廣東某煉油項(xiàng)目對(duì)承包商的計(jì)劃與進(jìn)度要求(ec項(xiàng)目-中英文)

1.0PURPOSEANDSCOPE目的及工作范圍ThisprocedurefurtherdefinesandsupplementsthePlanningandSchedulingrequirementsfoundinProcedureNo.CHRP-PC-PP-0001,ProjectControlsRequirementsforContractors.TheserequirementswillbeincludedwithineachContractITBpackageandsubsequentlyincorporatedintothefinalcontractagreement.ContractorwillincorporatethisProcedureintoitsPlanningandSchedulingprocedure(s).本程序是對(duì)CHRP-PC-PP-0001對(duì)承包商項(xiàng)目控制要求程序中的計(jì)劃與進(jìn)度作進(jìn)一步定義及補(bǔ)充。這些要求將包涵在每一個(gè)合同ITB中，隨后會(huì)并入到最終合同條款中。承包商將把本程序納入它的計(jì)劃與進(jìn)度程序中。2.0 RESPONSIBILITIES責(zé)任PlanningandScheduling,asdefinedherein,willbeamandatoryrequirementofthisContract.ItistheresponsibilityoftheContractortoprovideandutilizeplanningandschedulinginsuchamannerasto:(1)effectivelydirect,controlandmonitortheadministrationoftheContractAgreement;and(2)provideOwnerwithsufficientdataandprojectionsforthedurationoftheContract.計(jì)劃與進(jìn)度是本合同的強(qiáng)制性要求。承包商有責(zé)任編制和落實(shí)進(jìn)度和計(jì)劃，以便對(duì)合同條款的執(zhí)行進(jìn)行有效地指導(dǎo)和監(jiān)控；并在合同執(zhí)行過(guò)程中向業(yè)主提供充足的數(shù)據(jù)和預(yù)測(cè)。TheContractorshallprovideascheduler(s)capableofperformingthedutiesdescribedinthisprocedure.He/sheshallbeproficientwithCPMscheduling,familiarwiththeEPCschedulingforrefineryprojects.AnyContractorsubmittalswhicharedeemedtobeincompleteorinsufficientwillberevisedandresubmittedtotheOwnerinatimelymanner.Suchre-submittalswillbedoneattheContractor’sexpense.承包商須提供能滿足工作需要的進(jìn)度工程師來(lái)執(zhí)行本程序中規(guī)定的職責(zé)。他/她須精通使用關(guān)鍵路徑法(CPM)編制進(jìn)度計(jì)劃，熟悉煉油項(xiàng)目的EPC進(jìn)度計(jì)劃。如果業(yè)主認(rèn)為承包商提交的文件不完全或不充分，則承包商必須要修改并及時(shí)向業(yè)主重新提交，并承擔(dān)相應(yīng)費(fèi)用。Uponrequest,ContractorwillprovidetheOwnerwithaccesstoallrelevantplanningandschedulingdocumentsthroughoutthedurationoftheproject.Contractorshallprovidecopiesofallsubcontractors(toContractor)andvendor’sschedulesifownerrequires.在項(xiàng)目執(zhí)行過(guò)程中，根據(jù)要求，承包商要向業(yè)主提供所有相關(guān)的計(jì)劃與進(jìn)度資料。如業(yè)主要求，承包商須提供所有分包商（給承包商的）和供貨商的進(jìn)度計(jì)劃復(fù)印件。SchedulingsubmittalsmadeunderthisProcedureshallbemadeinbothChineseandEnglish.按本程序規(guī)定所作的進(jìn)度計(jì)劃提交文件要用中、英兩種文字。3.0SOFTWARE軟件PrimaveraProjectPlanner3.0orabove,orPrimaveraEnterprise(P3e/c)willbetheschedulingsoftwareusedonthisproject.MircosoftExcelshallbeusedforspreadsheetapplicationsandwherePrimaveragraphicsareinadequate.MicrosoftWordshallbeusedforwordprocessing.本項(xiàng)目使用P3的3.0版(及以上)或P3e/c作為進(jìn)度計(jì)劃軟件。所有電子數(shù)據(jù)表或當(dāng)Primavera制圖形式不充分時(shí)，應(yīng)使用MSExcel，文字處理使用MSWord。BASELINESUBMITTALS提交的基準(zhǔn)文件 Within30-daysafterNoticetoProceed(NTP),theContractorshallprepareandsubmitaninitialissueofthefollowingschedulesandreportstotheOwnerforreviewandapproval.在業(yè)主批準(zhǔn)項(xiàng)目啟動(dòng)后30天內(nèi)，承包商要編制并提交一個(gè)初步的下列進(jìn)度表和報(bào)告交業(yè)主審批：ControlSchedule控制進(jìn)度計(jì)劃DetailedEPCSchedule詳細(xì)的EPC進(jìn)度計(jì)劃ManpowerPlan人員計(jì)劃ProgressCurve進(jìn)度曲線ProgressAppraisalGuide進(jìn)度評(píng)估準(zhǔn)則QuantityInstallationCurves工程量曲線ListofKeyEngineeringDeliverablesandIssueforClientReviewDate圖紙文件報(bào)批計(jì)劃4.1SchedulingHierarchy進(jìn)度計(jì)劃分級(jí)Allplanningandschedulingeffortshallconformtothefollowinghierarchyofschedules.Allschedulesinthehierarchyshallbeverticallyrelatable:所有計(jì)劃與進(jìn)度的結(jié)果要與以下進(jìn)度計(jì)劃分級(jí)一致，各級(jí)進(jìn)度計(jì)劃間都是縱向關(guān)系：Level1一級(jí)-OwnerMilestoneSchedule業(yè)主里程碑計(jì)劃Level2二級(jí)-ControlSchedule控制進(jìn)度計(jì)劃Level3三級(jí)-DetailedEPCSchedule(ContractSchedule)詳細(xì)EPC進(jìn)度計(jì)劃（合同進(jìn)度計(jì)劃）Level4四級(jí)-DetailedTaskSchedule(ReferenceProcedureCHRP-PC-PP-0003,ProgressMonitoringandControl).