Shell Petroleum Development Company of Nigeria

Classification Status: Restricted

JANUARY, 2013 DOCUMENT NUMBER

SSG-NG01012401-GEN-AA-5759-00001

SOUTHERN SWAMP ASSOCIATED GAS SOLUTION (SSAGS) PROJECT

PRODUCTION FACILITIES EPC

Contract No. : NG01012401

PROJECT CONTROL PLAN

Proprietary Information: This document contains proprietary information and may not be partly or wholly reproduced without prior
written permission from Shell Petroleum Development Company

Revision Date Description Originator Checker Approver

Re-issued for review

R02 14-JAN-2013 M. ROBLES N. MELLONE M. LIBERATORE
(SPDC comments incorporated)

Contractor: Saipem Contracting Nigeria Ltd

Contractor Document Number: GEN-ZA-E-09012

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 ADDITIONAL AGREEMENT/APPROVAL RECORD

Party Ref Ind. Name Sign Date

Revision Philosophy
 Revisions for Review - First issue will be issued at R01, with reason of issue description - Issued
for Review, (with subsequent R02, R03, etc. as required to be used in dependence of review
status received by SPDC). Last issue: A01, A02… with reason of issue description - Issued for
approval (Final Issue) (A02 might be reissued in case further modification occurred).
 Revisions for Design Documentation - First issue will be issued at D01, with reason of issue
description - Issued for Review, (with subsequent D02, D03, etc as required to be used in
dependence of review status received by SPDC). Last issue: C01, with reason of issue description
- Issued for Construction (Final Design) (C02 might be reissued in case further modification
occurred). When document is considered closed by SPDC, the revision must be increased (with no
change on the document itself) and issued , with reason of issue description - Approved for
Construction (Final Design).
 Revisions for Purchase - First issue will be issued at P01, with reason of issue description -
Issued for Purchase, (P02, etc to be used in dependence of review status received by SPDC).
Last issue: P03, with reason of issue description - Approved for Purchase (Final Issue) (P0X
might be reissued in case further modification occurred).
 Revisions for Information - First issue will be issued at R01, with reason of issue description -
Issued for Information.
 Revisions for As built - Documents or drawings revised as “As built” will be issued as Z01, Z02 Z03
etc as required.
 Narrative sections revised from previous approved issues are to be noted in the table below and/or
highlighted in the RH margin (using the appropriate revision status).
 Previous revision highlighting to be removed at subsequent issues.
 Drawings/diagrams revised from previous approved issues are highlighted by 'clouding' the
affected areas and by the use of a triangle containing the revision status.
 If a document is cancelled the document will be issued at the next sequential number by adding the
suffixed with a X. For example if R02 is the current revision then 03X will be the Cancelled revision
 All revisions to this document must be approved by the relevant Technical authority.

Revision History

Revision No. Date of issue Document ID/Reason for change

R02 14-JAN-2013 Re-issued for review (SPDC comments incorporated)

R01 24-SEP-2012 Issued for review

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 SUMMARY PAGE

Client: Shell Petroleum Development Company of Nigeria Ltd.

Node: General
PROJECT: SOUTHERN SWAMP ASSOCIATED GAS
SOLUTION(SSAGS)PROJECT PRODUCTION FACILITY
Shell Project. Ref: NG01012401
Title: Project Control Plan
Shell Doc. No: SSG-NG01012401-GEN-AA-5759-00001

SUMMARY

This procedure is developed in compliance with the General Conditions of Agreement, Section 3,A.2 of the
Project Execution Plan. This procedure serves as a general guideline for implementation of the contract’s
Project Control Deliverables.

Project Control Management, Scope, Purpose of the Project Control Plan and Specifics of Procedures are
detailed herein.

KEY WORDS & TERMS: WORK BREAKDOWN STRUCTURE, ACTIVITIES, MILESTONES, VALUE OF WORK DONE.

