Earned Value Analysis Formulas And Project Report For Refinery And Petrochemicals Integrated Development

Scope

The scope of this project includes the building of a central utilities plant along with a 780 km piping assisted by 6300 km of electrical and instrument cabling. The project would also be including 15000 workers with field erected tanks of capacity 600000 cubic meters of concrete associated with a 41 km main storm water drainage which would be exceeding a 35 m wide when it outfalls ate the sea. A 70 km underground firewater distribution piping is also to be constructed associated with 70 buildings which would be including two main buildings associated with controlling (fluor.com, 2018). Laboratories would also be there with more than 1400 pieces of equipment’s fire stations operators, electric substations, warehouses, shelters, and chemical storages. Other things included in the scope are numerous instrumentations and controls. This mainly involves the distribution control system which would be supporting more than 13000 input/output points, sitewide telecommunication systems security of the plant, surveillance systems and site wide IT networks,

Controlling of project schedule can be done by using the project management tools like project calendar, baseline project report, project Gantt chart, checklist, and resource usages report. These tools help in keeping track of the project activities (Burtonshaw-Gunn, 2017). However, a baseline report is most effective when it comes to keeping an account of the planned project schedule and cost usage and comparing it to the actual project duration and cost.

Task Mode	WBS	Task Name Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	Duration	Start	Finish	Predecessors
Auto Scheduled	0	Pengerang Integrated Complex (PIC) in Johor, Malaysia	162 days	Mon 04-02-19	Tue 17-09-19
Auto Scheduled	1	Initial Phase	13 days	Mon 04-02-19	Wed 20-02-19
Auto Scheduled	1.1	Analyzing the requirements	6 days	Mon 04-02-19	Mon 11-02-19
Auto Scheduled	1.2	Tender Documentation	4 days	Tue 12-02-19	Fri 15-02-19	2
Auto Scheduled	1.3	Project Charter Development	3 days	Tue 12-02-19	Thu 14-02-19	2
Auto Scheduled	1.4	Client Meeting	1 day	Fri 15-02-19	Fri 15-02-19	4
Auto Scheduled	1.5	Work Division	2 days	Mon 18-02-19	Tue 19-02-19	3
Auto Scheduled	1.6	Resource Accumulation	3 days	Mon 18-02-19	Wed 20-02-19	5
Auto Scheduled	1.7	Tender Approval	1 day	Mon 18-02-19	Mon 18-02-19	3
Auto Scheduled	1.8	Kick off	0 days	Wed 20-02-19	Wed 20-02-19	6,7,8
Auto Scheduled	2	Planning Phase	11 days	Tue 12-02-19	Tue 26-02-19
Auto Scheduled	2.1	Identification of sub-projects	3 days	Tue 12-02-19	Thu 14-02-19	2
Auto Scheduled	2.2	Listing Activities	5 days	Fri 15-02-19	Thu 21-02-19	11
Auto Scheduled	2.3	Aligning work division	3 days	Fri 22-02-19	Tue 26-02-19	12
Auto Scheduled	2.4	Scheduling the work	8 days	Fri 15-02-19	Tue 26-02-19	11
Auto Scheduled	2.5	Plan Approval	0 days	Tue 26-02-19	Tue 26-02-19	13,14
Auto Scheduled	3	Execution	130 days	Wed 27-02-19	Tue 27-08-19
Auto Scheduled	3.1	Contractor and labour Recruitment	5 days	Wed 27-02-19	Tue 05-03-19	15,9
Auto Scheduled	3.2	Ordering Construction raw materials	3 days	Wed 06-03-19	Fri 08-03-19	17
Auto Scheduled	3.3	Renting equipments and machineries	3 days	Mon 11-03-19	Wed 13-03-19	18
Auto Scheduled	3.4	Transportation	4 days	Thu 14-03-19	Tue 19-03-19	19
Auto Scheduled	3.5	Design Development and Approval	10 days	Wed 06-03-19	Tue 19-03-19	17
Auto Scheduled	3.6	Site Clearning	5 days	Wed 20-03-19	Tue 26-03-19	20,21
Auto Scheduled	3.7	Refinery and Petrochemical Integrated Development	41 days	Wed 27-03-19	Wed 22-05-19
