廣東某煉油項目對承包商的計劃與進度要求(ec項目-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CHRP-PC-PP-0001對承包商項目控制要求程序中的計劃與進度作進一步定義及補充。這些要求將包涵在每一個合同ITB中，隨后會并入到最終合同條款中。承包商將把本程序納入它的計劃與進度程序中。2.0 RESPONSIBILITIES責任PlanningandScheduling,asdefinedherein,willbeamandatoryrequirementofthisContract.ItistheresponsibilityoftheContractortoprovideandutilizeplanningandschedulinginsuchamannerasto:(1)effectivelydirect,controlandmonitortheadministrationoftheContractAgreement;and(2)provideOwnerwithsufficientdataandprojectionsforthedurationoftheContract.計劃與進度是本合同的強制性要求。承包商有責任編制和落實進度和計劃，以便對合同條款的執(zhí)行進行有效地指導和監(jiān)控；并在合同執(zhí)行過程中向業(yè)主提供充足的數(shù)據(jù)和預測。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度工程師來執(zhí)行本程序中規(guī)定的職責。他/她須精通使用關鍵路徑法(CPM)編制進度計劃，熟悉煉油項目的EPC進度計劃。如果業(yè)主認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向業(yè)主重新提交，并承擔相應費用。Uponrequest,ContractorwillprovidetheOwnerwithaccesstoallrelevantplanningandschedulingdocumentsthroughoutthedurationoftheproject.Contractorshallprovidecopiesofallsubcontractors(toContractor)andvendor’sschedulesifownerrequires.在項目執(zhí)行過程中，根據(jù)要求，承包商要向業(yè)主提供所有相關的計劃與進度資料。如業(yè)主要求，承包商須提供所有分包商（給承包商的）和供貨商的進度計劃復印件。SchedulingsubmittalsmadeunderthisProcedureshallbemadeinbothChineseandEnglish.按本程序規(guī)定所作的進度計劃提交文件要用中、英兩種文字。3.0SOFTWARE軟件PrimaveraProjectPlanner3.0orabove,orPrimaveraEnterprise(P3e/c)willbetheschedulingsoftwareusedonthisproject.MircosoftExcelshallbeusedforspreadsheetapplicationsandwherePrimaveragraphicsareinadequate.MicrosoftWordshallbeusedforwordprocessing.本項目使用P3的3.0版(及以上)或P3e/c作為進度計劃軟件。所有電子數(shù)據(jù)表或當Primavera制圖形式不充分時，應使用MSExcel，文字處理使用MSWord。BASELINESUBMITTALS提交的基準文件 Within30-daysafterNoticetoProceed(NTP),theContractorshallprepareandsubmitaninitialissueofthefollowingschedulesandreportstotheOwnerforreviewandapproval.在業(yè)主批準項目啟動后30天內，承包商要編制并提交一個初步的下列進度表和報告交業(yè)主審批：ControlSchedule控制進度計劃DetailedEPCSchedule詳細的EPC進度計劃ManpowerPlan人員計劃ProgressCurve進度曲線ProgressAppraisalGuide進度評估準則QuantityInstallationCurves工程量曲線ListofKeyEngineeringDeliverablesandIssueforClientReviewDate圖紙文件報批計劃4.1SchedulingHierarchy進度計劃分級Allplanningandschedulingeffortshallconformtothefollowinghierarchyofschedules.Allschedulesinthehierarchyshallbeverticallyrelatable:所有計劃與進度的結果要與以下進度計劃分級一致，各級進度計劃間都是縱向關系：Level1一級-OwnerMilestoneSchedule業(yè)主里程碑計劃Level2二級-ControlSchedule控制進度計劃Level3三級-DetailedEPCSchedule(ContractSchedule)詳細EPC進度計劃（合同進度計劃）Level4四級-DetailedTaskSchedule(ReferenceProcedureCHRP-PC-PP-0003,ProgressMonitoringandControl).詳細工作進度計劃（參照程序CHRP-PC-PP-0003，進度檢測和控制）。4.1.1ControlSchedule控制進度計劃TheLevel2ControlscheduleshallbeahigherlevelsummationoftheLevel3Detailedschedule.Itwilldisplaysufficientmilestonesandsummaryactivities(50to60maximum)toadequatelydemonstratehowtheContractorplanstoexecutetheproject.