Shell Petroleum Development Company of Nigeria

July, 2020 DOCUMENT NUMBER:

UZU-SEDO-GEN-AA7739-00002

Classification Status: Restricted

Gbaran Phase 3B – Uzu with CPF Upgrade Project _ PKG

1 (PIPELINES SCOPE) FOR SPDC
PLANNING PROCEDURE

This document is for the property of CICO for TENDER PURPOSES and must not be
reproduced or transmitted to others without Written authorization from the company.

Revision Date Status Originator Checker Approver

R01 13-JUL-2020 IFR M. ENEMUWE M. ENEMUWE A. AGBIM

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 ADDITIONAL AGREEMENT/APPROVAL RECORD

Party Ref Ind. Name Sign Date

Revision Philosophy
 Revisions for review will be issued at R01, with subsequent R02, R03, etc as required.
 All revisions approved for issue or design will be issued at A01, with subsequent A02, A03, etc as
required.
 Documents approved for Construction will be issued at C01, C02, C03, etc as required
 Documents or drawings revised as “As built” will be issued as Z01, Z02 Z03 etc as required
 Narrative sections revised from previous approved issues are to be noted in the table below and/or
highlighted in the RH margin (using the appropriate revision status) thus: A02
 Previous revision highlighting to be removed at subsequent issues.
 Drawings/diagrams revised from previous approved issues are highlighted by 'clouding' the affected
areas and by the use of a triangle containing the revision status.
 If a document is cancelled the document will be issued at the next sequential number and suffixed with
a X. For example if 02R is the current revision then 03X will be the Cancelled revision
 All revisions to this document must be approved by the relevant Technical authority

Revision History

Revision No. Date of issue Document ID/Reason for change

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 R01 16.JUL.2020 Issued for Review

CONTENTS

1. INTRODUCTION 4

1.1. PROJECT DESCRIPTION 4

2. PURPOSE 4

3. DEFINITIONS AND ABBREVIATIONS 4

4. RESPONSIBILITY 5

5. PLANNING AND SCHEDULING SOFTWARES 6

6. THE BASELINE AND CURRENT SCHEDULE 6

7. PROGRESS REPORTING 7

7.1. ENTERPRISE PROJECT STRUCTURE, EPS 7

7.2. WORK BREAKDOWN STRUCTURE, WBS 7

8. PROJECT EVALUATION BY CRITICAL PATH METHOD (CPM) 8

8.1. THE CRITICAL PATH (CP) 8

8.2. THE CRITICAL PATH METHOD (CPM) 9

8.3. VARIATION IMPACT 9

1 APPENDICES 10

1.1 WORK BREAK-DOWN STRUCTURE (WBS) (DRAFT) 10

1.2 DETAILED SCHEDULE (DRAFT) 11

1.3 PROJECT S-CURVE 12

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1. INTRODUCTION

1.1. Project Description

The Gbaran Phase 3B - Uzu with CPF Upgrade which aims to develop 815Bscf (UR) of gas and
11.5MMbbls (UR) of oil & condensate in order to meet SPDC’s commitment to sustain NLNG
gas supply obligation and grow oil production.
The project scope includes infill drilling involving 5 wells with flow lines and a bulk line from the
Uzu field as well as facility upgrade at the Gbaran Central Processing Facility involving
installation of a
200MMscfd TEG dehydration train and the ancillary units, including Brownfield tie-ins
The project will include brown field modifications and tie ins including: Piping modifications,
installation, tie-ins, Instrumentation systems installation and tie-ins of new facilities to existing
Gbaran gas plant automation (PAS) and safety (SIS, F&G) systems. There will also be
integration of electrical power from the existing power system in the Zarama Oil facility to new
equipment, tie-ins to existing plant utility system (Instrument air, drains, Fuel Gas, etc.).
This BDEP details the work that was carried out during the DEFINE Phase by the FEED
CONTRACTOR and the project execution work scope that will be carried out during the
EXECUTE phase of the project by the EXECUTE CONTRACTOR.