詳細(xì)工作進(jìn)度計(jì)劃（參照程序CHRP-PC-PP-0003，進(jìn)度檢測(cè)和控制）。4.1.1ControlSchedule控制進(jìn)度計(jì)劃TheLevel2ControlscheduleshallbeahigherlevelsummationoftheLevel3Detailedschedule.Itwilldisplaysufficientmilestonesandsummaryactivities(50to60maximum)toadequatelydemonstratehowtheContractorplanstoexecutetheproject.二級(jí)進(jìn)度計(jì)劃是三級(jí)進(jìn)度計(jì)劃的更高級(jí)別的歸總。它將顯示足夠的里程碑和歸總性作業(yè)（最多50至60個(gè)）以便充分演示承包商如何計(jì)劃執(zhí)行完成本項(xiàng)目。Asaminimum,theschedulewillincludeOwner-mandatedmilestonesaswellasContractor-identifiedmilestones.Thiswillincludemajorequipmentdeliveriestositeaswellasawardofmajorsub-contracts.Additionalactivities,keydatesandinterfacesshallbescheduledtohighlightcriticalorhigh-riskelementsofthework.該進(jìn)度計(jì)劃至少要包含業(yè)主對(duì)承包商強(qiáng)制要求的里程碑以及承包商確定的里程碑。這包括主要設(shè)備進(jìn)場(chǎng)和主要的分包合同簽訂。該進(jìn)度計(jì)劃中還要注明工程中那些關(guān)鍵的或高風(fēng)險(xiǎn)的工作、重要日期和界面。MilestoneswillbelogicallyconnectedtoactivitiesintheLevel3Detailedschedule;summaryactivitiesshallbearoll-upofactivitiesfromtheschedule.BoththeLevel3DetailedandLevel2MilestoneschedulesshallbederivedfromthesamePrimaveradatabase.邏輯上里程碑與三級(jí)進(jìn)度計(jì)劃中的作業(yè)相聯(lián)系，歸總性作業(yè)是三級(jí)進(jìn)度計(jì)劃中相關(guān)作業(yè)的歸總。三級(jí)進(jìn)度計(jì)劃和二級(jí)進(jìn)度計(jì)劃都必須來(lái)自于同一個(gè)Primavera數(shù)據(jù)庫(kù)。4.1.2DetailedEPCSchedule詳細(xì)的EPC進(jìn)度計(jì)劃TheContractorshallprepareandsubmitacomputerizedLevel3DetailedscheduleThisschedulewillintegratethetotalscopeofengineering,procurement,construction(includingpre-commissioning)workintoasinglenetworkusingtheCriticalPathMethod(CPM)ofscheduling.Theschedulewillbedevelopedinsufficientdetailtomonitorprogressoftheworkandestablishintraandinter-projectinterfaces.ItwillbesubmittedtotheOwnerforreviewandapproval.AfterreviewandapprovalbyOwner,thisscheduleshallbe“baselined”andsetastheTargetagainstwhichfuturescheduleperformanceismeasured.承包商須準(zhǔn)備并提交計(jì)算機(jī)編制的三級(jí)進(jìn)度計(jì)劃。該進(jìn)度計(jì)劃將用“關(guān)鍵路徑方法”（CPM）把全部的設(shè)計(jì)、采購(gòu)、施工(含預(yù)試車)工作范圍整合到一個(gè)專門的網(wǎng)絡(luò)圖中。該進(jìn)度計(jì)劃要編制地足夠詳細(xì)，以便監(jiān)控工程的進(jìn)展情況，并建立項(xiàng)目?jī)?nèi)及項(xiàng)目之間的界面協(xié)調(diào)。該進(jìn)度計(jì)劃要交給業(yè)主審批。業(yè)主審批后，該進(jìn)度計(jì)劃就是一個(gè)基準(zhǔn)，它是用于衡量將來(lái)的實(shí)際進(jìn)度計(jì)劃的執(zhí)行情況的目標(biāo)計(jì)劃。Initially,theLevel3Detailedscheduleshallemphasizeengineering,procurementandanyearlysiteactivities.Itshallshowconstruction(includingpre-commissioning)activitiesinsufficientdetailtoestablishrequiredon-sitedatesfordesigndeliverablesandequipment/materials.Typically,thesizeofthisnetworkwillbeintheregionof1000to3000activities.Thisscheduleshallbesubmittedwithin30-daysafterNoticetoProceed(NTP).Theconstructionandpre-commissioningportionsofthescheduleshallberevisedandsubmittedforOwner’sreviewandapprovalaccordingtothefollowingschedule:最初，三級(jí)進(jìn)度計(jì)劃著重在設(shè)計(jì)、采購(gòu)和早期的現(xiàn)場(chǎng)工作。該進(jìn)度計(jì)劃要顯示足夠詳細(xì)的施工(含預(yù)試車)工作情況，以便確定施工現(xiàn)場(chǎng)所需的設(shè)計(jì)交付資料及設(shè)備、材料到場(chǎng)的具體日期。一般的，該網(wǎng)絡(luò)圖有1000到3000項(xiàng)工作。在業(yè)主批準(zhǔn)項(xiàng)目啟動(dòng)的30天內(nèi)，該進(jìn)度計(jì)劃必須提交上來(lái)。根據(jù)下面的進(jìn)度計(jì)劃將對(duì)施工(含預(yù)試車部分)進(jìn)行修訂并提交給業(yè)主審批。