二級進度計劃是三級進度計劃的更高級別的歸總。它將顯示足夠的里程碑和歸總性作業(yè)（最多50至60個）以便充分演示承包商如何計劃執(zhí)行完成本項目。Asaminimum,theschedulewillincludeOwner-mandatedmilestonesaswellasContractor-identifiedmilestones.Thiswillincludemajorequipmentdeliveriestositeaswellasawardofmajorsub-contracts.Additionalactivities,keydatesandinterfacesshallbescheduledtohighlightcriticalorhigh-riskelementsofthework.該進度計劃至少要包含業(yè)主對承包商強制要求的里程碑以及承包商確定的里程碑。這包括主要設備進場和主要的分包合同簽訂。該進度計劃中還要注明工程中那些關鍵的或高風險的工作、重要日期和界面。MilestoneswillbelogicallyconnectedtoactivitiesintheLevel3Detailedschedule;summaryactivitiesshallbearoll-upofactivitiesfromtheschedule.BoththeLevel3DetailedandLevel2MilestoneschedulesshallbederivedfromthesamePrimaveradatabase.邏輯上里程碑與三級進度計劃中的作業(yè)相聯(lián)系，歸總性作業(yè)是三級進度計劃中相關作業(yè)的歸總。三級進度計劃和二級進度計劃都必須來自于同一個Primavera數(shù)據(jù)庫。4.1.2DetailedEPCSchedule詳細的EPC進度計劃TheContractorshallprepareandsubmitacomputerizedLevel3DetailedscheduleThisschedulewillintegratethetotalscopeofengineering,procurement,construction(includingpre-commissioning)workintoasinglenetworkusingtheCriticalPathMethod(CPM)ofscheduling.Theschedulewillbedevelopedinsufficientdetailtomonitorprogressoftheworkandestablishintraandinter-projectinterfaces.ItwillbesubmittedtotheOwnerforreviewandapproval.AfterreviewandapprovalbyOwner,thisscheduleshallbe“baselined”andsetastheTargetagainstwhichfuturescheduleperformanceismeasured.承包商須準備并提交計算機編制的三級進度計劃。該進度計劃將用“關鍵路徑方法”（CPM）把全部的設計、采購、施工(含預試車)工作范圍整合到一個專門的網絡圖中。該進度計劃要編制地足夠詳細，以便監(jiān)控工程的進展情況，并建立項目內及項目之間的界面協(xié)調。該進度計劃要交給業(yè)主審批。業(yè)主審批后，該進度計劃就是一個基準，它是用于衡量將來的實際進度計劃的執(zhí)行情況的目標計劃。Initially,theLevel3Detailedscheduleshallemphasizeengineering,procurementandanyearlysiteactivities.Itshallshowconstruction(includingpre-commissioning)activitiesinsufficientdetailtoestablishrequiredon-sitedatesfordesigndeliverablesandequipment/materials.Typically,thesizeofthisnetworkwillbeintheregionof1000to3000activities.Thisscheduleshallbesubmittedwithin30-daysafterNoticetoProceed(NTP).Theconstructionandpre-commissioningportionsofthescheduleshallberevisedandsubmittedforOwner’sreviewandapprovalaccordingtothefollowingschedule:最初，三級進度計劃著重在設計、采購和早期的現(xiàn)場工作。該進度計劃要顯示足夠詳細的施工(含預試車)工作情況，以便確定施工現(xiàn)場所需的設計交付資料及設備、材料到場的具體日期。一般的，該網絡圖有1000到3000項工作。在業(yè)主批準項目啟動的30天內，該進度計劃必須提交上來。根據(jù)下面的進度計劃將對施工(含預試車部分)進行修訂并提交給業(yè)主審批。Withintwomonthsofsiteconstructionmobilization,theContractorshallfurtherdevelopandexpandtheconstruction(includingpre-commissioning)sectionsoftheLevel3Detailedschedule,basedonthemostup-to-dateinformation.Thescheduleshallbestructuredonthebasisofconstructionareaandtrade.ItshallbesubmittedforOwner’sreviewandapproval.在現(xiàn)場施工開始的兩個月內，承包商要根據(jù)當前的最準確的信息對三級進度計劃中的施工(含預試車部分)進行進一步的編制和擴展。以施工區(qū)域和行業(yè)工種為基礎來構成該進度計劃，完成后要提交業(yè)主審批。