Project Planning Procedure - Integrated Project Planning

TABLE OF CONTENTS 1

INTRODUCTION ........................................................................................................................................................................... 3

2

STANDARD ...................................................................................................................................................................................... 3

3

DEFINITIONS................................................................................................................................................................................. 6

4

PROCESS .......................................................................................................................................................................................... 7

4.1

Schedule Hierarchy and Structure .............................................................................................................................................. 7

4.2

Content and Development of the Integrated Master Schedule ............................................................................................... 10

4.3

Specification for the Integrated Master Schedule .................................................................................................................... 12

4.4

Progress Management and the Integrated Master Schedule................................................................................................... 12

4.5

Reporting Requirements............................................................................................................................................................ 13

5

ROLES & RESPONSIBILITIES .................................................................................................................................................. 14

6

ATTACHMENTS ........................................................................................................................................................................... 15

7

REFERENCES ............................................................................................................................................................................... 16

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1

INTRODUCTION

The primary aim of this procedure is to describe the methodology for integrated project planning processes at the end of Select and during Define & Execute phases of both major Single and Integrated Projects with Sub-Projects. This procedure is in line with the Opportunity Realisation Manual (ORM), Opportunity and Project Management Guide (OPMG), Project Standards 04 and 06 and Project Guides 4(3b) and 6. In addition, it will be included in the Cost and Planning Toolbox, iPMS and the Finance in Projects Toolkit. This document focuses on the Project planning processes required to manage the integration of schedules between functions; between a project and its sub-projects; and between a project or sub-project and its contractor(s). This document should be read in conjunction with the OPMG and Project Guide 4(3b) regarding the principles and fundamental processes of planning and scheduling. For business planning, Company portfolio planning forecasts and approvals more details can be found on the Investment Decision Manual (IDM) website referred to: Links are available in Section 7: References For Integrated Activity Planning (IAP) during the Execute and Operations Phases of the Project and Shared Portfolio Planning, more details can be found on the Shell IAP website referred to: Links are available in Section 7: References The standard in section 2 defines the mandatory requirements. The remaining sections provide complementary instructions for consistent application of the standard. Drilling only programmes are temporarily excluded. These will be subject to further review. The standard within this procedure sets out the basis on which the Project Teams will be audited.

2

STANDARD

The standard applies to all Shell controlled Capital projects with a headline size exceeding US$ 100 million (on a 100% basis) or with unusual risk. These projects shall comply with this standard and must meet the minimum mandatory requirements listed below in this section. Whilst not mandatory, projects outside this classification should also seek to comply with the principles of the procedure. The project team shall: Key Activities • Prior to Decision Gate 3 produce and implement a project specific Integrated Project Planning Procedure for the Define and Execute phases of the Project that satisfies the mandatory requirements of this Section 2 and complies with the structure and definitions of this document. The Project may either directly use or adapt this procedure; • During the end of Select phase develop an Integrated Master Schedule that is a logic linked schedule based upon the current approved base scope, CTR catalogue and project interfaces for the total scope of the Project. An Integrated Master Schedule must be produced in the case of both major Single and Integrated Projects with Sub-Projects; • During the end of Select and Define phases utilise Shell approved planning software suitable for the Execute phase to develop the Integrated Master Schedule and underlying Detailed Schedule(s);

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Develop a Schedule hierarchy and structure consistent with the Project Execution Strategy, Work Breakdown Structure (WBS) and Base Cost Estimate and broken down into identifiable activities that allow progress to be measured; and gives alignment with the CTR Catalogue; Produce a Project Management Schedule that is a summary representation of the Integrated Master Schedule, that demonstrates the high-level activity sequence, major milestones and the total duration of the execution of the work; Prior to Decision Gate 4 update and implement the project specific Integrated Project Planning procedure for the Execute phase of the Project that satisfies the mandatory requirements of this Section 2 and complies with the structure and definitions of this document; Prior to the Final Investment Decision (FID), baseline the Integrated Master Schedule in accordance with the Group Investement Proposal (GIP) schedule delivery promise; Prior to main contract award(s) obtain agreement between Project and Sub-Project Project Services Team(s) and Contractor(s) on format, configuration (including coding structures) and extent of detailed requirements for the Integrated Master Schedule including the methodology of how to measure progress and capture these in the contract terms and conditions; Update, analyse and maintain (minimum monthly) the authorised progress data from the Project (and Sub-Projects) to allow a regular (minimum monthly) realistic project integrated schedule update including the demonstration of critical and sub-critical paths and variance analysis to the baseline reports to support timely management decision making.

