ARABI ENERTECH KSC · ARABI ENERTECH KSC Quality Management System Title: Construction / Maintenance Procedure. Page 6 of 33 6.2.3.6 The Project Master Schedule shall be internally

ARABI ENERTECH KSCQuality Management System

Title: Construction / Maintenance Procedure.

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Document Control Stamp

Document No: QP-CON / MAINT.-01 Issue 2 Date: 20-03-2015 Rev- 3 Date: 01-05-2016 Page 1 of 33

Approved by Management Representative



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1. Objectives.

This document gives the procedure to all operations and activities related to the functions of thecompany’s Construction / Maintenance projects.

2. Resources.

3. Scope of Application.

3.1 Project Initiation & Planning

3.2 Design Engineering

3.3 Project Mobilization

3.4 Project Familiarization

3.5 Project Execution

3.6 Project Closure

4 Normative References-Definitions.

4.1 PM – Project Manager / Contract Manager

4.2 MTL – Maintenance Team Leader.

4.3 SPE - Sr.Planning Engineer

4.4 AGM-Const. / AGM - Maint. – (Department Manager).

4.5 COO – Chief Operating Officer.

4.6 BOQ – Bill of Quantity.

4.7 QP-SA-01 - Tendering/Costing Process.

4.8 QP-CAT-01- Management and Development Procedure.

4.9 QP-OP-02 - Operation Procedure (Vehicle and Equipment).

4.10 QP-PR-01 - Procurement Procedure.

4.11 QP-EN-01 - Engineering Process

4.12 QP-QC-01- QA/QC Procedure.

5 Responsibilities.

5.1 The PM/AGM Const. / AGM. MT / CTL / MTL / Sr. Planning Eng. shall be responsible fordeveloping the Project Management Plan, the Detailed Budget, and the Project MasterSchedule.

5.2 The Sr.Planning Engineer PM / CM /CTL / MTL / Sr. Planning Eng is responsible fordeveloping the Project Master Schedule.



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5.3 The Sr. Planning Engineer / CTL / MTL / PM / CM shall be responsible for following theapproval process of the Master Schedule, Budget and the Project Management Plan.

5.4 The PM / CM /CTL / MTL / Sr.Planning Engineer shall be responsible for following theapproval process of the Master Schedule, Budget and the Project Management Plan.

6 Process.

6.1 Appointing the PM.6.1.1 In case of being the lowest price, receiving an award letter or a letter of intent by the

client, the PM is assigned in accordance with the HR procedure and the relatedAuthority Matrix of the same procedure.

6.1.2 The AGM - Const. / AGM - Maint. shall arrange to provide the PM with a copy ofthe contract signed with the client and all the related documents, attachments, anddrawings (received from the Client after signing of the contract).

6.1.3 AGM - Const. / AGM - Maint shall instruct the assigned PM. to contact the QualityDepartment to have QMS awareness. This is essential to ensure his commitment ofall approved Company’s QMS Policies, Procedures, and Work Instructions related.

6.1.4 The AGM-Const. / AGM- Maint. Shall arrange to provide the PM with a full copyof all tender documents of the same project and the costing sheets.

6.1.5 The AGM – Const. / AGM- Maint. determine the job description and the tasksassigned to the PM according to company policies.

6.2 Project Initiation and Planning.

6.2.1 Project Initiation.

6.2.1.1 The PM shall be assigned and authorized by the AGM – Const. / AGM- Maint.and as per the Authority Matrix related to HR Procedure.

6.2.1.2 The PM / CTL / MTL shall consider previous experience in similar projects andlessons learned, and communicate them to Project Team.

6.2.1.3 The PM / CTL / MTL shall ensure having a proper definition for the projectObjectives, and what the project aims to achieve.

6.2.1.4 The PM / CTL / MTL shall contact the Costing Department to obtain thefollowing project documents:

a. Project Memob. Contract



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c. Project Documents (Drawings, BOQ, and Bid Documents)6.2.1.5 The PM / CTL / MTL shall develop a Project Charter and document the following

information, either directly or by reference to other documents:

a. Project purpose or justification.b. Project objective.c. Project stakeholders and their needs and expectations.d. Current understanding of the Client's requirements.e. Project scope of work.

Incase of Maintenance Project the scope of work may be:1. Man power supply / Equipment Supply,2. Service Order3. Fixed Monthly Maintenance4. Vendor Services (wherever applicable)

f. Summary milestone Schedule.g. Project organization.h. Project constraints.i. Payment terms.j. High level risks.k. Project approval requirement.

6.2.1.6 The Project Charter shall be internally reviewed and approved by the CTL / MTL& the AGM – Const. / AGM- Maint., and a copy will be sent to COO.

6.2.2 Project Planning.

6.2.2.1 The PM / CTL / MTL shall define, prepare, integrate, and coordinate a ProjectManagement Plan. The Project Management Plan Shall be prepared and approvedbefore the implementation. It will become the source of information in terms ofproject execution and control. The Project Management Plan defines how theproject is executed, monitored, and controlled, and it shall include:

a. Safety Planb. Quality Planc. Communication Management Pland. Schedule Management Plan



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e. Cost Planf. Risk Management Plang. Resources Management Planh. Equipment Management Plan

6.2.2.2 The Project Management Plan shall determine:

a. The processes selected by the Project Management Team, and the level ofimplementation of each process.

b. The descriptions of the tools and techniques to be used for accomplishing thoseprocesses.

c. The selected project life cycle and associated project phases.d. How work shall be executed to accomplish the project objectives.e. How changes shall be monitored and controlled.f. How the integrity of the project management baselines shall be maintained.g. The need and techniques for communication among stakeholders.

6.2.2.3 The Project Management Plan shall be reviewed and approved by the CTL / MTLand AGM - Const. / AGM- Maint. This plan shall be forwarded to the QualityDepartment. Also each part of this plan shall be forwarded to each related supportdepartment.

6.2.3 Schedule Management.

6.2.3.1 The PM / Planning Engineer (if applicable) Sr. PE shall review, confirm and detailthe estimated activity resources and duration prepared during the costing andbidding phase (Material, Equipment, People, Supplier required to perform work).

6.2.3.2 The PM/Planning Engineer (if applicable) Sr. PE shall define project activities byidentifying specific actions that need to be performed to deliver the projectobjectives and deliverables, and identify and document relationships among theproject activities.

6.2.3.3 The PM/Planning Engineer (if applicable) Sr. PE in coordination with the PMshall develop the detailed Project Master Schedule utilizing the high-levelSchedule developed in earlier stages by Costing Department.

6.2.3.4 The PM / CTL / MTL shall review the Project Master Schedule by analyzingactivity sequences, durations, resource requirements, and constraints.

6.2.3.5 The PM / CTL / MTL shall finalize the list of submittals covering all projectdesign drawings.



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6.2.3.6 The Project Master Schedule shall be internally reviewed and approved by thePM, CTL, MTL and Sr.PE.

