Engineering Administration and Cost_Progress Reporting

7/30/2019 Engineering Administration and Cost_Progress Reporting

1/13

Engineering Administration and Cost/ Progress Reporting

Table of Contents

1. Introduction

2. Receipt,IssueandFilingof Drawings/Specifications

3. DailyFieldForceReport

4. MonthlyProgressReport

5. SubcontractExpendedManhoursby Subaccount

6. Assessmentof SubcontractExpendedManhours

7. PipingCompletionAnalysis

8. ConcreteRecord

9. AcceptanceCertificates

10. JobRecordBook

11. JobRegister

12. BackchargeRegister

13. AttachmentSummary

1. Introduction

This section includes the basic procedure for site engineering administration for Company and vendor drawings, reporting, and the

maintenance of site registers and record books.

The engineering administration related to Quality Control is outlined in Volume II of the Field Construction Manual.

2. Receipt, Issue and Filing of Drawings/Specifications

2.1 Company Drawings and Specifications

Company drawings and specifications are normally mailed as reproducible copies under cover of a transmittal to the Field Office by the

Reproduction Department of the Home Office.

If obtaining printed copies from the reproducibles will take too much time in the field, the Project Construction Manager may request an

additional printed copy with the issue of reproducibles from the Home office.

The following Field Office Procedure is applicable:

On arrival date-stamp all documents.

Check the actual contents against the enclosed transmittal letter.

Return signed copy of the transmittal letter to the Project Manager.

Should there be a deficiency, note it on the transmittal letter and copy. If it is important to have the deficiency corrected, send

a separate message to the Project Manager.

Keep one complete set of the latest issues of the documents on file - specifications and letter-size drawings in folders, larger

size drawings on stick files. Reproducibles of drawings are preferably hung in vertical hanging files.

Classify these drawings by Account Code in numerical sequence. (For details see Attachment 6 Section IV of the Field


2/13

Construction Manual).

Have the required number of copies of specifications and drawings printed as per the Field Document Distribution.

List and distribute these documents with a transmittal Attachment 1 to the Subcontractors concerned, this transmittal is to be

signed by the Subcontractor on receipt. Construction specialists will receive a copy as determined at the start of th8eir

assignment and as per the Field Document Distribution List.

Advise all parties at site involved in the construction to withdraw all void copies of drawings and/or specifications.

Keep one set of all void documents, clearly marked "Void", in a filing cabinet by account in numerical order.

Destroy all spare copies of void documents.

Maintain a file of all the transmittal letters from the Home Office, arranged by transmittal number.

Set up and maintain a card system, with one card Attachment 2 (Refer to Form Section BR24006) for each drawing or

specification.

Arrange these cards per account and per serial number.

2.2 Vendor Prints

Manufacturer's prints are submitted by vendors to the Home Office for approval.

For "FINAL" approved drawings (Code 1) the Field Office will receive:

One reproducible copy of each drawing when the Home Office has received reproducible drawings from the vendor.

In this case the same procedure as in Item 1.1 applies.

If only printed copies are received by the Home Office from the vendor, the Field Office will receive two copies. One copy will

then be issued to the respective Subcontractor. The second copy will be filed in a hang folder in a filing cabinet. Thesefolders are to be filed by Purchase Order number and the documents in each folder by Vendor Print number. Instruction

manuals shall be filed in the same way.

Construction Specialists can make use of this vendor information.

On special request by the Project Construction Manager copies of manufacturer's prints in the "submitted for approval" stage can be

received, but they must be regarded as Preliminary. Place these drawings in the folders, clearly marked "Preliminary" and destroy them

as soon as final approved prints are received.

It is possible to receive a new issue of vendor prints after receipt of final approved drawings, if there are engineering changes after

"final" prints have been distributed.

Keep one set of "void" marked prints in a separate file and destroy all spare copies of these void documents.

Arrange cards by equipment item number where possible, otherwise by purchase order number.

Keep a file of vendor print transmittal letters from Home Office, arranged by serial number.

3. Daily Field Force Report

(Refer to Form Section RB26122 Attachment 3)

This report shall be prepared on the morning following the day being reported.

The originals are transmitted to the Home Office Construction Department on the last working day of the week.

Further distribution shall be made according to the Document Distribution Schedule.


3/13

The report shall indicate the following data:

Client

Job location.

