Definitions

Metric Abbrev. Description Formula/Value

Budget Cost - Completion BAC Baseline cost for 100% of project.

Actual Cost AC Total costs actually incurred so far.

Expense as per Budget BE

Amount of budget earned so far based on physical

work accomplished, without reference to actual costs.

Planned Value PV

The budget for the physical work scheduled to be

completed by the end of the time period.

Budget Variance BV

Measure of cost overrun. The difference between the

budget for the work actually done so far and the

actual costs so far.

Expense as per

Budget–Actual Cost

BE–AC

Cost Performance Index CPI

Cost efficiency ratio. A CPI of 1.0 means that the

costs so far are exactly the same as the budget for

work actually done so far.

Expense as per

Budget/Actual Cost

BE/AC

Schedule Variance SV

Measure of schedule slippage. The difference

between the budget for the work actually done so far

and the budgeted cost of work scheduled.

Expense as per

Budget–Planned Value

BE–PV

Schedule Performance Index SPI

The schedule efficiency ratio. An SPI of 1.0 means

that the project is exactly on schedule.

Expense as per

Budget/Planned Value

BE/PV

Estimate to Completion ETC The expected additional cost to complete the project.

Estimate at

Completion–Actual Cost

EAC–AC

Projected Cost at Completion PAC

Expected total cost based on the current cost

efficiency ratio.

Budget at Completion/Cost

Performance Index

BAC/CPI

Status Average of CPI & SPI

(Cost Performance

Index+Schedule

Performance Index)/2

(CPI+SPI)/2

GREEN = On track >1.0

YELLOW = Slightly behind schedule or over budget >0.85

RED = Needs immediate attention >0.65

BLACK = Killed or Restore <0.65

Definitions

Page 1 of 3

Executive

Summary

Document No.: EXES/Site Code/Meeting No.

Contr. Award Date Completion Date:

Time Elapsed Planned Progress- % Contract Duration

Delay in Days Actual Progress-% Projected Completion

Previous Rep. Delay Curr. Report Delay

Plan No of Dwg Actual No of Dwg Cum. % Planned Actual % Achieved Variance (Days) Status (G/Y/R)

Civil Works 0

MEP Works 0

Finishing 0

Façade Works 0 Elevator Works 0

Prev. Report Delay Current Rep. Delay

Planned Award Actual Award Cum. % Planned Actual % Achieved Variance (Days) Status (G/Y/R)

Civil Works

MEP Works

Finishing

Façade WorksElevator Works

Prev. Report Delay Current Rep. Delay

Planned Finish Actual Finish Cum. % Planned Actual % Achieved Variance (Days) Status (G/Y/R)

Civil Works

MEP Works

Finishing

Façade WorksElevator Works

Quality Status

Planned Actual

Civil Works Safety Status

MEP Works

Finishing Works

Façade Works

Elevator Works

Currently Open Open Last Week Incr / Decrease Closed Past Due

0

Changes Due to Requested Approved Deferred RejectedUnder

Investigation

0 0 0 0 0

Cost Effort (hours) Schedule (days)

Contingency Reserve

Last Reviewed

Overall Risk (G,Y,R)

Issue 1:

Cost of Works Prev. Report

Work Tracking

Top 3 Risks

Top 3 Issues

Risk 1:

Risks

Scope Changes

Changes Due to Approved Scope Changes (Estimate)

Comments

Issue 2:

Issue 3:

Average Labor

Project Name

Estimate to Completion (ETC)

Schedule Variance (SV)

Cost Performance Index (CPI)

Schedule Performance Index (SPI)

Projected Cost at Completion (PAC)

Project In Charge: ABC

Project Timeline

Budget Tracking

Budget Cost -Completion (BCC)

Expense as per Budget (BE)

Actual Cost to Date (AC)

Budget Varience (BV)

Planned Value (PV)

Risk 2:

Risk 3:

Design

Cost of Mitigations

Delay Efforts/day: hrs

Risks Identified

Mitigation Plans Developed

Contingency Plans Developed

Construction Requirements

Total changes

Delay Cost / Day: INR

Activity

Planned Activities (Total)

Procurement

Status (Average of CPI + SPI)

Issues

Number of issues

Statutory Requirements

Design Requirements

Resource

Cost of Works Curr. Report

Construction

Completed Activities till date

Active activities

Delayed Activities

Critical Activities

Sr. No. Description Project DepartmentPerson

Responsible

Initiation

Date

1 Finalization of carpark option Exquisite Architectural

2 Main Gate GFC package Exquisite Architectural

3 Podium Elevation section for façade Exquisite Architectural

4 CFO-NOC Ammendment Exquisite Liasoning

5 Permanent power supply to Exquisite Exquisite Liasoning

6 HE & Site storm water drain approval Exquisite Liasoning

7 External Painting Exquisite Construction

8 Duplex and PH façade works Exquisite Construction

9 Issue of Mivan Package Esquire Architectural

10 CC for above plinth work Esquire Liasoning

11 Entrance gate design Commerz-II & III Architectural

12 Entrance lobby finishes Commerz-II & III Architectural

13 Typical floor toilet details Commerz-II & III Architectural

14 Lighting fixtures details Commerz-II & III Architectural

15 Entrance canopy contract Commerz-II & III Contracts

16 Façade pandels issue -dispute Commerz-II & III Contracts

17 CC for above B2 level - connecting podium and North tower Commerz-II & III Liasoning

18 Details for retrofit and revised core Prisma Architectural

19 GFC for towerportion Prisma Architectural

20 BMC car park handing over Prisma Liasoning

21 CC for typical floor Prisma Liasoning

22 Interior design package for lobbies and apts Khar Architectural

23 Apointment of façade and lift contractor Khar Contracts

24 Slow progress by QHPL Khar Construction

Critical Issues

MIS - CONSTRUCTION

Exquisite Esquire Khar Prisma Oasis, WorliCommerz-II

& III

% Planned 89% 72% 45% 100% 24% 100%

% Completed 83% 7% 31% 30% 19% 89%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Construction Status

Exquisite Esquire Khar Prisma Oasis, WorliCommerz-II &

III

Planned 1-Dec-13 31-Aug-14 30-Oct-12 1-Jan-10 31-Dec-15 22-Aug-13

Antiipated 31-Mar-14 13-Mar-16 30-Aug-14 29-Apr-16 30-Apr-16 24-Jan-14

Project Completion Timeline