Company QESH Management Representative

Transcription

1 PROJECT MANAGEMENT Page: 1 of 8 PROJECT MANAGEMENT ISSUE STATUS Issue Date: Issued for Use Revision Date: Revision No.: 1 Action Position Issued By: Reviewed By: Reviewed By: Approved By: QESH Document Controller Company QESH Management Representative HR and OPC Manager Chief Executive Officer

2 Page: 2 of 15 Table of Contents 1.0 PURPOSE FIELD OF APPLICATION OF THE DEFINITIONS ABBREVIATIONS CROSS FUNCTIONAL FLOWCHART FUNCTIONS AND PROCESSES GENERAL PROJECT PLANNING Appointment of Project Manager Project Documentation On Site Visit Programme of works Preliminary Quantities Resources Kick Off Meeting Project Staffing Letters of Guarantee and Insurance Documents PROJECT EXECUTION AND MANAGEMENT Daily Site Operation Plant and Equipment Incoming Materials and Services Inspection and Testing Quantity Surveying Interim Certificates Final Accounts Environmental Aspects Health and Safety Issues Emergency Plans Internal Reporting Meetings Reporting to the Employer Financial Transactions on Site Document Filing PROJECT COMPLETION AND HAND-OVER FORMS RECORDS REVISION... 15

3 Page: 3 of PURPOSE The purpose of this procedure is to set out the requirements for the control of the construction processes related to the Planning, Mobilisation, Management, Execution and Handover of a project. Issues, that require detailed description are covered by Procedure P 420, Project Supporting Activities as well as by other QESH IMS Procedures that this procedure refers to. 2.0 FIELD OF APPLICATION OF THE This Procedure is applicable to the whole Company and concerns all personnel. Those responsible for the application of this procedure are: The CEO; The COO: Chief Financial Controller; HR and Operations Centre Department Director ; Commercial Director; Business Development Manager; Company Representative for Quality, Environmental, Health and Safety (QESH) Management System; Head of Information Technology; Head of Procurement; Plant and Equipment Manager; Design Office Manager; Tendering Manager; Country Managers; Country Representatives for Quality, Environmental, Health and Safety (QESH) Management System; Senior Project Managers; Project Managers; Construction Managers; Site Engineers; Land surveyors; Administration Department Managers; Financial Controllers; Procurement Department Managers; Quantity Surveying Managers; Computer Department Managers; Insurance Department Manager; Workshops Manager;

4 Page: 4 of DEFINITIONS Operations Projects Efficient : An organisation's on-going, repetitive activities. : Temporary endeavours with a specific beginning and end. : Working productively with minimum wasted effort or expensemaking good, thorough, or careful use of resources; 4.0 ABBREVIATIONS HR & OPC DEP : Human Resources and Operations Centre Department HR & OPC DIR : Human Resources and Operations Centre Department Director QESH : IMS : Integrated Management System

5 Page: 5 of CROSS FUNCTIONAL FLOWCHART

6 Page: 6 of FUNCTIONS AND PROCESSES 6.1 General A Project Quality Plan (PQP) must be implemented for every Project undertaken by the Company. In the PQP, all activities related to the Project are described in detail under the prescribed sections of the PQP - refer to Procedure P Project Planning Appointment of Project Manager Following the success of a tender, refer to procedure P 210 Tendering, and once the signed contract documents are available, the Country Manager in coordination with the HR and OPC Director (HR & OPC DIR) will select the Project Manager Project Documentation The Country Commercial Manager and / or the Chief Quantity Surveyor will provide the Project Manager a full set of contract documents. In the event that in-house design is required, then the Design Department Head will provide full sets of drawings and other Design documents as required, please refer to Procedure P 510 Design Activities. Other documents to which the Project Manager must have access to are the following: Prevailing legislation; Plant and equipment manuals; Company s technical library documents (Procedure P 420); Relevant procedures and method statements of the QESH System; Any special instructions required for the Project (Procedure P 420); Project Quality Plan (Procedure P 430); Project Environmental Plan (Procedure P 710); Project Health and Safety Plan (Procedure P 720); On Site Visit Following his appointment, the Project Manager visits the Project site and he records his findings in a report, which he issues to the Country Manager. The report may cover any of the following matters: Matters related to execution Access routes for mobilisation diversions required Temporary services requirements (power, water, drainage) Communication during mobilisation and during execution (telephone, faxes, radios, s)

