PROVISION OF PIPELINE CONSTRUCTION SERVICES DOC No.

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PROJECT CONTROL PLAN

PT BORNEO MITRA SINERGI

PROJECT CONTROL PLAN

PROVISION OF PIPELINE CONSTRUCTION SERVICES PROJECT

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Requirement
REV. DATE PAGES DESCRIPTION PREP’D CHK’D APP’D OWNER

1. GENERAL
This document is a guidance to prepare a project control and reporting system required by
Energy Equity Epic (Sengkang) Pty,Ltd
1.1. Scope
The Project Planning and Control process is a two step procedure:
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 Planning stage and;
 Control and monitoring stage.
Resulting from the Planning stage, a Project Baseline shall be developed. This Baseline
shall be used as a benchmark to monitor and control Project’s updated progress
schedule. If required by Energy Equity Epic (Sengkang) Pty,Ltd, such baseline shall be
submitted to Energy Equity Epic (Sengkang) Pty,Ltd for approval.

2. PLANNING AND SCHEDULING

2.1. Planning Philosophy

Planning shall be done based on criteria stipulated in the Agreement. Such planning shall
be developed so Project can be efficiently executed to meet Energy Equity Epic
(Sengkang) Pty,Ltd requirements and expectations.
During the planning stage, PT Borneo Mitra Sinergi and Energy Equity Epic (Sengkang)
Pty,Ltd key personnel shall establish a mutual understanding on project objectives, scope
and design basis in order to establish mutually agreed "Project Control Baseline" and
corresponding tools to monitor the Project.

2.2. Project Control Basis and Methods

PT Borneo Mitra Sinergi and Energy Equity Epic (Sengkang) Pty,Ltd shall formulate and
mutually agree on Project Control Baseline, which Project performance shall be
measured, and control tools, which shall be used to control the performance of the
project.
The Project Control Basis shall include but not be limited to the following:
 Contract or Work Order
 Schedule
 Budget
 Man hours Estimate

2.3. Planning Activities

The planning phase starts at the kick-off meeting. Earlier start may be performed by and
between Energy Equity Epic (Sengkang) Pty,Ltd management and PT Borneo Mitra
Sinergi management after Energy Equity Epic (Sengkang) Pty,Ltd notification of contract
award. The early performance is required for the formulation of the kick-off meeting
agenda, clarification of contract and / or letter of intent.
During the planning stage, PT Borneo Mitra Sinergi shall prepare and provide:
 Contract Master Schedule.
 Work Breakdown Structure (WBS) and Organization Breakdown Structure (OBS)
including Leveling.
 Project Staffing.

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 Manpower loading and estimated man-hours.
 Obtain Energy Equity Epic (Sengkang) Pty,Ltd approval on project control basis,
project control tools and method of progress measurement.

2.4. Proposed Work Breakdown Structure (WBS)

PT Borneo Mitra Sinergi is to prepare Work Breakdown Structure (WBS) as the
Instrument to manage and supervise project.
The WBS is unique numbering systems that consist of hierarchy of logical aggregates of
its lower level elements. Selection of the appropriate level of detail for the WBS depends
upon the following matters:
 Reporting requirements assigned by Energy Equity Epic (Sengkang) Pty,Ltd.
 A level of detail that is practical for data collection.
 Inter-linkages of various tasks/activities and correspond them to the milestones
of work progress as defined in the schedule.
During the planning stage, WBS may be modified to suit the Energy Equity Epic
(Sengkang) Pty,Ltd requirements. WBS for each work discipline can be further broken
down to drawing and engineering documents as necessary.
All project control elements such as schedules, man-hours, deliverables, reporting, will be
organized in accordance to the mutually agreed WBS.

2.5. Scheduling
2.5.1. Schedule Structure
Schedule shall be organized in accordance to the approved work breakdown
structure (WBS) and will consists of:
2.5.1.1. Project Schedule is Contract Master Schedule (CMS) Level I. PT Borneo
Mitra Sinergi will prepare a Master Schedule within 1 month from the
Commencement Date as set forth in project schedule in a manner and
level of detail as approved in writing by Energy Equity Epic (Sengkang)
Pty,Ltd. Total number logic relationships shall be limited to a
manageable level of detail as agreed with Energy Equity Epic
(Sengkang) Pty,Ltd. The Master Schedule will be based on the schedule
submitted with PT Borneo Mitra Sinergi proposal. Critical and sub-critical
paths will be highlighted. Planned subcontract work will be identified and
included in the network PT Borneo Mitra Sinergi shall submit this
schedule with the Monthly Status Report. PT Borneo Mitra Sinergi
( BMS ) shall use MS-Project as the scheduling program.
Plan of Early Activities – Within 1 month from the Commencement Date,
BMS will prepare the following early activity and submit to Energy Equity
Epic (Sengkang) Pty,Ltd :
 Front End Schedule – summarizing the first three months’ activities
in greater detail than the Contract Master Schedule. This schedule
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shall be update with the Actual progress and issued ad required and
will be discontinued when Level II and detail engineering programs
are available.
 Early Purchasing Plan – A plan of early critical activities designed to
produce specifications, requisitions, drawings and other documents
required for timely placement of purchase orders. Projected site
delivery dates shall be included in this plan. Until these early
activities are completed, a weekly progress report shall be submitted
to Energy Equity Epic (Sengkang) Pty,Ltd.

