廣東某煉油項目進度檢測和控制（EPC項目中英文）

1、1.0 PURPOSE AND SCOPE目的和范圍This procedure establishes the progress measurement and control guidelines to be used by the CNOOC Huizhou Refinery Integrated Project Management Team (IPMT) (Owner) and Contractors for assessing engineering, procurement and construction progress. 本程序確定了控制和檢測進度的準則，該準則將被中國海洋

2、石油*公司惠州*煉油聯(lián)合項目管理組（IPMT）(業(yè)主) 和承包商使用，用以評估設(shè)計、采購和施工的進度。 2.0RESPONSIBILITIES責任The Owners Project Controls Director is responsible for this procedure. The Owners Manager of Planning and Scheduling will implement and administer the requirements of this procedure. 業(yè)主的項目控制部主任對此程序負責。業(yè)主的進度經(jīng)理將貫徹執(zhí)行本程序的要求。 The Co

3、ntractor shall establish their progress measurement procedures, within the framework of this procedure and submit it for Owners approval. Contractor shall adapt their existing procedures and systems to comply with the requirements of this procedure. Once approved, the Contractor will utilize them fo

4、r progress assessment throughout the life of their contract and will not significantly modify the document without Owners approval. 承包商將依據(jù)本程序的構(gòu)架建立他們的進度檢測程序，并提交業(yè)主審批。承包商應(yīng)將他們現(xiàn)有的程序和系統(tǒng)進行修改以滿足本程序的要求。承包商的程序一旦被批準， 在整個合同執(zhí)行期間，他們將用此程序?qū)M度進行評估；沒有業(yè)主的批準，不能對該文件進行重大改變。The Contractors engineering, procurement and con

5、struction representatives will ensure the accuracy of their submittals. The Owner will perform periodic progress audits to verify accuracy of Contractor submittals. 承包商的設(shè)計、采購和施工代表要確保他們提交的文件的準確性。業(yè)主會對進度進行定期審查來核實承包商提交的文件的準確性。3.0 INSTRUCTIONS說明 Contractor will develop and submit a physical progress moni

6、toring and control system. The system will consist of (1) a Progress Appraisal Guide and (2) a system for reporting progress within established Target schedules. 承包商將編制并提交一份進度檢測控制系統(tǒng)。該系統(tǒng)將包括（1）一個進度檢測標準和（2）一個按照已確定目標進度計劃的進度報告系統(tǒng)。 Progress Appraisal Guide 進度檢測標準The Contractor will develop a Progress Appra

7、isal Guide as part of the deliverables to be submitted to the Owner for review and approval within 30-days after Notice to Proceed (NTP). This guide contains the Rules of Credit used to objectively assess the physical progress of individual deliverables and tasks. Separate Guides shall be establishe

8、d for the engineering, procurement and construction phases of the work. Requirements as follows: 在業(yè)主批準項目啟動后的30天內(nèi)，承包商將編制一個進度檢測標準作為交付文件的一部分交給業(yè)主審批。該標準包括贏得值準則用以客觀評估單個交付文件和工作的實體進度。須為工程的設(shè)計、采購和施工階段分別編制進度檢測標準，其要求如下：These rules consist of a pre-established set of weighted steps (or milestones) which are assi

9、gned to a particular deliverable or group of deliverables (drawings, specifications) or construction tasks (foundations, pipe installation etc.) The weighting of step is developed based on manhours required for achieving each step.這些準則包括預(yù)定的已設(shè)定權(quán)重比例的工作步驟（或里程碑），它們將被分配到一個特定的交付文件或一組交付文件（圖紙、規(guī)范）或施工任務(wù)（基礎(chǔ)、管道

10、安裝等）中。每一個工作步驟的權(quán)重以人工時為基礎(chǔ)來確定。Tasks associated with management activities can be progressed with the passage of time; however, their percent complete in any given period will not exceed the overall percent complete of the discipline or trade where the activity is being tracked.與管理工作有關(guān)的任務(wù)可以按照時間的推移來檢測進度。

11、但是，他們在任何指定階段中的完成百分比不會超過其對應(yīng)專業(yè)或工種的總體完成百分比。There should be a reasonable relationship between the deliverable or task and the rule of credit assigned. For example the same rule of credit would not be assigned to the installation of a foundation and installation of pipe. 每一項交付資料或工作都有對應(yīng)的贏得值準則。例如，基礎(chǔ)安裝與管道安裝

