Table of Contents

  1. Purpose
  2. General
  3. Responsibilities
  4. Procedure
  5. Flowcharts
  6. References

1. Purpose

The PEC program has been designed to assist the project team in maintaining control over deliverables, milestones, budgets and expended manhours to produce these deliverables. PEC is the standard tool to be used for document control. The Manager of Projects decides whether this system will be used on a project. This procedure primarily addresses the use of the PEC database system. In other cases, it can be the basis for providing guidelines.

  • All engineering, design and other project related deliverables (documents as well as activities) shall be registered, together with their latest issues and/or status.
  • Progress on engineering/design and other deliverables, including general activities and services is automatically calculated for each deliverable and summarized up to each level within the Work Breakdown Structure. It is based on the status of the indi­vidual deliverables and the manhour budget per work package. The actual status of a document is mainly determined by the sort of product (e.g. drawing, requisition) and its current stage (issue/status). The status of activities is determined by assessment of the lead engineer.
  • Planning schedule control (providing input/feedback to the planning) can be achieved by relating planning work items from the level 3 network to Work package Milestones, which are defined for each individual Work package. These milestones and planned dates are controlled by the status of the individual deliverables.
  • A detailed Level 4 planning (for individual deliverables) can be achieved by including forecast delivery dates for agreed revisions.
  • A detailed manhour forecast, based on the scope work that has to be performed, can be made on each individual work package (Level 3). This information is summarized up to higher levels.

2. General

2.1 The integrated "Project Execution Control" system (PEC) is an Ingres/W4GL application (running under MS-Windows) that interacts with data stored in a Unix relational database management system.

2.2 The PEC program for execution control can be divided into three main areas of interest:

  • Registration of documents;
  • Progress measurement & control (referred to as progress control);
  • Integration with planning & scheduling.

The systems can be used more or less independently, but it is recommended to use the second and/or the third part only in combination with the first parts, depending on the requirements of the project.

 

2.3 The home office scope of work is divided into Work packages, according to a Work Breakdown Structure (WBS) and other project related requirements. Each element has a responsible person (in this procedure referred to as the Lead Engineer), by whom the deliverables and their issues are to be registered.

To obtain progress values which reflect the overall progress for each discipline it is necessary to specify "pseudo" Work packages. In addition to "real" engineering Work packages, they allow for the calculation of progress on activities, which are not directly related to actual documents (e.g. general design, supervision, follow-up, model reviews).

It is also required to calculate progress and to include manhours on activities that involve work on deliverables owned by other disciplines, e.g. review of process engineering flow diagrams by other engineering disciplines).

2.4 Reporting on a regular basis is aimed to produce Progress & Manhours Reports at Level 1 (project cost codes), Level 2 (discipline units), Level 3 (work packages) and Level 4 (deliverables), immediately following the project's cutoffs. The reports and data shall be used within the project controls group for inclusion in other reporting facilities (related to cost engineering and planning). Standard and user-definable reporting applications are included in the PEC programs. The PEC program can provide feedback or input to the planning schedule.

3 Responsibilities

3.1 The Manager of Projects is Responsible for:

  • The decision whether the integrated Project Execution Control system or other systems will be used for the project and to what extent they will be used.

3.2 The Project Manager (PM) is Responsible for:

  • Establishing the Work Breakdown Structures (WBS1/2) of the project in a meaningful and consistent manner. The WBS must provide the possibility of meeting control and reporting requirements;
  • Assigning responsible persons (Lead Engineers) to each WBS element and/or each discipline and defining responsibilities for operating the PEC system on this project. If desired he can delegate parts of his own responsibilities to the Engineering Manager and/or the Project Controls Manager;
  • Providing timely information to the lead engineers that they need for the definition of work packages (WBS, scope of work, etc.). The PM shall also ensure that the required information is supplied the project controls group in time;
  • Enforce compatibility of document control with other project control tools (mainly planning, but also cost control);
  • Approval of the Work packages with anticipated manhours and numbers of deliverables defined by the Lead Engineers, hereby ensuring that the engineering Work packages reflect the project's Scope of work;
  • The correct application of PEC or alternative systems with regard to this procedure;
  • The final review and approval of the progress reports.

3.3 Project Management Services (PMS) is Responsible for:

  • Assisting and advising the Project Manager;
  • Reviewing the work package definitions for consistency and checking if they are suitable to meet the requirements with regard to planning & scheduling and other tools (see also planning procedure ref. 6.5).