Threemonthsbeforefirstscheduledsysteminspection,thepre-commissioningscheduleshallbesubmittedtotheOwnerforreviewandapproval.Pre-commissioninglogicshallbedevelopedtoprovideatransitionfromaconstructionareabasistoasystembasis.ItshallincludeallsuchactivitiesuptoMechanicalCompletion.在第一個系統(tǒng)計劃檢驗的3個月前，預試車進度計劃要交給業(yè)主審批，編制預試車邏輯以便從以施工區(qū)域為基礎過渡到以系統(tǒng)為基礎。它須包括到機械竣工為止的所有工作活動。4.1.2.1ScheduleDevelopment進度計劃的編制TheLevel3Detailedscheduleshallbedevelopedusingthefollowingguidelines:須依據(jù)以下準則來編制三級進度計劃：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.該進度計劃要根據(jù)業(yè)主的工作分解結構(WBS)和作業(yè)代碼結構，里程碑和其它限制內容進行編制。每個單元要編制單獨的進度計劃，但是它們要涵蓋在同一個Primavera數(shù)據(jù)庫中。承包商的進度計劃要標識出“關鍵路徑”工作。至少，該進度計劃要提及以下內容：業(yè)主和承包商的里程碑，工藝審查，中國和當?shù)卣脑S可證申請和接收文件，三維CAD模型的繪制及審核，材料統(tǒng)計單（MTO），安全審查，請購單的編制和發(fā)出，詢價書準備及發(fā)放，供貨商標書的接收及評標，定單的簽訂，供貨商資料接收及審核，設備及材料的交付情況。Thescheduleshallbedevelopedatasufficientlevelofdetailtoaccuratelymonitor,manage,executeandcontrolthework.Thedurationofeachworkactivityshallbeexpressedindays-andshallbereasonablyconsistentwiththeContractor’sestimatedquantitiesandexpectedproductionrates.編制的進度計劃要足夠詳細以便對工程進行精確地檢測，管理，執(zhí)行和控制。每一項作業(yè)的工期都要以天為單位表述出來，并且要與承包商的預計的工程量和期望的生產率適當?shù)乇３忠恢隆achactivitydescriptionshallbeaconcisedescriptionoftheworkrepresentedbytheactivity每一項作業(yè)名稱都是對由作業(yè)所代表的工作的一個簡練說明。EachscheduleactivitywillbeassignedanalphanumericidentifiertobeactivityID.ThefirstthreeplacesoftheactivityIDshallbereservedfortheUnitidentificationnumber.ThefourthplaceintheactivityIDshallbereservedasthephaseidentifierasfollows:每一項計劃作業(yè)都會被賦予一個字母數(shù)字識別符作為作業(yè)代碼。該作業(yè)代碼的前三位要為主項單元標識號保留，第四位則是以下階段的識別符：A-BasicEngineeringDesign基礎工程設計B-LongLeadEquipmentProcurement長周期設備采購C-DetailEngineeringDesign詳細工程設計D-Procurement(Balanceofequipmentandmajormaterials)采購（剩余的設備和主材）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。若沒有業(yè)主特別批準，所有計劃的工作都不能有開口關系與非邏輯限制。要少使用非邏輯限制。Scheduleactivitiesshallbecodedwithdisciplineidentifierswithinengineering,procurement,construction(includingpre-commissioning)suchthatlike-functionactivitiesmaybegroupedtogetherforschedulepresentationpurposes,aswellasdevelopmentofprogressandman-loadingcurves.TheActivityCodefieldmaybeutilizedforthispurpose.ContractorwillsubmitalistofthesecodeswiththeDetailscheduleforOwner’sinformation.計劃作業(yè)要用相應的設計、采購、施工(含預試車)的專業(yè)識別符來編碼，類似的作業(yè)可以組在一起便于展示進度及人力曲線的編制。作業(yè)分類碼也可用于此目的。承包商會提供一份這些代碼的清單連同詳細的進度計劃給業(yè)主參考。OtherstandardActivityCodingandtheirfieldsshallbedefinedlater.其它標準的作業(yè)分類碼及其它們的區(qū)域要在以后定義。ToenabletheOwnertomergemultipleschedules,theContractorshallusethefollowingcalendarsinPrimavera:要使業(yè)主能夠融合多項進度計劃，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.日歷應包括國家的法定假日（這些由業(yè)主提供）。最早的開始與完工日期將是時間計算和確定要求的開始和完工日期的依據(jù)。TheschedulewillidentifymajorinterfacemilestonespointswithOwnerandotherContractors.