REFERENCES HOLDS

SAIPEM Document No Shell document No Description Page

NG01012401 Section III, A.2 Project Control Plan 4

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 CONTENTS

1. INTRODUCTION 5

1.1 General Description of Scope of Work 5

1.2 Procedure Objectives 5

1.3 Definitions And Abbreviations 5

2. RESPONSIBILITY 8

2.1 Project Manager 8

2.2 Project Control Manager 8

2.3 Planning Engineer 8

2.4 Cost Control Engineer 8

2.5 Software 8

3. PROJECT CONTROL PLAN 9

3.1 Project Control Management 9

3.2 Scope of the Project Control 10

3.3 Purpose of the Project Control Plan 10

3.4 Project Control Procedures 10

3.5 Progress Measurement 11

3.6 Engineering planned progress 11

3.7 Procurement planned progress 11

3.8 Actual Physical Progress 11

3.9 Work Breakdown Structure 12

3.10 Planning and Scheduling 12

3.11 Cost Control Plan 12

3.12 Document Control 12

3.13 Progress Reporting 12

3.14 Variation Order 13

3.15 Invoicing and Payment 14

3.16 Risk Management Plan 14

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1. INTRODUCTION

This procedure aims to develop guidelines for Project Control Systems as stipulated in the Contract
and in accordance with the general Contractor’s Scope of Work. The work encompasses two
aspects, namely:

 Constructing a new Central Processing Facilities (CPF) at Tunu

 Refurbishing Tunu, Benisede, Opukushi and Ogbotobo flow stations

1.1 General Description of Scope of Work

The work to be executed under this contract comprises the Detailed Engineering Design
Review and Verification, Materials Procurement, Construction and Commissioning to modify
existing flowstations located in Benisede, Opukushi, Ogbotobo and in Tunu, and also to
provide a new Central Production Facilities in Tunu in order to gather all Associated Gas,
which is currently flared, and to export NAG/AG gas to domestic market at the required
specification.

1.2 Procedure Objectives

The Project Control Plan describes the Project Control method, including the Contractor’s
standard criteria, necessary to implement the Project Control activities.

1.3 Definitions And Abbreviations

Definitions

Project: Southern Swamp Associated Gas Solutions Project in

Nigeria
Company Contract No.: Company Tender NG01012401
Company/Client: The Shell Petroleum Development Company of Nigeria
Limited
Contractor: Saipem Contracting Nigeria Ltd, Snamprogetti
Engineering BV and Desicon Engineering Ltd (CONS)
Sub-Contractor : An organization that supplies goods or services to the
Contractor
Baseline : Detailed Work Plan –Project Schedule– for the
achievement of key milestones deadlines approved by the
parties as reference for progress control, monitoring and
forecasting.
Milestone: Main unit of work or group of activities that represent a
contractually significant and payable event when
achieved.
Level: Hierarchy in the Project Schedule or Reporting

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 Work Breakdown Structure
(WBS) Hierarchical breakdown and division of the scope of the project in
more manageable homogeneous phases. Each descending level
represents a further degree of detail of the definition of the scope
of work. This clearly details the responsibilities, focuses attention
on project objectives; it is a planning guide for all levels identified
in it. It is representative of the work to be carried out and aimed at
achieving a tangible result.

Standard Man Hour (SMH)
Standard Man-Hours are the direct productive man-hours
required to execute the works under optimal operating conditions
(i.e. skilled workforce, optimal climate conditions and adequate
equipment). SMH represent the entity of the scope of work to be
executed and are the basis of the Project estimate. The SMH are
calculated with the quantities estimated by bill item through the
Saipem standard library

Bill Item Unique element used to define construction quantities and to

allow planning, which is necessarily linked to these quantities and
related progress. It’s also used to define the scope of work of
subcontractors in terms of Man Hours and Unit Prices/Budget
Costs

Working Class Working class aggregates several bill items and make it possible
to synthesize the related quantities, hours & costs. Homogeneous
working class is defined by Discipline. Working classes can be
structured in two aggregation levels:
- CMC (Construction Management Classes)
- SCMC (Sub Construction Management Classes)

Construction main activity to be carried out within the work package (Piping,
Management Class Steel Structures, equipment , etc)
(CMC)

Sub Construction Sub activity of CMC (for example carbon steel pipe, heavy
Management Class structures, light structures, pumps, exchangers, etc.).
(SCMC)

Item Identifies an MACRO-object that must be procured, constructed or

installed and/or is subject to a control cycle

Sub-Item Identifies an ELEMENTARY object that makes up an item.

