This procedure describes the content and the process of preparing the Historical Cost Reports (HCR) for the project. The report details will depend on the overall value of the project or as required by the Project Manager and as agreed with the Amana Project Controls Manager.
The primary purpose of the Earned Value Management System (EVMS) procedure is to define and describe the GDMP/ MOMRA project control and management philosophy. This document also provides guidance to support the establishment and implementation of a project performance measurement system. The EVMS establishes an integrated system and approach for implementing logic-driven schedules, cost estimates, cost management, resource planning, earned value management, risk management, performance and cost forecasting, and progress measurement reporting on projects.
This procedure provides Project Controls personnel with methodologies and formats for controlling, reporting, invoicing, and recovering costs for Backcharge work.
The Project Management of Change Procedure addresses Project Controls responsibilities during change control activities of Amana projects. The purpose of this procedure is to provide a uniform approach and be a guideline to manage Project Changes for Scope, Schedule, and Cost. This procedure has been developed to assist in analysing potential deviations, variances, trends, track and assess its impact, and develop a feasible means to correct or resolve project changes.
The objective of the trend program is early identification of real and potential changes to the project scope, quality, cost, and schedule baseline, to mitigate adverse trends and maximize favourable trends. This procedure outlines organization, responsibilities, and reporting requirements and presents the criteria for implementing a successful trend program on a project.
This procedure provides guidelines for quantity tracking on Amana/MOMRA projects. Quantity tracking encompasses the identification, quantification, and status updating of project scope and provides visibility of scope during all phases of a project. Quantities provide a means of measuring project scope in terms common to Engineering, Construction, and supporting services. Quantity tracking provides visibility of project scope, scope growth, progress, and performance.
This procedure describes how Engineering progress and productivity is to be measured. It includes the establishment of an Engineering Tracker consisting of a matrix of Engineering tasks, deliverables and the process used for earning progress and productivity against each item. This procedure also defines the work process for the take-off of construction quantities and the reporting of installed quantities used in determining Construction progress and performance.
A project forecast is a periodic reassessment of the project's scope, cost, and schedule, resources, and risks. The extent of the forecasting effort is dependent on project size, complexity, and scope. Requirements for project forecasting are established as part of the Project Controls Plan.
The objectives of a project forecast are to:
• Provide a full re-evaluation of the project scope, cost and schedule status (to-date and to-go quantities)
• Determine critical items for Project Management review and action
• Identify variances and provide early warning
This procedure provides Project Controls Engineers with the necessary information to develop, implement, and maintain the Cost and Commitment (CoCo) program. It also provides a framework for Project Controls’ roles and responsibilities in the acquisition process.
The Budget Control Program’s purpose is to establish the project's original budget, maintain the budget to reflect project development to date and to communicate the current status of the project budget to Management. The key to effective budget control is the control of the original budget and the Performance Measurement Baseline (PMB) based on it. This procedure describes the control process to be used for the development, implementation, and maintenance of the approved budget on a project.