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Progress Reporting Procedure Doc No: COMPANY/PRP/01

Rev.0

Company Address

PROJECT

NOV Buoy Fabrication

Title: Progress Reporting Procedure

RKL Ref: Doc No: COMPANY/PRP/01/Rev.0

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Progress Reporting Procedure Doc No: COMPANY/PRP/01

Rev.0

Progress Reporting Procedure

Revision Register Log

Revision Date of Issue Issue No. Prepared Checked Approved

Number by by by

0 19/05/2014 01

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Progress Reporting Procedure Doc No: COMPANY/PRP/01

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TABLE OF CONTENT

1. SCOPE AND PURPOSE ...................................................................................................4

2. DEFINITION AND TERMS ............................................................................................4
3. PROGRESS REPORTING PROCEDURE ...................................................................4
4. SCHEDULING HIERARCHY .........................................................................................6
5. PROJECT PROGRESS MONITORING ........................................................................7
6. REPORTING .....................................................................................................................9
7. PROGRESS REPORT REGISTER.................................................................................9

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Progress Reporting Procedure Doc No: COMPANY/PRP/01

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PROGRESS REPORTING PROCEDURE

1.0 SCOPE AND PURPOSE

The scope of this procedure covers overall planning, scheduling and progress control
requirements for the project. It also identifies specific progress reporting specifically to:

 Identify the types of systems to be used, format, content and maintenance by RKL
 Establish a procedure to implement an effective and comprehensive project planning and
schedule control program.
 The procedure for reporting the CONTRACT’S progress and status shall be implemented
through two main frequently updated and consolidated documents:

 The Daily Report

 The Weekly Status Report
 The Monthly Status Report
The Daily Report shall cover progress against the planned activities for the day stated on the
report. The Weekly Report shall cover progress against planned activities for the previous week
and a look-ahead for the following week, while the Monthly Report shall cover progress against
plan for the previous month and 4 weeks look-ahead. The purpose of this procedure is to specify
project reporting requirements for …..project

2.0 DEFINITION AND TERMS

COMPANY: PROJECT: BUOY FABRICATION
CONTRACT:
SITE: N/A
VENDOR(S): N/A
WORK:

3.0 PROGRESS REPORTING PROCEDURE

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3.1 Submission of Reports

I. The Daily Report shall be updated and submitted to the COMPANY on the second
working day following the weekly cut-off date.
II. The Weekly Report shall be updated and submitted to the COMPANY on the second
working day following the weekly cut-off date.
III. The Monthly Report shall be updated and submitted to the COMPANY on the fifth
working day following the monthly cut-off date.
IV. The monthly progress meetings will be held, preferably, a few days after submitting
the report to enable the participants to be fully informed.
V. The report shall be submitted in both hard and soft copies and in numbers to be
advised by the COMPANY.
VI. Each Report shall be submitted in compliance with the Document Control
Requirement of the CONTRACT.
VII. Project calendar shown in Appendix 1 defines cut off dates for weekly reports,
monthly reports and dates for monthly meetings.
The weekly cut-off date is the Friday of each week, close of business. The monthly cut-off date
is the Friday next to the last Friday of the month.
3.2 Report Content and Responsibility Matrix
I. The RKL shall hold the overall responsibility for development, completeness,
accuracy and submission of the progress information and data as contained in the
Reports.
II. The responsibility Matrix for meeting the requirements of Exhibit G 5.3 and
Appendix G1 is shown below.

A) Weekly Report
Legend: R= Responsibility Party;
I = Provide accurate and complete input;
O= Receives final output

B) Monthly Report
Legend: R= Responsibility Party;
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I = Provide accurate and complete input;