6.2.3.7 The PM / CTL / MTL shall attach all attachments to the Master Schedule to besubmitted to the Client for approval.

6.2.3.8 As per the activities of the schedule the cost weightage will be decided, which willform the progress weighatge of / for the each activity.

6.2.3.9 According to the activity duration, the total weightage and the total quantity willbe spread over the duration of the activity, ie. As Monthly weightage and quantity,weekly weightage and quantity, and daily weightage and quantity.

6.2.3.10 Then according to the ratio of planned to the actual manpower the daily planedquantity of each activity will be changed.

6.2.3.11 The actual progress quantity will be checked against the planned quantitymentioned in the above point.

6.2.3.12 According to the actual and the planned quantities, the corrective action will beaccordingly taken, to see that the daily targets are met.

6.2.3.13 Incase of Maintenance Project, Schedule for Maintenance activities shall beplanned for routine / periodical/breakdown maintenance as per the nature of thecontract.

6.2.4 Cost Management.

6.2.4.1 The PM / CTL / MTL in coordination with the Sr.PE shall estimate cost anddetermine budget by developing a calculation of the financial resources needed tocomplete project activities and establish a Detailed Budget baseline as perTendering/Costing Process (QP-SA-01).

6.2.4.2 The PM / CTL / MTL in coordination with the Costing Engineer (if applicable)shall utilize bidding project cost estimations done by Tendering & EstimatingDepartment during Detailed Budget development. They shall utilize the activityresources and duration estimates.

6.2.4.3 The PM / CTL / MTL shall ensure that an independent review of projects costestimates is conducted.

6.2.4.4 The PM / CTL / MTL in coordination with Sr.PE (if applicable) shall ensure(among others) that all following budget parts are included:

a. Material: value of the materials needed for the project.b. Direct Labour: value of the labour to be utilized in the project.



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c. Project Overhead: value of the expected overhead to be incurred by theproject.

d. Maintenance / Construction Equipment Cost.e. Tools & Consumable Costf. Subcontractors’ costs: Value of work to be done by the Subcontractor.

6.2.4.5 The PM / Project Planning Engineer shall be responsible for the preparation ofProject’s budget, the monthly distribution of revenues and costs and the monthlycash flow of the project with the involvement of the PM who provides all thenecessary data for the preparation of the budget which is then approved by:

a. Sr. Planning Engineerb. Project Manager / MTLc. Finance managerd. AGM – Const. / AGM- Maint.e. Chief Operating Officer (COO).

6.2.4.6 A full copy of Project Detailed Budget shall be sent to Financial Department to beconsidered within the financial plans and the cash flow of the company.

6.2.4.7 An annual Project Budget shall be prepared every year in accordance to thegeneral approved project budget. This annual budget shall cover project activitiesof the year and shall consider any changes due to new requirements orcircumstances which will have impact in the project during the same consideredyear. This annual budget shall have the same approval path of the general projectbudget.

6.2.5 Quality Management.

6.2.5.1 The PM/CM/PE (if applicable) / QA/QC Engineer in coordination with Sr.QA/QCin Quality Department and with the PM shall develop the Project Quality Planaccording to QA/QC –Construction and Maintenance Dept. Procedure (Document #:- QP-

QC-01) using the Project Quality Plan Form (Document # QF-QC-01-01).

6.2.5.2 The Project Quality Management Plan shall include and confirm with all QA/QCrequirements of Arabi Enertech QMS, and the ISO 9001:2008 InternationalStandard.

6.2.5.3 The Project Quality Management Plan will cover all QA/QC requirements of theClient and the related Industry International Standards. It will also cover therequirements of Quality Control/Assurance Procedure (Document #:- QP-QC-01).



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6.2.5.4 The PM / CTL / MTL and the QA/QC Unit Head shall ensure compliance to the QualityManagement Plan’s standards and requirements during the project execution.

6.2.5.5 The PM /CM / PE (if applicable) QA/QC Engineer shall contact with QualityDepartment, to prepare Work Procedures needed to be submitted and approved bythe client. The basis of those procedures shall be the standard Work Procedureswhich are developed and approved by the Quality Department. Those standardProcedures shall cover the following projects types:

Construction Projects

a. Flow Line Constructionb. Pipeline Constructionc. Pipeline Repaird. Piping Constructione. Storage Tank Constructionf. Other Mechanical Constructiong. Civil Constructionh. Electrical Constructioni. Instrument & Control Construction

Maintenance Projects

a. Routine Monthly Maintenanceb. Periodical Maintenancec. Breakdown Maintenanced. Maintenance Work against service orderse. Supply of Manpower / Equipmentf. Vendor / Sub Contract Services.

6.2.5.6 The standard work procedures are / shall consist of the following :a) The standard work instructions for the execution of various activities of the

project.b) The standard procedures for the execution of works of each dept., which are

related to the project execution.6.2.5.7 All the Quality documents related to the project, Soft copies/ Electronic copies

shall be forwarded to the Quality Dept. (H.O.) after approval from Client. Thesesoft copies / Electronic copies shall be maintained by Quality Dept. for the futureProject / Work purpose.



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6.2.6 Human Resources Management.

6.2.6.1 The PM shall develop the Human Resources Management Plan by identifying anddocumenting the project organization structure, roles, responsibilities, requiredskills, reporting and relationships as per HR Procedure (Document #:- QP-CAT-01).

6.2.6.2 The Project Organization Structure consists of the members that are mentioned inthe approved organization structure depending on the nature, size and thecomplexity of the project. This organization chart shall be approved by CTL, MTL,AGM-Const. / AGM- Maint. and COO.

6.2.6.3 The PM / CTL / MTL shall obtain Resource Calendars which identify the periodsduring which each assigned project team member is available.

6.2.6.4 The PM / CTL / MTL shall use the activity resource estimates to determine thehuman resource needs for the project. This shall be done in coordination with theHR Department and added to the Staffing Management Plan.

6.2.6.5 The PM / CTL / MTL shall acquire project team, by obtaining the human resourcesneeded to complete the project. The PM shall mobilize the project team includingemployees, subcontractors, and suppliers.

6.2.6.6 The selection of the Project Human Resources will consider the approved JobDescription of each designation. In case of new job needed, PM shall coordinatewith HR Department to identify this new job by adding it to the Job CategorizationList of the company, and also to develop and approve a Job Description for the newjob.

6.2.7 Equipment Management.

6.2.7.1 The PM/ MTL in coordination with Equipment Department and as per OperationProcedure for Vehicle and Equipments (Document #:- QP-OP-02) shall develop theEquipments Management Plan including the following items:

a. Equipments names, types, and rental rates.b. How and when project equipments shall be mobilized.c. Criteria for releasing them from the project.d. Identification of maintenance needs.