Weather conditions.

Job number.

Report number (numbered consecutively 001, 002, etc.).

Date.

Temperature with time qualification.

Concrete placing status.

First aid, medical and lost time accident cases of day and total to date.

In the column headed "Company Employees" list all Field Office Staff charged to "Y" account by function.

The second and third column must be used for listing all Subcontractors on site and the labor employed for each trade,

including supervision.

The "Summary For Day" should list the total number of Company employees and the total number of Subcontractors'

employees.

The reverse side of the report will highlight important events on that day, such as the start of a new work activity, the arrival or departure

of a subcontractor extraordinary climatic conditions, fires or accidents resulting in damage to property (including the degree of damage

sustained), fatal or serious injuries to persons, the delivery of a major item of equipment, a labor problem, and other items of a similar

nature which the Project Construction Manager considers to be important for future reference.

The Daily Field Force Report for the last working day of the week will not only record the important events of that day, but also a brief

summary of the week's activities and pointing out problem areas that may affect job progress.

Furthermore, a list of visitors to the site shall be included.

The Project Construction Manager or a designated member of his staff is to sign the Daily Field Force Reports.

4. Monthly Progress Report

The report is issued by the Project Construction Manager, monthly, in accordance with a schedule (cut-off dates issued by the Home

Office Project Control Department). Unless the Client's procedures or the Project Coordination Procedure states otherwise, this proce-

dure shall be adhered to.

The report consists of the following:

4.1 Narrative and Photographs

This section contains a general introductory section mentioning important and/or unusual developments with regard to climatic

conditions, subcontracts initiated or completed activities, critical material status developments, adverse labor conditions etc. Following

this opening section the field construction status should be briefly outlined by subcontract orders.

The percentage of completion and any restraining factors should be mentioned. The narrative should complement and substantiate the

associated statistical information included on the various reporting forms and the graphical presentation made in the construction

schedules.

The progress photographs should consist of overall views, each taken from different key locations (size 21 x 27cm and printed on glossy

paper). The photos should be taken from the same key locations each month. A minimum of four overall views are suggested,


4/13

occasionally with an additional picture of an item or activity of special interest during the month.

Each photograph must be identified with:

Job Number, Client's name, Site Location, Project Report No., Date, Picture No., View (Direction) and a brief subject description.

It must be realized that many Clients require that they be consulted before any photographs are taken within their plant.

4.2 Monthly Job Summary


This form is self-explanatory with regard to Physical Completion and Accident Record.

The Field Organization Section should be completed in the following manner:

List all Company Staff Personnel.

Show the cost code to which the individual's time is charged i.e. YC or YL.

If a person is transferred or his assignment is terminated, his name with start and release date should be put at the bottom of the sheet

under a heading "RELEASED". His name shall disappear from the top section.

4.3 Field Cost Report - Field Purchases

(Refer to Forms Section RB26090 Attachment 5)

In column (1) "Committed to Date" summarize by cost code the value of Field Purchase Orders placed to date including Petty Cash Pur-

chases, in the reporting currency that has been agreed upon with the Home Office Project Control Department.

In column (2) "Additional to Complete" report the estimate value of expected future field commitments.

In order to arrive at a realistic "Additional to Complete", close communication should be maintained between the Project Construction

Manager and the Project Manager to determine the current extent of field purchasing activities.

4.4 Subcontractor Daily Labor Force Report

The bid documents and the subsequent Purchase Order defines the subcontractor's responsibility to submit to the Company Field Office

a Daily Labor Force report including supervision, administration, skilled labor by craft, and unskilled labor. These Labor Force reports

from the various subcontractors are used to fill in the Company Daily Field Force Report (Refer to Form Section RB26122) listing all

Subcontractors on site and the labor employed for each trade, incl. supervision.

4.5 Manhour Report - Subcontract Labor

(Form Attachment 6 not availble)

This report is a summary of subcontract manhours.

The consumed subcontract manhours are reported by individual subcontracts, up to and including the cut-off date. This report will serve

as a tool to inform the Project Construction Manager about the performance of the subcontractor. In report (Field Cost and Progress

Report) the subcontract percent completed is calculated. This percent completed is evaluated against manhours expended to date to

indicate whether the estimated manhours to complete are sufficient to execute the remaining work.