2.5.1.2. Project Schedule is Contract Master Schedule (CMS) include. Discipline

Major Activities - Level II – are required within ten (10) days after the
Commencement Date. These schedule are manual, time-scaled networks
for areas or units covering engineering, procurement and construction.
The data contained in the Level II schedules may be collected and
displayed on a single sheet project summary schedule.

2.5.1.3. Discipline Detailed Activities - Level III – for planning and analysis of the
engineering, procurement and construction activities shall be prepared
utilizing the detailed Critical Path Method (CPM). BMS must complete the
networks and have the computer system operational within one (1)
month from contract award. Total number of logic relationships shall be
limited to a manageable level of detail as agreed by Energy Equity Epic
(Sengkang) Pty,Ltd.

2.5.1.4. Construction short-range Schedules – BMS shall make its short-range

schedule for direct fieldwork available to Energy Equity Epic (Sengkang)
Pty,Ltd as they are issued.

2.5.1.5. BMS shall notify Energy Equity Epic (Sengkang) Pty,Ltd within one (1)
day of any occurrence, which will adversely affect the Completion Date
of the WORK. BMS shall also notify Energy Equity Epic (Sengkang)
Pty,Ltd at least once each week that status of critical items, which could
affect the Completion Date of the WORK.

In addition, BMS shall include a statement of proposed action for

expediting these items.

2.5.1.6. Various Detail Schedules/Reports – shall be prepared by BMS to meet

the project requirements are agreed with Energy Equity Epic (Sengkang)
Pty,Ltd. Listed below are typical examples:
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a. Material Status Report
b. Critical Vendor Drawing List
c. Piping Isometric/Spool Fabrication Report
d. Bulk Material Quantities List – MTO and/or Installed
e. Construction Bar Chart by Area/Unit
f. Weekly Work Schedule (Level IV)

2.5.1.7. BMS shall provide a qualified Scheduling Engineer who shall be available
from start of WORK to Mechanical Acceptance.

2.6. Proposed Progress Measurement

Actual physical progress measurement is based on the percent complete of each activity
and/or deliverable. Actual activity and deliverable measurement will be formulated and
mutually agreed during planning stage. The percentages complete for
activities/deliverables are translated into work package and overall project percentages
complete by means of weighting factors.
The weighting factors within each work package Engineering and Construction are
determined based on the amount of manhours estimated for each activity divided by the
total amount of manhours for that work package. Especially for Procurement, the
weighting factor are determined based on estimated value for each procurement item,
which divided by total value of procurement.
The weighting factors for each work package comprising overall project will be
predetermined by Energy Equity Epic (Sengkang) Pty,Ltd in the contract and / or bid
document.

3. MONITORING AND CONTROL

BMS shall prepare and submit to Energy Equity Epic (Sengkang) Pty,Ltd within two (2) weeks
from Commencement Date, for approval a written procedure identifying the specific methods,
forms, techniques he proposes to use in project control. This will include a narrative and flow
chart of the project control system, interface relationships with other departments EPC
(Engineering, Procurement and Construction, etc.), and a description of the computerization
planned. In addition, BMS will prepare and submit for Energy Equity Epic (Sengkang) Pty,Ltd
approval a work Breakdown Structure (WBS) and Project Code of Accounts (PCA) to be used
for the WORK. This is required to assure Energy Equity Epic (Sengkang) Pty,Ltd that BMS is
instituting all controls necessary to successfully execute the project.
The project monitoring and control will cover minimum as follow :
 Project Weekly Reporting
 Schedule Control
 Cost Control
 Work Change Control
 Manhours Control
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 Manpower Control

3.1. Project Control Tool

3.1.1. General
To monitor and control the project, computer software is required as an aid for
planning and control. Some software that is available:
 Project Management Software (Microsoft Project 2010)
 Spreadsheet (Microsoft Excel 2010, etc)
 Presentation (Power Point 2010, etc)
Upon the use of the above computer software, BMS shall propose their selection
and advise Energy Equity Epic (Sengkang) Pty,Ltd.