6.2.7.2 The PM shall use the activity resource estimates to determine the equipment needsfor the project. The preliminary estimates regarding the required equipments are



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defined as part of the project planning. This shall be done in coordination with theEquipment Department and added to the Equipments Management Plan. This planshall be reviewed periodically (each 3 months).

6.2.8 Communication Management.

6.2.8.1 The PM / CTL / MTL shall develop Communication Plan by determining projectstakeholder’s needs and defining communication approach.

6.2.8.2 The PM / CTL / MTL shall conduct the first project meeting, known as the projectkick-off meeting. The kick-off meeting shall:

a. Be held at the end of the Project Planning Phase.b. Communicate the aims, approach, deliverables, timescale, of the project to

concerned departments and stakeholders.c. Establish a commitment by all who contribute to the project's outcomes.d. Review the goals, objectives and success factors of the project.

6.2.8.3 The Communications Management Plan shall provide the following elements:a. Stakeholder needs and expectations.b. A method for updating and refining the communications management plan as

the project progresses.c. Communications item - the information that shall be distributed.d. Frequency - how often that information shall be distributed.e. Start/end dates - the time frame for the distribution of the information.f. Format/medium - the layout of the information and the method of

transmission such as letter, transmittal, memorandum, e-mail, etc.g. Responsibility - the team member responsible for distributing the

information.h. Audience - the individual or groups who shall receive the informationi. Reporting System - internally and externally.

6.2.9 Risk Management.

The PM / CTL / MTL shall develop risk management plan in coordination with theConcerned Departments by:

a. Defining how to conduct risk management activities for the project anddetermining which risks may affect the project.



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b. Prioritizing risks by assessing and combining their probability of occurrence andimpact.

c. Analyzing the effect of identified risks on overall project objectives.d. Developing the mitigation plan including the options and corrective actions to

enhance opportunities and to reduce threats.e. The risk management plan shall consider the approved Risk Assessment Report

which should be done during the pricing stage.f. The risk management plan shall include: financial risks, resources / materials

risks, environmental risks, labour shortage risks and equipment shortage risks.

6.2.10 Procurement Management.

The PM / CTL / MTL shall assist the Procurement Manager in developing the ProjectProcurement Plan according to the project scope and requirements as per ProcurementProcedure (Document #:- QP-PR-01) and the Authority Matrix related to same procedure.

6.2.11 Safety and Environmental Management.

The PM in coordination with the HSE Engineer shall be responsible for thedevelopment of the Health & Safety policies that shall be followed in the executionduring the project’s execution. This policy shall provide guide lines to the following:

a. Commitment to providing a healthy and secure work environment.b. Commitment to protecting the environment.c. Adherence to ISO 14001 & OHSAS 18001 requirements.d. Adherence to legal and governmental requirements regarding the project’s works.e. Ensuring the proper communication of this policy among the project’s staff .f. Ensuring the validity & periodic revision of the policy.g. Ensuring the proper documentation and maintenance of the policy.h. Implementation of EIA,QRA etc. as required by the Project/Contract.

All Project's Safety Management plans shall be in compliance with company HSE System andapplications.

6.2.12 Design and Engineering.Design process will be implemented according to Engineering Process Procedure (QP-EN-01). (if applicable)



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6.2.13 Customer Property.Customer Property Management related to all Client’s property in the project (e.g.Materials, Existed Logistics, Equipment, etc.) shall follow the Customer PropertyProcedure (QP-PP-01).

6.3 Project Annual Planning.

Due to the requirements of support, Departments Project Manager / Const. TeamLeader / Team Leader Maintenance have to prepare Annual Plans for all Projectresources and project control requirements. Those Annual Plans are:

6.3.1 Project Annual Manpower Plan.

This plan will be a break down of all Manpower related movements (Recruitment,Transfer, and Termination) for every Year from the general Project Manpower Plan. The resource of those Annual forecasting information will be the Main Project

Manpower Plan initiated in the project mobilization period.

Project Annual Manpower Plan must include all Manpower related movementsneed to be handled in the same year, along with aimed dates of handling thoseactivities according to the approved project schedule for the same.

Any changes or new amendment from the Main Project Manpower Plan related tothe same Year will be included and justified within this Annual Manpower Plan.

The Annual Manpower Plan will be prepared by Project Manager / CTL /MTL incoordination with Sr. Planning Engineer. It will be approved by A.G.M. Const. /AGM M. and COO.

The approved Annual Manpower Plan will be sent to HR Dept before the end ofFebruary each year to be included in the Company Annual Manpower Plan.

6.3.2 Project Annual Procurement Plan.

This plan will be a breakdown of all procurement related activities (Material, Sub-contractor) for every Year from the general Project Procurement Plan.

The resource of those Annual forecasting information will be the Main ProjectProcurement Plan initiated in the project mobilization period.

Project Annual Procurement Plan will include all materials and subcontractorsneeded to be utilized in the same year, along with aimed dates of utilizing thoserequirements according to the approved project schedule for the same.



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Any changes or new amendment from the Main Project procurement Plan relatedto the same Year will be included and justified within this Annual ProjectProcurement Plan.

The Annual Project Procurement Plan will be prepared by Project Manager / CTL/ MTL in coordination with Sr. Planning Engineer. It will be approved by A.G.M.Construction and COO.

The approved Annual Procurement Plan will be sent to Procurement Dept. beforethe end of February each year to be included in the Company Annual ProcurementPlan.

6.3.3 Project Annual Budget:

Due to Financial Department Control requirement, Project Manager / CTL / MTLwill be responsible for preparing the Project Annual Budget by coordination withSr. Planning Engineer (If applicable).

The Project Annual Budget will be a break down of one year forecasting expensesand income from the main Approved Project General Budget.

Any changes or amendment from the Approved Project General Budget andrelated to the same year, will be added and justified in Project Annual Budget.

Project Annual Manpower shall be approved by AGM – Const. / AGM -Maintenance and COO to be sent to Finance Department for further ProjectControl and follow up of Project Financial Status.

6.4 Project Mobilization.

6.4.1 Preparation/ Adoption of Project Mobilization.

The PM shall prepare the following:a. The site and the contractual requirements.b. The administrative staff, technical staff and labor requirements.c. Machinery requirement.d. Correspondences / communication forms and stamps according to the contract

requirements.

These preparations/ requirements shall be approved by the client. The PM shall alsosupervise the process of studying the drawings, transforming them to execution drawingsand obtaining the approval of the client.



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6.4.2 Preparing the Project’s Budget and Monthly Cash Flow Statement.

The PM & Project Sr. Planning Engineer shall be responsible for the preparation of(Project’s budget, the monthly distribution of revenues and costs and the monthly cashflow of the project) with the involvement of the PM who provides all the necessary datafor the preparation of the budget which is then approved by:

a) Sr. Planning Engineer (If applicable).b) Project Manager / MTL / CTLc) Finance Managerd) AGM – Const. / AGM- Maint.e) Chief Operating Officer (COO).