Form (not available) has columns numbered 1 through 10 which should be filled in as follows:

(Column1, 2, 3 and9) "SubcontractorExpendedManhours"


5/13

The total expended manhours per week per Subcontractor can be calculated with the use of the Subcontract Daily Labour Force Report

and by taking into account the normal weekly working hours.

If the subcontractor has worked overtime the responsible Construction Specialist is expected to ensure that the signed overtime sheets

are submitted to the Subcontracts Administrator for further handling.

The reported manhours in column 3 should include manhours spent on EWA's. The total hours expended on EWA's are shown

separately in column 9.

(Column 4 and 5) "Field Estimate of Manhours"

The "Field Estimate of Manhours" for columns 4 and 5 are prepared by the site engineer in conjunction with craft supervisors and the

Project Construction Manager.

(Column6) "HomeOfficeBudgetManhours"

The Budget Manhours is a summary by stem accounts of the original Company Manhours plus all approved Home Office and/or Field

Office Change Orders.

Budget values (manhours) can only be changed, i.e. increased or decreased by internal transfers and/or approved Change Orders.

Such changes will be adjusted by the Home Office Project Control Department. Budget changes will be submitted to the field by

transmittal with a brief description of the reasons for the change.

(Column7) "ManhourEstimateadvisedby Subcontractor"

This column on the Manhour Report for Subcontract Labor defines the estimated total manhours, this information is originally derived

from the subcontractor's manpower histogram. This estimate can be changed, i.e. increased or decreased due to:

Extra Work Authorizations issued to the Subcontractor.

Substantial increases in scope of work in which case the Subcontractor could be requested to submit a revised manpower loading

curve.

(Column8) "Physical% SubcontractCompletion

The physical % Subcontract completion has been calculated in the report called "Cost and Progress Report-Subcontracts", see Item

4.7.

(Column10) "ExpectedManhourson ChangeOrders"

Column 10 will show the total increase or decrease of manhours in the Home Office Budget (column 6) due to Home Office and/or Field

Change Orders.

4.6 Construction Schedule and Job Status Report

(Form Attachment 7 not available)

This a graphical bar-chart presentation by subcontract and by Company stem account, which shows actual progress to date compared

to planned progress.

The Company stem account is the code identifying the type of equipment, bulk material commodity and construction activity.

The actual percent completion reported is shown in column 8 of the Cost and Progress Report - Subcontracts (Form attachment 8 not

available)

The subcontractor's progress in the field is entered by the Field Construction Planner on the thermometer chart for the Monthly Progress

Report.

At the start of Construction, the Field Planner will, in consultation with the Project Construction Manager, forecast the subcontractcompletion percentages, based on the Project Schedule, the Home Office Budget Manhours and Cost. This forecast should be checked

against the scheduled progress curve submitted by the Subcontractor at the start of his work.


6/13

4.7 Cost and Progress Report - Subcontracts

(Attachment 8 form not available)

All Home Office and Field Subcontracts issued up to and including the cut-off date of the monthly reporting period are listed withPurchase Order number, name of the subcontractor, and a brief description of the type of work. When Subcontracts are not yet placed

budget figures should be shown in column 6 against the applicable stem account with the description of the work.

The subcontracts should be listed in sequence of the stem accounts and subsequently in sequence of Purchase Order number.

The column "Cost Code" shows the applicable stem account(s) or sub account(s).

Form (attachment 8 not available) has columns numbered 1 through 11 which should be filled in as follows:

(Column1) "PreviousTotal ValueCompleted"

This is the total value of all previously approved Subcontract invoices for work executed through the previous cut-off date.

(Column2) "ThisPeriodValueCompleted"

Each subcontractor will prepare a Progress Certificate on a monthly basis (unless the erection contract specifies otherwise). In case of a

unit price contract this certificate will show the agreed actual completion of each pay item by detail take-off and by Form of Tender

Summary.

The value of work completed is the sum of:

Set-up cost expended to date. The total set-up cost shall be divided in equal monthly installments based on the Subcontract duration.

All pay items completed.

Value of work to date of items in progress.

Value of completed Extra Work Authorizations.

In the case of lump sum contracts the Progress Certificate will be based on the percentage progress agreed on and is related to

measurable items of the lump sum and the items summary. On each contract, irrespective of type, the status of each work will be shown

separately.