3.4 The Lead Engineers are Responsible for:

  • Defining the work packages (for documents and activities) within the WBS elements which have been assigned to them and to determine the deliverables quantities and required manhour budget for each Work package;
  • Timely definition of each individual deliverable (by number, title and work package). The Deliverables register in PEC shall be complete and up to date at all times;
  • Submission of deliverables that are ready for issuing to the Lead Project Engineer and register new issues and/or status immediately within the database system. The status of activities shall also be kept up to date;
  • Producing preliminary progress reports before each cut-off and including the Engineering Manager's and Project Manager's comments before the final Progress & Manhours reports;
  • Producing a detailed Level 4 document planning with forecast delivery dates for agreed revisions, like E revisions (For Construction);
  • Producing a manhour forecast for the individual work packages on a regular basis. This forecast shall be based on the scope of work that has to be completed.

3.5 The Planning/Cost Engineer is Responsible for:

Setting up the systems (PEC) in accordance with the WBS and approved engineering and design Work package data;

Assisting the Lead Engineers in a pro-active way, when developing the Work packages with numbers of documents and required manhours;

Advising and assisting the Project Manager in defining the key work package milestones;

Entering planning data into PEC if the system is used for integration with planning;

Supervision and monitoring of the registration processes, and providing support to the Lead Engineers and Project Clerks in maintaining the PEC-system;

The preparation and distribution of final Level 1/2/3/4 Progress & Manhours reports after each cut-off period.

3.6 The Project Clerk is Responsible for:

  • Entering actual issue dates in PEC;
  • Checking PEC for correct registration of documents;
  • Monitoring the process of registration of documents and issues to contact the Planning/Cost Engineer when any irregularities occur.

4. Procedure

4.1 Procedure for Initialization

4.1.1 Project Manager Define Work Breakdown Structures

The Project Manager shall define the Work Breakdown Structure (WBS) which will be applied for the control of Home Office manhours, taking into account the specific project requirements and project control requirements (see also sections 1 and 2). For each of the WBS elements, the Project Manager shall assign a responsible Lead Engineer.

4.1.2 PEC to be Used?

Before the internal project kick-off meeting, the Manager of Projects shall decide on the use of the integrated Project Execution Control system. He shall also indicate for which purposes it will be used (see also section 2.2). PMS will advise and assist the Manager of Projects in taking these decisions.

If PEC is not going to be used at all, the Manager of Projects shall indicate applicable procedures, systems and/or methods for each of the sub-sections mentioned, after which this procedure stops. In all other cases it proceeds at section 4.1.3.

4.1.3 PMS Basic Set-Up of PEC

If PEC will be used, PMS will prepare the system by entering the WBS and other available data (process units, construction areas, document registers, scenarios etc.) at an early stage.

4.1.4 Progress Control?

When the PEC system is only used for Deliverable and Issues Registration, the Project Manager shall indicate other applicable procedures, systems and/or methods for Progress Control and Integration with Planning & Scheduling. The definition of separate work packages is optional in this case.

4.1.5 Define Work Packages?

Even if the PM decides not to use PEC, he may still want to define work packages for other control purposes (PEC requires to define at least one work package to relate deliverables to). In this case, the procedure continues at 4.1.7. If generally no work packages are to be defined, it continues at 4.1.12.

4.1.6 Integration with Planning?

The PM shall decide on the question is PEC will be integrated with planning hereby assisted/advised by PMS. If the integration with planning is used, the procedure continues both at 4.1.7 and 4.1.10. When the PEC system is used for Progress Control, but not for planning purposes, the Project Manager shall indicate the applicable procedures for Integration with Planning & Scheduling. The procedure then also continues at item 4.1.7.

4.1.7 Lead Engineers Define Work Packages .... for each WBS Element

For each WBS element, the responsible Lead Engineers shall define the work packages, the number of anticipated deliverables within each work package and the required manhours for each work package.

The work packages shall meet certain rules: Deliverables of the same type and with approximately the same number of manhours required per deliverable are typically placed within one work package. However, when the PEC program is also used for Integration with Planning & Scheduling, it is a requirement to take scheduling requirements into account. This is usually necessary for work packages that relate to items or area's that are to be constructed in different time windows or by different subcontracts.