Home Office Contractor Home Offices (Milan, Port Hartcourt)

Product Unit (PU) Aggregation of Item/Work Class within the same

WBS/Discipline/Subcontractor. It identifies a tangible and
measurable homogeneous work activity that can be planned with
dates and logical network. This corresponds to the third level of
planning

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 Construction Sequence The construction sequence represents the list of the working
tasks included into a SCMC. Those working task (Basic Activities)
are aimed to split the duration of a SCMC for each SubItem and
to identify further level of progress monitoring details

Pre-commissioning The phase to make systems ready for Commissioning and in

which all the required cleaning, checks and tests (electrical,
instrumental, mechanical), are implemented without introduction
of hydrocarbons, process materials/fluids, into the process.

Subcontractor Entity (and its legal successors in title) named as Subcontractor to

perform specific services and/or works.

Work Package Discipline (Mechanical, Civil, etc.) that is carried out in the area.

Abbreviations

PD Project director
DPD Deputy Project Director
PM Project Manager
SM Site Manager
CM Construction Manager
COM Commissioning Manager
FEM Field Engineering Manager
PCM Project Control Manager
DS Discipline Superintendent
QS Quantity Surveyor
EPC Engineering, Procurement and Construction
PMS Project Master Schedule
CPM Critical Path Method
WBS Work Breakdown Structure
WP Work Package
BoQ Bill of Quantities
CMC Construction Management Class
SCMC Sub Construction Management Class
SMH Standard Man Hour
EMH Estimated Man Hour
Earned MH Earned Man Hour
AMH Actual Man Hour (provided by subcontractors)
HSE Health, Safety and Environment
QA Quality Assessment
QC Quality Control
PCON Project Control Department
PSR Procurement Status Report
PDM Precedence Diagram Method
MSR Material Status Report

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2. RESPONSIBILITY

2.1 Project Director / Project Manager

The Project Director is responsible of the project execution in accordance with the Contractor’s
obligation as stipulated in the Contract. He represents the Company in the discussions,
meetings, correspondence and progress payment in relation with the Contract until its
obligation is satisfactorily met.

2.2 Project Control Manager

The Project Control Manager is responsible for the Project Scheduling and Progress
Monitoring activities. He makes certain that the reports required in this procedure are
R02 satisfactorily met and submitted on time. He liaises with the department heads to ascertain
the correctness of the field reports that become the basis of Project Schedule and Progress
Monitoring reports.

2.3 Planning Engineer

The Planning Engineer prepares the detailed Project Schedule based on widely accepted
engineering practices and derives reports on different management hierarchal level.

He prepares Progress Monitoring Reports in a prescribed format. The reports illustrate

periodic status of project execution in accordance with the contract requirement. The reports
will also support Contractor’s claim for partial periodic payment of the Works done.

2.4 Cost Control Engineer

The Cost Engineer develops a Payment Scheme as stipulated in the Contract. He prepares
the Value of Work done ( VOWD ) to support the Payment Invoice based on the periodic
Progress Monitoring reports in a prescribed format.

2.5 Software

The Contractor provides the facility and capability to ensure that the Planning and Monitoring
reports are generated through the use of modern and widely accepted software. All data
backup’s submitted to SPDC should be exported to the Project Planning Software.

Project Planning Software

R02 The planning software to be used by CONTRACTOR is Primavera Project Management, P6

version 6.0 which is a fully integrated planning and scheduling system designed to manage
multiple projects into one management structure.