該進度計劃將確定與業(yè)主和其它承包商相關的主要界面里程碑點。Theschedulewillliston-sitedeliverydatesforallequipmentandmaterials,whethersuppliedbytheOwnerortheContractor.OwnerwillsupplycontractorwithdeliverydatesofallOwner-furnishedequipmentandmaterial.Also,OwnerwillprovideContractormonthlyupdatesoftheirdeliverystatus,ifsameremainsunderOwner’scontrol.進度計劃將列出所有設備和材料的交付現(xiàn)場的日期，無論是由業(yè)主供貨或承包商供貨。業(yè)主將把所有由業(yè)主提供的設備及材料的交付日期提供給承包商。同時，如業(yè)主維持對此類設備的監(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.該進度計劃涵蓋所有分包商的工作，包括分包合同標書準備到授標，以及分包商的詳細進度計劃。按照本程序的要求，承包商將根據(jù)進展情況報告分包商的工作狀況。Progress-ableactivitieswillbeassignedaman-hoursbudget,whichdeterminestherelativeweightofactivities.Theseman-hoursare“earned”asworkisaccomplished.Budgetedman-hoursprovidethecommondenominatorforconvertingdisparatequantitiesintoacommonbasisforsummarizingandreportingphysicalprogressacrossallphasesandverticallythroughtheWBShierarchy.能夠統(tǒng)計進度的作業(yè)都將被賦予一個人工時預算，它決定了各項作業(yè)的相關權重。這些人工時是根據(jù)工作的完成情況而“贏得的”。預算的人工時將各種不同的工程量值都轉化為同一個基礎，便于總結和報告貫穿所有階段和WBS的實體進度。Budgetedman-hoursareestablishedbasedonanestimateofphysicalquantitiestobeinstalled(man-hourspercubicmeterofconcrete;man-hoursperlinearmeterofpipeinstalledorquantityofanitemtobeproduced(man-hoursperdrawing;man-hoursperrequisition,etc)foranindividualscheduleactivity.對于一個單獨的計劃作業(yè)，預算的人工時是依據(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。4.1.3ScheduleExecutionPlan進度執(zhí)行計劃TheContractorshallsubmitadetailednarrativedescriptionofitsplanforperformingthework.承包商須提交一個執(zhí)行該工程計劃的詳細敘述說明。4.2PlannedProgressCurves計劃的進度曲線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”計劃的進度S曲線（進度曲線）。該進度曲線須直接依據(jù)以下內容（1）包括在三級進度計劃中的作業(yè)和（2）分配給每項工作的人工時（資源）權重比例。要繪制以下曲線：EPCOverallProgressControlcurvefortheoverallprojectshallbeproducedbyweightingtheprojectphasesinthefollowingratio:Engineering15%;Procurement(includingEquipmentandMajorMaterials)20%;Construction(includingCivilWorks,InstallationWorkandPre-commissioning)65%(OwnermaydirectContractortousedifferentweightingstoreflectspecificcontractcharacteristics).ForE&Pcontractors,theweightingsshallbe70%forEngineeringand30%forProcurement.按照以下比率對項目的各個階段進行權重分配，并據(jù)此繪制整個項目的EPC綜合總進度控制曲線：設計為15％，采購(含設備與主材)為20％，施工(含土建，安裝及預試車)為65％(業(yè)主可能指導承包商使用不同的權重來反映具體的合同特征)。對E&P承包商來說，權重比例應為設計70％和采購30％。SeparateLevel1ProgressControlCurvesshallbeproducedfortheengineering,procurement,construction(includingpre-commissioning)phasesoftheproject.要為項目的設計階段，采購階段，施工階段(含預試車)編制單獨的一級進度控制曲線。Level2EngineeringProgressControlCurvesshallbeproducedforallsignificantengineeringdisciplinescontributingtoengineering,procurement,sub-contractservices.Asaminimum,individualcurvesshallbecreatedforProcess,Piping,MechanicalEquipment;Civil/Structural,Architecture,ElectricalandInstruments,AllOtherEngineering(balanceofengineeringgroups)要為所有與設計、采購和分包服務有關的重要的設計專業(yè)來繪制二級設計進度控制曲線。