The value of the approved Progress Certificate covering the work executed during the reporting period will be shown in column 2.

(Column3) "Total To Date"

This is the summary of the Previous Value, plus This Period Value, of the work completed.

(Column4) "EstimatedValueto Complete"

For a Lump Sum Subcontract the Estimated Value to Complete is defined by:

The value of work outstanding for completion in accordance with the Purchase Order.

Plus cost adjustments to include for anticipated scope increases or decreases not yet covered in the latest amendment to the Purchase

Order.

Plus a cost percentage allowance for estimated additional work based on statistics from previous completed subcontracted jobs.

For a Unit Price Subcontract the Estimated Value to complete is defined by:

The summary of costs covering the pay items for work outstanding for completion in accordance with the latest issue of the Form of


7/13

Tender.

Plus adjustments to include for anticipated scope increases or decreases not yet covered in the latest issue of the Form of Tender.

Plus a percentage allowance for estimated additional work based on statistics from previous completed subcontracted jobs. The Home

Office Project Control Department and the Field Cost Engineer, under the authority of the Project Construction Manager, will worktogether to establish the cost percentage allowances for estimated additional work for the various Subcontracts.

(Column5) "EstimatedValueof Final Total"

This is the Value of Work Completed column 3 plus the Estimated Value of Work to Complete column 4. However, during the early

phase of the execution of a subcontract when the entire content of the subcontract scope is not yet known, the Home Office control

budget value can be used temporarily as VALUE OF FINAL TOTAL. In this case the value for column 4 will be the difference between

the column 5 and 3.

(Column6) "HomeOfficeControlBudget"

These are the Home Office estimate of costs for the scope of the subcontract. These amounts will only change by issuance of an

approved positive or negative Home Office or Field Change Order. Or in case of a transfer of workscope from one to another (or

additional) subcontract.

The Field Office is not allowed to make any changes in this information, unless the changes have been discussed with and confirmed in

writing by the Cost Department.

(Column7) "PurchaseOrderValue"

In this column the value of the subcontract purchase order plus amendments as received by the Field Office is reported. This column

shows an up to date picture of current purchase order value compared to estimated final total.

(Column8) "Subcontract% Complete"

This information should be calculated by the quotient of the Value of Work Done column 3 divided by the Estimated Final Total Value of

Work column 5.

(Column9) "Subcontract% of Job"

These are weighted percentages arrived at by weighting the estimated final total cost of the individual subcontract against the overall

estimated final total cost of the overall construction scope.

(Column10) "Subcontract% JobComplete"

These percent completion figures are obtained by multiplying the figures from columns 8 and 9.

The summary of all individual subcontract completion percentages is the overall percent construction completion.

Column 11 shows the value of EWA's included in column 3 Value of Work Completed.

4.8 Construction Progress Chart - Overall


This is a monthly plot of the total manhours expended (equivalent men) and the physical percent complete from the "Cost and Progress

Report - Subcontracts", compared to the estimated manpower and cost progress curves.

If the scope of the work changes substantially due to Home Office and for Field Change Orders a sudden drop in progress could be the

result and adjustments to the planned curves might be necessary. An immediate reassessment and reevaluation if work to be

accomplished is than required particularly with regard to the effect upon the original schedule completion date.

Implementation of corrective measures might be necessary such as:


8/13

Altering the work logic.

Increasing efficiency.

Changing Construction Methods.

Working Overtime.

Working Shifts.

In the early stage of the project, estimated progress and manpower curves are based on the control budget figures, it is essential that

these curves are revised when reporting is done against estimated finals in case these finals differ substantially from the control budget

figures. The original graphs, however, should still be projected for comparison.

4.9 Progress Curves per Subcontract

(Attachment 10 not available)

The purpose of the Subcontract Progress Curves and the Cumulative Manhour Curve is to assess progress and productivity of every

identifiable construction activity, to report the progress of the job and to assess the viability of completion dates throughout the life of the

Project.

Before a subcontractor begins the work, the Field Construction Planner in coordination with the Cost Engineer will prepare for each

subcontractor a Planned Cost Progress Curve in which the value of work is plotted against the time as a percentage of the original

budget.

This curve may be revised during the construction period to incorporate revised Field Estimate Finals.