6.4.3 Subcontractors’ Selection/ Hiring.

6.4.3.1 The PM is to conduct a comprehensive study that details all the tasks completedby the sub-contractors as soon as he is assigned for the project. The Procurementdepartment shall be provided with a copy of this study as earliest as possible as apriority mission of the assigned PM. The objective is to give the procurementdepartment the opportunity to study / prepare the needs of the project on timelybasis.

6.3.3.2 The subcontractors’ selection and hiring process shall be conducted according tothe documented related process in the approved Procurement Procedure (Document#:- QP-PR-01).

6.4.4 Obtaining the Required Materials:

6.4.4.1 The PM shall be responsible for conducting a detailed study/ estimation of all theproject’s materials as soon as he is assigned for the project. This study shallinclude all materials, contractual specifications related, and the approved listedspecified suppliers if available in the contract. The same study shall be sent to theProcurement Department as earliest as possible as a priority mission of theassigned PM. The objective of this procedure is to provide the ProcurementDepartment enough time to estimate/ prepare the project’s procurement needs.

6.4.4.2 The process of selecting material suppliers shall be conducted and documentedaccording to the related documented process in the approved ProcurementProcedure (Document #:- QP-PR-01).

6.4.4.3 In case the payment terms require a letter of credit, then the PM/MTL shallcoordinate/ follow-up with the concerned units within the Finance Department todraft the letter of credit in accordance with the Purchase order / procurementcontract terms. The Finance Department shall provide the Construction



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Department with a certified copy of the letter of credit issued by the bank; thesame process applies to any future amendments that might need to be done. TheProcurement Department shall provide “the Finance Department and theConstruction Department” with a copy of the purchase order and the bid of thewinning supplier.

6.4.4.4 The PM / CTL / MTL shall follow-up on the implementation of the purchaseorder/ procurement contract according to the following criteria:

a. Obtaining the necessary approvals from the Client (if required) to activate thepurchase order in terms of the documents required from the supplier and all therelated correspondences with the supplier and the client until the client’s finalapproval of the supplier.

b. Follow-up with the Procurement Department regarding the execution of thepurchase order / procurement contract after its release (activation). This follow-upshall be in terms of adhering to the procurement dates, meeting the specificationsstated in the purchase order / procurement contract, clearance and the approval ofthe bills from all concerned parties until the end of the procurement process,ensuring the completeness of receiving the materials, ensuring that all agreed uponterms and conditions are met, and ensuring that materials are securely delivered tothe project site. All those activities should be updated and coordinated withProcurement Department.

6.4.5 Project Mobilization Execution.

6.4.5.1 A request to mobilize resources shall be prepared by the Project Engineer (ifapplicable) in coordination with the PM / CTL / MTL and then approved by thePM / CTL / MTL / AGM – Const. / AGM – Maint. / COO / CMD as per thefinancial authorities. This form is then submitted to the concerned (HR and / orProcurement) Departments for execution.

6.4.5.2 The PM / CTL / MTL shall ensure that all the received resources are as per theamount specified in the Resources Requisition Form. In the case of any deviation,the PM shall communicate the issue to the concerned departments until resolved.

6.4.5.3 The PM / CTL / MTL shall sign a receiving note to confirm receiving the projectresources (Labor, Materials, and Machines & Equipments) upon onsite delivery.

6.4.5.4 The PM / CTL / MTL is responsible for analyzing and categorizing the receivedresource Requisitions. In addition, he is responsible for investigating the reasonsfor any resource shortages and take necessary actions.

6.4.5.5 The HR Manager is responsible for allocating the required Labor, reporting anyshortages, preparing the Labor Engagement Contract, and coordinating the Labortransportation activities.



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6.4.5.6 The Equipment Dept. Manager is responsible for allocating the requiredEquipments, reporting any shortages, preparing the Equipment Rental Contracts,and coordinating the Equipment transportation activities.

6.4.5.7 The PM / CTL / MTL is responsible for preparing and submitting the ResourceRequisitions in addition to reviewing the resource agreement contracts.

6.4.5.8 This process starts upon the completion of Pre-Implementation Surveying Processwhich confirms that the project site has been cleared and all security items havebeen mobilized prior to resource mobilization.

6.4.5.9 Both the HR and the Equipment Managers shall ensure processing all requisitionswithin 3 working days.

6.4.5.10 All Labor resources shall be identified by the following details prior allocation toprojects:

a. Name.b. Competency.c. Years of experience.d. Employee number.

6.4.5.11 All Equipments resources shall be identified by the following details priorallocation to projects:

a. Typeb. Namec. Descriptiond. ID number

6.4.5.12 The PM / CTL / MTL will contact and follow up with HR Department to ensurethat, the HR Manager have prepared a Project HR Plan detailing the followingpoints:a. List of Labor engaged.b. Competency of Labor engaged.c. Duration of each Labor engagement.

6.4.5.13 The PM / CTL / MTL will contact and follow up with the Equipment andVehicles Department to ensure that, the Equipment and Vehicles Manager haveprepared a Project Equipment Plan detailing the following points:a. List of Equipments rented.b. Rental duration of each Equipment.c. Rental fee.



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6.4.5.14 The PM shall investigate the reasons behind any reported shortages and take thenecessary action to allocate the required resources.

6.4.5.15 Both the HR and the Equipment Managers shall prepare the transportationschedules required for the relevant resource category.

6.4.5.16 All transportation schedules shall be approved by the PM / CTL / MTL & theconcerned department heads.

6.4.6 Pre-Execution Surveying.

6.4.6.1 The PM / CTL / MTL are responsible for managing the pre-implementationsurveying and clearance activities which include communication with Client/Consultant in case of delays or need for re-design / re-location, in addition tocommunication with local authorities for issue resolution, and visiting the projectsite to ensure no obstacles might face the construction phase.

6.4.6.2 The Project Engineer and the Site Surveyor (in coordination with Clients’Surveyor, if any) is responsible for inspecting the site and preparing the landfeature drawings.

6.4.6.3 The Project Engineer is responsible for communication and follow-up of Pre-Construction requisitions.

6.4.6.4 The project manager shall make sure that project staff is fully insured beforeproceeding to the project site for the construction phase.

6.4.6.5 The PM / CTL / MTL shall conduct a pre-construction meeting with the ProjectTeam to discuss and agree on the following:

a. Ascertain all project documentations required for the construction.b. Construction team structure and the assigned roles and responsibilities of each

team member such as, PM / CTL / MTLs, Site Engineers, Field Engineers,Surveyors, etc, and to determine their authorities

c. Ascertain the project time schedule and the date of project delivery to the Clientd. Illustrate protocols, reporting methods, project progress meetings (Daily,

Weekly, Bi-Weekly, etc.).e. Discuss safety program & precautions to be taken during the construction phase.f. Any other issues that might arise in relation to the specific project.