3.1.2. Code of Accounts

The code of accounts is numbering system used to link and computerize the
control and monitoring functions as described previously.
BMS is to develop their cost of account that suits the project requirement. If
Energy Equity Epic (Sengkang) Pty,Ltd require to include their code into Project’s
Code of Account, BMS shall accommodate Energy Equity Epic (Sengkang) Pty,Ltd
requirement.

3.1.3. Control Forms

Control Forms are tools to be used for the orderly execution of the project control
system, refer to Energy Equity Epic (Sengkang) Pty,Ltd control forms. Such form
is divided into: Authorization / Requisition form, Planning Forms, Register form,
etc.

3.2. Man-hours Control

3.2.1. Man-hours Control Procedure
The Man-hours Control will depend on weekly time sheets process, overtime
authorization, and man-hours forecasting and trending. The Man-hours Control
process is summarized as follows:
3.2.1.1. BMS personnel will prepare their own weekly time sheet and approved
by their supervisor. The weekly time sheets and corresponding overtime
authorization, if any, will then be submitted to BMS Project Control Team
for recording.
3.2.1.2. Based on the recorded time utilization by each BMS personnel ( if any),
man-hours will be forecasted weekly and trended. This shall be updated
weekly. Such information shall be used for man-hours cost forecast and
trending and to detect potential man-hours cost overrun ahead of time.
3.2.1.3. If potential over-run is detected, BMS shall analyze it to determine the
cause of the over-run. Upon finding of such cause, corrective measure
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will be formulated and performed, prior to include it in the weekly
report.

3.2.2. Man-hours Forecasting and Trending

BMS shall prepare forecast of man-hours required based on the project
requirements. The forecast is determined by considering the remaining work.
The man-hours required for the remaining work will be trended by the BMS
Project Controller.

3.2.3. Man-hours and Completion S-Curves

The Project Controllers prepares weekly the completion and man-hours
percentages S-Curves, showing plan/estimate vs. actual and forecast man-hours,
unless specified otherwise by Energy Equity Epic (Sengkang) Pty,Ltd.
Since the original planned/estimated completion percentages are measured based
on the original estimated man-hours, the original planned completion percentage
S-Curve coincides with that of the original estimated man-hours percentages.
The original estimate/plan will not be changed unless mutually agreed by and
between Energy Equity Epic (Sengkang) Pty,Ltd and BMS.

3.3. Schedule Control

3.3.1. Philosophy
Potential delays must be detected advance in time in order to have sufficient time
to formulate and perform corrective measures and thus ensuring major activities
completion in accordance to approved Contract Master Schedule (CMS).
This philosophy can be successfully implemented by the following procedures:
 Weekly plan the activities and deliverables to be executed.
 Control and Supervise the current project activities in accordance the
preceding week plan.
 Identify the current plan changes/variance from the preceding week
plan.

3.3.2. Schedule Control Procedure

The Schedule Control Procedures are as follows:
3.3.2.1. BMS to prepare look-ahead-schedule, by weekly, that plan activities and
deliverables to be executed in the form of bar charts depicting weekly
percent completion and the man-hours required for each activity.
The preceding week time schedule will be adhered to as closely as
possible, while the unavoidable changes time schedule will be
implemented and noted.

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3.3.2.2. Based on such plan, BMS will convert it to computerized detailed
activities schedule, the corresponding completion man-hours and
percent completion S-Curve.
3.3.2.3. If no potential delay is detected then the detailed activity schedule shall
be included in the weekly report and issued to Energy Equity Epic
(Sengkang) Pty,Ltd.
3.3.2.4. If potential delay is detected, BMS shall analyze it to determine the
cause of the delay. Upon finding of such cause, corrective measure will
be formulated and performed, prior to include it in the weekly report.
3.3.2.5. BMS shall prepare Schedule Control as follow :
 Engineering Schedule Control
 Procurement Schedule Control incl. Purchasing, Expediting and
Inspection, Transportation.
 Construction and Commissioning Schedule Control