至少，要為工藝，配管，機械設備，土建/結構，建筑，電氣和儀表，和所有其它設計專業(yè)（其它設計組）繪制單獨的曲線。Asaminimum,Level2ConstructionProgressControlCurvesshallbecreatedforpiling,foundations,undergroundpiping,steelerection,equipmentinstallation,pipingerection,instruments,electrical,balanceoffunctions.Ownermayrequestadditionalprogresscurvesascircumstancesdictate.至少，應繪制樁基，基礎，地下管道，鋼構件安裝，設備安裝，管道安裝，儀表，電氣和其它工作的二級施工進度控制曲線。業(yè)主可能根據(jù)實際情況要求其它的進度曲線。Levels1and2plannedprogresscurvesforconstruction(includingpre-commissioning)shallbeupdatedandsubmittedtotheOwnerforreviewandapprovalatthesametimeastherevisedLevel3DetailedconstructionschedulesubmittedunderSection4.1.2.ThecontentofthesecurvesshallbebasedontherevisedLevel3Detailedschedule.按照4.1.2的要求在提交修改的三級詳細施工進度計劃的同時要更新施工(含預試車)一級和二級計劃進度曲線，并交業(yè)主審批。這些曲線的內容將依據(jù)修改的三級進度計劃。4.2.1PlannedProgressCurveFormat計劃的進度曲線格式TheprogresscurvesshallbepreparedandpresentedtotheOwnerforapproval.Contractorshallfollowthesepreparationguidelines:承包商要編制進度曲線并交給業(yè)主批準。承包商要遵循以下這些編制準則：FormatwillbeaS-curveplottedusingMicrosoftExcelsoftware.Provisionwillbemadeforscheduled,actualandforecastprogressfigures.格式為用MSExcel繪制的S曲線。要提供計劃、實際和預計的進度百分比曲線。AtabulardatatablewillbeincludedoneachS-curve,withprovisionforscheduled,actualandforecastprogressfigures.每個S曲線要顯示對應的數(shù)據(jù)表格，其中包括計劃、實際和預計的進度百分比。Allprogresscurveswillbetitledandcontainanissuedateaswellasprogresscutoffdatadate.所有進度曲線都要有標題，發(fā)布日期和數(shù)據(jù)截至日期。Progresscurveswillbeproducedbasedonearlystart/earlyfinishdatesascontainedintheLevel3Detailedschedule.進度曲線的繪制是依據(jù)三級進度計劃中的最早開始/最早結束日期。Thex-axiswillbeshowninmonthlytimeincrementsforpresentationtotheOwner.However,itisexpectedtheContractorwillmaintainweeklyplannedresourcedata,whichwillaggregatetothemonthlydata.Fromtimetotime,theOwnermayrequestaccesstothisweeklydata.Contractorwillcomplyexpeditiouslywithsuchrequests.X軸表示時間，以月為單位。但是，希望承包商保留每周計劃的資源數(shù)據(jù)，這些數(shù)據(jù)合成月度數(shù)據(jù)，有時業(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，承包商可把人員計劃和計劃進度曲線結合起來，如附件A所示。4.3ManpowerPlans人員計劃TheContractorshalldevelopaseriesofresourcemanpowerplanscorrespondingtoeachEPCOverall,Level1andLevel2ProgressControlCurve,listedabove.承包商須編制與上述每一個EPC綜合總進度曲線，1級，和2級進度控制曲線相對應的一系列人員計劃。Themanpowerplansshallbebaseddirectlyon(1)activitiescontainedintheLevel3Detailedscheduleand(2)manhourweightingsassignedtoeachactivity.ThesemanpowerplansshallbepresentedtotheOwnerforreviewandapproval.編制人員計劃要以下列內容為依據(jù)（1）三級進度計劃中的作業(yè)和（2）分配給每項作業(yè)的人工時權重比例。該人員計劃須提交業(yè)主審批。Construction(includingpre-commissioning)Level2manpowerplansshallbeupdatedandsubmittedtotheOwnerforreviewandapprovalatthesametimeastherevisedLevel3DetailedschedulessubmittedunderSection4.1.2.ThecontentofthesecurvesshallbebasedontherevisedLevel3Detailedconstructionschedule.