Key Controls • Ensure that the Project specific Integrated Project Planning Procedure is approved by the Project Director or Project Manager and the Project Services Manager; • Ensure Post-FID, a full schedule reassessment including probabilistics if considered appropriate is carried out at six month intervals maximum to ensure the required milestone completion dates and the probability of meeting them remains achievable; • Ensure that a Project Calendar based upon the Company reporting requirements is agreed and approved by all parties as the basis for integrated scheduling; • Ensure that the Project Calendar and any Company reporting requirements are included in any proposed Invitation(s) to Tender (ITT); • Ensure that if the Integrated Master Schedule and Detailed Schedule(s) are relying on input from contractors who may have their own systems then the request for defined file formats and configuration are included in any proposed Invitation(s) to Tender (ITT); • Ensure that upon finalisation of sub-project or major function scope the individual approved schedules are submitted to the Planning Engineer of the Project Services Team to allow further development of the Integrated Master schedule; • Ensure that all interface information that feeds into the Project Schedule hierarchy from SubProjects and Contractors is correctly consolidated and integrated with maximum efficiency; • Ensure that the number of activities in the Integrated Master Schedule covers at least the number of progressable CTR’s in the Project plus key external interfaces; • Ensure that the Integrated Master Schedule is agreed by all stakeholders and is approved and signed-off by the Project Director or Project Manager as appropriate; • Ensure that the Integrated Master Schedule and subordinate schedules are progressable and base lined before progress is entered. There must also be clarity on the progressable elements in the schedules and what progress methods and weighting factors are used in order to accurately determine progress percentages; • Ensure any approved re-baseline of the Integrated Master Schedule and the summary Project Management Schedule complies with the Project Management of Change Procedure; • Ensure that an in-depth review and analysis of the Integrated Master Schedule is held minimum monthly to provide the main management focus for validation of the Integrated 4

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Master Schedule and any related issues prior to the issue of the Monthly Project Management Report; Ensure that the summary Project Management Schedule which represents the Integrated Master Schedule is updated after monthly review and analysis and submitted as part of the Monthly Project Management Report; Ensure that if a procedure contains any non-compliant elements it is reviewed and endorsed by the Global Project Services Manager and either the Vice President EP Finance Projects or Vice President GP Controller or applicable DS Class of Business Vice President Finance before it is approved by the project. For EP projects, regional support is required prior to requesting endorsement.

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3

DEFINITIONS

Activity - A component of work performed during the course of a project that has a definable start and finish. Baseline Schedule – A schedule with fixed status that is approved by the schedule owner(s) against which progress can be measured and assessed to support decision making and reporting requirements. Cost Time Resource (CTR) Sheet - A sheet that defines a work scope with assumptions, inputs and deliverables together with the required cost, time and resources to complete the specific activity(s). CTR Catalogue - A compilation of all individual CTR sheets related to the overall work scope of the project. Critical Activity - An activity of which any delay in the finish date will cause a delay to the finish date of the entire project. (an activity with zero total float) Critical Path - A continuous chain of critical path activities where the longest chain of critical path activities determines the project duration. Sub-Critical Path - A network of activities with float very close but not equal to zero. Sub-Critical paths can be ranked according to the magnitude of float closeness to zero. Milestone - A type of event used to represent the start or finish of a phase, stage, work/job package or series of activities. Start and finish milestones cannot have durations or time based costs. Planning – The laying out of a course of action, milestones and activities required in order to achieve the desired objective. Scheduling – The incorporation of time, resources and logic into a plan to form a fully scheduled and time analysed network from which the desired control mechanisms can be derived. Schedule Float - The amount of time that a milestone in a project network can be delayed by, without causing a delay to subsequent milestones (free float) or project completion date milestone (total float). The Project Management Schedule (Level 1) - Is the summary schedule that represents the Integrated Master Schedule, and demonstrates only high-level activity, major milestones and the total duration of the execution of the work. The Integrated Master Schedule (also known as the Overall Project Schedule - Level 2) – Is the schedule level demonstrating integrated logic-linked activities at Level 2 detail that includes 100% of the GIP scope. The Detailed Schedule (Level 3) is the detailed logic-linked schedule level that supports the Integrated Master Schedule and provides activity control. Work Breakdown Structure (WBS) - A hierarchical subdivision of the project work scope to be controlled by the project team.