Withintwomonthsofsiteconstructionmobilization,theContractorshallfurtherdevelopandexpandtheconstruction(includingpre-commissioning)sectionsoftheLevel3Detailedschedule,basedonthemostup-to-dateinformation.Thescheduleshallbestructuredonthebasisofconstructionareaandtrade.ItshallbesubmittedforOwner’sreviewandapproval.在現(xiàn)場(chǎng)施工開(kāi)始的兩個(gè)月內(nèi)，承包商要根據(jù)當(dāng)前的最準(zhǔn)確的信息對(duì)三級(jí)進(jìn)度計(jì)劃中的施工(含預(yù)試車部分)進(jìn)行進(jìn)一步的編制和擴(kuò)展。以施工區(qū)域和行業(yè)工種為基礎(chǔ)來(lái)構(gòu)成該進(jìn)度計(jì)劃，完成后要提交業(yè)主審批。Threemonthsbeforefirstscheduledsysteminspection,thepre-commissioningscheduleshallbesubmittedtotheOwnerforreviewandapproval.Pre-commissioninglogicshallbedevelopedtoprovideatransitionfromaconstructionareabasistoasystembasis.ItshallincludeallsuchactivitiesuptoMechanicalCompletion.在第一個(gè)系統(tǒng)計(jì)劃?rùn)z驗(yàn)的3個(gè)月前，預(yù)試車進(jìn)度計(jì)劃要交給業(yè)主審批，編制預(yù)試車邏輯以便從以施工區(qū)域?yàn)榛A(chǔ)過(guò)渡到以系統(tǒng)為基礎(chǔ)。它須包括到機(jī)械竣工為止的所有工作活動(dòng)。4.1.2.1ScheduleDevelopment進(jìn)度計(jì)劃的編制TheLevel3Detailedscheduleshallbedevelopedusingthefollowingguidelines:須依據(jù)以下準(zhǔn)則來(lái)編制三級(jí)進(jìn)度計(jì)劃：ThescheduleshallbebuiltwithintheframeworkoftheOwner’sWBSandActivityCodestructure,milestonesandotherconstraints.SeparateschedulesshallbedevelopedforeachUnit;however,theyshallbecontainedinthesamePrimaveradatabase.Contractor’sscheduleshallidentifythe“criticalpath”work.Asaminimum,thescheduleshalladdressthefollowingtopics:OwnerandContractormilestones;processreviews;Chineseandlocalauthoritypermitapplicationsandreceipt;3DCADmodelproductionandreviews;materialtakeoffs(MTO);safetyreviews;preparationandissueofrequisitions;preparationandissueofbidinquiries;receiptandevaluationofvendorbids;issueofpurchaseorders;vendordocumentsreceiptandreview;deliveryofequipmentandmaterials.該進(jìn)度計(jì)劃要根據(jù)業(yè)主的工作分解結(jié)構(gòu)(WBS)和作業(yè)代碼結(jié)構(gòu)，里程碑和其它限制內(nèi)容進(jìn)行編制。每個(gè)單元要編制單獨(dú)的進(jìn)度計(jì)劃，但是它們要涵蓋在同一個(gè)Primavera數(shù)據(jù)庫(kù)中。承包商的進(jìn)度計(jì)劃要標(biāo)識(shí)出“關(guān)鍵路徑”工作。至少，該進(jìn)度計(jì)劃要提及以下內(nèi)容：業(yè)主和承包商的里程碑，工藝審查，中國(guó)和當(dāng)?shù)卣脑S可證申請(qǐng)和接收文件，三維CAD模型的繪制及審核，材料統(tǒng)計(jì)單（MTO），安全審查，請(qǐng)購(gòu)單的編制和發(fā)出，詢價(jià)書(shū)準(zhǔn)備及發(fā)放，供貨商標(biāo)書(shū)的接收及評(píng)標(biāo)，定單的簽訂，供貨商資料接收及審核，設(shè)備及材料的交付情況。Thescheduleshallbedevelopedatasufficientlevelofdetailtoaccuratelymonitor,manage,executeandcontrolthework.Thedurationofeachworkactivityshallbeexpressedindays-andshallbereasonablyconsistentwiththeContractor’sestimatedquantitiesandexpectedproductionrates.編制的進(jìn)度計(jì)劃要足夠詳細(xì)以便對(duì)工程進(jìn)行精確地檢測(cè)，管理，執(zhí)行和控制。每一項(xiàng)作業(yè)的工期都要以天為單位表述出來(lái)，并且要與承包商的預(yù)計(jì)的工程量和期望的生產(chǎn)率適當(dāng)?shù)乇３忠恢?。Eachactivitydescriptionshallbeaconcisedescriptionoftheworkrepresentedbytheactivity每一項(xiàng)作業(yè)名稱都是對(duì)由作業(yè)所代表的工作的一個(gè)簡(jiǎn)練說(shuō)明。EachscheduleactivitywillbeassignedanalphanumericidentifiertobeactivityID.ThefirstthreeplacesoftheactivityIDshallbereservedfortheUnitidentificationnumber.ThefourthplaceintheactivityIDshallbereservedasthephaseidentifierasfollows:每一項(xiàng)計(jì)劃作業(yè)都會(huì)被賦予一個(gè)字母數(shù)字識(shí)別符作為作業(yè)代碼。該作業(yè)代碼的前三位要為主項(xiàng)單元標(biāo)識(shí)號(hào)保留，第四位則是以下階段的識(shí)別符：A-BasicEngineeringDesign基礎(chǔ)工程設(shè)計(jì)B-LongLeadEquipmentProcurement長(zhǎng)周期設(shè)備采購(gòu)C-DetailEngineeringDesign詳細(xì)工程設(shè)計(jì)D-Procurement(Balanceofequipmentandmajormaterials)采購(gòu)（剩余的設(shè)備和主材）E-Construction施工F-Commissioning試車ThebalanceoftheactivityIDisfortheContractor’suse.作業(yè)代碼的剩余幾位由承包商使用Noscheduleactivityshallhaveopen-endedrelationshipsandnon-logicconstraintswithoutspecificapprovalbyOwner.Usenon-logicconstraintssparingly。