7 Page: 7 of 15 Diversions and accesses Rights of way Tips Photographs existing roads and amenities Private property surveys Notice boards-signs Matters related to impact on third parties Environmental matters (refer to Procedure P.710) Health and Safety matters (refer to procedure P.720) Legislation Insurance Matters related to administrative and legal matters Nearest Police station Nearest hospital Area passes and permits Local authorities/offices to be notified Programme of works The Project Manager delegates the preparation of the Programme of Works to the Planning Engineer and Site Engineers as required. The first issue of the Programme of Works is approved by the Country Planning Manager and then submitted to the Employer or the Employer s delegated Engineer for approval. Subsequent revisions of the Programme of Works, are approved by the Project Manager prior to their submittal. (ref. P.810 Document and Data Control) The Programme of Works and subsequent revisions are issued to the Operations Centre in electronic form. The Programme of Works with the progress marked up is issued to the Operations Centre at monthly intervals. (refer to Procedure P.120 Company Operations Centre) Preliminary Quantities In the event that no preliminary quantities are available, the Project Manager delegates to the Site Quantity Surveyor and the Site Engineer the preparation of the preliminary Quantities Schedule (Procedure P Project Supporting Activities).

8 Page: 8 of Resources The Project Manager and his Site Team prepare schedules of resources required to carry out the works such as Plant, Equipment, Staff, Tradesmen and any special equipment to be utilized for the project in accordance with Procedure P 120, (refer also to paragraph of this procedure). The schedule of requirements are addressed to the HR and OPC Director, who will arrange for their allocation, refer to P Kick Off Meeting Once the above-mentioned preliminary actions have been completed, the Project Manager organises the project s kick off meeting. The Country Manager, the Department Heads, the Project Manager, the Construction Manager (if foreseen for the specific project), and the other Company's key-persons (as necessary) participate in the meeting. The Project Manager keeps the minutes of this meeting. The issues that may be addressed during the meeting are the following: Contractual matters; Contract signing Distribution of Contract documents Valuation Formats Financial matters; Contract registration Performance bond Bank guarantees Insurance Planning matters; Design & drawings Master program Manpower requirements (refer to P.120 Company Operations Centre) Plant requirements (refer to P.120 Company Operations Centre) Laboratory, Surveying, Scaffolding and Formwork requirements (refer to P.120 Company Operations Centre) Material matters; (ref. P.320) Schedules (refer top.120 Company Operations Centre) Import license Approvals Orders Administrative matters; Special entry passes; Camp, furniture, kitchen equipment; Execution matters

9 Page: 9 of 15 Site investigation Taking over of Site Mobilisation Camp-site facilities Access road Water supply Electrical supply Letter from Client to authorities Project Staffing The HR and OPC Director, in coordination with the Country Manager and the Project Manager, are responsible for appointing the Site Personnel. Personnel are selected from the available resources in the Country and whenever the need arises for recruitment of new employees, this is authorized by the HR & OPC DIR in accordance with Procedures P 120 HR and Operations Centre Department and P Selection and Recruitment. In the event of any foreseeable delay between the physical arrival on Site of suitably qualified and experienced senior staff to head the relevant Departments required to manage a project, particularly on fast track projects with urgent and at short notice commencement dates, the HR & OPC DIR in coordination with the Country Manager and delegated Project Manager, will request the assistance of Country Department Managers to immediately act as the Heads of project departments awaiting the arrival of full time senior staff. For the QA/QC and HSE Departments, the support of the Company QESH Representative may also be requested. At Country Level, the following Department Managers could be called upon to provide initial project assistance until such time as the permanent senior staff of relevant departments are mobilized: Country QESH Representative Procurement Manager Commercial Manager Planning Manager Plant Manager Letters of Guarantee and Insurance Documents The Financial Controller deals with the letters of guarantee and the insurance documents.