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4

PROCESS

The objective of this procedure is to describe the integrated project planning processes required to produce a quality Integrated Master Schedule (also known as the Overall Project Schedule - Level 2) supported by a Detailed Integrated Schedule that capture the total scope of the project including key interfaces and contractor schedules and provides a true picture of the overall critical and sub-critical paths. The processes focus on the requirements to manage the integration of schedules, between functions; between a project and its sub-projects; and between a project or sub-project and its contactor(s). Currently this procedure has a focus on the processes for the Execute phase. Time based development of the schedules and their interface management through all the Project phases is planned as a section update to the next release of this procedure To implement and control the Integrated Master Schedule, an Integrated Project Planning procedure must be developed that addresses the following: • Ownership of the schedule from all parties; • Clear schedule objectives are supported by the team and effectively communicated; • Appropriate schedule controls set up for contract types selected; • Recognition and implementation of the Project’s contractual requirements; • Critical and sub-critical path activities are clear and proactively managed; • Management of interfaces; • The monitoring of progress and feedback to each discipline of any potential risk to the schedule and the set up mitigation plans; • The undertaking of schedule management and analysis using the Shell approved planning software package suitable for major Projects in the Execute Phase; • The undertaking of schedule risk analysis using the Shell approved schedule risk analysis software package suitable for major Projects in the Execute Phase. Post-FID, a full schedule reassessment including probabilistics if considered appropriate, must be carried out at six month intervals maximum to ensure the required milestone completion dates and the probability of meeting them remains achievable. 4.1

Schedule Hierarchy and Structure

The Schedule hierarchy and structure must be based on the Project Cost Time Resources (CTR) Catalogue which is consistent with the Work Breakdown Structure (WBS) and Base Cost Estimate. The Project and Sub-Project workscopes must be broken down into identifiable activities that allow progress to be measured. For more information on CTR Catalogue and WBS processes refer to: Ref.: PSM-I-U-001182-FA-6180-0027 Cost Time Resources (CTR) Catalogue Ref.: PSM-I-U-001182-FA-6180-0024 Work Breakdown Structures (WBS) Links are available in Section 7: References

Project schedules are divided into a number of hierarchical levels. Normally there would be a minimum of 3 for simple projects and up to 5 (or more) for complex projects all of which are aggregated from the lower level activity networks. The Company Project Services Team would normally only be directly responsible for the top 3 levels of project schedule and their integration, but must ensure that all interface information that feeds into them from the Sub-Projects and Contractors is correctly consolidated and integrated with maximum efficiency. The Schedule Hierarchy Levels are as follows:

• • • • •

Project Management Schedule Integrated Master Schedule Detailed Schedule(s) Detailed (Contractor) Control Schedules Work lists and Job Packs (Databases)