The project is divided into smaller more manageable components called Work Breakdown
Structure, WBS. Management of the project components is defined in the Organizational
Project Structure, OBS.

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 Microsoft Office 2010

Microsoft Office shall be used to link progress data collection and reporting with P6. The same
data interfaces with Primavera for the updating of the Project Current Schedule.

IBIS PAGE

The IBIS (Integrated Business Information System) is Saipem corporate integrated system that
will be used by SAIPEM for SSAGS project.it provides a fully integrated document
management tool and a fully searchable documentation trail that spans the entire life cycle of a
project, so that all project information is easy to retrieve and cannot be corrupted or lost.

LOGMAT

LOGMAT is a tool developed by Saipem to serve as a meeting point between procurement

and Project Control to fit every project and to exchange data easily with Primavera P6 and also
helps keep procurement deadlines under control.

COSMO

Construction System Management and Organization tool (Co.S.M.O) supports Construction

processes and is integrated with P6 for progress update at the construction phase

CONDOR

Software used to record Subcontractor attendance, spent man hours. It is used to measure the
actual productivity against SCMC. Optionally, productivity may be calculated using an excel
spreadsheet.

3. PROJECT CONTROL PLAN

3.1 Project Control Management

The Project Control Management is based on the following logical approach:

 To define the primary objectives of the Project.

 To define the intermediate objectives.
 To identify the activities to be developed, specifying the scope of work, the budget
assigned, the execution time and the responsibility.
 To monitor the development of the work and to identify the differences between the
actual and the planned values.
 To evaluate the impact of each variance and to study the possible corrective actions.
 To make decisions at the appropriate level of competence and responsibility.

The Project Control System to be applied for the Project execution will be based on
Contractor’s own Project Control System duly tailored to comply as far as possible with the
requirements outlined in the Contract.
All project participants at Contractor’s Home Office and in the other locations (if any), as well
as at the Site Offices will follow the same procedures, which will be developed based on the
Contractor's standard Project Control procedures and will reflect all COMPANY's requirements,
as specified in the Contract.

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 3.2 Scope of the Project Control

The management of the Project shall be geared to the achievement of objectives. The
fulfilment of objectives is based on the capability to identify and quantify the various activities
to be developed, to assign the responsibilities for their execution to the appropriate Parties,
and to control the execution of the activities.

The objective of the management shall be to achieve a high level of Project Control by way of
effective planning utilising various established techniques, proper monitoring of various
activities through controlled feedback, with a purpose of improvement in line with the latest
development in the techniques.

The aim of the Project Control functions is to keep under constant control all identified Project
targets within Contract requirement pertaining to the schedule, the budgeted cost and the
quality.

3.3 Purpose of the Project Control Plan

The purpose of this document is:

 To define project control organization, responsibilities and duties in the performance of

project control activities;
 To define the structure of the project control system for planning and control of project
activities;
 To define the methods to be followed in the performance of the project control
activities to avoid impact on project schedule and to ensure the achievement of project
targets.
 To define the methods, tools and data flow to be used for progress measurement
system and reporting.
 To define the means of identifying, developing, negotiating, settling and billing variation
orders.
 To describe the Document Control system to be applied for the engineering work to be
performed for the execution of the Project Works.
 To define the criteria to implement the Cost Control activities and the cost control
actions to be taken.
 To manage uncertainties and their subsequent potential consequences on
achievement of project objectives in term of time, cost and technical performance.
 To define nature, contents and schedule of progress reports to be issued by
Contractor to COMPANY.

This project control plan and the project control procedures will be implemented and detailed
during the project life to cover any other critical area of the project itself.

3.4 Project Control Procedures

The Project Control procedures are issued after the Contract award and they must be
approved by Company.
The procedures shall clearly set out the methodology by which the Project shall be monitored
and controlled.

The following Project Control procedures shall be issued by CONTRACTOR:

 Plan No. GEN-ZA-E-09012 (Project Control Plan).