O= Receives final output

4.0 SCHEDULING HIERARCHY

SUPPLIER PROJECT CO-ORDINATOR
SUPPLIER PROJECT DIRECTOR
SUPPLIER PROJECT MANAGER
SUPPLIER PROJECT DCC
PROJECT TEAM MEMBERS SUB-CONTRACTORS
4.1 Planning Methods
The planning method that would be employed shall be on weekly and monthly basis to determine
planned milestone as against actual milestone achieved.
The project management software employed shall be Microsoft Office Project 2007.
4.2 Level 3: Detailed Schedule
The detailed schedule covers all phases of the project scope, engineering, procurement and
fabrication activities and identifies the engineering interfaces, the equipment deliveries and the
fabrication including the activities of SUBCONTRACTORS.
A weekly update with actual dates is used for trend analysis and identifying the critical path.
4.3 Level 4: Physical Progress
Level 4 schedules are used for tracking the physical progress by discipline, main phases and
trade at the very elementary level, as well for engineering, procurement and site activities.
Progress measurement systems are based on detailed work items, weighted and progressed on
identified milestones (progress scale):
• Procurement: Requisitions weighted on hours and on cost values for manufacturing
• Engineering: Activities weighted on hours
• Fabrication / Erection: Activities weighted on hours or quantities
These systems are used for the production of progress S-curves, manpower histograms and the
calculation of productivity, through a linkage with the man-hours expenditure system.
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5.0 PROJECT PROGRESS MONITORING

SUPPLIER will nominate a representative to be at the mill to ascertain the actual work done.
5.1 Methodology
The method of progress monitoring shall be through electronic means and physical visitation of
the mill.
5.2 Progress Measurement procedures
A "quantity-driven earned value" progress measurement system is implemented for the
Procurement & Fabrication, namely Physical Progress Measurement. The level of detail on
which the progress measurement is done, is the level 4. The progress shall be then aggregated up
to level 3 for reporting the total progress of the work.
The physical progress for the Project is obtained by summing up the physical weighted progress
of each main category of works: Engineering, Procurement and Fabrication.
The weighted Progress schedule is as follows:
Engineering 10%
Procurement 30%
Fabrication 60%
Engineering
The overall engineering physical progress is defined as follows:
Determination of physical progress by summing up the weighted progress of each deliverable
listed in the Master Document Register, the weight being the percentage of man-hours estimated
for each deliverable;
The progress is measured at the level of the deliverables which are elementary tasks, each
deliverable being split into a set of "Milestones".
Each deliverable is given a weighting and each Milestone represents a percentage of
achievement of the considered Deliverable. (Using an excel spread sheet)
Chain of milestones for the measurement of the progress engineering as follows:
The chain milestones are put with the steps and percentage of progress.
M1 START 5%
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M2 IFR 50%
M3 IFA 80%
M4 IFC / Final 100%
Procurement
The progress of procurement activities (using an excel spread sheet) is based on the procurement
deliverables (i.e.: material requisitions).
Chain of milestones for the measurement of the progress as follows:
The chain milestones are put with the steps and percentage of progress.
M1 Start 0%
M2 PO 20%
M3 50% Progress 50%
M4 EXW 80%
M5 LOAD 85%
M6 Delivery 95%
M7 Vendor Data Book 100%
Fabrication
(Using an excel spread sheet). Chain of milestones for the measurement of the progress for the
Fabrication is as follows:
The chain milestones are put with the steps and percentage of progress.
5.3 Progress Curves.
This is used to determine the progress of work/ the overall execution of the contract.
At each agreed cut-off date the progress measurement systems are updated with actual data.
These data are used for the calculation of planned and forecasted progress as well as for the
updating of the level 3 schedule and the progress s-curves.
A Progress Trend Analysis is supported by a level 3 schedule simulation report allowing the new
final and partial completion dates resulting from the actual progress to be determined. The total
floats of the remaining activities are calculated and shown.
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This trend report enables all new critical work items to be anticipated and new completion dates
to be forecasted.
New forecast dates for remaining and downstream activities, corresponding resource allocation
to reach targets, progress curves, mobilization histograms and corresponding efficiency ratio
allow and help the Project Management to make decisions for corrective actions.

6.0 REPORTING
In order to maintain a strong and integral control of progress of work, SUPPLIER shall submit a
monthly status report to COMPANY. This shall consist of Executive Summary and General
Management of the project.

7.0 PROGRESS REPORT REGISTER

A progress register shall be maintained to ensure consistent report procedure. It shall be updated
Weekly/Monthly taking into account all the report sent previously.
The following documents are issued and shall be included in the reports:
• Bar chart schedule (Level 3) showing the progress schedule float by front line as of reporting
cut-off date and established on the basis of reference schedule.
• Critical path schedule, with the status of the actual progress and anticipated critical activities.
• Monthly Progress “S”-curves showing Early Plan, Early Forecast and Actual Progress.
• List of activities to be completed or to be initiated in the succeeding reference period.
• Schedule trend analysis with forecast remaining duration versus planned activities.
• Narrative and alert notice highlighting areas of concern.

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