Identification Selection Definition Execution. Schedule.

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1 SCHEDULE DEVELOPMENT Schedule development is the identification, definition and sequencing of activities that are required to be performed for successful completion of the project scope. Identification Selection Definition Execution Develop Class 2 schedule for selection Develop Class 4/5 preliminary project master schedule - can be based on benchmark data. Develop Class 2 schedule for definition phase, including activities for any pre commitments requested. Develop Class 4/5 execution phase schedule for all major investment alternatives. Develop Class 3 execution phase schedule and associated BoS for the preferred investment alternative. Integrate study and execution schedules into updated project master schedule. Perform deterministic or probabilistic range analysis on the schedule for the preferred alternate. Develop a detailed deliverables list for the next phase (to be used for Progress measurement of the Definition phase study). Schedule. Develop Class 2 schedule for execution Develop associated BoS. Perform probabilistic range analysis. Update project master schedule. Develop detailed deliverables list for engineering for the next Develop engineering release curves for major commodities. Develop construction installation curves for major commodities. Develop detailed schedules for early site work (including site / pioneer accommodation). Develop scope / work packages for project and align schedule with packages. Schedule. Develop Class 1 schedule for execution phase in the event that the project performs a definitive estimate. Update BoS developed during the definition Perform probabilistic range analysis. Schedule Project master schedule The project master schedule shows the timeline of the overall project, from identification through project completion. It includes the activities : The approval process to progress from one phase to the next (gates). Environmental approvals, mining leases granted board approval. Pre-commitments (if applicable). Start and completion of the various stages i.e. engineering, procurement, fabrication, construction, commissioning and ramp-up. Key milestones.

2 Collection of input data It is necessary to collect the project source documentation prior to commencing the development of the schedule. Data gathering includes the following documents and information, when available, in no order of importance: Contracts. Plans and specifications. Statutory and corporation approval requirements. SoW. WBS / WBS dictionary. Contracting strategy. Procurement strategy (including critical equipment and deliveries). Scope / work packaging and package dictionary. Any high level overall schedule that has been produced. Area designation plan. Lay-down area plan. Industrial relations laws and regulations. Sequences planned by major trades or access availability. Resource availability. Bills of materials. As-built schedules from previous projects of similar nature. Accountability and ownership The team members who are accountable, responsible and have ownership of the project master schedule are identified. Identifying who is involved with the schedule development is also required. Participation of those team members whose roles impact how the schedule is used is essential. On the implementation contractor side, gaining an understanding as to who provides the update to progress data is required. It is important to recognise this person s availability, knowledge of the project, experience and skills. If particular stakeholders are going to have input into the project or the schedule, the individuals and their roles are identified. Continuous engagement of the stakeholders ensures their needs are properly addressed. To increase confidence in the project master schedule: Involve as many project team members as possible during development of the schedule. Ensure that a full review process is carried out. Deal openly with all comments, questions and objections. Ensure that all stakeholders i.e. project management, engineering, procurement, construction, commissioning, operations, etc sign off on the schedule. Level of detail Level 1 management level schedule The purpose of the Level 1 schedule is to show the overall timing of all aspects of the project. The Level 1 schedule is the highest level schedule against which the overall timing of the project is set out and communicated. Often, it is presented not only as a bar-chart, but also with a set of key milestone dates against which the project is monitored. It displays all of the key phases / stages of the project, which may include phases / stages such as identification, selection, definition, detail design, procurement, fabrication and delivery, construction, commissioning and ramp-up. Quite often, the Level 1 schedule is used during the initiation of a project and may be used as part of an overall business plan. It provides information that assists in the decision making process, (e.g. go / no-go, prioritisation and criticality of projects) and may also assist in defining the necessity of implementing mitigating actions. Best practice shows that this schedule is no more than a single sheet, containing 20 to 50 activities. This schedule must illustrate the critical path of the project.