10 Page: 10 of Project Execution and Management The Project Manager is responsible for the proper and timely execution of the Project. He plans, organizes and controls the Project's resources (personnel, equipment, materials) in order to achieve the technical and financial targets and keep the time schedule. In order to accomplish this mission, the Project Manager: Plans and monitors the mobilisation; Establishes levels of authority and responsibility as well as lines of communication in the Project s organisation chart; Agrees with the Head Offices the support to be given to the Site including Site HSE Officer and Quality Engineer; Establishes the QESH objectives at various levels; Determines the milestones, the time limitations and other relevant issues; Makes the analysis of the Project in a work breakdown structure and plans the activities; Monitors the progress of the works; Updates the schedule of the works on a monthly basis; Prepares and submits the Project Dashboard on a monthly basis; Determines the availability and requirements of personnel, plant and equipment and communicates these as per the requirements of procedure P 120, Company Operations Centre; Monitors the quality of works through preparation and implementation of the Project Quality Plan (P 430); Plans and monitors the deliver of materials; Monitor preparation implementation of risk assessments, environmental impact assessments (P 710, P 730); Highlight through risk assessments the need to adopt permit to work systems such as, permit to excavate, permit to load false work, permit to use access scaffold; Prepares the budget and the cash flow and establishes the cost control system; Manages the Project s logistics; Controls the liaison with local authorities; Prepares, assisted by the appropriate personnel, the monthly progress certificates and forwards them for Client s approval and payment; Takes into consideration the Client s concerns and reports them as appropriate; Manages and agrees with the Client any changes and variation orders to the Contract and legalizes them; Ensures necessary legislation is obtained, maintained, reviewed, and implemented on the Project. Appropriate software may be used by the Project Manager to facilitate the above mentioned tasks.

11 Page: 11 of Daily Site Operation The Construction Manager, or the responsible Site Engineer on site, plans the site works on a daily basis according to the time schedule, and informs the responsible person (e.g. foreman, subcontractor) accordingly. Daily, at the end of the site working hours, the responsible engineers / foremen meet with the Construction Manager or responsible Site Engineers. During the meeting the progress achieved is monitored, the problems encountered are dealt with and the targets for the next day are set. A formal weekly meeting, which is recorded, takes place to assist in planning and control of the works (refer to Items listed under 3.3.1) including generation of ideas for improving the way the site team operates both in terms of elevating production efficiencies and reducing time for repetitive activities. The Project Quality Plan, Health and Safety Plan, Environmental Plan, Risk assessments and environmental impact assessments have to be followed and the appropriate records, described in these, are to be kept Plant and Equipment The responsibility for maintaining and servicing the Plant and equipment of the company lies with the Plant department and is defined in Procedure P 610, Plant and Equipment. The Project Manager addresses plant and equipment requirements to the HR and OPC DIR as defined in Procedure P 120 HR and Operations Centre Department. The appointed Project HSE Manager shall ensure that Plant and equipment on the site are inspected by the Plant department and documented on forms F-J&P/7000 series Incoming Materials and Services For the Project s incoming materials and services, Procedures P 320 and P 330 of the QESH System are to be followed. Additionally, the Project Manager and his team must initiate the materials procurement (plan dates for material quotation, submittals, order, deliveries). A procurement schedule must be maintained and issued to assist this process. (ref ) Inspection and Testing Arrangements necessary for inspection and testing of materials and works are established for each Project in the Project Quality Plan (Procedure P.430) and the Project Quality Control Plan Quantity Surveying Interim Certificates Final Accounts The Site Quantity Surveyor, the Construction Manager and the Project Manager, have the responsibility for the quantity surveying, the interim certificates and the final accounts. In cases of claims the Chief Quantity Surveyor with the Site Quantity Surveyor are responsible