Monthly, at the cut-off date, the achieved percentage of progress, which is calculated in the "Cost and Progress Report", will be plotted

into the Planned Cost Progress Curve.

In addition the actual manhour expenditure as reported by the subcontractor is plotted into the Planned Cumulative Manhour Curve.

Progress and Productivity for each subcontractor is measured within the following parameters:

The execution of a pay item against the schedule.

This is the Progress.

The Manhours Spent against the Manhours "Earned", i.e. the Value of the Work Done. This is the Productivity.

Productivity, i.e. efficiency can be measured by the ratio between Budget Manhours estimated to execute the value of the work done

and the subcontract labor manhours expended.

The Budget in this instance means the original plus any applicable and approved Change Order and/or Extra Work Authorizations.

4.10 Field Change Order Register

(RB26065 Attachment 11)

The purpose of this register is to ensure that the Home Office is informed of all Field Change Orders. This register is to be maintained

by the Site Cost Engineer and will be included in the Monthly Progress and Cost Report.

4.11 EWA Register

(RB26064 Attachment 12)

The Cost Engineer will prepare and maintain an EWA Register. The EWA numbers assigned will be reported monthly. This summary

will be included in the Monthly Progress and Cost Report.


9/13

4.12 Monthly Accident Report

The Safety/Security Officer will compile a monthly Safety Narrative Report for the overall project. This report will cover safety, security,

and sanitation highlights for the past month, visits of government and other authorities, topics discussed, etc., and will be supported by a

"Monthly Accident Report" (Attachment 13).

4.13 Monthly Analysis Cost Codes X, Y and Z


For the X, Y and Z accounts a control budget will be made available.

The Field Cost Engineer will monitor the actual costs and manhours against the budget. He shall also determine the estimated final

costs taking into account actual durations of assignments, schedule achievements, etc., as reviewed with and approved by the Project

Construction Manager.

The distribution of the XYZ report is depending on the Contract Conditions between Company and the Client (confidentiality).

For further details on Sub Accounts see Item 7.0 of Section XI of the Field Construction Manual.

5. Subcontract Expended Manhours by Subaccount

The bid documents to the Subcontractor should include the requirement to provide, on a weekly basis, a breakdown of the Expended

Manhours against the various Sub Accounts of each Stem Account.

This information is used to assess subcontractors productivity (see also Item 4.9). In addition, at the completion of the project, final

productivity factors can be developed based on manhours against Quantity of Work Done. These productivity statistics are to be

included in the Final Job Reports.

6. Assessment of Subcontract Expended ManhoursThe physical percentage of completion has been calculated in the Field Cost and Progress Report for Subcontractors and is based on

the measured Value of Work Done in agreed units of execution against contractually laid down Pay Items (column 8).

The calculation of the physical percentage of completion should not be based on manhours, however the ratio between Budget

Manhours, estimated to execute the value of the work and the Expended Subcontract Manhours indicate the subcontractor's

productivity, i.e. efficiency.

(Attachment 15) called "Productivity Record" gives an example of how a contractor's efficiency, i.e., (money earned per manhour) can

be shown in a graph indicating:

Target Productivity (based on the original contract value and the manhours estimated).

Actual Monthly Productivity (based on value of work done and the expended manhours).

Cumulative Actual Productivity.

In assessing the Predicted Final Productivity of an account the Field shall consider, in addition to the budget productivity and the actual

"to date" productivity, the expected future productivity taking into account the nature of the remaining work, weather conditions,

manpower availability, labor atmosphere, overtime etc.

Project Construction Managers are requested that whenever a significant change is made to the Field Predicted Final Total Manhours,

that they will give a complete detailed explanation at the end of the narrative section of the Monthly Report.

7. Piping Completion Analysis

The purpose of the Piping Completion Analysis is to calculate the achieved Percentage of Progress by Pay Item and/or by Piping Sub

Account for the overall job or when more feasible, by piping area. The calculation can be done either with the use of a computer or


10/13

manually.

By Computer

The achieved percentage of progress is calculated in the "Cost and Progress Report" where the value of executed pay items is divided

by the Control Budget or when applicable by the latest revised Field Estimated Finals.

The documents which are produced to control and administer unit rate Piping Contracts in the field are computer reports showing per

drawing the pay item quantities, their amounts summarized to a total amount payable per drawing.

Progress which the Subcontractor claims to have achieved can be verified on a drawing-by-drawing basis.