(The minutes of meeting shall be shared with the Quality Dept., AGM- Const. /AGM- Maint., and the Concerned Departments).



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6.5 Project Site Surveying and Clearance.

6.5.1 In addition to the inspection completed during estimation, the Site Surveyor (incoordination with Client’s Surveyor, if any) shall inspect the project site prior to theimplementation phase and develop land features drawings and the site survey report thatincludes:

a. Utilities checklist which includes any utilities onsite that needs to be detoured priorto the construction phase (to be provided by Client).

b. Boundary and site surveys.c. Land features survey including environmental assessment such as soil tests,

geophysical tests, rock coring, and underground water tests.

6.5.1.1 The Site Surveyor shall communicate the survey results to the PM / CTL /MTL for actions to be taken prior to the construction phase.

6.5.1.2 The PM / CTL / MTL shall obtain all permits related to the project from theClient/ concerned authorities, including the following:

a. Mobilization permits.b. Road closing permits.c. Storing permits.d. Any Safety precaution permits.

6.5.1.3 The PM / CTL / MTL shall coordinate with the Client/ concerned localauthority to ensure proper handling with the utilities lies off theconstruction area.

6.5.1.4 In case of utilities found and can be detoured, the PM shall coordinate withthe Client/ concerned authorities to obtain Stop Work Order in order tofreeze the project and the construction timeline.

6.5.1.5 In case the utilities cannot be detoured off the Construction / Maintenancesite, the PM shall communicate with the Client to obtain approval for therequired re-design or re-location of the project site.

6.5.2 Pre-Implementation Safety, Logistics and Quality.

6.5.2.1 The PM / CTL / MTL in collaboration with the HSE Engineer shall ensureproper implementation of the Health & Safety Plan of the Project ManagementPlan prior to the construction phase.



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6.5.2.2 Prior to receiving project resources, the PM shall send a requisition for all safetyitems needed for the construction site. This requisition shall be sent to theProcurement Department and include:

a. Lights;b. Safety Net;c. Road Blocks;d. Traffic Conese. PPE (Personal Protection Equipment)

6.5.2.3 The QA/QC Engineer shall ensure that all materials to be mobilized to theconstruction / Maintenance site are checked for quality against the specificationsas per the Quality Plan of the Project Management Plan.

6.6 Project Execution

6.6.1 Project Execution Management.

6.6.1.1 The PM / CTL / MTL is responsible for executing the project activities as per theProject Management Plan, Master Schedule, and Project Documents (ShopDrawings, Contract, etc).

6.6.1.2 All the related parties, each of them in line with their own positions /responsibilities, shall be responsible for helping the PM to handle the varioustasks of the project.

6.6.1.3 PM / CTL / MTL shall be responsible for the implementation of the project andbe responsible for managing the various technical and organizational interfacesthat exist within the project either directly or by overseeing the work.

6.6.1.4 PM / CTL / MTL shall utilize all the plans, schedules, detailed design, processesand templates that were prepared and anticipated during prior phases.

6.6.1.5 PM/MTL shall perform multiple actions to execute the Project Management Planin order to accomplish the work defined in the Project Master Schedule andProject Documents. These activities include the following:a. Deliver construction activities as per the approved Project Management Plan,

and as per the approved dept procedures and approved work instruction fortechnical activities.

b. Implement the planned methods and standards.c. Establish and manage project communications channels, both external and

internal to the project team.d. Generate project data, such as cost, schedule, technical and quality progress,

and status to facilitate forecasting.



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e. Manage risk and implement risk response activities.f. Collect and document lessons learned.g. Comply with Quality & HSE requirements and standards.

6.6.1.6 PM / CTL / MTL shall implement the following during execution:a. Approved corrective actions to bring anticipated project performance in line

with the Project Management Plan.b. Approved preventive actions to reduce the probability of potential negative

consequences.c. Approved defect repair requests to correct product / service defects found by

the quality process in coordination with the Quality Department.6.6.1.7 PM / CTL / MTL shall manage stakeholders requirements until project closure

and completion is achieved.

6.6.1.8 PM / CTL / MTL shall make relevant information available to projectstakeholders in a timely manner. Information distribution includes implementingthe Communications Management Plan as well as responding to unexpectedrequests for information.

6.6.1.9 PM / CTL / MTL shall conduct progress review meeting with all concern ProjectEngineer & solve their problem.

6.6.2 Project Resource Management.

6.6.2.1 The PM / CTL / MTL is responsible for submitting reports that detail theproductivity and performance of the resources.

6.6.2.2 The HR & Admin. Officer is responsible for preparing the utilization report, andsubmitting the timesheets to Payroll unit for debiting the project account.

6.6.2.3 The Equipment Manager shall monitor the performance of the allocated equipmentin coordination with the concerned PM and based on their feedback to schedule forthe required maintenance services as per the Equipment Dept.’s procedures.

6.6.2.4 Both the HR and the Equipment Managers shall monitor and coordinate thetemporary resources allocation between projects for certain tasks and duration andensure after the task completion to return back the allocated resources.

6.6.2.5 The PM / CTL / MTL shall prepare and submit the labor and equipments timesheetto both the HR and the Equipment Managers on a quarterly basis.

6.6.2.6 The HR & Admin. Officer shall ensure submitting the monthly labor timesheet toPayroll unit.



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6.6.2.7 PM / CTL / MTL in coordination with the HR Manager shall track team members’performance, provide feedback and resolve issues, to optimize project performance.

6.6.2.8 In case of any changes of HR Project Plan, whether this change indicate a shortageof Project HR or an over staffing due to certain circumstances or new requirementsof project activities. The PM shall evaluate the situation and suggest the propercorrective action which shall be approved by the AGM-Const. / AGM –Maintenance / COO and to be sent to HR Department. This change shall beconsidered by HR Department and it will be included within the generalrecruitment annual plan of the company. The corrective action shall be conductedby both Construction Department and HR Department. The corrective action shallinclude a new project’s manpower re-allocation (Manpower Recruitment,Interdepartmental Transfer or Manpower Outsourcing). All of those processesshall be implemented according to HR Procedure (Document # :- QP-CAT-01).

6.6.2.9 In case of any project variation, the PM / CTL / MTL shall get this project variationorder from client approve & plan the resources accordingly.

6.6.3 Project Implementation & Follow-ups.

6.6.3.1 Prior to starting the implementation of the project’s terms, the following approvalsshall be obtained:a. Human resources to be employed, whether subcontractors or executing staff.b. Mechanical resources including equipment and material approval from the

client prior to signing the agreement with the supplier. This is done through thePM submitting the material approval form to the client (if necessary).