12、不會用同一個贏得值準則。 Each Rule of Credit is assigned a unique identifier consistent with its discipline and grouped according to that discipline. 每個贏得值準則都有一個唯一的識別符，與其專業(yè)相一致并根據(jù)該專業(yè)進行分組。Sample Rules of Credit for procurement and engineering are found in Attachements A and B.采辦與設(shè)計的贏得值準則樣本，請參閱附件A與附件B。Two tables a

13、re included in Attachment C: Attachment C.1 contains sample weighted percentages by organization/discipline; Attachment C.2 contains sample rules of credit for Construction. After approval, Attachement C.1 will be considered a baseline document. During execution of the contract, Credit %s weightings

14、 will not be changed.在附件C中有兩個表，附件C.1是按組織機構(gòu)/專業(yè)劃分的贏得值權(quán)重樣本；附件C.2是施工贏得值準則樣本。經(jīng)業(yè)主批準后，附件C.1作為一個基準文件，在合同執(zhí)行過程中，不得改變贏得值權(quán)重百分比。3.2 Procurement Progress 采購進度Procurement progress shall include all equipment and direct major materials to be procured for the work.采購進度須包括要采購用于該工程的所有設(shè)備和直接主材。The Contractor shall list

15、each requisitions/ purchase order foreseen in their Procurement Progress Appraisal guide. The Contractor shall assign each requisition/PO an estimated man-hours weight. This weight shall be based on a combination of the monetary value of the materials covered by the requisition/PO and the complexity

16、 of administering the order. 承包商須在他們的采購進度評估指南中列出所預(yù)見到的每個申購單/采購單。承包商須給每個申購單/采購單分配估算的工時權(quán)重。該權(quán)重須綜合申購單/采購單的費用以及管理的復(fù)雜性來確定。Sample rules of credit for procurement activities are found in Attachment “A”.在附件“A”中有關(guān)于采購工作的贏得值準則樣例。Progress data shall be aggregated to produce the overall planned and actual progress

17、 figures for procurement. The progress measurement system shall allow for the reporting of separate planned and actual values per material type scheduled. 將進度數(shù)據(jù)綜合起來形成總體的計劃和實際的采購進度數(shù)值。進度檢測系統(tǒng)將按照計劃的材料類型來分別報告計劃和實際的數(shù)值。3.3Task Schedules工作進度計劃The computerized Task Schedule (Level 4 schedule) which will be t

18、he basis of the Contractors progress appraisal and reporting. Requirements as follows:用計算機編制的四級進度計劃是承包商的進度評估和報告的依據(jù)，其要求如下：Task schedule contains all progress-able deliverables and tasks工作進度計劃涵蓋所有可以統(tǒng)計進度的交付文件和工作。Each deliverable or task is assigned an estimated man-hours budget representative of the ph

19、ysical quantities to be installed (man-hours per cubic meters of concrete; man-hours per linear foot of pipe installed, etc) or quantity of an item to be produced (man-hours per drawing; man-hours per requisition, etc). Usually, the man-hours budget is developed from the Contractors estimate prepare

20、d during the bid phase. 每項交付文件或工作的人工時是依據(jù)工程量(如每澆筑一立方米混凝土，每安裝一米管道，每出一張圖或每一份申請單等) 來確定的。通常，人工時預(yù)算來自承包商的報價工時。Assign a Rule of Credit identifier to each deliverable or task每項交付文件或工作賦予一個贏得值準則識別符。Relate each deliverable and task to an activity on the Detailed EPC schedule to allow a “roll-up” of progress and

21、 man-hours budgets from the Task schedule to the Detailed schedule; most commonly, this is activity ID in the Detailed EPC Schedule. The total of all task budgets will equal the Level 3 detailed EPC schedule activity budget.四級進度計劃中的交付文件和工作與三級進度計劃中的作業(yè)相對應(yīng)，以便能夠?qū)⑦M度和人工時預(yù)算從四級進度計劃歸總到三級進度計劃。一般情況下，其對應(yīng)關(guān)系是通過三級