3 Level 2 project level schedule The primary purpose of the Level 2 schedule is to set out when each of the key project activities takes place. The Level 2 schedule typically shows the key activities, engineering by discipline, procurement, key deliveries, construction installation by commodities, pre-commissioning and commissioning activities by facilities. The Level 2 schedule clearly shows the critical path for the project and is typically created by the use of activity codes and summarising the higher detailed schedules. The Level 2 schedule includes the work activities of all key elements of the project. It communicates the integration of work throughout the phases. The Level 2 schedule may reflect, at a high level, the interfaces between key deliverables and the project participants (contractors) required to complete the project deliverables. Ideally, the various components are produced and / or coordinated by a single party, although this is dependent upon the contractual arrangements for the project. This is a key element to ensure ownership and compliance once in the execution The Level 2 schedule contains sufficient detail to enable: All involved in that element to fully understand what needs to be done when and by whom. Those involved in a particular element to fully understand how their own work interfaces with the work in another element, or within the same element e.g. procurement, installation or construction. The status of the project completion milestones to be monitored and reported at this summary level. In those cases where there is a program manager in place and various interconnected projects running concurrently, it is essential for each of the Level 2 component schedules to have a clear definition of the inter-project relationships. This detail is reflected in the BoS. This facilitates the understanding of the implications of changes and knock-on effects on the rest of the project master schedule. Best practice shows that not more than 500 activities are included in the project Level 2 schedule. It includes pre-commissioning, commissioning, start-up and operational readiness activities and interfaces. The number of activities shown in the Level 2 schedule is dependent on the complexity, duration and size of the project. Level 3 control level schedule The purpose of the Level 3 schedule is to show the detailed timing of all of the activities on the project. It shows the critical path and includes details of the resources needed to undertake that element of work. The Level 3 schedule assists in identifying activities that could potentially affect the outcome of the phase and / or the project completion, which allows for better visualisation of what-if scenarios, if required, as mitigating alternatives for recovery. Considered the detailed schedule, the Level 3 schedule covers all engineering, procurement, construction, pre-commissioning, commissioning and ramp-up activities. Generally, it is prepared to communicate the execution of the deliverables for each of the contracting parties. The use of activity codes in the Level 3 schedule allows the data to be filtered and arranged, to provide different views and information. It shows all access and interfaces between key groups (discipline and / or trade) throughout the execution of the project. It may also include activities that are under the responsibility of the Owner s team. It should be noted that Level 3 schedule should have minimal constraints and the list of constraints must be listed in the BoS with reasoning s behind it. A Level 3 schedule could include detailed activities that show: Every engineering discipline deliverable at appropriate levels of detail to sufficiently describe the logic between various engineering disciplines. The authorities approvals and statutory processes. The timing of sub-contract tenders to be obtained, placing orders, fabrication times, lead times, delivery dates. Construction, installation or assembly activities of all physical works on site, for each part of the project. Pre-commissioning and commissioning activities.

4 Often, the Level 3 schedule is produced in advance of appointing the specialists (e.g. designers and subcontractors) in order to set out the overall detailed timing of activities and interfaces on the project. This is often difficult to achieve, as the input from those specialists is required to fully test the detail. When the schedules from the various suppliers are received, some of the original detail needs to be replaced. This process occurs once the key packages / contracts have been awarded. It is essential to emphasise the importance of a solid project execution strategy which assists in determining the correct sequence and resources for the activities in the Level 3 and consequently in the project master schedule. Setting a clear framework, it facilitates the management of the schedule (progress monitoring, controlling and reporting). Level 4 contractor s schedule The purpose of the Level 4 schedule is to communicate the production of the work packages at the deliverable level. They reflect the interfaces between the key elements that drive the completion of activities. These are a group of schedules often produced by construction contractors performing the work. Level 4 schedules cover a wide range of uses, typically: To describe specific areas, packages or aspects of the project. Short and medium term look-ahead schedules, covering the detailed activities for the next few days, weeks or months. Key major equipment for erection. The Level 4 schedules usually provide enough detail to plan and coordinate contractor or multi-discipline activities. Activities in level 4 schedules are typically of 2-4 weeks duration. Other schedules can be developed to focus on particular stages or portions of the scope e.g. commissioning schedule (Level 3), operational readiness schedule (Level 3) and tie-in and shutdown schedule (Level 4). In this example, tie-in and shutdown schedule is developed at a lower level due to the short window for execution and the criticality of activities to successfully complete the scope in the short window. Basis of schedule The elements included in the BoS are as follows: A brief description of the project objectives, execution plan and scope. Assumptions upon which the schedule is based. Pre-commitments (scope which otherwise is carried out during the execution phase). Long lead and critical items. Key drivers. Major critical path description / activities (including activity durations and logic analysis). Near critical path description / activities (Top five). Activity durations (method of calculation, allowances). Terminology and glossary. Activity coding structure (WBS, work packages, other coding definition). Definition of key milestones and schedule KPI. Calendars, holidays and other non-work period. Usage of constraints (minimal use of constraints is recommended in the control schedule). Labour and non-labour resources (sourcing and availability). Accommodation strategy / camp requirements Vs availability Travel (if applicable). Brief description of the contracting / procurement strategy. Internal and external interfaces (including approvals, shutdowns etc) Bulk commodity planned curves (Engineering release and Installation)

5 Project risks, uncertainties and opportunities (i.e. extreme weather conditions, remote site). Project benchmark comparisons with similar projects. Study schedule Typical inputs to develop a study schedule are: Execution schedule Statutory approval processes, including environmental agencies and local, state and federal governments. Approval processes including schedule and cost estimate sign offs. Pre-commitments underpinning the project completion milestones, if any. Engineering deliverables. Trade off studies. Engineering labour requirements. Typical inputs to develop an execution phase schedule are: Schedule contingency Remaining statutory approval process, including environmental agencies and local, state and federal governments. Detail engineering activities for engineering deliverables. Procurement processes, including fabrication and delivery. Vendor information required to support the completion of detail engineering. Project major milestones. Key labour resources and key commodities. Construction / installation activities. Pre-Commissioning / Commissioning process and sequence. The length of schedule contingency is a function of several factors, including: Duration ranges. Probabilistic distribution function. Correlation of activities.