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Engineering Administration and Cost - Progress Reporting
Engineering Administration and Cost - Progress Reporting
Engineering Administration and Cost - Progress Reporting
Table of Contents
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Introduction Receipt, IssueandFilingof Drawings/Specifications Daily FieldForceReport MonthlyProgressReport SubcontractExpendedManhoursby Subaccount Assessmentof SubcontractExpendedManhours PipingCompletionAnalysis ConcreteRecord AcceptanceCertificates JobRecordBook JobRegister BackchargeRegister AttachmentSummary
1. Introduction
This section includes the basic procedure for site engineering administration for Company and vendor drawings, reporting, and the maintenance of site registers and record books. The engineering administration related to Quality Control is outlined in Volume II of the Field Construction Manual.
On arrival date-stamp all documents. Check the actual contents against the enclosed transmittal letter. Return signed copy of the transmittal letter to the Project Manager. Should there be a deficiency, note it on the transmittal letter and copy. If it is important to have the deficiency corrected, send a separate message to the Project Manager. Keep one complete set of the latest issues of the documents on file - specifications and letter-size drawings in folders, larger size drawings on stick files. Reproducibles of drawings are preferably hung in vertical hanging files. Classify these drawings by Account Code in numerical sequence. (For details see Attachment 6 Section IV of the Field
Construction Manual).
Have the required number of copies of specifications and drawings printed as per the Field Document Distribution. List and distribute these documents with a transmittal Attachment 1 to the Subcontractors concerned, this transmittal is to be signed by the Subcontractor on receipt. Construction specialists will receive a copy as determined at the start of th8eir assignment and as per the Field Document Distribution List. Advise all parties at site involved in the construction to withdraw all void copies of drawings and/or specifications. Keep one set of all void documents, clearly marked "Void", in a filing cabinet by account in numerical order. Destroy all spare copies of void documents. Maintain a file of all the transmittal letters from the Home Office, arranged by transmittal number. Set up and maintain a card system, with one card Attachment 2 (Refer to Form Section BR24006) for each drawing or specification.
One reproducible copy of each drawing when the Home Office has received reproducible drawings from the vendor. In this case the same procedure as in Item 1.1 applies. If only printed copies are received by the Home Office from the vendor, the Field Office will receive two copies. One copy will then be issued to the respective Subcontractor. The second copy will be filed in a hang folder in a filing cabinet. These folders are to be filed by Purchase Order number and the documents in each folder by Vendor Print number. Instruction manuals shall be filed in the same way. Construction Specialists can make use of this vendor information.
On special request by the Project Construction Manager copies of manufacturer's prints in the "submitted for approval" stage can be received, but they must be regarded as Preliminary. Place these drawings in the folders, clearly marked "Preliminary" and destroy them as soon as final approved prints are received. It is possible to receive a new issue of vendor prints after receipt of final approved drawings, if there are engineering changes after "final" prints have been distributed. Keep one set of "void" marked prints in a separate file and destroy all spare copies of these void documents. Arrange cards by equipment item number where possible, otherwise by purchase order number. Keep a file of vendor print transmittal letters from Home Office, arranged by serial number.
Client Job location. Weather conditions. Job number. Report number (numbered consecutively 001, 002, etc.). Date. Temperature with time qualification. Concrete placing status. First aid, medical and lost time accident cases of day and total to date. In the column headed "Company Employees" list all Field Office Staff charged to "Y" account by function. The second and third column must be used for listing all Subcontractors on site and the labor employed for each trade, including supervision. The "Summary For Day" should list the total number of Company employees and the total number of Subcontractors' employees.
