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B&R-C
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Date
10.11.03
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1.
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PURPOSE
This procedure defines the activities and responsibilities associated with the development of the
Project Work Breakdown Structure (WBS) in order to effectively manage a project.
2.
APPLICABILTY
This applies to all BRC projects regardless of project management system or contract type. The
process map identifies project and corporate personnel who are responsible for the development
and maintenance of a project WBS. It also illustrates the functional relationships between WBS
coding structures and the project management system.
3.
DEFINITIONS
WBS - Work Breakdown Structure - integrates the work measurement and cost schedule
functions of engineering, procurement, construction and commissioning. The WBS divides the
project into packages of work of definitive scope with start and finish dates, and provides the
basis for work progress measurement. It is composed of all project elements for which progress
able items can be budgeted and responsibility assigned to perform the work. The WBS only
includes direct cost elements. The WBS divides a project into segments known as work packages
(or CTRs) using a detailed coding structure
CBS Cost Breakdown Structure includes direct costs, indirect costs, overheads and
contingency. It is used for cost tracking and is composed of all project elements for which
monies have been budgeted.
Work package - is typically the level at which quantities, work hours and monies are budgeted
and charged. These should be broken down to the appropriate size which enables sufficient level
of control without heavy (not too detailed and not too high level) administration burden. Work
packages should be of similar size and scope if possible.
CTR - Cost Time Resource sheet
VOWD - Value of Work Done
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Legend
Involved in Activity
Additional Note
Decision
X X
Process Measure
Local/Project Variation
END End
Activity Steps
1.0
1.1
1.1
1.2
1.2
Client
Start
Materials Management
ST
Planning
Cost / Commercial
Construction Management
Responsible and
Accountable for Activity
Engineering
Responsible
for Activity
Project Management
ST
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Legend
ST
X X
Process Measure
Local/Project Variation
END End
Activity Steps
Materials Management
Additional Note
Decision
Construction Management
Involved in Activity
Planning
Start
Cost / Commercial
Engineering
Client
Responsible and
Accountable for Activity
Project Management
Responsible
for Activity
2.4
END
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NOTES
Note 1.1
The Project Manager reviews the appropriate portions of the project Contract,
Scope of Work, and organisational breakdown structure to identify WBS
requirements. The structure of the WBS must correlate with areas of
responsibility in the Organisation Breakdown Structure (OBS). The goal is to
identify the different requirements of BRC Management Client and operational
reporting requirements and build WBS structures to suit these.
Project :
Major element of overall project.
equates to one job number in BRS
Phase :
e.g. Design, Construction, or
Procurement
Phase
Area :
Major and minor geographical areas
and/or individual buildings etc
Area
Discipline :
Engineering discipline or
construction trade code identifier
Discipline
CTRs /
Activities
CTR
Cost, Time, Resource
Activity :
Control activity during project
execution. Equivalent to internal
deliverable activities. Also
detailed on CTR sheets (since
discipline.)
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Note 1.2
At this stage, the WBS must contain at least enough detail to support
development of the Project Summary Schedule. An excessive WBS inhibits the
effectiveness of the project management system and makes system maintenance
more difficult.
Note 1.4
For a 'Programme' of works, i.e. a series of projects, the same methods are used
to develop the WBS. Each project will be identified separately and rolled up to
the total programme. The Multi Project Structure should be utilised in addition
to the individual Project WBS to give summarisation to Programme Level.
The Summary Level would include the Job Numbers, Phase, Area and Sub-Areas.
"Phase" can be either "Time Phase" or "Engineering", "Procurement"
"Construction", "Commissioning".
Note 2.1
The cost items that will be used in the project implementation will be organised to
form a structure to manage the costs of the project broken down into BRC
labour, subcontractors, materials, etc. On a major project with a large number of
subcontractors, proper cost coding is essential in establishing budgets and
subsequent actuals, VOWD and forecasts for each subcontractor. Each
subcontractor (and contract) can be "cost managed" and will provide all the
relevant cost information by contract and WBS. This will also provide the
required financial information for accountants, for Subcontract Payment
Certificates.
Note 2.5
The project controls system should enable commercial, scheduling, materials and
procurement to share information. During the project start-up phase, a Controls
Team, of project and corporate personnel, may be assigned to set up system
cross-references using resource and material codes.
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