The work packages are defined under the responsibility of the lead engineers, closely supported by PMS (planning/cost engineer). The Lead Engineers shall submit the Work package data for reviewing to all participants and for approval to the Project Manager. They shall also enter the data into PEC.

4.1.8 All Participants Review and Approval

All participants (PM, PMS, Lead Engineer and planning engineer) shall review the defined work packages in order to ensure that all control requirements are included in the definitions.

4.1.9 PM Approved?

The Project Manager has to approve all work package data, hereby advised by the planning/PMS department.

4.1.10 Project Manager Define Key Work Package Milestones

The project manager determines key work package milestones in order to establish a system by which key project milestones can be controlled. Major deliverable issues (work started, for construction, for bids etc.) can be used as work package milestones. In making these definitions, the project manager shall be advised/assisted by the planning engineer.

4.1.11 Planning Engineer Load PEC with Planning Data

When the work packages are defined and the planning level 3 network has been established, work items and related data (dates, descriptions) have to be entered in PEC by the planning engineer. These work items are to be linked to the work package milestones.

4.1.12 Lead Engineers Define Known Deliverables

The Lead Engineers shall define the known individual deliverables of each work package as soon as possible. Generally, this information should be available before starting work on the deliverable. Deliverable data (numbers etc.) shall be determined in agreement with the valid procedures or directives (see also section 6).

4.1.13 Planning Engineer Finalize Set-up the System

Project Management Services has the responsibility to setup the computer (PEC) system according to the WBS and to load PEC with engineering work package data. Furthermore, PMS shall ensure that the Project Clerk and all employees involved with PEC have the required access to the PEC Database Tables.

4.1.14 PM Establish Reporting Requirements & Distribution Schedule

In the set-up phase of the project, the PM shall define the reporting activities and requirements, as well as the distribution schedule. All deliverables that are related to PEC (progress & manhours reports, document lists, planning reports, etc.) are to be included in order to ensure consistent reporting during the entire project.

4.2 Procedure for Deliverable and Issue and Status Registration

4.2.1 New Issue or Status Reached

The cycle begins when a document or activity reaches a certain stage, which can be either a formal issue (e.g. for construction), an internal issue (e.g. for internal comments) or a status (e.g. work started).

4.2.2 Deliverable Registered?

First, the lead engineer shall check if the deliverable is already registered in PEC.

4.2.3 Lead Engineer Register Deliverable Data

The Lead Engineers shall define and register the individual deliverables of their discipline(s) when the numbers and titles and other relevant data are known (according to the corresponding procedures, ref. 6.1 and 6.3). Generally, this information should be available before starting work on the deliverable. The Lead Engineer shall ensure that the deliverable is correctly registered in the PEC database.

4.2.4 Formal Issue?

When the deliverable is formally issued, (see ref. 6.3, e.g. "for client comments", or "released for design") the procedure continues with item 4.2.5. When this is not the case, but the program is used for progress control and/or integration with planning and scheduling, the procedure continues with item 4.2.7.

4.2.5 Lead Engineer Enter Issue Data Without Date

If the document is formally issued, the lead engineer is responsible for the registration of all relevant issue data, except for the issue date that shall be entered by the Project Clerk. This shall always be done before the issue is submitted to the Project Engineer.

4.2.6 Project Clerk Enter Issue Date

After completing all other issue-related activities, the project clerk enters the actual issue date on the document itself and in the PEC system. The Project Clerk also enters issue dates for non-formal issues (internal issues) that are submitted to the clerical department for distribution.

4.2.7 Internal Issue?

If the document is issued for internal use (e.g. "for internal comments"), the procedure continues at item 4.2.8. In all other cases it is not an actual issue and the procedure continues at 4.2.10.

4.2.8 Internal Issues via Project Clerk?

The procedure assumes that internal issues are usually not distributed by the Project Clerk. In those cases that they are (e.g. larger projects), the procedure also continues at item 4.2.5. If they are distributed internally by for example the originator, the procedure proceeds at section 4.2.9.

4.2.9 Lead Engineer Enter Internal Issue Data

Lead Engineer registers all deliverable issue data, including the issue date (except for those cases in which the internal issue is to be handled and distributed by the Project Clerk).

