status of major engineering deliverables as

measured against objective milestones.

Procurement progress will be based on status of equipment and bulk requisitions as

they progress through the material acquisition cycles and deliveries against objective
milestones.
Construction progress will be measured in terms of quantities installed or activities
performed against objective milestones.

Three (3) separate weighted values for total engineering, total procurement, and total
construction is according to the distribution of cost for that item respectively. These
three weighted values will then be computed in to determine the overall percentage
completion of the project. For detail weigtagerand decription EPC, refer to Progress
Measurement Procedure (MTDF – PJ – 900 – PRC – 4007).

4.2. PROGRESS STATUS ANALYSIS: DEVIATIONS AND CORRECTIVE ACTIONS

The progress monitoring techniques used will allow to determine easily and quickly any
deviation to the plan and to apply corrective actions in an efficient manner.
Should a major event (such as a delay in the delivery of major equipment due to
fabrication problems or a late changed by PT Pertamina EP) impact to the overall

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schedule, Consortium Wika - Technip could decide in agreement with PT Pertamina EP
to prepare a recovery plan.

Also, the frequency of progress monitoring reports should be increased from monthly to
bi-monthly.

In addition to the regularly project status review meetings, the Planning and Scheduling
Engineer will communicate directly with the various work group leaders to review their
schedule, each time he anticipates a potential problem.
Periodic Engineering, Procurement, and Construction Status review meetings are held,
as minimum, every two weeks. Detailed Engineering and Construction Progress
Measurement Reports and Material Status Reports are reviewed during that meeting.

5. COST CONTROL FUNCTIONS

The major cost control principle is to continually monitor actual and predicted cost
against the authorized budgets. Comparisons are made at the detail level of each
element defined by dedicated cost code. Deviations are reviewed and alternates
schemes are implemented where necessary with the objective of maintaining budget
and schedule, without impacting the quality and safety.

6. REPORTING FUNCTIONS
In compliance with PT Pertamina EP requirements, Consortium Wika - Technip will
issue weekly and monthly progress and cost review report. This report will be prepared
by the Project Control Manager and will be distributed after review by Project
Management team and approval by the Project Manager.

a) Weekly progress Report

The corrected weekly report must be resubmit to PEP for approval every Tuesday
before 12.00 am for the previous week's work with Friday being the week's cut off
day. Each section shall briefly discuss:
ƒ Previous week's work accomplished.
ƒ Activities planned for the current week.

Documentation section will include a section on overdue PT Pertamina EP

approvals.

b) Monthly Progress Report

The corrected monthly report must be resubmit to PEP for approvalat not later
than 5 (five) working days after last regular work day of the month. Detail monthly
progress will be described in detail in Project Reporting Procedure.

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c) Cost Controlling
The cost control process presented in this manual consists of the following steps:
1) Developing the cost control plan
ƒ Establishing the cost account structure
ƒ Establishing the cost control factor
ƒ Establishing contingencies and allowances
ƒ Developing the detailed cost control budget
ƒ Reviewing and approving the cost control budget

2) Data collection
The cost control system, receives actual cost and quantity information
from the following systems:
ƒ General Accounting and Payroll
ƒ Procurement
ƒ Construction
ƒ Engineering

3) Cost analysis
The cost engineer analyzes the Cost Variance Detail to identify cost
variances and their causes and to ensure the accuracy of the current
forecast costs.

4) Determining Corrective Action

Once status has been reported, analyzed, and evaluated, the control
manager collects and reviews all Trend Notices and Variance Analysis
Reports. Cost Engineer evaluates the impact of variances and
alternative corrective action, and recommends corrective action.

5) Forecasting
Timephased forecasts are updated once every three months. The cost
engineer updates timephasing patterns for commitments, expenditures,
and cash expenditures for subcontract costs and expense costs at the
same level as used in budget costs timephasing.

6) Budget maintenance
The cost engineer prepares the change budget breakdown based on the
following information:
ƒ Variance Analysis Report
ƒ Change forecast breakdown
ƒ Change estimate breakdown prepared for external change settlement
purpose

For internal changes and budget transfers, the change budget

breakdown also states the account and amount of contingency or
allowance funds to be transferred to regular cost accounts. The project

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manager approves the change budget breakdown. The responsible
functional managers approve allowance usage.

Once the change budget breakdown is approved, the cost engineer

updates the budget parameters.
ƒ Review of each work Completion progress for the previous month to
support the monthly invoice
ƒ Review of main activities (per discipline)
ƒ Review monthly achievement & planning.
ƒ Highlights of occurred and/or anticipated problems. Corrective actions
to be undertaken.
ƒ Long-term plan.
ƒ Time and location of next meeting.

e) Close Out Report.