若沒(méi)有業(yè)主特別批準(zhǔn)，所有計(jì)劃的工作都不能有開(kāi)口關(guān)系與非邏輯限制。要少使用非邏輯限制。Scheduleactivitiesshallbecodedwithdisciplineidentifierswithinengineering,procurement,construction(includingpre-commissioning)suchthatlike-functionactivitiesmaybegroupedtogetherforschedulepresentationpurposes,aswellasdevelopmentofprogressandman-loadingcurves.TheActivityCodefieldmaybeutilizedforthispurpose.ContractorwillsubmitalistofthesecodeswiththeDetailscheduleforOwner’sinformation.計(jì)劃作業(yè)要用相應(yīng)的設(shè)計(jì)、采購(gòu)、施工(含預(yù)試車)的專業(yè)識(shí)別符來(lái)編碼，類似的作業(yè)可以組在一起便于展示進(jìn)度及人力曲線的編制。作業(yè)分類碼也可用于此目的。承包商會(huì)提供一份這些代碼的清單連同詳細(xì)的進(jìn)度計(jì)劃給業(yè)主參考。OtherstandardActivityCodingandtheirfieldsshallbedefinedlater.其它標(biāo)準(zhǔn)的作業(yè)分類碼及其它們的區(qū)域要在以后定義。ToenabletheOwnertomergemultipleschedules,theContractorshallusethefollowingcalendarsinPrimavera:要使業(yè)主能夠融合多項(xiàng)進(jìn)度計(jì)劃，承包商須在Primavera中使用以下日歷：Calendar1日歷1–5dayworkweek(MonthruFri)每周工作5天（星期一到星期五）Calendar2日歷2–6dayworkweek(MonthruSat)每周工作6天（星期一到星期六）Calendar3日歷3–7dayworkweek每周工作7天Calendarsmayincludenationalholidays(tobesuppliedbyOwner).Earlystartandfinishdateswillbethebasisfortimecalculationsanddeterminingrequiredstartsandcompletions.日歷應(yīng)包括國(guó)家的法定假日（這些由業(yè)主提供）。最早的開(kāi)始與完工日期將是時(shí)間計(jì)算和確定要求的開(kāi)始和完工日期的依據(jù)。TheschedulewillidentifymajorinterfacemilestonespointswithOwnerandotherContractors.該進(jìn)度計(jì)劃將確定與業(yè)主和其它承包商相關(guān)的主要界面里程碑點(diǎn)。Theschedulewillliston-sitedeliverydatesforallequipmentandmaterials,whethersuppliedbytheOwnerortheContractor.OwnerwillsupplycontractorwithdeliverydatesofallOwner-furnishedequipmentandmaterial.Also,OwnerwillprovideContractormonthlyupdatesoftheirdeliverystatus,ifsameremainsunderOwner’scontrol.進(jìn)度計(jì)劃將列出所有設(shè)備和材料的交付現(xiàn)場(chǎng)的日期，無(wú)論是由業(yè)主供貨或承包商供貨。業(yè)主將把所有由業(yè)主提供的設(shè)備及材料的交付日期提供給承包商。同時(shí)，如業(yè)主維持對(duì)此類設(shè)備的監(jiān)控，業(yè)主將每月更新他們的交貨狀態(tài)并提供給承包商。Includeallsubcontractoractivityincludingsubcontractbidpreparationthroughawardandsubcontractor’sdetailedschedule.Contractorwillprogressandreportstatusofsubcontractor’sworkinaccordancewiththerequirementsofthisprocedure.該進(jìn)度計(jì)劃涵蓋所有分包商的工作，包括分包合同標(biāo)書(shū)準(zhǔn)備到授標(biāo)，以及分包商的詳細(xì)進(jìn)度計(jì)劃。按照本程序的要求，承包商將根據(jù)進(jìn)展情況報(bào)告分包商的工作狀況。Progress-ableactivitieswillbeassignedaman-hoursbudget,whichdeterminestherelativeweightofactivities.Theseman-hoursare“earned”asworkisaccomplished.Budgetedman-hoursprovidethecommondenominatorforconvertingdisparatequantitiesintoacommonbasisforsummarizingandreportingphysicalprogressacrossallphasesandverticallythroughtheWBShierarchy.能夠統(tǒng)計(jì)進(jìn)度的作業(yè)都將被賦予一個(gè)人工時(shí)預(yù)算，它決定了各項(xiàng)作業(yè)的相關(guān)權(quán)重。這些人工時(shí)是根據(jù)工作的完成情況而“贏得的”。預(yù)算的人工時(shí)將各種不同的工程量值都轉(zhuǎn)化為同一個(gè)基礎(chǔ)，便于總結(jié)和報(bào)告貫穿所有階段和WBS的實(shí)體進(jìn)度。Budgetedman-hoursareestablishedbasedonanestimateofphysicalquantitiestobeinstalled(man-hourspercubicmeterofconcrete;man-hoursperlinearmeterofpipeinstalledorquantityofanitemtobeproduced(man-hoursperdrawing;man-hoursperrequisition,etc)foranindividualscheduleactivity.對(duì)于一個(gè)單獨(dú)的計(jì)劃作業(yè)，預(yù)算的人工時(shí)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(qǐng)單等)來(lái)確定的。4.1.3ScheduleExecutionPlan進(jìn)度執(zhí)行計(jì)劃TheContractorshallsubmitadetailednarrativedescriptionofitsplanforperformingthework.承包商須提交一個(gè)執(zhí)行該工程計(jì)劃的詳細(xì)敘述說(shuō)明。