6.6.3.2 The project is implemented in accordance to the timeline that is based on theapproved budget which shall not be exceeded without obtaining the approvals ofthe PM, the Sr.PE (if applicable), CTL, MTL, the AGM- Const. / AGM- Maint.,CFO, and the COO. This shall be done in collaboration with the Client and thesubcontractors; and thus serving the progress of the implementation and avoidingdelays or wastage.

6.6.3.3 The PM / Sr.PE (if applicable) shall be responsible for preparing a project progressreport (monthly) which is submitted to the client for approval prior to thepreparation of the monthly payment.

6.6.3.4 The site engineer prepares daily/weekly reports to be submitted to the PM (Form

No. QF-CON / MAINT -01-01 & Form No. QF-CON / MAINT -01-02). These reports shall



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include the major activities and any obstacles, and the progress towards thedaily/weekly plan.

6.6.3.5 The PM / CTL / MTL shall be responsible for the preparation of a Monthly Technical

Report, which details the value of the completed tasks within the project site, thevalue of the completed tasks during that particular month, the value of thecompleted tasks since the beginning of the project, percentage of completion“time”, percentage of completion “financial”, project’s cash flow statement, andworkflow methods and existing constraints. This report shall be submitted to theAGM- Const. / AGM- Maint., Sr.PE (if applicable), Finance Manager, and theCOO (Form No. QF-CON / MAINT-01-03).

In case of using client formats for daily, weekly, monthly reports and Minutes ofmeeting, List of external documents will be filled in List of Client Report (Form No.QF-CON / MAINT -01-04).

6.7 Monthly Project Invoicing Process:

6.7.1 Project Manager is responsible to ensure submitting the Project Monthly Invoice to theclient.

6.7.2 Project Planning Engineer will be instructed by Project Manager to prepare the ProjectMonthly Invoice according to value of the actual works done, materials supplied andother activities done and approved by the client.

6.7.3 The Project Monthly Invoice must be prepared, submitted and received by the clientbefore the end of 1st week of the new month. Project Manager, CTL / MTL, Sr.Planning Engineer and AGM Const. / AGM Maintenance are all totally responsible tofulfill this monthly process.

6.7.4 The approved details of each project monthly invoice shall be reflected in the relatedmonthly project, reports with a comparison between the planned and the actual ofworks done and project income.

6.7.5 A copy of the submitted Invoice should be attached with the Project Monthly ProgressReport as an evidence to ensure the Monthly Project Financial Status.

6.7.6 A separate copy of the submitted Monthly Invoice shall be sent to Finance Departmentwithin maximum 48 hours after being received by the client, for further follow up andProject Financial Control.



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6.8 Communication Control.

6.8.1 Each project is given a unique reference code and is determined / specified within theproject’s Quality Control Plan. This task shall be completed by the Project QA / QCEngineer in collaboration with the QA/AC Unit Head.

6.8.1.1 An outgoing correspondence schedule shall be developed, that includes:

a. Topics of the correspondenceb. Date of issuancec. The receiving entity

6.8.1.2 A monthly analysis of the outgoing correspondences shall be developed toinclude:a. The number of outgoing correspondence per month.b. The number of recipients.c. The number of outgoing correspondence that were sent with no reply.

6.8.1.3 An incoming correspondence schedule shall be developed, that includes:a. Threads correspondence received.b. The date of receipt.c. The senders.d. Response date by the managing department6.8.1.4 A monthly analysis of the incoming correspondences shall be developedto include:a. The number of incoming correspondence.b. The number of sending agencies.c. The number of correspondences that do not require a response.d. The number of correspondence that need a response.e. The number of correspondence being responded to.6.8.1.5 Over Time Control.6.8.1.5.1 Anticipated Overtime Approval:

Due to the work exigency, the Project Manager will initiate forcompletion of work and request for over time at site. The concernedSupervisor, Project Engineer & Project Manager will understand thenature of work and assess about the approximate overtime andprepare the Anticipated Over Time Approval Form (Form# QF-CON /MAINT -01-06).



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Project Manager prepare the Anticipated Overtime Breakup ApprovalForm (Form #: QF-CON/MAINT-01-09) and attached along withAnticipated Over Time Approval Form (Form# QF-CON / MAINT -01-06).

Justification must be written for requested overtime. Form mustindicate the following information: Project No No. of Employee(s) Anticipated Overtime Hours Requested Start and End Date.

All overtime requests must be initiated by the Project Manager, andapproved by TL Const., AGM Const., GM Const. and COO before startthe work at site. The approval level will be complied with the level ofauthorities and overtime regulations approved in Finance Procedure. Emergency Client call-outs related overtime should be registeredimmediately next day and regularized for approval within theauthority level indicated in Finance Procedure. Overtime for employees supplied or seconded to Clients which areapproved and paid by the clients are to be processed thru the payrollregularly. Their overtime requests should be processed as above. Incases where the overtime approved by the clients exceeds the lawlimits, then the clients must be advised accordingly to avoid futurecases. In case of work completion schedules , whereby the workers arerequired to do additional works to complete the schedule in a certainperiod of time, prior approval has to be obtained by theProject/Department Manager from AGM / GM and COO.

6.8.1.5.2 Actual Overtime Approval:- Once completion of work the Project Manager/ Department Managerwill take the necessary approval for Actual Overtime from COO. The Project Manager should submit Over time detail form dulyapproved by AGM Const./GM Const. & COO to the payroll sectionwithin 20th of every month for the preparation of salary. The Project Manager will prepare Actual Over Time Approval Form

(Form # QF-CON / MAINT -01-07) and submit for final approvalaccording to the approved level of authorities and regulationsmentioned in Finance Procedure for the same.



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Project Manager prepare the Actual Overtime Breakup Approval Form(Form #: QF-CON / MAINT -01-09) and attached along with Actual OverTime Approval Form (Form# QF-CON / MAINT -01-07).

If the actual over time is less than that mentioned in ApprovedAnticipated Over Time, it will be approved and forwarded to payrollprocess. If it is more than mentioned in Approved Anticipated Over TimeRequest, the concerned Project Manager should justify about theexcess over time. The final decision will be made by COO due to thejustification submitted by Project Manager through the concernedAGM / GM. Once Over time approved, the Project Manager will prepare the TimeCard signed by Site Supervisor, Site Engineer and approved by ProjectManager and forward to Payroll Section before 20th of every monthalong with Soft copy of the Excel Sheet- Actual Over Time Details (QF-

CON / MAINT -01-08). The soft copy will uploaded in system by payroll section for OverTime payment process.

6.8.2 All the Quality documents related to the project, Soft copies / Electronic copies shall beforwarded to the Quality Dept. (H.O.) after approval from Client. These Soft copies /Electronic copies shall be maintained by Quality Dept. for the future Project / Workpurpose.

