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NATIONAL IRANIAN OIL COMPANYSOUTH PARS GAS FIELD

DEVELOPMENTPHASE 12

160417843.doc ONSHORE FACILITIES Page 1 of 23

PROJECT PLANNING SCHEDULINGAND CONTROL SYSTEM

PROCEDURE

D4

D3

D2D1 26/May/2010 FOR APPROVAL FEC SUA

D0 24/Feb/2010 FOR APPROVAL FEC SUA

Rev Date Purpose of Issue Prepd CheckdTNDG PPL

Approved

This document is the property of N.I.O.C.. Any unauthorised attempt to reproduce it, in any form, is strictly prohibited.

CONSORTIUM DOC. NO. 3546-PZ-PC-00000007 Filename: 160417843.doc

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PROJECT PLANNING SCHEDULING Document No: 160417843.doc

AND CONTROL SYSTEM PROCEDURE Date: 26th May 2010

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TABLE OF CONTENTS

1 SCOPE...............................................................................................................................4

2. DEFINITIONS AND ABBREVIATIONS.............................................................................4

3 ORGANIZATION ................................................................................................................5

4 DUTIES AND RESPONSIBILITIES.....................................................................................6

5 PLANNING HIERARCHY....................................................................................................7

5.1 Level 1 Project Schedule Summary (PSS):................................................................85.2 Level 2 Project Master Schedule PMS....................................................................95.3 Level 3 Project Control Schedule PCS.....................................................................105.4 Level 4 Detailed Database and Control Documents.................................................12

6 PROGRESS MEASUREMENT CRITERIA........................................................................13

6.1 Engineering Progress Measurement...........................................................................136.2 Procurement Progress Measurement.........................................................................14

6.3 Construction, Pre-Commissioning and Commissioningprogress measurement.....................................................................................................14

7 PROGRESS CURVES AND MANPOWER HISTOGRAMS..............................................15

8 DOCUMENT MANAGEMENT SYSTEM...........................................................................16

8.1 CONSORTIUM Engineering Deliverables Management System (EDMS)...................168.2 Transmittals................................................................................................................178.3 Master Document Register (MDR)..............................................................................18

9 PROJECT CONTROL TOOLS..........................................................................................19

10 PROJECT REPORTING.................................................................................................21



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1 SCOPE

The purpose of this document is to illustrate planning, scheduling and control tasks tobe implemented during the execution of South Pars Gas Field Development Phase 12,

Onshore Facilities, Gas-EPC3.

2.DEFINITIONS AND ABBREVIATIONS

All the expressions appearing in capital letters, shall have the meaning set forth inAPPENDIX B General Conditions of CONTRACT, article 2 Definitions andSignificance of Expressions.

For the purpose of this procedure, the following definitions/abbreviations, not consideredunder the relevant article, shall apply:

COMPANY means PETROPARS Ltd.

CONSORTIUM means the association of Tecnimont (TCM), Nargan Engineers &

Constructors (NEC), Dor Riz Engineering Company (DR) and Gamma Company(GM) for the performance of the WORK, acting as CONTRACTOR

MEMBERS mean TCM, NEC, DR, GM.

PROJECT DIRECTOR (PD) means the person appointed by CONSORTIUM as

CONTRACTOR REPRESENTATIVE in all matters related to the performance of theCONTRACT.

CMM means CoMmissioning Manager

CSC means Construction Standard Cycle

EDMS means Engineering Deliverables Management System

EPMS means Engineering Progress Measurement System

EPSC means Engineering and Procurement Standard Cycle

PCM means Project Control Manager

PEM means Project Engineering Manager

PEP means Project Execution Plan

PMMS&R means Project Material Management System & Reporting

PPM means Project Procurement Manager

PL means Discipline Project Leader

STM means SiTe Manager

WBS means Work Breakdown Structure



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3 ORGANIZATION

A qualified and experienced Project Control Manager (PCM) is assigned to the Projecton a full-time basis and responds to PROJECT DIRECTOR within CONSORTIUMProject Management Team.

He is fully supported and assisted by experienced team within each MEMBERorganization at Operating Centre, which operate all project controls activities, and eachled by dedicated Project Control Manager, on its turn responding to the respectiveProject Manager and assisted by Planning and Cost Control Engineers as required bythe size of the Project.

A typical Project Control Organization (Home and Site Offices) are shown here below.