4.2PlannedProgressCurves計(jì)劃的進(jìn)度曲線TheContractorshalldevelopaseriesofcumulative“earnedvalue”plannedprogressS-curves(progresscurves).Theprogresscurveshallbebaseddirectlyon(1)activitiescontainedintheLevel3Detailedscheduleand(2)man-hour(resource)weightingsassignedtoeachactivity.Thefollowingcurvesshallbeproduced:承包商要編制一系列累積的“贏得值”計(jì)劃的進(jìn)度S曲線（進(jìn)度曲線）。該進(jìn)度曲線須直接依據(jù)以下內(nèi)容（1）包括在三級(jí)進(jìn)度計(jì)劃中的作業(yè)和（2）分配給每項(xiàng)工作的人工時(shí)（資源）權(quán)重比例。要繪制以下曲線：EPCOverallProgressControlcurvefortheoverallprojectshallbeproducedbyweightingtheprojectphasesinthefollowingratio:Engineering15%;Procurement(includingEquipmentandMajorMaterials)20%;Construction(includingCivilWorks,InstallationWorkandPre-commissioning)65%(OwnermaydirectContractortousedifferentweightingstoreflectspecificcontractcharacteristics).ForE&Pcontractors,theweightingsshallbe70%forEngineeringand30%forProcurement.按照以下比率對(duì)項(xiàng)目的各個(gè)階段進(jìn)行權(quán)重分配，并據(jù)此繪制整個(gè)項(xiàng)目的EPC綜合總進(jìn)度控制曲線：設(shè)計(jì)為15％，采購(gòu)(含設(shè)備與主材)為20％，施工(含土建，安裝及預(yù)試車)為65％(業(yè)主可能指導(dǎo)承包商使用不同的權(quán)重來(lái)反映具體的合同特征)。對(duì)E&P承包商來(lái)說(shuō)，權(quán)重比例應(yīng)為設(shè)計(jì)70％和采購(gòu)30％。SeparateLevel1ProgressControlCurvesshallbeproducedfortheengineering,procurement,construction(includingpre-commissioning)phasesoftheproject.要為項(xiàng)目的設(shè)計(jì)階段，采購(gòu)階段，施工階段(含預(yù)試車)編制單獨(dú)的一級(jí)進(jìn)度控制曲線。Level2EngineeringProgressControlCurvesshallbeproducedforallsignificantengineeringdisciplinescontributingtoengineering,procurement,sub-contractservices.Asaminimum,individualcurvesshallbecreatedforProcess,Piping,MechanicalEquipment;Civil/Structural,Architecture,ElectricalandInstruments,AllOtherEngineering(balanceofengineeringgroups)要為所有與設(shè)計(jì)、采購(gòu)和分包服務(wù)有關(guān)的重要的設(shè)計(jì)專業(yè)來(lái)繪制二級(jí)設(shè)計(jì)進(jìn)度控制曲線。至少，要為工藝，配管，機(jī)械設(shè)備，土建/結(jié)構(gòu)，建筑，電氣和儀表，和所有其它設(shè)計(jì)專業(yè)（其它設(shè)計(jì)組）繪制單獨(dú)的曲線。Asaminimum,Level2ConstructionProgressControlCurvesshallbecreatedforpiling,foundations,undergroundpiping,steelerection,equipmentinstallation,pipingerection,instruments,electrical,balanceoffunctions.Ownermayrequestadditionalprogresscurvesascircumstancesdictate.至少，應(yīng)繪制樁基，基礎(chǔ)，地下管道，鋼構(gòu)件安裝，設(shè)備安裝，管道安裝，儀表，電氣和其它工作的二級(jí)施工進(jìn)度控制曲線。業(yè)主可能根據(jù)實(shí)際情況要求其它的進(jìn)度曲線。Levels1and2plannedprogresscurvesforconstruction(includingpre-commissioning)shallbeupdatedandsubmittedtotheOwnerforreviewandapprovalatthesametimeastherevisedLevel3DetailedconstructionschedulesubmittedunderSection4.1.2.ThecontentofthesecurvesshallbebasedontherevisedLevel3Detailedschedule.按照4.1.2的要求在提交修改的三級(jí)詳細(xì)施工進(jìn)度計(jì)劃的同時(shí)要更新施工(含預(yù)試車)一級(jí)和二級(jí)計(jì)劃進(jìn)度曲線，并交業(yè)主審批。這些曲線的內(nèi)容將依據(jù)修改的三級(jí)進(jìn)度計(jì)劃。4.2.1PlannedProgressCurveFormat計(jì)劃的進(jìn)度曲線格式TheprogresscurvesshallbepreparedandpresentedtotheOwnerforapproval.Contractorshallfollowthesepreparationguidelines:承包商要編制進(jìn)度曲線并交給業(yè)主批準(zhǔn)。承包商要遵循以下這些編制準(zhǔn)則：FormatwillbeaS-curveplottedusingMicrosoftExcelsoftware.Provisionwillbemadeforscheduled,actualandforecastprogressfigures.格式為用MSExcel繪制的S曲線。要提供計(jì)劃、實(shí)際和預(yù)計(jì)的進(jìn)度百分比曲線。AtabulardatatablewillbeincludedoneachS-curve,withprovisionforscheduled,actualandforecastprogressfigures.每個(gè)S曲線要顯示對(duì)應(yīng)的數(shù)據(jù)表格，其中包括計(jì)劃、實(shí)際和預(yù)計(jì)的進(jìn)度百分比。Allprogresscurveswillbetitledandcontainanissuedateaswellasprogresscutoffdatadate.所有進(jìn)度曲線都要有標(biāo)題，發(fā)布日期和數(shù)據(jù)截至日期。