6.9 Meetings.

6.9.1 External meetings: a meeting with the parties that are not related to the company, whetherit is the owner or the representative of the owner or a contractor or a supplier or any otherparty.

6.9.2 Internal meetings (coordination): the meetings that take place in the company with eitherthe projects’ staff or with the departments/ sections in the head office or the variousservice centers.

6.9.3 The meetings and the following outputs shall be properly documented:a. The person/ team responsible for implementation.b. The timeframes for the implementation.

6.9.4 In addition to that the meetings shall tackle / discuss the output of the previous meetingand the action plans that were taken for the implementation of these outputs. A log that



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summarizes all the details of these meetings shall be maintained and updated on amonthly basis.

6.9.5 Implementation and follow up responsibilities shall be properly assigned anddocumented.

6.10 Customer Complaints. *

QA/QC Engineer in coordination with Project Manager / Dept. Manager shall register theCustomer complaints in Continual Improvement Request Form (CIR) (Form No: QF-CAT-01-32)

and Customer Complaint Register (Form # QF-CI-01-03) shall be maintained. Copy of CIR shall beforwarded to Quality Dept. H.O. for information & follow-up.

Customer Complaints may be from Client / Subcontractor / vendor / suppliers.

The source of customer complaints shall be as follows (whichever is applicable):

1. Site Instruction from Clients

2. Letter / Transmittal from Client

3. Weekly / Monthly report from client

4. Weekly / Monthly report of Arabi Enertech

5. Any violation noticed by Client.

6. Customer satisfaction / feedback survey

7. Any NCR from client

6.11 Claim Management.

6.11.1 The PM / CTL / MTL in coordination with the Legal & Contracts Department shallrecognize and identify potential claim situations; either contractual or performance-based.This could be handled by full understanding of project scope, project Schedule andcontractual agreement.

6.11.2 The PM / CTL / MTL in coordination with the Legal & Contracts Department Managershall take a decision whether the identified claim is worth pursuing; a statement of claimshall be developed, kept and documented in pending claim file for reference.

6.11.3 An adequate assessment shall be made of the possible stakeholder consequences, positiveand negative, when a claim is submitted.

6.11.4 The PM / CTL / MTL shall quantify the potential claim in terms of additionalcompensation, a time extension to the contract completion, or both. The PM / CTL /

*Rev-3



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MTL in coordination with the Legal & Contracts Department shall determine estimatedcosts involved in the claimed work and reflect on the overall Project Management Plan.

6.12 Project Handover.

6.12.1 PM is responsible for ensuring that the work performed by project team and by relevantSubcontractors is of the right quality, by inspecting all aspects of the completed projecttasks.

6.12.2 Prepare the documents packages with inspection documents for all departmentsseparately & submit the same to the clients.

6.12.3 Preparing the initial and final handover forms and documents and managing all closureand post-implementation activities. In addition to that, they shall obtain the clearancesfrom the various governmental entities.

6.12.4 Upon completion of the handover, the PM shall:a. Initiate Resources Demobilization in coordination with the HR, Equipment &

Vehicles, and Stores Departments to release resources that no longer required.b. Release official internal memo clarifying the completion of the project.c. Communicate with the Client to request release of performance bond.d. Communicate Project Documents to the Operation Management Department.

6.12.5 During the post-implementation period, the PM shall review the reported issues byClient, as all errors shall be discussed with the Suppliers/ Subcontractors in order toresolve the pending issues as per the guarantee or any other agreement.

6.12.6 Upon completion of post-implementation period, the PM shall communicate with theClient as well as the related governmental agencies to request release of retention.Similarly, the PM shall inform the Finance Department to release Suppliers /Subcontractors retention. In addition to that the PM shall contact the relatedgovernmental agencies to release any other bonds or retentions.

6.12.7 After the PM ensures the completion of the project, he shall obtain the Client signature onthe Final Handover Document.

6.13 Project Closure.

Project closure will include the turnover and acceptance activities knowledge transfer,documentation transfer, and physical transfer of the deliverables. A formal acknowledgementof receipt (acceptance) of the project deliverable is executed by the operations and projectmanagers. Accordingly, the main concerned issues of this process are:



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a. Collecting Project Archive Data: Historic project data and documents is an importantsource of information to help finalizing any related pending issues, and to improvefuture projects.

b. Personnel: If personnel have been committed to the project full-time, it is important toget the people back into the available resource pool as quickly as possible.

c. Facilities - If the project team has occupied facilities (Equipment, Materials...) allshould be coordinated with other departments who control those facilities forreallocation.

d. Financial Closure - Financial closure is the process of completing and terminating thefinancial and budgetary aspects of the project. Financial closure includes both (external)contract closure and (internal) project account closure.

6.14 Project Closure Activities (to be done by PM/ CTL / MTL):

6.14.1 Ensuring that the work performed by project team and by relevant Subcontractors is ofthe right quality, by inspecting all aspects of the completed project tasks.

6.14.2 Preparing the initial and final handover forms and documents and managing all closureand post-implementation activities. In addition to that, they shall obtain the clearancesfrom the various governmental entities.

6.14.3 Upon completion of the handover, the PM / CTL / MTL shall:a. Initiate Resources Demobilization in coordination with the HR, Equipment &

Vehicles, and Stores Departments to release resources that no longer required.b. Release official internal memo clarifying the completion of the project.c. Communicate with the Client to request release of performance bond.d. Communicate Project Documents to the Operation Management Department.

6.14.4 During the post-implementation period, the PM shall review the reported issues byClient, as all errors shall be discussed with the Suppliers/ Subcontractors in order toresolve the pending issues as per the guarantee or any other agreement.

6.14.5 Upon completion of post-implementation period, the PM shall communicate with theClient as well as the related governmental agencies to request release of retention.Similarly, the PM shall inform the Finance Department to release Suppliers /Subcontractors retention. In addition to that the PM shall contact the relatedgovernmental agencies to release any other bonds or retentions.

6.14.6 After the PM ensures the completion of the project, he shall obtain the Client signature onthe Final Handover Document.



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6.15 Project Closure Report:

This report will be prepared by the Project Manager, and it will contain tables which explainthe following issues:

a. General Information: Basic information that identifies the project (Title, Description,Value, Client, Duration…).

b. Project Deliverables: List of all product or service deliverables, and record of the datethat each deliverable listed was accepted; thin describe any contingencies or conditionsrelated to the acceptance of the deliverables.

c. Performance Baseline: Evaluate how the project performed against each of theperformance goals established in the project plan.

d. Cost (Budget) Baseline:e. State the actual cost of the project and compare it to the planned cost baseline.f. Record the difference between planned and actual cost.g. Provide the reason for the variance in the explanation column.h. Include in the explanation information on any approved changes to the cost baseline

and their impact on the project.i. Document and explain all cost and funding variances, including approved changes to

the cost baseline.j. Schedule Baseline: Compare the initial approved schedule baseline against the actual

completion dates.k. Scope: Document any changes to the project scope and describe the impact of each

change on performance, cost, or schedule baselines.l. Maintenance: Describe the plan for maintenance of the product, or service delivered by

the project if required.m. Project Resources: List the resources used by the project, and identify to whom the

resource was transferred, thin indicate when the resource was or planed to betransferred.

n. Project Documentation: Identify all project documentation materials stored in theproject library or other place.

o. Lessons Learned: They are identified as problems (or issues); with a brief discussion ofthe problem that identifies its nature, source, and impact.