Manually

PipingAnalysisReport(FormAttachment16 not available)

On small projects where no computer reports are produced by the Home Office or when a piping erection and/or fabrication Contract is

let on Lump Sum basis the piping progress analysis reports can be used for the calculation of physical percent completion of each

piping subaccount for the overall job, or if deemed feasible, by piping area.

The physical completion of the various piping subaccounts can be based on various units of measurement such as: tonnage and/or

number of items and/or linear meters of piping and/or piping components.

The reporting of erection and/or fabrication progress can further be broken down into subaccounts for large bore and small bore piping

both per material specification, hangers and supports, rack and track piping, underground piping, inline items, testing and flushing,

steamtracing, etc.

Form 40 not available is self explanatory, however a few comments on the various elements contained in the worksheet may be given:

Quantityof Total PipingWorkto be Done

The quantities as shown in the Subcontractors Form of Tender are for guidance purposes only and are not to be treated as final. During

the construction period these quantities will have to be updated because of drawing changes and/or scope changes.

Ideally, prior to the start of the piping erection and/or fabrication work the Subcontractor should quantify the piping and piping

components, per isometric and per piping area or per unit. These quantities are to be reviewed and approved by the Project

Construction Manager and will form the basis for the Subcontractors Progress Report and Payment.

Usually at the early stages of the project not all engineering drawings are available. Therefore, both the Project Construction Manager

and the Subcontractor will then have to agree on preliminary quantities which are a summary of certified- and estimated quantities.

The Subcontractor should be advised in the bid documents that any variation in quantities of piping materials will not be considered as a

basis for a variation in the Subcontractor's Unit Prices.

SubAccount% of Job

Initially, the percentage which each subaccount contributes to the overall piping account can be calculated on the basis of the budget

manhours. However, the final reported weighted percentages must reflect the subcontractor's assessment of the amount of work

represented by the various subaccounts. Once this assessment has been checked and approved by the Project Construction Manager,

the weighted percentages should not be changed throughout the duration of the project.

SubAccount% of Area

All factors being equal, the weighted percentage of the individual piping areas should be determined by the ratios of, for instance,

tonnage of piping materials in each area to the total tonnage for the subaccount.

However, the final assessment of the weighted percent attributed to each piping area should take into account Pipe Size, Accessibility,

Elevation, Number of Field welds, Type of Material, etc.

SubAccount% Completeper Area

All factors being equal, the Physical % Completion is based on the Quantity of Work Done against the total Quantity of Work to be


11/13

Done.

It should be acknowledged that piping erection progress is composed of a number of erection phases for which the completion status

must be taken into account when preparing the Piping Analysis Report. These phases are rigging, lifting, aligning, fitting up, field

welding, bolting up, including installation of inline items, flushing and testing.

Overall % Completion

The Overall % Completion for the piping account is determined by summarizing the progress percentages of each piping class or piping

operation in each area or unit taking into account the various weighted factors for each operation and area or unit.

8. Concrete Record


A record of concrete pours is maintained by the Site Engineer.

This record will show:

Date of Pouring.

Quantity in m3 per Concrete quality, e.g. Blinding, Field Mixed.

Running Total.

Pay Item.

Location/Description.

Detail Drawing Number.

Number of Concrete Testcubes/Cylinders made.

Date and Result of Laboratory Breaking Test at seven and 28 days.

In this manner a constant check is maintained to ensure that concrete quality meets required specification and that concrete test

cubes/cylinders are sent to the laboratory in time for seven and 28 day tests.

Grout and/or Gunite should not be included in the concrete record.

At the close of the project this information is also used by the Accounting Department in preparing Capitalization Reports.

In general, three testcubes/cylinders are taken approximately every 50 cubic meters, one for the seven day laboratory test, one for the

28 day test and one spare which will be used for a laboratory breaking test in case the seven and/or 28 day test result shows a breaking

value below the minimum specified value.

For important pours such as a major tower foundation, equipment support structures, the engineer or Client may request more test

cubes/cylinders to be taken.

The Concrete Record shall be maintained in a loose-leaf notebook and the original copies shall be forwarded to the Home Office on job

completion.

One copy of the laboratory test reports shall be forwarded to the Project Manager in the Home Office and one copy retained in the Field

Office file.