2. PURPOSE
This procedure gives a general overview of CONTRACTOR’S Planning and Scheduling activities
developed in order to ascertain that the works are executed in a logical manner in accordance with
the SCHEDULE OF KEY DATES established in the Tendering/bidding scope of work
It aims to set the principles for planning and scheduling on a prescribed format and context to the
satisfaction of both the Client and the Contractor and in alignment with the contractual outlines and
provisions.

3. DEFINITIONS AND ABBREVIATIONS

Definitions

Project: Gbaran Phase 3B – Uzu with CPF Upgrade Project _ PKG1

(PIPELINES SCOPE) FOR SPDC

Company Tender No.: Company Tender CW348814

Company/Client: The Shell Petroleum Development Company of
Nigeria Limited
Contractor: CICO Construction & Leasing Company Limited
Sub-Contractor : An organization that supplies goods or services to the

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 Contractor
Baseline : Detailed Work Plan (Project Schedule) for the
achievement of key milestones deadlines approved by
the parties as reference for progress control, monitoring
and forecasting.
Milestone: Main unit of work or group of activities that represent a
contractually significant and payable event when
achieved.
Level: Hierarchy in the Project Schedule or Reporting

Abbreviations

PCON : Project Control Department

PSR : Project Status Report
WBS : Work Breakdown Structure

4. RESPONSIBILITY

Project Manager

The Project Manager is responsible of the project execution in accordance with the
CONTRACTOR’S obligation as stipulated in the Contract. He represents the Company in the
discussions, meetings, correspondence and progress payment in relation with the Contract until its
obligation is satisfactorily met.

Project Control Engineer

The Project Engineer is responsible of the Project Scheduling and Progress Monitoring activities. He
makes certain that the reports required in this procedure are satisfactorily met and submitted on
time. He liaises with the department heads to ascertain the correctness of the field reports that
become the basis of Project Schedule and Progress Monitoring reports.

Planning Engineer

The Planning Engineer prepares the detailed Project Schedule based on widely accepted
engineering practices and derived reports on different management hierarchal level.

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 He prepares Progress Monitoring Reports in a prescribed format. The reports illustrate periodic
status of project execution in accordance with the contract requirement. The reports will also support
CONTRACTOR’S claim for partial periodic payment of the Works done.

5. PLANNING AND SCHEDULING SOFTWARES

Software

The Contractor provides the facility and capability to ensure that the Planning and Monitoring reports
are generated through the use of SPDC accepted software (Microsoft excel and Primavera
Enterprise version 8.2). All Schedule, quantities, progress and resourcing data shall be submitted to
SPDC should be in Primavera Enterprise Version 8.2. Back-up of same can be sent also in Microsoft
Excel. These shall be submitted both as native files (XER and MS Excel spreadsheet) and PDF.

Primavera Enterprise Version 8.2

Primavera Enterprise Version 8.2 is the preferred and recommended principal planning software to
be used by CONTRACTOR. P6 is fully integrated planning and scheduling system designed to
manage multiple projects into one management structure called, Enterprise Project Structure, EPS.
The lowest level under the EPS is called element or project.

The project will be divided into smaller more manageable components called Work Breakdown
Structure, WBS. Management of the project components is defined in the Organizational Project
Structure, OBS.

Microsoft Office

Microsoft Office shall be used to link progress data collection and reporting with P6. The same data
interfaces with Primavera for the updating of the Project Current Schedule.

6. THE BASELINE AND CURRENT SCHEDULE

The work schedule is prepared as of the Effective Date of the Contract in accordance with the
contractual requirements, the outcome of the revised and approved engineering SoW and in line
with the planning hierarchy. Once it is approved by Client, the work schedule becomes the
CONTRACT Baseline Schedule. The Baseline schedule represents the contractual Milestones Key
dates, the scope of work, the work sequence of implementation and the project execution period
based on the revised and approved Contractual SCHEDULE OF KEY DATES. A copy of the
Baseline Schedule becomes the current schedule which is updated and evaluated periodically
based on the work done, on changes on scope of tender(SoT) and on any other external event

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 affecting the remaining duration.