The reverse side of the report will highlight important events on that day, such as the start of a new work activity, the arrival or departure of a subcontractor extraordinary climatic conditions, fires or accidents resulting in damage to property (including the degree of damage sustained), fatal or serious injuries to persons, the delivery of a major item of equipment, a labor problem, and other items of a similar nature which the Project Construction Manager considers to be important for future reference. The Daily Field Force Report for the last working day of the week will not only record the important events of that day, but also a brief summary of the week's activities and pointing out problem areas that may affect job progress. Furthermore, a list of visitors to the site shall be included. The Project Construction Manager or a designated member of his staff is to sign the Daily Field Force Reports.
occasionally with an additional picture of an item or activity of special interest during the month. Each photograph must be identified with: Job Number, Client's name, Site Location, Project Report No., Date, Picture No., View (Direction) and a brief subject description. It must be realized that many Clients require that they be consulted before any photographs are taken within their plant.
The total expended manhours per week per Subcontractor can be calculated with the use of the Subcontract Daily Labour Force Report and by taking into account the normal weekly working hours. If the subcontractor has worked overtime the responsible Construction Specialist is expected to ensure that the signed overtime sheets are submitted to the Subcontracts Administrator for further handling. The reported manhours in column 3 should include manhours spent on EWA's. The total hours expended on EWA's are shown separately in column 9. (Column 4 and 5) "Field Estimate of Manhours" The "Field Estimate of Manhours" for columns 4 and 5 are prepared by the site engineer in conjunction with craft supervisors and the Project Construction Manager. (Column6) "HomeOfficeBudgetManhours" The Budget Manhours is a summary by stem accounts of the original Company Manhours plus all approved Home Office and/or Field Office Change Orders. Budget values (manhours) can only be changed, i.e. increased or decreased by internal transfers and/or approved Change Orders. Such changes will be adjusted by the Home Office Project Control Department. Budget changes will be submitted to the field by transmittal with a brief description of the reasons for the change. (Column7) "ManhourEstimateadvisedby Subcontractor" This column on the Manhour Report for Subcontract Labor defines the estimated total manhours, this information is originally derived from the subcontractor's manpower histogram. This estimate can be changed, i.e. increased or decreased due to: Extra Work Authorizations issued to the Subcontractor. Substantial increases in scope of work in which case the Subcontractor could be requested to submit a revised manpower loading curve. (Column8) "Physical% SubcontractCompletion The physical % Subcontract completion has been calculated in the report called "Cost and Progress Report-Subcontracts", see Item 4.7. (Column10) "ExpectedManhourson ChangeOrders" Column 10 will show the total increase or decrease of manhours in the Home Office Budget (column 6) due to Home Office and/or Field Change Orders.
Tender. Plus adjustments to include for anticipated scope increases or decreases not yet covered in the latest issue of the Form of Tender. Plus a percentage allowance for estimated additional work based on statistics from previous completed subcontracted jobs. The Home Office Project Control Department and the Field Cost Engineer, under the authority of the Project Construction Manager, will work together to establish the cost percentage allowances for estimated additional work for the various Subcontracts. (Column5) "EstimatedValueof Final Total" This is the Value of Work Completed column 3 plus the Estimated Value of Work to Complete column 4. However, during the early phase of the execution of a subcontract when the entire content of the subcontract scope is not yet known, the Home Office control budget value can be used temporarily as VALUE OF FINAL TOTAL. In this case the value for column 4 will be the difference between the column 5 and 3. (Column6) "HomeOfficeControlBudget" These are the Home Office estimate of costs for the scope of the subcontract. These amounts will only change by issuance of an approved positive or negative Home Office or Field Change Order. Or in case of a transfer of workscope from one to another (or additional) subcontract. The Field Office is not allowed to make any changes in this information, unless the changes have been discussed with and confirmed in writing by the Cost Department. (Column7) "PurchaseOrderValue" In this column the value of the subcontract purchase order plus amendments as received by the Field Office is reported. This column shows an up to date picture of current purchase order value compared to estimated final total. (Column8) "Subcontract% Complete" This information should be calculated by the quotient of the Value of Work Done column 3 divided by the Estimated Final Total Value of Work column 5. (Column9) "Subcontract% of Job" These are weighted percentages arrived at by weighting the estimated final total cost of the individual subcontract against the overall estimated final total cost of the overall construction scope. (Column10) "Subcontract% JobComplete" These percent completion figures are obtained by multiplying the figures from columns 8 and 9. The summary of all individual subcontract completion percentages is the overall percent construction completion. Column 11 shows the value of EWA's included in column 3 Value of Work Completed.