Level 1 Level 2 Level 3 Level 4 Level 5

The top 3 levels of project schedule are described in more detail as follows: Project Management Schedule (Level 1): The Project Management Schedule is a summary representation of the Integrated Master Schedule, that demonstrates the high-level activity sequence, major milestones and the total duration of the execution of the work. The typical project management schedule for a large integrated project will comprise approximately 25 – 50 activities in total; simple single projects much less. The activities are typically limited to summary bars per phase, like Assess/Select/Define, in the Development phase and Engineering, Procurement, Construction and Pre-Commissioning/Ready For Start-up in the Execute phase. All other schedules aggregate up to this summary. Project compliance with this schedule will be reviewed minimum monthly by Project Management and Group Portfolio Management. The monthly update of this schedule will be approved and signed off as part of the formal Monthly Project Management Report. Integrated Master Schedule (Level 2): The Integrated Master Schedule is a network driven schedule, which breaks the Project down by hardware, phase and key elements and identifies the Sub-Project and Contractor interfaces. The number of activities in an Integrated Master Schedule can vary considerably for example, single or smaller integrated projects could range from approximately 150-250 to larger projects with 250-500 activities in total. This schedule will be the main integration level for the Project therefore it is essential that the critical path(s) be made visible and major milestones identified. The schedule also sets the central framework for more detailed schedules and will be the basis to develop the summary progress curves. Time based development of the schedules and their interface management through the Project phases is planned as a section update to the next release of this procedure The Integrated Master Schedule is compiled from the aggregation upwards of activities and interfacing major milestones from the Detailed Integrated Schedule. It is important that the logic of the Integrated Master Schedule models the logic of the Project but not at a level of detail that would make the schedule incomprehensible to the Project Leadership Team. The logic must also be developed with clear “finish to start” logic to provide a quality integrated network basis. There must be agreement between the Company Project and Sub-Project Project Services Team(s) and Contractor(s) on data exchange format, configuration and extent of detail requirements prior to FID that is captured in the contract terms and conditions. Detailed Schedule (Level 3): The detailed Schedule supports the Integrated Master Schedule and acts as the control schedule providing a level of detail and focus on a particular workscope such as for a sub-project, major function or contractor and allowing aggregation of progress upwards. The typical detailed integrated schedule will comprise of approximately 1000+ activities in total dependant upon complexity of the Project. This schedule shall typically be developed during the Define or early Execute phase for the Execute phase. Examples of detailed schedules integrated at this level are as follows: • Engineering and Procurement Schedule 8

Level 3

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Construction and System Testing Schedule Pre-Commissioning Schedule Sub-Project EPC Schedule

Level 3 Level 3 Level 3

For further detailed descriptions of the Schedule Levels refer to: Ref.: Project Guide 4(3b): Principles of Project Scheduling Links are available in Section 7: References

Figure 1 below shows how the schedule hierarchy aligns between the Project Integrated Master Schedule and the Sub-Project Schedules. Activity number ranges are relative to the example only. Project Schedule Hierarchy Project Management Schedule Approx 25-50 Activities

Sub-Project Schedule Hierarchy

L1

Project Integrated Master Schedule Approx. 150-250 Activites

Level 2

L2

Project Detailed Integrated Schedule Approx. 1000 Activities

Level 3

Level 3

Sub-Project Integrated Master Schedule Approx. 25-50 Activites Sub-Project Control Schedules Approx. 150-250 Activities Detailed Control Schedules Approx 250-500 Activities

Level 4

Figure 1 – Hierarchy and interfaces between Project and Sub-Project schedules

Similarly, the EPCM or Major Contractor Schedules hirearchy must aggregate and align across to the appropriate Project or Sub-Project levels. The Level 3 Contractor’s Control Schedule typically interfaces with the Sub-Project Level 3 Detailed Integrated Schedule. Figure 2 below shows how the schedule hierarchy aligns between the Sub-Project Integrated Master Schedule and the Contractor’s Master and Control Schedules. Activity number ranges are relative to the example only. Sub-Project Schedule Hierarchy Sub-Project Management Schedule Approx 15-25 Activities

Contractor Schedule Hierarchy

L1

Sub-Project Integrated Master Schedule Approx. 25-50 Activites

Level 2

L2

Sub-Project Detailed Integrated Schedule Approx. 150-250 Activities

Level 3

Level 3

Contractor’s Control Schedules Approx. 150-250 Activities per Schedule

Level 4

Contractor’s Detailed Control Schedules Approx 250-500 Activities per Schedule

Level 5

Detailed Work Lists and Databases

Figure 2 – Hierarchy and interfaces between Sub-Project and Contractor Schedules

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Contractor’s Master Schedule Approx. 25-50 Activites