Auto Scheduled	3.7.1	Laying of Iron Pillars	15 days	Wed 27-03-19	Tue 16-04-19	22
Auto Scheduled	3.7.2	Brick, Cement and construction works	20 days	Wed 17-04-19	Tue 14-05-19	24
Auto Scheduled	3.7.3	Infrastructure is developed	35 days	Wed 27-03-19	Tue 14-05-19	22
Auto Scheduled	3.7.4	Laying Pipelines	15 days	Wed 17-04-19	Tue 07-05-19	24
Auto Scheduled	3.7.5	Connecting to main supply	7 days	Wed 08-05-19	Thu 16-05-19	27
Auto Scheduled	3.7.6	Testing of flow	4 days	Fri 17-05-19	Wed 22-05-19	25,26,28
Auto Scheduled	3.7.7	Completed	0 days	Wed 22-05-19	Wed 22-05-19	29
Auto Scheduled	3.8	Cogeneration plant	53 days	Wed 27-03-19	Fri 07-06-19
Auto Scheduled	3.8.1	Power grid development	27 days	Wed 27-03-19	Thu 02-05-19	22
Auto Scheduled	3.8.2	Lines and Power Cables are developed	23 days	Wed 17-04-19	Fri 17-05-19	22FS+15 days
Auto Scheduled	3.8.3	Connected to main supply	15 days	Mon 20-05-19	Fri 07-06-19	32,33
Auto Scheduled	3.8.4	Testing of Power Current	10 days	Mon 27-05-19	Fri 07-06-19	34SS+5 days
Auto Scheduled	3.8.5	Completed	0 days	Fri 07-06-19	Fri 07-06-19	34,35
Auto Scheduled	3.9	Regasification terminal, Deep water terminal	42 days	Mon 10-06-19	Tue 06-08-19
Auto Scheduled	3.9.1	Terminal Start and End Point Excavation	14 days	Mon 10-06-19	Thu 27-06-19	36
Auto Scheduled	3.9.2	Equipments and Devices are installed	20 days	Fri 28-06-19	Thu 25-07-19	38
Auto Scheduled	3.9.3	Installation of work development	12 days	Wed 10-07-19	Thu 25-07-19	39SS+8 days
Auto Scheduled	3.9.4	Checking of the terminal connection	8 days	Fri 26-07-19	Tue 06-08-19	39,40
Auto Scheduled	3.9.5	Completed	0 days	Tue 06-08-19	Tue 06-08-19	41
Auto Scheduled	3.10	Fluor’s Solution	15 days	Wed 07-08-19	Tue 27-08-19
Auto Scheduled	3.10.1	Worldwide network is leveraged	15 days	Wed 07-08-19	Tue 27-08-19	42
Auto Scheduled	3.10.2	Commissioning services of utilities	12 days	Mon 12-08-19	Tue 27-08-19	44SS+3 days
Auto Scheduled	3.10.3	Engineering, procurement, construction management	8 days	Fri 16-08-19	Tue 27-08-19	45SS+4 days
Auto Scheduled	4	Project Closure	15 days	Wed 28-08-19	Tue 17-09-19
Auto Scheduled	4.1	Final Documents	8 days	Wed 28-08-19	Fri 06-09-19	44,45,46
Auto Scheduled	4.2	Evaluation of the facility	4 days	Mon 09-09-19	Thu 12-09-19	48
Auto Scheduled	4.3	Sign off	1 day	Fri 13-09-19	Fri 13-09-19	49
Auto Scheduled	4.4	Success Meeting	1 day	Mon 16-09-19	Mon 16-09-19	50
Auto Scheduled	4.5	Facility is opened for work	1 day	Tue 17-09-19	Tue 17-09-19	51
Auto Scheduled	4.6	Closed	0 days	Tue 17-09-19	Tue 17-09-19	52

Earned value analysis or the EVA is one of the industrial standard method associated with the measurement of the progress of the project at any point of time so as to forecast the date of completion and the final cost. Besides this the EVA is also associated with the analysis of the variances taking place in the schedule and the budget of the project as it moves forward (Fleming & Koppelman, 2016). This is responsible for comparing the planned amount assigned for the work with the actual cost at the end of the project so as to determine the cost along with the schedule and work that has been progressing according to the plan. When the work completes it is considered to be earned. EVA is the snapshot of the time that is used as one of the management tools so as to provide early warning systems to detect any kind of progress that is endangered or deficient (Patil, Desai, & Gupta, 2015). This is associated with making sure that a clear definition of the work is provided before starting any kind of work.