Altering the work logic. Increasing efficiency. Changing Construction Methods. Working Overtime. Working Shifts.
In the early stage of the project, estimated progress and manpower curves are based on the control budget figures, it is essential that these curves are revised when reporting is done against estimated finals in case these finals differ substantially from the control budget figures. The original graphs, however, should still be projected for comparison.
The execution of a pay item against the schedule. This is the Progress. The Manhours Spent against the Manhours "Earned", i.e. the Value of the Work Done. This is the Productivity.
Productivity, i.e. efficiency can be measured by the ratio between Budget Manhours estimated to execute the value of the work done and the subcontract labor manhours expended. The Budget in this instance means the original plus any applicable and approved Change Order and/or Extra Work Authorizations.
Target Productivity (based on the original contract value and the manhours estimated). Actual Monthly Productivity (based on value of work done and the expended manhours). Cumulative Actual Productivity.
In assessing the Predicted Final Productivity of an account the Field shall consider, in addition to the budget productivity and the actual "to date" productivity, the expected future productivity taking into account the nature of the remaining work, weather conditions, manpower availability, labor atmosphere, overtime etc. Project Construction Managers are requested that whenever a significant change is made to the Field Predicted Final Total Manhours, that they will give a complete detailed explanation at the end of the narrative section of the Monthly Report.
manually. By Computer The achieved percentage of progress is calculated in the "Cost and Progress Report" where the value of executed pay items is divided by the Control Budget or when applicable by the latest revised Field Estimated Finals. The documents which are produced to control and administer unit rate Piping Contracts in the field are computer reports showing per drawing the pay item quantities, their amounts summarized to a total amount payable per drawing. Progress which the Subcontractor claims to have achieved can be verified on a drawing-by-drawing basis. Manually PipingAnalysisReport(FormAttachment16 not available) On small projects where no computer reports are produced by the Home Office or when a piping erection and/or fabrication Contract is let on Lump Sum basis the piping progress analysis reports can be used for the calculation of physical percent completion of each piping subaccount for the overall job, or if deemed feasible, by piping area. The physical completion of the various piping subaccounts can be based on various units of measurement such as: tonnage and/or number of items and/or linear meters of piping and/or piping components. The reporting of erection and/or fabrication progress can further be broken down into subaccounts for large bore and small bore piping both per material specification, hangers and supports, rack and track piping, underground piping, inline items, testing and flushing, steamtracing, etc. Form 40 not available is self explanatory, however a few comments on the various elements contained in the worksheet may be given: Quantityof Total PipingWorkto be Done The quantities as shown in the Subcontractors Form of Tender are for guidance purposes only and are not to be treated as final. During the construction period these quantities will have to be updated because of drawing changes and/or scope changes. Ideally, prior to the start of the piping erection and/or fabrication work the Subcontractor should quantify the piping and piping components, per isometric and per piping area or per unit. These quantities are to be reviewed and approved by the Project Construction Manager and will form the basis for the Subcontractors Progress Report and Payment. Usually at the early stages of the project not all engineering drawings are available. Therefore, both the Project Construction Manager and the Subcontractor will then have to agree on preliminary quantities which are a summary of certified- and estimated quantities. The Subcontractor should be advised in the bid documents that any variation in quantities of piping materials will not be considered as a basis for a variation in the Subcontractor's Unit Prices. SubAccount% of Job Initially, the percentage which each subaccount contributes to the overall piping account can be calculated on the basis of the budget manhours. However, the final reported weighted percentages must reflect the subcontractor's assessment of the amount of work represented by the various subaccounts. Once this assessment has been checked and approved by the Project Construction Manager, the weighted percentages should not be changed throughout the duration of the project. SubAccount% of Area All factors being equal, the weighted percentage of the individual piping areas should be determined by the ratios of, for instance, tonnage of piping materials in each area to the total tonnage for the subaccount. However, the final assessment of the weighted percent attributed to each piping area should take into account Pipe Size, Accessibility, Elevation, Number of Field welds, Type of Material, etc. SubAccount% Completeper Area All factors being equal, the Physical % Completion is based on the Quantity of Work Done against the total Quantity of Work to be
Done. It should be acknowledged that piping erection progress is composed of a number of erection phases for which the completion status must be taken into account when preparing the Piping Analysis Report. These phases are rigging, lifting, aligning, fitting up, field welding, bolting up, including installation of inline items, flushing and testing. Overall % Completion The Overall % Completion for the piping account is determined by summarizing the progress percentages of each piping class or piping operation in each area or unit taking into account the various weighted factors for each operation and area or unit.