 Procedure No. GEN-ZA-E-09106 (Progress Measurement and Reporting Procedure).
 Procedure No. GEN-ZA-E-09121 (Planning and Scheduling Procedure)
 Procedure No. GEN-ZA-E-09122 (Work Breakdown Structure)
 Procedure No. GEN-ZA-E-09128 (Cost Control Plan).
 Procedure No. GEN-ZA-E-09800 (Document Control Procedure).
 Procedure No. GEN-ZA-E-09124 (Variation Order Procedure).
 Procedure No. GEN-ZA-E-09123 (Invoicing and Payment procedure)
 Procedure No. GEN-ZA-E-09121 (Schedule Risk Analysis Procedure)

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 The following paragraphs outline the purpose and the contents of the above main procedures.

3.5 Progress Measurement

Contractor will implement a Progress Measurement System as part of the Planning and
Scheduling Procedures of the Project.
The Progress Measurement System provides a consistent method to measure the physical
progress that will be the basis for checking progress itself, productivity and forecasting.
A Project Progress Baseline will be developed based on the Overall Contract CPM Schedule
and the criteria agreed with Company.
The Project Progress Baseline, once approved, will become the planned reference for
monitoring/reporting purposes. The overall weightings between Engineering and Design,
Procurement including Manufacturing and Construction/Pre-commissioning/Commissioning
activities shall be based on the physical weighted value related to the Contract Price
Breakdown.
The weightings system will include home office and site works and it will be submitted for
Company’s approval before its implementation.The overall weightings established will remain
fixed unless there are Variations in total scope of work. Any Variation will require Company
approval prior to its implementation.

3.6 Engineering Planned Progress

The Planned progress relevant to Engineering Services will be calculated through the initial
approved MDR/EDMS that gives the planned progress (based on weighted man-hours) of
each documents and, for aggregation, the progress of the activity under which those
documents have to be produced. A further aggregation gives the progress of the whole
Engineering phase.
The planned progress of each document is calculated considering the steps and criteria
agreed with
Company; no intermediate progress between two steps shall be recognized.

3.7 Procurement planned progress

The Procurement planned progress will be calculated based on the Material status report that,
for each Purchase Order, provides all information relevant to:
 Dates
 Fabrication
 Shipment
 Arrival at site
 Etc.
R02 Each Material/PO will be weighted considering the relevant quantities/value/effort/complexity.
The planned progress will be agreed with Company

3.8 Actual Physical Progress

Actual Physical Progress shall be measured on an "earned value" basis. It will be based on the
progress achieved with respect to:

 The approved Deliverables List for engineering;

 The Weighted Purchase Order List for procurement;
 The actual physical quantities produced/performed against the total quantity to be
produced/performed in the construction lower level activities.

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 3.9 Work Breakdown Structure

During the Project Execution the WBS shall be defined to cover the whole Scope of Work.

3.10 Planning and Scheduling

In order to effectively plan and control the Project, the entire Scope of Work will be subdivided
into manageable packages of homogeneous activities to be implemented, applying the “Top
Down” technique.

The overall project control system will be based on the Work Breakdown Structure (WBS) as
described in the procedure (Project Measurement Procedure – Home Office Activities).

The WBS establishes a natural hierarchy of Work Packages for summarization (Roll-up). The
top level represents the Overall Project, while the lower levels reflect successively increasing
levels of detail that illustrate the manner in which the work will be divided and implemented.
The WBS provides the necessary level of detail for an effective progress measurement, for the
information required by the COMPANY for the Project Reviews, for reporting to the
management and for the preparation of the periodic Progress Reports by Contractor.
The WBS will be established by Contractor and approved by COMPANY during the first stages
of the Project.

3.11 Cost Control Plan

The Cost Control Plan defines the criteria to implement the Cost Control activities and the cost
control actions to be taken.
The cost control activities are finalized to the early individuation of any possible variation of the
cost in respect of the Current Control Budget.
The Contractor's cost control and cost reporting shall be coordinated and consistent with the
following:
 Contract Price
 Planning/ Scheduling and Progress Curves.
 Contract Schedule.
 Invoicing and payment.
 Baseline update.
 Work Breakdown Structure.