4.2.10 Deliverable Milestone?

If the Integration with Planning is used, the status might be a milestone step, in which case the procedure continues at item 4.2.11. If not, the procedure goes on at section 4.2.12

4.2.11Lead Engineer Enter New Status

If a deliverable (mainly activities or 3D/CAD design documents) reaches a certain status without being issued, the lead engineer can determine its progress percentage or its status either by giving it a new status. Example: "work started" or "work 50% completed" instead of issues.

4.2.12 Lead Engineer Adjust Current Status

The Lead Engineer may also adjust a deliverables status when he does not approve of the current step progress that is provided by the system or when some additional progress is to be claimed between two succeeding issues.

4.3 Procedure for Progress Reporting

The deliverable and issue registration system shall be kept up to date as much as possible by all employees involved. This is required to provide realistic reporting and on-line information.

4.3.1 Start of Cut-Off Period

Immediately after the reporting actions related to the last cut-off period, the activities for the new period shall start. The procedure for reporting includes the collection and input of data. There are two main tasks and they are described in the sections 4.3.2 and 4.3.3, which are both to be executed in a parallel way.

4.3.2 Lead Engineers Keep System Up-to-Date

The Lead Engineers (or their delegates) shall update the (PEC) system during the project. Every single issue or altered status shall be registered immediately, in the case of issues before the related document is submitted to the Lead Project Engineer.

4.3.3 Planning Integrated?

If the option for integration of PEC with the Level 3 planning network is used, the procedure proceeds at section 4.3.5 (and 4.3.2). If the system is only used for Progress Control, this procedure only continues at item 4.3.2.

4.3.4 Lead Engineers Print Preliminary Progress & Manhours Reports

At least two working days before the end of each cut-off period, the Lead Engineers will produce preliminary Progress & Manhours reports for review and approval by the Project Manager. These reports shall include the anticipated progress data until the cut-off date.

4.3.5 Planning Engineer Update PEC Planning Data

Each cut-off period, the planning or cost engineer updates the PEC with the actual start/finish dates for work items that relate to Work packages. He may also change the present links or add new links if required. The procedure continues at section 4.3.8.

4.3.6 All Participants Review/Rework Progress & Manhours Reports

The preliminary reports shall be reviewed and reworked by all participants (the Project Manager, Lead Engineers and PMS). If required, the Project Managers perceptions can be taken into account before the final reports will be printed for further reporting purposes.

4.3.7 Project Manager Approved?

The Project Manager shall perform a final review of the reports together with PMS and his approval shall generally be given one or two working days after the projects cutoff date.

4.3.8 Planning Engineer Print Preliminary PEC-Related Planning Reports

At the end of each period, the planning engineer shall print the required preliminary reports in order to provide input for updating the planning network and for reviewing the planning related reports (manpower loading charts etc. see section 4.3.9).

4.3.9 All Participants Review/Rework Planning Data

The integration with the planning network provides information that has to be analyzed and reviewed and reworked if required. At least the Project Manager and the Planning Engineer shall be involved in this stage.

4.3.10 PM Approved?

The Project Manager has to approve the output of the link between PEC and the Level 3 planning network.

4.3.11 PMS Print & Distribute Final Progress & Manhours Reports and Other Required Output

Generally three working days after the cut-off (but not before the HOTA manhours of the previous week are included) the planning/cost engineer shall print final Progress & Manhours reports and distribute them according to the project requirements that are defined in the distribution schedule (see also section 4.1.12).

If the Integration with Planning is used within PEC, the associated reports and curves (efficiency curves, manpower loading charts etc.) that shall also be issued and distributed by PMS after each cut-off.

5. Flowcharts

The entire procedure is covered by the following three flow charts, that are described step by step in the previous sections.

1. Initialization

(Decisions and definitions to be made)

2. Deliverable and Issue/Status Registration

(Common actions to be performed by all participants)

3. Reporting

(Periodical progress reporting and updating activities)

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6. References

The following procedures/documents are used as reference. They may be useful in addition to this procedure. Some of the basics of this procedure are described in detail in these documents.

 

 

Document Number

Title

Level

6.1 BN-W-UE301 Work Instruction for the Numbering of Project Documents 4
6.2 BN-W-U003 Preparation/Control of Formal Documents 4
6.3 CM-PE-504 The Production of Engineering Documents 2
6.4 CM-MA-119 Procedure for Document Control 2
6.5 CM-PE-910 Planning Procedure 2