8. Concrete Record
(Attachment 17 not available) A record of concrete pours is maintained by the Site Engineer. This record will show: Date of Pouring.
Quantity in m3 per Concrete quality, e.g. Blinding, Field Mixed. Running Total. Pay Item. Location/Description. Detail Drawing Number. Number of Concrete Testcubes/Cylinders made. Date and Result of Laboratory Breaking Test at seven and 28 days.
In this manner a constant check is maintained to ensure that concrete quality meets required specification and that concrete test cubes/cylinders are sent to the laboratory in time for seven and 28 day tests. Grout and/or Gunite should not be included in the concrete record. At the close of the project this information is also used by the Accounting Department in preparing Capitalization Reports. In general, three testcubes/cylinders are taken approximately every 50 cubic meters, one for the seven day laboratory test, one for the 28 day test and one spare which will be used for a laboratory breaking test in case the seven and/or 28 day test result shows a breaking value below the minimum specified value. For important pours such as a major tower foundation, equipment support structures, the engineer or Client may request more test cubes/cylinders to be taken. The Concrete Record shall be maintained in a loose-leaf notebook and the original copies shall be forwarded to the Home Office on job completion. One copy of the laboratory test reports shall be forwarded to the Project Manager in the Home Office and one copy retained in the Field Office file. Upon project completion, these reports shall be sent to the Home Office Construction Department.
9. Acceptance Certificates
As work progresses and equipment is installed, aligned and checked, equipment will be inspected in conjunction with and accepted by the Client's Engineer(s). Of these inspections, records are to be kept as evidence that the work is executed properly and that all parties are in agreement, upon which, the Client's Engineer will sign the inspection records for acceptance. These signed inspection records (Acceptance Certificate) will serve as backup for the final handover of the works to the Client. The Site Engineer will maintain a file of all these approved Acceptance Certificates and distribute copies to the parties concerned per the Document Distribution List. After completion and handing over the works to the Client, the certificates are to be forwarded to the Home Office Construction Department. Acceptance Forms are to be prepared in the field and may vary in content to suit a particular job or Client's requirements. Testing, inspection and acceptance forms are included in Volume II of the Field Construction Manual, "Quality Control".
Drawing errors which required field work to correct. Field additions not on drawings but required to make a completed project. Suggestions for design improvement etc. Operators changes during mechanical check-out.
When cameras are available, pictures should accompany sketches to describe situations where it is felt they will be of assistance. The pages of the book are made up in sets of three (3). The first sheet, when filled out with notes or sketches is to be sent to the Project Manager for distribution to those concerned within the Home Office. The second sheet is for the Client, if required, or others in the field who require the information. The third sheet is the field's permanent record, which must be sent to the Home Office upon completion of the project. Each page must be numbered by the field. The job number, date, approvals, etc. must be filled in.