3.12 Document Control

The Document Control plan has to:

 Provide systematic methods and routines for establishing and implementing
efficient Document Control systems on the project.
 Describe the Contractor Document Control systems to be used for all
specifications, drawings and correspondence of the Project.
 Identify the various Document Control responsibilities and methods to be
employed.

This Document Control plan applies to all phases of the Project, up to and including handover
of Project document records and deliverables to the Company’s Operating Team.

3.13 Progress Reporting

Contractor will place emphasis on the following major points when developing the reporting
system and presenting the progress reports.

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  Hierarchical Reporting: All raw data are input at the lowest levels of the WBS
and then rolled up to the higher level. Roll up ultimately provide the project
summary level which is typically included in the Management Summary
section of the Project Monthly Report.
 Objective Oriented Reporting

Progress reports at various levels are used for different objectives.

- Higher level reports are used for presentation to management of both of
COMPANY and Contractor and provide the overall picture of the progress
status.
- Project personnel directly responsible for those activities use lower level
reports for control of day-to-day activities.

 Performance Oriented Reporting/Key Performance Indicator(KPI)

It delivers a consistent information for measuring, assesing and reporting the true
R02 progress; thereby providing a basis for checking and analysing of progress,
productivity and forcasting.
- Responsibility Oriented Reporting
Progress reports are broken down and sorted by responsibility-oriented codes such as work
category codes and subcontractor code (for construction) to facilitate effective identification of
the party or group whom is directly responsible for the problem areas.

- Electronic Data Transmission

The necessary raw and intermediate data for reporting purpose from each office (Home Office
and Site Offices) will be transmitted electronically so that the combined overall report can be
made without delay.

Contractor will prepare and issue various reports for the project to inform the COMPANY of the
work and Contract status:

 Monthly Progress Report

 Weekly Progress Report
 Other reports (when requested by the Contract)

3.14 Variation Order

The purpose of this procedure is to establish a methodology for the early identification and
process of the potential Variations (Design Deviations included) that could have or not an
impact on cost, schedule and quality.

Only those Variations that fall outside the Agreement shall be considered.

Variations will be handled between Contractor and Company for timely and efficient settlement
in accordance with the Contract requirements.

The operations and the activities related to the Variation Order shall not commence until the
Contractor has received a written authorization from the COMPANY.

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 3.15 Invoicing and Payment

In compliance with the Contract requirements, this procedure establishes:

 The project’s functions, actions and responsibilities involved in the invoicing activities;
 The identification of the invoice supporting documentation.
 The procedure to collect and organize the invoice supporting documentation.
 The instruction to invoice the Contract Price and the prices of the approved Variations;
 The invoice control log contents and updating;
 The invoice support documentation filing.

3.16 Risk Management Plan

The purpose of this Plan is to describe the process and the methods to be implemented for risk
and opportunity management throughout the Project.

The purpose of Project Risk & Opportunity Management is to manage uncertainties and their
subsequent potential consequences on achievement of project objectives in term of time, cost
and technical performance.

The Risk and Opportunity Management process described herein shall be used to manage
opportunities as well as risks.
Risk and opportunity management is a process of identification, evaluation, action and
communication, with the following approach:

 Full integration of the Risk Management into the overall Project Management Process.
 Pro-active and early identification, evaluation and management of risks in all phases
and at all levels of the project. Anticipation and management of risks are always
preferred to corrective
 Continuous control & monitoring of the risks and opportunities and detailed associated
reporting.
 Promote communication to facilitate problem-solving

The Risk Management Plan covers the following process:

 Identification and evaluation of potential risks and opportunities at each stage of the
development of the project
 Definition of risk and opportunity control actions and decision of implementation during
the development of the project
 Control and monitoring progress on risk and opportunity status and associated control
actions.
 Reporting on the risk and opportunity management activities.

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