在按照4.1.2節(jié)的規(guī)定提交修訂的三級進度計劃的同時，承包商也要對施工(含預試車)二級人員計劃進行更新，并提交給業(yè)主審批。這些曲線的內容要以修改了的三級詳細施工進度計劃為依據(jù)。Contractorshallfollowthesepreparationguidelines:承包商須遵循以下編制準則：FormatwillbeahistogramplottedusingMicrosoftExcelsoftware.Provisionwillbemadeforscheduled,actualandforecastmanpowerfigurestobedisplayedonthechart.格式是用MSExcel繪制的直方圖。在圖表中要顯示出計劃、實際和預計的人力直方圖。Atabulardatatablewillbeincludedoneachhistogram,withprovisionforscheduled,actualandforecastmanpowerfigures.每個直方圖要顯示對應的數(shù)據(jù)表格，表中提供了計劃、實際和預計的人員數(shù)。HistogramsshallbeproducedwithintheframeworkoftheOwner’sWBSstructure.Theyshallbeproducedbyphasediscipline/trade,overallbyprojectphase(engineering,procurementandconstruction)andUnit.直方圖應按照業(yè)主的工作分解結構（WBS）以專業(yè)/工種、總體項目階段（設計、采購和施工）和主項單元來繪制。Allmanpowerplanswillbetitledandcontainanissuedateaswellasprogresscutoffdatadate.所有人員計劃都要有標題，發(fā)布日期和數(shù)據(jù)截至日期。Manpowerplanswillbeproducedbasedonearlystart/earlyfinishdatesascontainedintheLevel3Detailedschedule.Further,therewillbeadirectcorrelationbetweenthemanpowerplanandthecorrespondingprogresscurve.人員計劃的編制以三級進度計劃中的最早開始/最早結束日期為依據(jù)。另外，人員計劃和相應的進度曲線之間會有直接的對應關系。Thex-axisshouldbeshowninmonthlytimeincrementsforpresentationtotheOwner.However,itisexpectedtheContractorwillmaintainweeklyplannedmanpowerdata,whichwillaggregatetothemonthlydata.Fromtimetotime,theOwnermayrequestaccesstothisweeklydata.Contractorwillcomplyexpeditiouslywithsuchrequests.X軸表示時間，以月為單位。但是，希望承包商也保存每周計劃的人員數(shù)據(jù)，這些數(shù)據(jù)合成月度數(shù)據(jù)，有時業(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的人員，每周計劃工時數(shù)將作為Y軸標題的一部分清楚地顯示出來?？潭葢龆▎T高峰值并按合理的遞增量表示。4.4PhysicalProgressAppraisalGuide進度評估準則TheContractorshallprepareandsubmittotheOwnerforapprovalaPhysicalProgressAppraisalGuide(Guide).TherequirementsforthisGuidearecoveredinProcedureCHRP-PC-PP-0003,ProgressMonitoringandControl.承包商須編制一份進度評估準則交業(yè)主批準。對該準則的要求涵蓋在CHRP-PC-PP-0003進度檢測和控制程序中。4.5QuantityInstallationCurves工程量曲線Contractorsperformingconstructionshalldevelopaseriesofquantityinstallationcurvescomparingactualquantitiesinstalledasapercentageofplannedquantitiesformajorworkcategoriessuchas:numberofpilesinstalled;cubicmetersofconcreteplaced;tonnageofstructuralsteelerected;inchdiametersofpipingwelded/threaded;metersofelectricalcableinstalled;fieldinstrumentsinstalled;loopcheckscompleted;numberofhydrostatictestpackagecompleted.TheexactmakeupwillbeagreedtowithContractorbeforeinitialsubmittaloftheinstallationcurves.承包商進行施工須編制一系列工程量曲線，按照主要工作分類將實際工程量與計劃工程量進行比較，并以百分比形式表現(xiàn)出來，分類如：樁基數(shù)量，混凝土立方數(shù)，鋼結構噸數(shù)，管道的寸D數(shù)，電纜米數(shù)，現(xiàn)場儀表臺件數(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，與進度曲線的格式（見4.2節(jié)）相同。該曲線以三級進度計劃中的施工部分為依據(jù)。