22、進度計劃中的作業(yè)代碼。四級進度計劃中總工時預(yù)算與三級進度計劃中的一致。In order to maintain a consistent measurement target, the man-hours assigned at this stage are frozen, unless modified by a change order. 為了保持一致的檢測目標，在此階段分配的人工時是固定不變的，除非因變更單而改動。 Task schedules shall be maintained and updated by the Contractor and will be available

23、for audit by the Owners IPMT in order to confirm progress reported.工作進度計劃要由承包商維護和更新，并可以讓業(yè)主的聯(lián)合項目管理組來審查以便確認所報告的進度是否屬實。 PROGRESS MEASUREMENT進度的檢測Progress measurement at the deliverable and task level will be objective to the maximum extent possible. All progress reporting will be performed by responsib

24、le/ knowledgeable Contractor personnel, who will objectively evaluate the tasks performed and deliverables produced. Progress will be earned by applying the Rules of Credit. Common methods for determining progress:在最大程度上客觀地檢測交付文件和工作的進度。所有進度報告須由承包商有責任感的專業(yè)人員來編制，他應(yīng)客觀地評估所進行的工作和所生成的交付文件，依據(jù)贏得值準則評估進度。確定進度的

25、常用方法是：4.1 Earned Value Method 贏得值方法The Earned Value Method uses budget and earned man-hours as the fundamental denominators to calculate and summarize progress values. Budget man-hours determine the relative weight of the deliverable or task. Man-hours are earned as the work is accomplished by appli

26、cation of the Rules of Credit. Since man-hours are a common denominator for all activities, budgeted and earned man-hours can be summarized vertically from the Task schedule through higher levels of the WBS. The Earned Value Method is preferred for determining EPC progress. 贏得值方法是用預(yù)算和贏得的人工時作為基礎(chǔ)來計算和綜

27、合各項進度值的。預(yù)算人工時決定相關(guān)的交付文件或工作的權(quán)重比例。當完成了某項工作時，就贏得了相應(yīng)的人工時。因為人工時是檢測工作的基礎(chǔ)，所以預(yù)算和贏得的人工時就可以從四級進度計劃歸總到WBS的更高級別。贏得值方法適用于確定EPC進度。4.2 Level of Effort Method管理性工作的檢測方法Level of Effort activities are closely related to time/duration, where it is difficult to measure predetermined quantities or end products. In this c

28、ase, the activity is progressed over time. Contractor will submit their proposed methodology for progressing level of effort activities to Owner for review and approval. 管理性工作與時間/工期緊密相關(guān)，在這里很難檢測預(yù)定的數(shù)量或最后結(jié)果。在這種情況下，工作進度按照時間的推移檢測。承包商將遞交他們對此類工作檢測進度的方法供業(yè)主審批。 4.3 Standard Rules標準規(guī)則 The following earned valu

29、e rules shall be observed: 須遵守以下贏得值準則Percent complete is derived from physical progress (work accomplished). 完工百分比來自實體進度（完成的工作）Current Budget man-hours = Original Budget man-hours + approved changes當前預(yù)算的人工時原始預(yù)算的人工時批準的變更Earned man-hours = physical percent complete x budget man-hours贏得的人工時=實體的完工百分比預(yù)算的

30、人工時Total percent complete = Total earned man-hours / Total budget man-hours總的完工百分比總的贏得的人工時/總的預(yù)算人工時Progress measurement is not affected by expenditures, forecasts or productivity進度檢測不受支出、預(yù)測值或生產(chǎn)效率的影響Progress is not affected by manhour over-runs or under-runs進度不受人工時超支或節(jié)余的影響5.0 DETAILED SCHEDULE UPDATE三

31、級進度計劃更新The schedule shall be formally updated at pre-determined intervals per the following procedure: (This requirement is also found in Procedure CHRP-PC-PP-0002, Planning and Scheduling Requirements for Contractors): 該進度計劃須按以下程序定期更新：（在CHRP-PC-PP-0002對承包商的計劃與進度要求程序中，也可找到此要求。） Update Detail Schedul

32、e activity percents complete from Task Schedules. 三級進度計劃的工作完成百分比按照四級進度計劃的百分比來更新。 Supply actual start/finish dates for all work activities started or completed during the reporting period在報告期間對已開始或完成的所有作業(yè)，應(yīng)提供實際開始/結(jié)束日期。Supply forecast (expected) start/finish dates for all work activities which were scheduled but did not start or complete during the reporting period. Remaining duration may be used to set fi