Consortium Wika - Technip will submit a Close-Out Report for PT Pertamina EP
review and approval as part of the Final Documentation.

The Close-Out Report will be a comprehensive summary of the progress of the

Works from Effective Date of final close out.

7. PROJECT MEETING
The following periodic meetings will be held with Client representative(s) during EPC
project execution:

1) Weekly Progress Meeting in Consortium Wika – Technip office

Weekly progress meetings shall be held on Consortium Wika – Technip at Menara
Danamon 28 floor on every Monday.Project Management Team every Wednesday
at 09.00 and Engineering Consortium Wika – Technip every Thursday at 09.00

Typical meeting agenda (as applicable):

ƒ Health, Safety, Environmental.
ƒ Complete review of all work elements.
ƒ Review of schedules and actual progress
ƒ Review of resources.
ƒ Highlight problem areas and resolutions
ƒ Technical Issues.
ƒ Identification of changes
ƒ Planned Activities.

2) Monthly Progress Meeting

Monthly progress meetings shall be held as soon as possible after the issuance of
the Monthly Report to discuss the previous month’s progress and upcoming
activities.
3) Other Meetings.

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Management level meetings may take place between PT Pertamina EP
Management and Consortium Management as agreed between the Parties.

Other meetings including teleconferences may be held at Consortium or PT

Pertamina EP request on specific matters.

8. PROJECT PROCEDURES
Consortium will develop the required Project Procedure in execution project according
to client requirement to ensure the project is executed in compliance with the
Consortium quality management system.

9. ORGANIZATION AND COORDINATION

Consortium will assign Project Control group in the Jakarta Project Office and Site
project office for implementing the Project Control Functions for all facets of the works
including engineering, procurement, construction, pre-commissioning and
commissioning activities until hand over to PT Pertamina EP.

In order to effectively implement those functions, the following organization of Project

Control will be established and implemented.

1) Jakarta Project Office

Consortium will assign Project Control Manager who has responsible for
coordinating the project control function for both Jakarta office and Site office

Project Control Manager with assisting by Scheduling Engineers and Cost Control
will control the Engineering and Procurement work progress and schedule, and in
suitable level will also control the Construction and Pre-commissioning &
Commissioning work progress and schedule. For more detail controlling
Construction and Pre-commissioning & Commissioning work progress and
schedule, a dedicated Site Control group will be assigned at Site .

2) Project Site Office

In order to effectively control the Construction and Pre-commissioning & assist
Commissioning work progress and schedule, Consortium will assign Field Control
Manager who has responsible for coordinating the Project Control Function
covering for construction site area

10. APPENDIX
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Appendix 1 – List of Project Control Procedure

Appendix 1 – List of Project Control Procedure

No Procedure Document Number
1 Project Control Procedure MTDF – PJ – 300 – PRC – 4001
2 Invoicing & Payment Procedure MTDF – PJ – 300 – PRC – 4002
3 Change Order Procedure MTDF – PJ – 300 – PRC – 4003
4 EPC Progress Measurement Procedure MTDF – PJ – 300 – PRC – 4005

 
 

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Appendix 2 – Struktur Organisasi Project Control

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 STRUKTUR ORGANISASI PROJECT CONTROL
PROYEK PEMBANGUNAN FASILITAS PRODUKSI GAS MATINDOK

MANAJER PROYEK

M. Haithami/T. Yonio

MANAJER
PROJECT CONTROL

Tamhid

LEAD PLANNING & LEAD PROGRESS LEAD ADMINISTRATION

LEAD COST CONTROL CONTRACT
SCHEDULING TEAM MEASUREMENT TEAM

Aminullah Thalib Mohammad Yusuf Rizki Zico Bayu Setiadi TBN

STAFF STAFF STAFF STAFF

Erwin -Bayu Agni Mandala Siliwangi TBN
- Monalisa Gusti
 MATINDOK GAS DEVELOPMENT PROJECT (MGDP)

PROJECT CONTROL PROCEDURE

Appendix 3 – UraianJabatan Project Control

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 M
MATINDOK
K GAS DEV
VELOPME
ENT PROJ
JECT (MGD
DP)

PR
ROJECT CONTROL
C PROCEDURE

 
Ura
aianJabatan Proje
ect Contro
ol

Manajjer Projectt Control

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MATINDOK
K GAS DEV
VELOPME
ENT PROJ
JECT (MGD
DP)

PR
ROJECT CONTROL
C PROCEDURE

Staff Project Co
ontrol

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MATINDOK
K GAS DEV
VELOPME
ENT PROJ
JECT (MGD
DP)

PR
ROJECT CONTROL
C PROCEDURE

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