曲線標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)布的施工進度計劃一同提交給業(yè)主。請參照附件B看一個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.在項目開工會召開后的30天內，承包商須向業(yè)主提交上述進度計劃及各種支持文件。業(yè)主的項目控制人員須在5個工作日內確定這些文件是否是按照4.1節(jié)到4.5節(jié)中規(guī)定的準則進行編制的。如果需要更長的時間，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，則須召開會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，就會將這些意見整合到他們的合同交付文件中。此時承包商的進度計劃及其支持文件就作為基準成為衡量將來進度計劃的目標。根據(jù)以下準則提交進度計劃及其支持文件：TheLevel2Milestonescheduleshallbesubmittedasanearlystart/finishroll-upoftheLevel3Detailedschedulegroupingactivitiesbyphaseanddiscipline/trade.二級進度計劃是三級進度計劃的歸總，并按照階段和專業(yè)/工種對作業(yè)進行分組。TheLevel3Detailedschedulewillbesubmittedastwohardcopytime-scaledbarchartsprintedonA-3orA-4paper:三級進度計劃用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.第一個橫道圖是最早開始/最早結束橫道圖報告，邏輯上按階段和專業(yè)/工種對工作分組。(b)Thesecondshallbeabarchartsortedbytotalfloat(<5days)andearlystart.Floatchainsshallbebandedbyfloatvalue.第二個網絡圖是以總浮時（<5天）和最早開始日期來排序的橫道圖，每個浮時網絡鏈按浮時值分組并按數(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度S曲線和人員計劃，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)/工種須按項目階段（設計，采購和施工）分開。用A4紙?zhí)峤唬粡埣埳峡梢杂胁恢挂粋€的曲線或計劃。ThePhysicalProgressAppraisalGuideshallcontainseparatesectionsforengineering,procurementandconstructionandfurthergroupedbydiscipline/trade.進度評估準則須包括單獨的設計、采購和施工幾部分，并按專業(yè)/工種進一步分組。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。詳細的EPC進度計劃須用P3的3.0版(及以上)或P3e/c來作；S曲線，人員計劃和評估準則須以MSExcel的格式作。4.7Owner’sComments業(yè)主的批注意見TheOwnersreviewandacceptanceoftheDetailedEPCscheduleandsupportingdocumentsisforconformancetotherequirementsoftheContactDocumentsonly.ReviewandacceptancebytheOwneroftheContactor’sscheduledoesnotrelievetheContactorofanyofitsresponsibilityfortheprojectscheduleorforanyoftheContractor’sobligationtomeettheContractMechanicalCompletionTargetDate,nordoessuchreviewandacceptanceexpresslyorbyimplicationwarrant,acknowledge,oradmitthereasonablenessofthelogic,durations,manpower,orequipmentloadingoftheContractor’sSchedule.業(yè)主對詳細的EPC進度計劃及其支持文件進行審批，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度計劃，并不能解除承包商對項目進度計劃的責任或滿足合同機械竣工目標日期的義務，也不代表或暗示擔保、認可或承認承包商進度計劃的邏輯、工期、人員或設備數(shù)量的合理性。CurrentSchedule當前進度計劃TheCurrentScheduleisupdatedtorepresentcurrentprojectconditionsasofadatacutoffdate.ThebasisforupdatingtheLevel3DetailedscheduleshallbetheLevel4Taskschedule.當前進度計劃顯示了數(shù)據(jù)截止日的項目當前狀況。更新三級進度計劃的依據(jù)必須是四級進度計劃。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)進度評估準則來負責更新四級進度計劃（參見CHRP-PC-PP-0003,進度檢測和控制程序的第3.3節(jié)）。同時承包商人員也會提供實際的或預計的工作開始/完成日期。四級進度計劃會每兩周更新一次，須提交業(yè)主審計。TheprojectschedulerwillreviewtheprogressinputdatafromtheTaskscheduleandproducetheCurrentSchedule.HeassurestheresultingschedulemeetstheOwner’sPlanningandSchedulingrequirements.