3.4. Cost Control

The project cost will be monitored and controlled with the objective to detect potential
cost overrun sufficiently ahead of time to formulate and implement corrective measures
and thus ensures the approved budget is not exceeded.
If potential over-run is detected, BMS shall analyze it to determine the cause of the over-
run. Upon finding of such cause, corrective measure will be formulated and performed,
prior to include it in the weekly report.
The project cost is divided into direct and indirect cost. Direct cost are included
manhours, equipment, tools, consumables and material. Meanwhile indirect cost are
included project management team, computer utilization, reproduction cost, etc.
BMS Cost Control is concerned with :
 Influencing the factors which create changes to the cost baseline to ensure that
the changes are beneficial.
 Determining that the cost baseline has changed.
 Managing the actual changes when and as they occurs.
 Preparing summary of payment by Energy Equity Epic (Sengkang) Pty,Ltd to
contract or as well as summary of approved change of scope. This report shall
be included in Weekly Status Report.

BMS Cost Control includes :

 Monitoring cost performance to detect variances from plan.
 Ensuring that all appropriate changes are recorded accurately in the cost
baseline.

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 Preventing incorrect, in appropriate and unauthorized changes from being
included in the cost baseline.

BMS will control the following costs during execution of PROJECT :

 Man-hour
 Labor
 Equipment Usage
 Material
 Etc.

3.5. Change Order Control

3.5.1. Philosophy
The proposed work change control is within the framework of Energy Equity Epic
(Sengkang) Pty,Ltd Request for Proposal Schedule, if any. Any work change will
be assessed, but only work changes defined in Criteria of Change are included the
change control procedure.
3.5.2. Criteria of Change
A work change is interpreted by BMS as any alternation to activities which results
in variation from any of the following documents:
Reference Documents Listed below :
 Scope of Work
 Design Basis
 Contract Master Schedule
 Contract Document
Engineering documents (such as drawings, specifications, etc.) that have been
approved by Energy Equity Epic (Sengkang) Pty,Ltd for construction, procurement
or control. Engineering changes will be either mandatory or non-mandatory.
Work change control will be enacted after the reference and engineering
documents have been approved by Energy Equity Epic (Sengkang) Pty,Ltd.

4. REPORTING
BMS will consult and coordinate with Energy Equity Epic (Sengkang) Pty,Ltd / Project Task
Force to meet the requirements in setting up an efficient and effective Reporting. System
frame work that will enable Energy Equity Epic (Sengkang) Pty,Ltd and BMS to achieve the
most effective communication both internally and externally.
4.1. General
BMS shall provide Energy Equity Epic (Sengkang) Pty,Ltd with accurate and complete
information with respect to the WORK already performed, in progress and planned; and
the events affecting the performance of the WORK and shall make available to Energy

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Equity Epic (Sengkang) Pty,Ltd all relevant planning and reporting documents, including
electronic access to project data.
BMS may propose his standard forms for such reports, subject to approval by Energy
Equity Epic (Sengkang) Pty,Ltd. Consolidation of several reports on a single form is
permitted provided identification is not affected.
It is preferred for speed and accuracy that reports be set up for computer printout. BMS
however, may use other methods subject to approval by Energy Equity Epic (Sengkang)
Pty,Ltd provided reports are delivered Energy Equity Epic (Sengkang) Pty,Ltd in a legible
and timely manner.
Project reports are vehicles for project monitoring and consist of among others the
following periodic:
 Weekly Status Reports
 Monthly Reports The type and frequency of project periodic report will be
modified to suit particular need of individual project.
4.2. Weekly Status Report
BMS will prepare weekly progress report to Energy Equity Epic (Sengkang) Pty,Ltd once a
week. Such report will be submitted at the beginning of each week.

4.3. Monthly Report

Monthly Report will be prepared by BMS and issued to Energy Equity Epic (Sengkang)
Pty,Ltd. The issuance schedule will be determined at the planning stage to suit Energy
Equity Epic (Sengkang) Pty,Ltd requirement. The Monthly report will contain information
of all weekly status report.

5. WORK ORDER
Energy Equity Epic (Sengkang) Pty,Ltd will issue work order to BMS, each work order shall
include at least scope of service, commencement date, milestone, completion date and
compensation either lump sump of resource unit rate (reimbursable).

Both Energy Equity Epic (Sengkang) Pty,Ltd and BMS shall agree and sign each work order
before the commencement of the service.

6. PROJECT CLOSE OUT

Upon the expiration or termination of the work order Energy Equity Epic (Sengkang) Pty,Ltd
will issue acceptance letter of work order closure.

Upon receipt acceptance letter BMS will be eligible to submit invoice to Energy Equity Epic
(Sengkang) Pty,Ltd with consist of:
 Value Added Tax
 Invoice
 All acceptance letter during the mounth.
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