	Particulars	Unit Required	Standard Rate	Cost
	Site (in acres)	6242	$7,000.00	$4,36,94,000.00
	Piping (in kms)	780	$4,000.00	$31,20,000.00
	Electrical and instrument cabling (in kms)	6300	$5,000.00	$3,15,00,000.00
	Concrete (in cubic meters)	600000	$120.20	$7,21,20,000.00
	Main Storm Drainage (in kms)	41	$5,000.00	$2,05,000.00
	Underground firewater distribution piping (in kms)	70	$15,000.00	$10,50,000.00
	Building Structures (in number)	70	$85,000.00	$59,50,000.00
	No. of equipment, fire stations, electrical substations, operator shelters, warehouses, and chemical storage (in number)	1400	$20,000.00	$2,80,00,000.00
	Sum			$18,56,39,000.00
	Labours	15000	$960.00	$1,44,00,000.00
	Craft person	70000	$1,000.00	$7,00,00,000.00
	Sum			$8,44,00,000.00
	Total Budget			$27,00,39,000.00

Organization Breakdown Structure

This is the method of making monthly totals of getting a monthly average which does not provide any consideration to the trend that might be present in the data. This is the method which is one of the simplest methods and is associated with measuring the sessional variations that trends into (Zheng et al., 2016).  The considerations included in the compute seasonal variance includes the following:

• Arranging of the data which are unadjusted by years and months
• Computing of the trending values by using the method of moving average
• Expressing the data for each month
• Arranging the ratios by months and years
• Aggregating the ratios for months
• Finding the average ratio for each month

Planning of the entire project includes the proposing of certain actions that are needed for producing results that are favorable in the future. Planning can also be considered as the precaution which can be used in order to reduce the different results which are not desired or for eliminating any kind of unexpected happenings. This in turn would be helping in elimination of the confusion, waste and loss of efficiency (Walker 2015).  Planning of the project would also be including prior determination along with specification of factors, the effects, forces and relationships that are necessary for reaching the specified goal.

The planning would be done logically thoroughly and with honesty so as to have high chances of success. various potential problems can be tackled by proper planning and this would be done so as to reduce the negative effects. each aspect of the plan is to be provided with a scrutiny as well (Sears et al., 2015). Three type of planning would be used for conducing the project and this includes the following:

• Strategic planning: This would be involving high-level selection of the objectives that the project is having
• Operational Planning: This would be involving the detailed planning that is required so as to meet the strategic objectives of the project.

Scheduling: This would be putting all the detailed operational plan on a time scale which has previously been set by the strategic objectives.

Problems related to resource allocation:

Some of the major problems faced while allocating the resources includes the following:

• Shortage of skilled labors.
• Poor scheduling
• Unavailability of materials
• Changes occurring in the project schedule and scope
• Outdated workflow

References:

Burtonshaw-Gunn, S. A. (2017). Risk and financial management in construction. Routledge.

Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.

fluor.com. (2018). Project Management: Fluor’s Expertise Managing Large-Scale Capital Projects for Engineering, Procurement, and Construction (EPC) Functions. Retrieved from https://www.fluor.com/services/engineering/project-management

Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Patil, S. M., Desai, D. B., & Gupta, A. K. (2015). Earned Value Analysis In Construction Industry. International Journal of Informative & Futuristic Research Paper ID JIFR/MH/2015/SI-I, 3.

Sears, S. K., Sears, G. A., Clough, R. H., Rounds, J. L., & Segner, R. O. (2015). Construction project management. John Wiley & Sons.

Walker, A. (2015). Project management in construction. John Wiley & Sons.

Zheng, X., Le, Y., Chan, A. P., Hu, Y., & Li, Y. (2016). Review of the application of social network analysis (SNA) in construction project management research. International journal of project management, 34(7), 1214-1225.