Where sub-projects or other workscopes are owned or executed by different stakeholder then a clear protocol must be established for updating these schedules including how they will be integrated into the overall Project Integrated Master Schedule. 4.2

Content and Development of the Integrated Master Schedule

An Integrated Master Schedule must be produced as part of the Integrated Planning Process in the case of both major Single and Integrated Projects. The content of an Integrated Master Schedule is an aggregation of sub-project, functional activity or contractor schedules. The following are typical examples of these: • Onshore Facilities Sub-Project • Offshore Facilities Sub-Project • Pipelines Sub-Project • Well Delivery Sub-Project • Existing Plant Modifications Sub-Project • Existing Plant Tie-in Turnaround • Terminal/Jetty Sub-Project • Operations Readiness Sub-Project • Subsurface Analysis • Regulatory Compliance • Project Management • Project Infrastructure Sub-Project • Integrated Commissioning Figure 3 below demonstrates example functional interfaces that might occur on both major Single and Integrated Projects that would need to be integrated on the same levels and then aggregated upwards. Level 3 here, would be supported by Contrctor level 3 / 4 schedules and level 4 / 5 progress measures. Level 1 – Project M anagement Schedule – Approx 25-50 Activities Level 2 – Project Integrated M aster Schedule - Approx 150 Activities SPS

W ells

URF Instln

FPSO

PreOps

EPCm Eng

HULL

TFI

Other Reg / Compl HSE&S

EPCm

Integrated Hook- up & Com m issioning

Proc

- HSSE Plans - Manpow er Plans - Contract Plans - Define Phase Eng Plan - Project M gt Plans

- Integration at Milestone Level and Key Interfaces Level 3 – Project Detailed Integrated Schedule – Approx 1000 Activities SPS

Wells

URF

HULL

TFI

EPCm

Design

Design

Design

Design

Design

Design

Proc

Proc

Proc

Proc

Proc

IPMS

Fabrication

Drill & Com plete

Fabrication

Fabrication

Fabrication

Com m iss

Comm iss

Integration

Installation,

Tow Prep

Tow Prep

Pre-Ops

Regulatory/ Compliance Database Hook-up &Com missioning

- Supported by Contractor Level 3 Schedules and Level 4 Progress Measures that aggregate up to give progress in the Level 2 Integrated Master Schedule

Figure 3 – Hierarchy and functional interfaces for the Project Schedules

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IPM T

The development of the Integrated Master Schedule must commence at the start of the Project Define phase. However, if sufficient scope clarity and activity detail is available in the late Select phase, earlier commencement of development should be considered. The Integrated Master Schedule will in turn be developed and enhanced throughout the Define phase as the maturity of the workscope, engineering, commercial and contract data increases. The Integrated Master Schedule should also be available sufficiently early during the Define phase to be the basis for the Company Plan dates in any proposed Invitation(s) to Tender (ITT). For Projects in scope the Define phase generally pre-supposes main option selection and utilisation of an engineering contractor to mature the workscope until sufficent to establish the Base and P50 schedules required to support GIP and FID approvals. For more information on P50 (50/50) Schedules and the CSRA processes refer to: Ref.: PSM-I-U-001182-FA-6180-0090 Cost and Schedule Risk Analysis Links are available in Section 7: References

A diagram such as Figure 3 above can be used to successfully demonstrate and communicate both the quality and the integrated nature of the Project Schedule. The diagram can be used for example with colour coding to show development level and approval status of individual sub-project schedules within the overall project. At the same time this diagram can be used to demonstrate to management the overall quality of the Integrated Schedules and where concentrated effort needs to be applied. A Project Calendar must be agreed based upon the Company reporting requirements and will be used to define the cut-off dates, reporting dates and key deliverables dates that will be monitored each month in the Integrated Master Schedule. Company reporting requirements will also drive the timings of contractor reporting and review cycles and progress and challenge meetings, and must be included in any proposed Invitation(s) to Tender (ITT). For more information on the Project Calendar processes refer to: Ref.: PSM-I-U-001182-FA-6180-0013 Project Calendar Links are available in Section 7: References