Progresscurveswillbeproducedbasedonearlystart/earlyfinishdatesascontainedintheLevel3Detailedschedule.進(jìn)度曲線的繪制是依據(jù)三級(jí)進(jìn)度計(jì)劃中的最早開(kāi)始/最早結(jié)束日期。Thex-axiswillbeshowninmonthlytimeincrementsforpresentationtotheOwner.However,itisexpectedtheContractorwillmaintainweeklyplannedresourcedata,whichwillaggregatetothemonthlydata.Fromtimetotime,theOwnermayrequestaccesstothisweeklydata.Contractorwillcomplyexpeditiouslywithsuchrequests.X軸表示時(shí)間，以月為單位。但是，希望承包商保留每周計(jì)劃的資源數(shù)據(jù)，這些數(shù)據(jù)合成月度數(shù)據(jù)，有時(shí)業(yè)主可能要求查看這些每周數(shù)據(jù)，承包商要迅速滿足業(yè)主的這些要求。They-axiswillrunfrom0to100%in10percentincrements.Y軸表示百分比，從0到100％，以10%為單位遞增。Forpresentation,Contractormaycombinemanpowerplanwithplannedprogresscurve,asshowninAttachmentA.為便于展示，承包商可把人員計(jì)劃和計(jì)劃進(jìn)度曲線結(jié)合起來(lái)，如附件A所示。4.3ManpowerPlans人員計(jì)劃TheContractorshalldevelopaseriesofresourcemanpowerplanscorrespondingtoeachEPCOverall,Level1andLevel2ProgressControlCurve,listedabove.承包商須編制與上述每一個(gè)EPC綜合總進(jìn)度曲線，1級(jí)，和2級(jí)進(jìn)度控制曲線相對(duì)應(yīng)的一系列人員計(jì)劃。Themanpowerplansshallbebaseddirectlyon(1)activitiescontainedintheLevel3Detailedscheduleand(2)manhourweightingsassignedtoeachactivity.ThesemanpowerplansshallbepresentedtotheOwnerforreviewandapproval.編制人員計(jì)劃要以下列內(nèi)容為依據(jù)（1）三級(jí)進(jìn)度計(jì)劃中的作業(yè)和（2）分配給每項(xiàng)作業(yè)的人工時(shí)權(quán)重比例。該人員計(jì)劃須提交業(yè)主審批。Construction(includingpre-commissioning)Level2manpowerplansshallbeupdatedandsubmittedtotheOwnerforreviewandapprovalatthesametimeastherevisedLevel3DetailedschedulessubmittedunderSection4.1.2.ThecontentofthesecurvesshallbebasedontherevisedLevel3Detailedconstructionschedule.在按照4.1.2節(jié)的規(guī)定提交修訂的三級(jí)進(jìn)度計(jì)劃的同時(shí)，承包商也要對(duì)施工(含預(yù)試車)二級(jí)人員計(jì)劃進(jìn)行更新，并提交給業(yè)主審批。這些曲線的內(nèi)容要以修改了的三級(jí)詳細(xì)施工進(jìn)度計(jì)劃為依據(jù)。Contractorshallfollowthesepreparationguidelines:承包商須遵循以下編制準(zhǔn)則：FormatwillbeahistogramplottedusingMicrosoftExcelsoftware.Provisionwillbemadeforscheduled,actualandforecastmanpowerfigurestobedisplayedonthechart.格式是用MSExcel繪制的直方圖。在圖表中要顯示出計(jì)劃、實(shí)際和預(yù)計(jì)的人力直方圖。Atabulardatatablewillbeincludedoneachhistogram,withprovisionforscheduled,actualandforecastmanpowerfigures.每個(gè)直方圖要顯示對(duì)應(yīng)的數(shù)據(jù)表格，表中提供了計(jì)劃、實(shí)際和預(yù)計(jì)的人員數(shù)。HistogramsshallbeproducedwithintheframeworkoftheOwner’sWBSstructure.Theyshallbeproducedbyphasediscipline/trade,overallbyprojectphase(engineering,procurementandconstruction)andUnit.直方圖應(yīng)按照業(yè)主的工作分解結(jié)構(gòu)（WBS）以專業(yè)/工種、總體項(xiàng)目階段（設(shè)計(jì)、采購(gòu)和施工）和主項(xiàng)單元來(lái)繪制。Allmanpowerplanswillbetitledandcontainanissuedateaswellasprogresscutoffdatadate.所有人員計(jì)劃都要有標(biāo)題，發(fā)布日期和數(shù)據(jù)截至日期。Manpowerplanswillbeproducedbasedonearlystart/earlyfinishdatesascontainedintheLevel3Detailedschedule.Further,therewillbeadirectcorrelationbetweenthemanpowerplanandthecorrespondingprogresscurve.人員計(jì)劃的編制以三級(jí)進(jìn)度計(jì)劃中的最早開(kāi)始/最早結(jié)束日期為依據(jù)。另外，人員計(jì)劃和相應(yīng)的進(jìn)度曲線之間會(huì)有直接的對(duì)應(yīng)關(guān)系。Thex-axisshouldbeshowninmonthlytimeincrementsforpresentationtotheOwner.However,itisexpectedtheContractorwillmaintainweeklyplannedmanpowerdata,whichwillaggregatetothemonthlydata.Fromtimetotime,theOwnermayrequestaccesstothisweeklydata.Contractorwillcomplyexpeditiouslywithsuchrequests.X軸表示時(shí)間，以月為單位。但是，希望承包商也保存每周計(jì)劃的人員數(shù)據(jù)，這些數(shù)據(jù)合成月度數(shù)據(jù)，有時(shí)業(yè)主可能要求查看這些每周數(shù)據(jù)，承包商要立即滿足業(yè)主的這些要求。