Upon project completion, these reports shall be sent to the Home Office Construction Department.

9. Acceptance Certificates


12/13

As work progresses and equipment is installed, aligned and checked, equipment will be inspected in conjunction with and accepted by

the Client's Engineer(s). Of these inspections, records are to be kept as evidence that the work is executed properly and that all parties

are in agreement, upon which, the Client's Engineer will sign the inspection records for acceptance.

These signed inspection records (Acceptance Certificate) will serve as backup for the final handover of the works to the Client.

The Site Engineer will maintain a file of all these approved Acceptance Certificates and distribute copies to the parties concerned per

the Document Distribution List.

After completion and handing over the works to the Client, the certificates are to be forwarded to the Home Office Construction

Department.

Acceptance Forms are to be prepared in the field and may vary in content to suit a particular job or Client's requirements.

Testing, inspection and acceptance forms are included in Volume II of the Field Construction Manual, "Quality Control".

10. Job Record Book


This book shall be used on all construction jobs to record changes made by the field that are not indicated on the drawings or implied in

the specifications. It shall be used as a means of communication between the field and the Home Office. Changes entered into this book

should include but are not limited to the following:

Drawing errors which required field work to correct.

Field additions not on drawings but required to make a completed project.

Suggestions for design improvement etc.

Operators changes during mechanical check-out.

When cameras are available, pictures should accompany sketches to describe situations where it is felt they will be of assistance.

The pages of the book are made up in sets of three (3).

The first sheet, when filled out with notes or sketches is to be sent to the Project Manager for distribution to those concerned within the

Home Office. The second sheet is for the Client, if required, or others in the field who require the information.

The third sheet is the field's permanent record, which must be sent to the Home Office upon completion of the project.

Each page must be numbered by the field. The job number, date, approvals, etc. must be filled in.

11. Job Register


The purpose of the Job Register is to officially communicate matters of importance to the Client. This is particularly relevant on advisory

type jobs.

Discretion should be used regarding the utilization of the Job Register Book. For matters which are inconsequential, i.e. minor drawing

changes, specification clarification, etc., it is not necessary to use the Job Register Book. However, the book should be used for such

matters as important design changes or errors.

Likewise, should the Client fail to follow an instruction regarding construction of the plant, this should be recorded in the Job Register

Book.

It is important to obtain the Client's signature in the space provided on each sheet. If the Client does not sign the appropriate sheet or

sheets, it should be officially transmitted to him.

Always forward one copy of the sheet to Company Home Office Construction Department, who will distribute it to appropriate

departments in Company.


13/13

12. Backcharge Register


The purpose of this register is to maintain a status record of all backcharges and to ensure that the Home Office is informed. It is issuedperiodically to the Home Office as required. Final payment to the Vendor shall not be made by the Home Office until backcharges are

finalized.

This register shall be maintained by the Cost Engineer. All back charges are to be numbered sequentially using the prefix BX.

The register should be sent to the Home Office upon the project completion in accordance with

the Job Close-out Procedure.

13. Attachment Summary

1. TRANSMITTAL NOTE RB24006

2. RECORD OF DRAWINGS N.A.

3. DAILY FIELD FORCE REPORT RB26122

4. MONTHLY JOB SUMMARY RB26123

5. FIELD COST REPORT - FIELD PURCHASES RB260906. MANHOUR REPORT - SUBCONTRACT LABOR N.A.

7. CONSTRUCTION SCHEDULE AND JOB STATUS REPORT N.A.

8. COST AND PROGRESS REPORT - SUBCONTRACTS N.A.

9. CONSTRUCTION PROGRESS CHART - OVERALL N.A.

10. PROGRESS CURVES PER SUBCONTRACT N.A.

11. FIELD CHANGE ORDER REGISTER RB26065

12. EWA REGISTER RB26064

13. MONTHLY ACCIDENT REPORT N.A.

14. X, Y AND ANALYSIS N.A.

15. PRODUCTIVITY RECORD N.A.

16. PIPING ANALYSIS REPORT N.A.

17. CONCRETE RECORD N.A.

18. JOB RECORD BOOK N.A.

19. JOB REGISTER N.A.

20. BACKCHARGE REGISTER RB26069

Engineering Administration and Cost_Progress Reporting

Documents

Transcript of Engineering Administration and Cost_Progress Reporting