Once the complete scope of the Project has been finalised each sub-project or major function must submit an individual schedule for the workscope that is approved by the Sub-Project Manager or Budget Holder to the Planning Engineer of the overall Company Project Services Team. The submitted schedules will be used to develop the Detailed Integrated Schedule. Review meetings will normally be required between the separate team Planning Engineers in order to capture and model the interfaces correctly. Each Sub-Project Integrated Master Schedule within the overall Project Integrated Master Schedule should be independently analysed minimum monthly to confirm that the key interface milestone dates align between the two. Once all the standalone schedules have been checked, then the overall project schedules can be time analysed with the interlinking logic between the sub-projects or major functions as the basis. This process will give the True Project Critical Path(s). The Integrated Master Schedule that is developed must be agreed by all stakeholders and then approved and signed-off by the Project Director or Project Manager as appropriate and will then be baselined and become subject to formal management of change processes. If a new scope CTR is required, this will lead to an additional activity as a minimum being added to the Integrated Master Schedule. The CTR and the associated activity in the Integrated Master Schedule will also have to be approved through the Management of Change process. For more information on Management of Change processes refer to: Ref.: PSM-I-U-001182-FA-6180-0002 Management of Change Links are available in Section 7: References

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Additionally, the Integrated Master Schedule will be the basis of the Schedule Risk Model that is developed to provide a schedule risk assessment as part of an overall Cost and Schedule Risk Analysis (CSRA) programme for the Project. 4.3

Specification for the Integrated Master Schedule

The number of activities in the Integrated Master Schedule must cover the number of progressable CTR’s in the Project. plus key external interfaces. (n.b. The sum cost of all CTRs is the Total Base Cost for the GIP). Whether a project consists of multiple sub-projects or is a single project all the Planning Engineers will use the same version of schedules, standard configuration, project and system calendars (working days, hours, holidays etc.) and the schedules will be coded so the import and roll-up of activities can be performed accurately and simply. If the Integrated Master Schedule and Detailed Integrated Schedule are relying on input from contractors who may have their own systems then the request for defined file formats and configuration must be included in any proposed Invitation(s) to Tender (ITT). As the maturity of the workscope improves during the Define phase the activity numbering and coding structures should be agreed and set to ensure optimum compatibility of the Sub-Project schedules that aggregate up to feed the Project Integrated Master Schedule. Similarly activity numbering and coding structures should be shared with contractors if they are supplying the detailed schedule planning and progress input to avoid interface re-work by the Company Project Services Team(s). For further detailed descriptions on the standard global configuration (including coding structures) refer to the Cost and Planning Toolbox – Planning Tools – Various Procedures Documentation Links are available in Section 7: References In general “read only” access to the Contractor’s “Live Planning System” should be a Company requirement so that the logic, in the form of predecessor/successor relationships and constraints including any fixed dates can be identified. A soft / electronic copy schedule shall be issued by the Contractor upon Company request for scenario analysis. 4.4

Progress Management and the Integrated Master Schedule

In order to manage the regular logic and data updates of the Integrated Master Schedule and subordinate schedules, The Integrated Planning Procedure must be developed including the methodology of how to measure progress. Progress management is undertaken at an appropriate level in accordance with the specific procedures approved for use once the baseline schedule, engineering deliverables list and procurement deliverables list are approved for the individual contracts and workscopes. In order to carry out successful project progress management the following planning and scheduling issues should be addressed: • Clear schedule objectives; • Integrated planning requirements; • Approved Baseline Project Schedule as starting point for schedule & progress management and schedule forecasting; • Appropriate progress controls for selected contract type and phase of execution (see reference below); • Recognition and implementation of the Project’s contractual requirements regarding planning & progress controls; • Pro-active management of critical (and sub-critical) path activities; 12

• • • •

Appropriate activity detail to support effective progress management; Client-Contractor progress management interfaces; Progress system requirements and agreed basis; Progress monitoring including analysis and feedback to each discipline of any potential risks to the schedule and proposed mitigations.