They-axiswilldisplayequivalentpeoplebasedonanormalworkmonth.Scheduledhoursperweekwillbeclearlydisplayedaspartofthey-axistitle.Thescalewillexceedthepeakmanpowerlevelandbeinreasonableincrements.Y軸依據(jù)每月正常工作顯示相應(yīng)的人員，每周計(jì)劃工時(shí)數(shù)將作為Y軸標(biāo)題的一部分清楚地顯示出來(lái)?？潭葢?yīng)超出定員高峰值并按合理的遞增量表示。4.4PhysicalProgressAppraisalGuide進(jìn)度評(píng)估準(zhǔn)則TheContractorshallprepareandsubmittotheOwnerforapprovalaPhysicalProgressAppraisalGuide(Guide).TherequirementsforthisGuidearecoveredinProcedureCHRP-PC-PP-0003,ProgressMonitoringandControl.承包商須編制一份進(jìn)度評(píng)估準(zhǔn)則交業(yè)主批準(zhǔn)。對(duì)該準(zhǔn)則的要求涵蓋在CHRP-PC-PP-0003進(jìn)度檢測(cè)和控制程序中。4.5QuantityInstallationCurves工程量曲線Contractorsperformingconstructionshalldevelopaseriesofquantityinstallationcurvescomparingactualquantitiesinstalledasapercentageofplannedquantitiesformajorworkcategoriessuchas:numberofpilesinstalled;cubicmetersofconcreteplaced;tonnageofstructuralsteelerected;inchdiametersofpipingwelded/threaded;metersofelectricalcableinstalled;fieldinstrumentsinstalled;loopcheckscompleted;numberofhydrostatictestpackagecompleted.TheexactmakeupwillbeagreedtowithContractorbeforeinitialsubmittaloftheinstallationcurves.承包商進(jìn)行施工須編制一系列工程量曲線，按照主要工作分類將實(shí)際工程量與計(jì)劃工程量進(jìn)行比較，并以百分比形式表現(xiàn)出來(lái)，分類如：樁基數(shù)量，混凝土立方數(shù)，鋼結(jié)構(gòu)噸數(shù)，管道的寸D數(shù)，電纜米數(shù)，現(xiàn)場(chǎng)儀表臺(tái)件數(shù)，回路檢查數(shù)，試壓包數(shù)等。在工程量曲線初次提交前，業(yè)主將與承包商商討確定準(zhǔn)確的分類。QuantitycurvesshallbedevelopedasS-curvesinthesameformatasProgressCurves(Section4.2,above).CurveswillbebasedontheconstructionportionoftheLevel3Detailedschedule.Thetitleofthecurvesshouldincludenameofthequantitytobeinstalled.ThesecurvesshallbesubmittedwiththesubsequentissueoftheconstructionschedulediscussedunderSection4.1.2,above.RefertoAttachmentBforasamplequantitytrackingcurve.工程量曲線繪制成S曲線，與進(jìn)度曲線的格式（見(jiàn)4.2節(jié)）相同。該曲線以三級(jí)進(jìn)度計(jì)劃中的施工部分為依據(jù)。曲線標(biāo)題顯示工程量分類的名稱。這些曲線須同4.1.2節(jié)討論的將在隨后發(fā)布的施工進(jìn)度計(jì)劃一同提交給業(yè)主。請(qǐng)參照附件B看一個(gè)工程量跟蹤曲線的例子。4.6ContractorSubmittalofDocumentsforReviewandApproval承包商提交的予以審批的文件TheContractorshallsubmittheschedulesandsupportdocuments,describedabove,within30daysafterprojectKickoffmeetingtotheOwner.Withinfiveworkingdays,Owner’sProjectControlsStaffshalldetermineifthesedocumentshavebeenpreparedwithintheguidelinessetforthinSections4.1through4.5.Iflongerperiodisneeded,theContractorwillbenotifiedexpeditiously.在項(xiàng)目開(kāi)工會(huì)召開(kāi)后的30天內(nèi)，承包商須向業(yè)主提交上述進(jìn)度計(jì)劃及各種支持文件。業(yè)主的項(xiàng)目控制人員須在5個(gè)工作日內(nèi)確定這些文件是否是按照4.1節(jié)到4.5節(jié)中規(guī)定的準(zhǔn)則進(jìn)行編制的。如果需要更長(zhǎng)的時(shí)間，須立即通知承包商。IfContractordoesnotagreewithOwner’scomments,ameetingwillbeheldtoreachamutually-acceptableagreement.Otherwise,ContractorwillincorporateOwner’scommentsintotheircontractdeliverables.Atthistime,theContractor’sscheduleandsupportdocumentswillbebaselinedandbecometheTargetagainstwhichfuturescheduleprogressismeasured.Schedulesandsupportdocumentswillbesubmittedaccordingtothefollowingguidelines:如果承包商不同意業(yè)主的意見(jiàn)，則須召開(kāi)會(huì)議討論得出令雙方都滿意的協(xié)議。若承包商同意業(yè)主的意見(jiàn)，就會(huì)將這些意見(jiàn)整合到他們的合同交付文件中。此時(shí)承包商的進(jìn)度計(jì)劃及其支持文件就作為基準(zhǔn)成為衡量將來(lái)進(jìn)度計(jì)劃的目標(biāo)。根據(jù)以下準(zhǔn)則提交進(jìn)度計(jì)劃及其支持文件：TheLevel2Milestonescheduleshallbesubmittedasanearlystart/finishroll-upoftheLevel3Detailedschedulegroupingactivitiesbyphaseanddiscipline/trade.二級(jí)進(jìn)度計(jì)劃是三級(jí)進(jìn)度計(jì)劃的歸總，并按照階段和專業(yè)/工種對(duì)作業(yè)進(jìn)行分組。