12 Page: 12 of 15 for the preparation of claims for the review of the Project Manager (Procedure P.420, Project Supporting Activities) Environmental Aspects The Project s Environmental aspects (Environmental Plan) are described in the QESH System s Procedure P Health and Safety Issues The Project s Health and Safety aspects (Health and Safety Plan) are described in the QESH System s Procedures P.720 and P Emergency Plans The Project Manager together with the HSE Manager must ensure that emergency plans are prepared, reviewed and amended as necessary in accordance with requirements of P Internal Reporting At the end of each day, the Construction Manager fills in the Project s daily reports and forwards them to the Project Manager. These daily reports address issues such as: Work progress; Site requirements and concerns (e.g. for materials and instrumentation, drawings, manpower, equipment etc). The Country Manager, and the HR and OPC DIR, are informed of the Project's progress on a monthly basis by the Project Manager s Monthly Progress and Cost Reports and the Project Dashboard. The format, structure and content of the reports are defined in the following documents which must be obtained by the Project Manager in electronic form, from the Operations Centre: Staff Schedules (F-P 120/01, ref. P 120) Tradesmen Schedules (F-P 120/02, ref. P 120) Plant and equipment Schedule (F-P 120/03, ref. P 120) Material Procurement Schedule Project Cost Report Monthly Project Manager s Report

13 Page: 13 of Meetings Meetings are organized as required to co-ordinate the Project s activities and follow up its progress Reporting to the Employer The Project Manager prepares a daily, weekly, monthly report (as required) and submits it for the information of the Employer, or Resident Engineer, as applicable. A copy of the report is issued to the Country Manager Financial Transactions on Site The Project Manager is responsible for the expenditures at site level Document Filing The filing system used for every project is described in the corresponding Quality Plan (Procedure P 430, Quality Plans). All incoming documents are numbered and stamped. The Project Manager sees them all and decides on the action to be taken and their internal distribution. After the Projects final hand-over the files (including quality records) to be retained are selected and archived. 6.4 Project Completion and Hand-Over When the Project's construction enters the completion phase, a meeting is convened by the Project Manager to review and organise the outstanding issues. The participants of the meeting are the Construction Manager, the Site Engineers, the QA/QC Manager, the HSE Manager and other Company's key-persons (as required). The meeting is co-ordinated by the Project Manager, and minuteed. The meeting's issues are indicatively the following: Project's Completion; Remaining works As-built drawings and other finalised documentation to the Client Operation manuals Commissioning Final technical report Quality problems Environmental problems Health and Safety problems Suppliers Subcontractors; Pending issues with suppliers and subcontractors

14 Page: 14 of 15 Contract; Final Handing-over Certificates Final account Claims and other legal issues Site's close out; Area reinstatement Disposal of the remaining materials Demobilisation Releases of personnel Maintenance Local authorities Archiving records (P.810) Financial data; Cost data Final financial report Letters of guarantee Insurance For the as built drawings, during project execution the Project Manager is responsible for monitoring the drawings status by sending them to the Design Department for the necessary changes (Procedure P 510, Design Activities). The final as built drawings are approved and signed by the Project Manager and are stamped AS BUILT (Procedure P 810, Document and Data Control). 7.0 FORMS The Project Manager shall decide the forms to be used on the project and record these in the Project Quality Plan. The Project Manager may use standard forms registered on the Country Forms Register issued by the Country QESH Management Representative. Additionally, the Project Manager may have to use forms required by the Client. In both cases such forms need to be recorded in the Project Quality Plan. In cases that the Project Manager requires to develop new forms for specific use by the project then he should follow the guidelines of procedure P 810, Document and Data Control. 8.0 RECORDS If, either the contract or the current legislation requires the maintenance of a Project s file for a specific period, then these files are maintained at least till the end of this period. The Project Quality files are maintained at the Project office until the end of the liability period when they are archived. If there is not a contract or a legislation requirement, files are kept for five (5) years after the completion of the Project and are then scrapped.

15 Page: 15 of REVISION Revision 1: Section 6.2.8, Project Staffing, Incorporation of Country level and Group Level assistance with the staffing of projects at initial mobilisation stage under. Section 6.3, Project Execution and Management, and Dashboard to be used for monthly internal reporting. Internal Reporting, Project