The Integrated Master Schedule and subordinate schedules must be progressable and base lined before progress is entered. There must also be clarity on the progressable elements in the schedules and what progress methods and weighting factors (if used) are employed, in order to accurately determine progress percentages. The update and aggregation of authorised progress and milestone data from the Contractor’s schedules to the Sub-Project schedules and then to the Project Integrated Master Schedule will be performed on a formal defined basis, minimum monthly. This is to provide a realistic integrated schedule update cycle that demonstrates the critical and sub-critical paths and gives a report on the variance analysis to the baseline that supports timely management decision making. For more information on Progress Management processes refer to: Ref.: PSM-I-U-001182-FA-6180-0011 Progress Management Links are available in Section 7: References

4.5

Reporting Requirements

Integrated Master Schedule: An in-depth review and analysis of the Integrated Master Schedule must be held minimum monthly prior to the issue of the Monthly Project Management Report. This review and analysis provides the main management focus for validation of the Integrated Master Schedule and any related issues and is key to maintaining the quality and credibility of the Project schedules. Project Management Schedule: The standard project reporting processes requires as a minimum that the summary Project Management Schedule which represents the Integrated Master Schedule is updated after monthly review and submitted as part of the Monthly Project Management Report to management. These requirements are also in line with global portfolio reporting requirements. For more information on the Monthly Project Management Report processes refer to: Ref.: PSM-I-U-001182-FA-6180-0001 Monthly Project Management Report Links are available in Section 7: References

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5

ROLES & RESPONSIBILITIES

The table below provides an overview of the roles and responsibilities of the different stakeholders to develop the Project Integrated Master Schedule and associated Detailed Integrated Schedule. The Project Services Manager will generally delegate responsibility for these processes except approval to an experienced Planning & Scheduling Engineer.

Table 1: RASCI chart

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ATTACHMENTS

1. Process Flow Chart "Flowchart Integrated Planning_rev1.dot"

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REFERENCES

1. Opportunity Realisation Manual http://sww.shell.com/sx/orm 2. Opportunities and Project Management Guide: http://sww.shell.com/ep/toe/opmg/ 3. Project Guides Website: Enterprise:Global Solutions:Joint Activities:GS - iPMS (SWW Public):-:Project Guides Project Standard 04 – Scheduling Project Standard 06 – Project Controls Project Guide #4(3b) - Principles of Project Scheduling Project Guide #6 – Project Controls 4. Investment Decision Manual (IDM): http://sww.shell.com/finance/authorities/ 5. Cost and Planning Toolbox: https://sww-knowledge-epe.shell.com/teamsiep/livelink.exe/Open/37165431 *[Please check status of project processes on the Cost and Planning Toolbox before use]* The integrated project planning processes are in accordance with the following Project Process Procedures: Ref. Shell Project Processes - Procedure; PSM-I-U-001182-FA-6180-0001 Monthly Project Management Report PSM-I-U-001182-FA-6180-0002 Management of Change PSM-I-U-001182-FA-6180-0003 Project Controls Plan PSM-I-U-001182-FA-6180-0004 Glossary of Terms PSM-I-U-001182-FA-6180-0011 Progress Management PSM-I-U-001182-FA-6180-0013 Project Calendar PSM-I-U-001182-FA-6180-0024 Work Breakdown Structures (WBS) PSM-I-U-001182-FA-6180-0027 Cost Time Resources (CTR) Catalogue PSM-I-U-001182-FA-6180-0028 Cost Management of Contracts For further detailed descriptions on the Standard Planning Tool - Global Configuration (including coding Structures) refer to the Cost and Planning Toolbox – Planning Tools – Various Procedures Documentation https://sww-knowledgeepe.shell.com/teamsiep/livelink.exe?func=ll&objId=42028874&objAction=browse&sort=name&view Type=1 6. Planning & Scheduling Tools: The list of Shell approved CSRA tools can be found on the intranet: http://sww.shell.com/gs/projectservices/main/Tools/what tools should i use when.html 7. Operations Phase - Integrated Activity Planning (IAP): More details on the Operations Phase IAP processes can be found on the Shell IAP website: http://sww.wiki.shell.com/wiki/index.php/Integrated_Activity_Planning

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