TheLevel3Detailedschedulewillbesubmittedastwohardcopytime-scaledbarchartsprintedonA-3orA-4paper:三級(jí)進(jìn)度計(jì)劃用A3或A4紙打印，提交以下兩種形式的橫道圖硬拷貝。(a)Thefirstnetworkshallbeanearlystart/finishbarchartreportlogicallygroupingactivitiesbyphaseanddiscipline/trade.第一個(gè)橫道圖是最早開(kāi)始/最早結(jié)束橫道圖報(bào)告，邏輯上按階段和專業(yè)/工種對(duì)工作分組。(b)Thesecondshallbeabarchartsortedbytotalfloat(<5days)andearlystart.Floatchainsshallbebandedbyfloatvalue.第二個(gè)網(wǎng)絡(luò)圖是以總浮時(shí)（<5天）和最早開(kāi)始日期來(lái)排序的橫道圖，每個(gè)浮時(shí)網(wǎng)絡(luò)鏈按浮時(shí)值分組并按數(shù)值的升序排列。TheProgressS-CurvesandManpowerPlansshallbesubmittedashardcopy.Presentationshallbearrangedfromthemostsummarydowntothelowestlevelbydiscipline/trade.Discipline/tradeshallbeseparatedbyprojectphase(engineering,procurementandconstruction).SubmitonA-4paper;morethanonecurveorplanmaybeincludedonasinglesheet.須以硬拷貝的形式提交一份進(jìn)度S曲線和人員計(jì)劃，編排順序：首先是匯總圖表、之后是按專業(yè)/工種分列的圖表。專業(yè)/工種須按項(xiàng)目階段（設(shè)計(jì)，采購(gòu)和施工）分開(kāi)。用A4紙?zhí)峤?，一張紙上可以有不止一個(gè)的曲線或計(jì)劃。ThePhysicalProgressAppraisalGuideshallcontainseparatesectionsforengineering,procurementandconstructionandfurthergroupedbydiscipline/trade.進(jìn)度評(píng)估準(zhǔn)則須包括單獨(dú)的設(shè)計(jì)、采購(gòu)和施工幾部分，并按專業(yè)/工種進(jìn)一步分組。Inaddition,theContractorshallsubmitoneread/writeCDdiskcontainingthenativefilesoftheabovedeliverables.DetailedEPCscheduleshallbeinPrimavera(3.0orabove)orP3e/c;S-Curves,ManpowerPlansandtheAppraisalGuideshallbeinMicrosoftExcelformat.另外，承包商還須提交一張可讀/寫的CD盤，該盤中包含上述交付資料的原始文件。詳細(xì)的EPC進(jìn)度計(jì)劃須用P3的3.0版(及以上)或P3e/c來(lái)作；S曲線，人員計(jì)劃和評(píng)估準(zhǔn)則須以MSExcel的格式作。4.7Owner’sComments業(yè)主的批注意見(jiàn)TheOwnersreviewandacceptanceoftheDetailedEPCscheduleandsupportingdocumentsisforconformancetotherequirementsoftheContactDocumentsonly.ReviewandacceptancebytheOwneroftheContactor’sscheduledoesnotrelievetheContactorofanyofitsresponsibilityfortheprojectscheduleorforanyoftheContractor’sobligationtomeettheContractMechanicalCompletionTargetDate,nordoessuchreviewandacceptanceexpresslyorbyimplicationwarrant,acknowledge,oradmitthereasonablenessofthelogic,durations,manpower,orequipmentloadingoftheContractor’sSchedule.業(yè)主對(duì)詳細(xì)的EPC進(jìn)度計(jì)劃及其支持文件進(jìn)行審批，只是審查其是否與合同文件的要求一致。業(yè)主審批了承包商的進(jìn)度計(jì)劃，并不能解除承包商對(duì)項(xiàng)目進(jìn)度計(jì)劃的責(zé)任或滿足合同機(jī)械竣工目標(biāo)日期的義務(wù)，也不代表或暗示擔(dān)保、認(rèn)可或承認(rèn)承包商進(jìn)度計(jì)劃的邏輯、工期、人員或設(shè)備數(shù)量的合理性。CurrentSchedule當(dāng)前進(jìn)度計(jì)劃TheCurrentScheduleisupdatedtorepresentcurrentprojectconditionsasofadatacutoffdate.ThebasisforupdatingtheLevel3DetailedscheduleshallbetheLevel4Taskschedule.當(dāng)前進(jìn)度計(jì)劃顯示了數(shù)據(jù)截止日的項(xiàng)目當(dāng)前狀況。更新三級(jí)進(jìn)度計(jì)劃的依據(jù)必須是四級(jí)進(jìn)度計(jì)劃。Procedure程序ResponsibleContractorpersonnelwillupdatetheLevel4Taskschedule(ReferenceProcedureCHRP-PC-PP-0003,ProgressMonitoringandControl,Section3.3)usingtheProgressAppraisalGuideasthebasis.Contractorpersonnelwillalsosupplyactualorforecastactivitystart/completedates.TheTaskschedulewillbeupdatedonabiweeklyscheduleandsubjecttoOwner’saudit.承包商有專人依據(jù)進(jìn)度評(píng)估準(zhǔn)則來(lái)負(fù)責(zé)更新四級(jí)進(jìn)度計(jì)劃（參見(jiàn)CHRP-PC-PP-0003,進(jìn)度檢測(cè)和控制程序的第3.3節(jié)）。同時(shí)承包商人員也會(huì)提供實(shí)際的或預(yù)計(jì)的工作開(kāi)始/完成日期。四級(jí)進(jìn)度計(jì)劃會(huì)每?jī)芍芨乱淮?，須提交業(yè)主審計(jì)。TheprojectschedulerwillreviewtheprogressinputdatafromtheTaskscheduleandproducetheCurrentSchedule.HeassurestheresultingschedulemeetstheOwner’sPlanningandSchedulingrequirements.