6.16 Project Closure Report Issuing Process.

The PM/CTL/MTL shall be responsible for the preparation of the project’s closure report 2months in advance of the project’s completion/ delivery. This report shall detailed status of



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the project and the expected delivery date. The objective of this report is to clarify all thedifferent aspects and issues associated with the project and the allocation of project’s elementsand resources. This report will be notified accordingly to:

6.16.1 AGM-Const. / AGM- Maintenance.6.16.2 Finance Department - to follow up the on the financial situation and the material

reallocation.6.16.3 Sr.PE to determine the status of the project and populate the related data / information

in the follow-up reports issued by the department.6.16.4 HR department - to activate and follow up the reallocation process of project’s staff.6.16.5 Equipment & Vehicles Department – to follow-up on the equipment and vehicles

reallocation.6.16.6 Contracts Departments and Legal & Contracts Department - to follow up claims and

disputes (if any).

This report shall contain tables which explain the following issues:

General Information: Basic information that identifies the project (Title,Description, Value, Client, Duration…).

Project Deliverables: List of all product or service deliverables, and record of thedate that each deliverable listed was accepted; thin describe any contingencies orconditions related to the acceptance of the deliverables.

The table will includes: Deliverable, Accepted date, Contingencies & conditions.

Performance Baseline: Evaluate how the project performed against each of theperformance goals established in the project plan.

The table will include: Project Objective, Performance Goal, and Result.

Cost (Budget) Baseline:

1. State the actual cost of the project and compare it to the planned cost baseline.2. Record the difference between planned and actual cost.3. Provide the reason for the variance in the explanation column.4. Include in the explanation information on any approved changes to the cost

baseline and their impact on the project.5. Document and explain all cost and funding variances, including approved

changes to the cost baseline.

The table will include Expenditure (staff, materials, services, facilities...), Planned, Actual,Variance, and Explanation or Justification.



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a. Schedule Baseline: Compare the initial approved schedule baseline against the actualcompletion dates.The table will include Activity or Task, Planned Start, Actual Start,Planned finish, Actual finish, Variance, Explanation or Justification.

b. Scope: Document any changes to the project scope and describe the impact of eachchange on performance, cost, or schedule baselines. The table will include ScopeChange and Impact of change.

c. Maintenance: Describe the plan for maintenance of the product, or service delivered bythe project if required.

d. The table will be the same of Cost Baseline, but for the Expenditures of Maintenance.e. Project Resources: List the resources used by the project, and identify to whom the

resource was transferred, thin indicate when the resource was or planed to be transferred.f. The table will include: Resource Explanation (Staff, Equipment, Services, Facilities...),

Department who receive the source, and Date of turnover.g. Project Documentation: Identify all project documentation materials stored in the project

library or other place.h. The table will include : Documents, Storage location and responsibility, and Disposition.i. Lessons Learned: They are identified as problems (or issues); with a brief discussion of

the problem, that identifies its nature, source, and impact.j. The table will include: Statement of the problem, Discussion (nature, source, and

impact), and the Corrective Action.

7. Key Performance Indicators (KPIs).

7.1 Timely completion of pre-construction surveying: Percentage of projects for which pre-construction surveying is completed within the stipulated timelines.

7.2 Labor Supply Cycle Time: Average time taken from date of request to date of supplyof labour on projects.

7.3 Equipments Supply Cycle Time: Average time taken from date of request to date ofsupply of Equipments on projects.

7.4 Familiarization completed within the available period mentioned in the contract andinvoiced.

7.5 Manpower/ Equipment Mobilization within the available period mentioned in thecontract.

7.6 Invoices & Payment cycle:7.7 Design & Drawing Approving Cycle Time: Average time taken to complete shop drawings

in a given period.



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7.8 Percentage of labor utilization: Number of hours of work assigned to a labor or groupof labor as a percentage of their availability for a given period.

7.9 Percentage of labor actually working on project that were not initially assigned: Thenumber of labor actually working on project that were not initially assigned comparedto total number of labor for a given period.

7.10 Percentage of labor utilization: Number of hours of work assigned to a labor or groupof labor as a percentage of their availability for a given period.

7.11 Percentage of Equipments Utilization: Number of hours of work assigned to anequipment or class of equipment as a percentage of their availability for a givenperiod.

7.12 Planned & Earned Value: The estimated value of the project work planned to be done,compared with the estimated value of the work actually accomplished.

7.13 Cost Variance: Difference between the actual cost and earned value.7.14 Schedule Variance: Difference between the Planned Value from the Earned Value.7.15 Schedule Performance Index: Progress percentage against the original plan calculated

by dividing Earned Value by Planned Value.7.16 To Complete Schedule Performance Indicator: Index which shows the efficiency at

which the remaining time on any given project should be utilized and is calculated bydividing the difference of Total Budget -Earned Value by the difference of TotalBudget – Planned Value i.e. [(Total Budget – Earned Value) / (Total Budget –Planned Value)].

7.17 Quality/ HSE Control Tests Passed: Percentage of quality/ HSE control tests that werepassed as a result of construction conformance with quality/ HSE standards, out of thetotal quality/ HSE control tests performed on the construction sites.

7.18 Change Orders: Number of individual change orders approved by the client/Consultant originating from the client/ Consultant as well as from the ProjectManager.

7.19 Defects and Obstructions Identified List: Number of defects identified by the Client.7.20 Time and Cost taken to rectify defects: Average time and average cost required to

rectify defects between initial and final handover (or Defect liability period).7.21 Client Satisfaction: Client complaints list with corrective actions taken and Client

satisfaction feedback after implementation of corrective actions.



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8. Forms:1. QF-CON / MAINT -01-01- Daily Activity Report.2. QF-CON / MAINT -01-02 - Weekly Progress Report.3. QF-CON / MAINT -01-03 - Monthly Progress Report.4. QF-CON / MAINT -01-04 - List of Client Report.5. QF-CON / MAINT -01-05- Appendix -10 - Inspection Verification requirement for Major

Material Equipment6. QF-CON / MAINT -01-06 – Anticipated Overtime Approval7. QF-CON / MAINT -01-07 – Actual Overtime Approval8. QF-CON / MAINT -01-08 – Actual Over Time Details9. QF-CON / MAINT -01-09 - Overtime Break Up Approval.

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