7. PROGRESS REPORTING

7.1. ENTERPRISE PROJECT STRUCTURE, EPS

CICO Construction & Leasing Company Limited manages multiple projects under the Enterprise
Project Structure, EPS. The EPS is divided into sub-level structures that define business type,
responsibility, controlling area, element or project type of the lowest structure level.
Under the EPS, the project management will have a common data base of project information and
resources that may benefit or could be utilized by projects which fall under common sub-level
structures of the EPS. Control of resources on a company level enables managers to realign and
allocate resources as they see fit in response to a critical project situation. A typical EPS structure
is broken down into:

CICO-Const CICO Construction & Leasing Coy Ltd

BU-ONS On-Shore Business Unit
0142-ONS-CCL-EXC Execution Projects
0142-ONS-CCL-EXC-PIP Pipeline / Flowline
XXXXX-PRJ Projects EPS Structure
XXXXX-01 Gbaran Phase 3B – Uzu with CPF Upgrade Projects
Project _ PKG1 (PIPELINES SCOPE) FOR
SPDC

7.2. WORK BREAKDOWN STRUCTURE, WBS

In the same framework, the project is divided into more manageable components called Work
Breakdown Structure. It is a hierarchical arrangement of group of activities to indicate a work
phase, location, discipline, items and responsibility among others in the project level.

WBS is typically broken down into:

Level 1 : Project Level

Level 2 : Work Phase (Engineering, Procurement, Construction & Commissioning)
Level 3 : Target Function (Common/General, Pipeline & Central Processing Facility)
Level 4 : Disciplines
Level 5 : Detailed Activities

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 All activities are logically linked by Precedence Diagram Method (PDM), the method used by
Primavera software. This method defines what activity or activities precede or succeed the other. A
particular activity normally has predecessor or successor activity. This chain of activities constitutes
a work path; the longest path is called the Critical Path (CP).

These activities are grouped into different levels to constitute the WBS.

The activities are assigned with a common driving resource unit that is man-hour. Man-hour is a
common measuring unit to compute the weight factor. Summing up, the project will constitute 100
percent weight factor. The weight factor will be utilized in the Progress Measurement.

Since the Weight Factor is an established unit of Measurement, the total budget man-hours will
remain constant throughout the project execution except when the schedule is revised to account for
approved changes or variations on the SoW. Therefore, on the Baseline Schedule and the Current
Schedule progress evaluation, the following items are taken into consideration in P6 to remain
constant.

 Percent Complete Type = Physical

 Duration Type = Fixed Duration & Units
 Unit = Man-hours

8. PROJECT EVALUATION BY CRITICAL PATH METHOD (CPM)

8.1. THE CRITICAL PATH (CP)

The status of the project is evaluated by ascertaining the Critical Path, CP. The CP is the chain of
activities that require longest time to complete. Whenever there is delay to one of the activities in
the CP, the project completion date will slip.

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 8.2. THE CRITICAL PATH METHOD (CPM)
Furthermore, the analysis will also cover all affected activities that have slipped against the
Baseline Schedule taking into account as well the effect of approved variations to the SoW and the
effect of other events which may not be directly related with the SoW entitling CONTRACTOR to
review the schedule. The critical path may vary as a consequence of the new events mentioned
before. The CPM analysis also highlights the consequences of any slippage on subsequent
activities and completion on key dates.

Corrective actions can be introduced once the cause and impact on critical activities is identified
and previous agreement with Client is reached for actions to take in order to mitigate any impact of
events out of CONTRACTOR’S control.

After the current schedule is placed on track with the Baseline schedule, the focus of the attention
will be on those activities that fall on the Critical Path (CP). The cycle of this evaluation will
complement the Physical Progress Reporting and evaluation periodically.

The Progress Measurement and Reporting will be covered by another procedure.

8.3. VARIATION IMPACT

To account for changes and variations of SoW and any other event, the related impacts on the
baseline schedule will be evaluated using the CPM method analysis. Once the impacts on the
contract milestones dates and the CONTRACTUAL SCHEDULED KEY DATE for completion are
approved by the parties, the new updated current schedule will become the new Contract Baseline
Schedule with the new CONTRACT KEY DATES to be used as new reference for planning, control
and forecasting

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 1 Appendices

1.1 WORK BREAK-DOWN STRUCTURE (WBS) (DRAFT)

Insert WBS

1.2 PROJECT SCHEDULE (DRAFT)

Insert Schedule

1.3 PROJECT S-CURVE

Insert Project S-curve

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