* IN HOME OFFICE DURING EARLY PROJECT PHASE

TYPICAL PROJECT CONTROL ORGANIZATION FOR LARGE PROJECTS (HOME OFFICE)

Project Director /

Project Manager

Project Control Manager

Project Planner Engineer Project Cost Engineer

Project Planner Assistant Project Cost Assistant

Document Control

CoordinatorField Control Coordinator*

Document Control

Assistant Field Planner Engineer*

Field Cost Engineer*

TYPICAL PROJECT CONTROL ORGANIZATION FOR LARGE PROJECTS (SITE OFFICE)

Field Control Coordinator

Field Planner Engineer Field Cost Engineer

Field Planner Assistant Field Cost Assistant

Site Manager /

Project ManagerProject Control Manager



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4 DUTIES AND RESPONSIBILITIES

CONSORTIUM PCM is fully responsible of timely and effective coordination and

supervision of Project Controls activities of Operating teams and of interfacing Companyas required by the project and CONTRACT.

PROJECT DIRECTOR retains the prime responsibility for the Project (engineering,procurement, construction and pre-commissioning, Commissioning & Start up, GeneralServices).

Under PCM coordination and supervision, CONSORTIUM Project Control Team isresponsible for:

Ensuring that adopted Project Control Procedures fully comply with CONTRACT

requirements and CONSORTIUM coordination procedures.

Ensuring set-up and maintenance of project control tools to be adopted for theproject;

Ensuring the preparation of project schedules at the proper level of details as per

procedures and maintain the same for the whole duration of the project;

Track the critical path to ensure about the completion date of the Project;

Ensuring the assessment of physical progress detecting any deviations from the

plans;

Supporting Management in evaluating trends, suggesting corrective actions

when necessary;

Coordinating and collecting data to ensure the preparation of the weekly/monthlyprogress reports;

The Project Control Department within each Partners Corporate provides all necessaryresources to the Project Control Teams, in consideration of the needs highlighted by thePCM and supports the PCM in performing supervision activities to ensure uniformity andapplication of the latest techniques in the project control.



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5 PLANNING HIERARCHY

The standard planning and scheduling hierarchy, developed in tune with Project WBS,consists of the following levels:

Level 1

Level 2

Level 3

Level 4

Engineering

-Piping

P.& I Diagrams

Layouts

3D Modeling

Isometrics

MTO

Construction

-Civil works Area AA

Foundations

-Civil works Area BB

Foundations

Engineering

-Piping

-P.& I Diagrams

Wet End

Extrusion

Cooling Towers

Flare

Construction

-Civil works Area AA

-Foundations

Loop Reactor

Pumps

Steel Structures

Vessels

Engineering

Procurement

Construction

Commissioning

Engineering

-Process

-Piping

-Civil

Construction

-Civil works

-Mechanical Works

Pla

nnin

gPha

se=Top

-Dow

n

Control

Pha

se=Bottom

-Up

The standard planning and scheduling hierarchy, developed in tune with Project WBS,foresees the following levels:

Level 1 Project Schedule Summary (PSS)

Level 2 Project Master Schedule (PMS) Level 3 Project Control Schedule (PCS)

Level 4 Detailed Database and Control Documents



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5.1 Level 1 Project Schedule Summary (PSS):

This schedule illustrates how the completion date of the work can be achieved andcontractual milestones met.

The main task of this level is to identify the main Project targets (e.g. Phases etc.) toestablish the constraints for the lower level of Planning and Control.

The outputs of Level 1 consist of the following documents:

The Overall Project Time Schedule (relating to level 2 of agreed WBS);

Progress Curves for Engineering, Procurement, Construction & Pre-

commissioning, Commissioning phases & General Services;

Manpower histograms for Engineering, Construction & Pre-commissioning,

Commissioning & General Services;

The Overall Project Time Schedule, issued in a bar-chart format, includes the aboveitems which Progress Curves and Manpower Histograms would be prepared for.

For PSS the status of Level 2 of WBS is adequate, which contains Detail Engineering,Procurement Engineering, Final Documentation Sub-Phase and also the status of MainEquipment and Bulk Material, Construction Works by Trains, Commissioning and Startup, General Services and Facilities, main Project and Interface Milestone with EPC1 andEPC2 CONTRACTORS.

Duration of Engineering Phase.

Duration of Material Supply Cycle for Company Items

Duration of Material Supply Cycle for Main Items

Duration of Material Supply Cycle for Bulk Materials

General Services duration

Duration of Construction and Pre-Commissioning works by trains

Duration of Commissioning and Start-up phase by trains

Main Project and Interface Milestones

The content of Level 1 schedule is based on the information available for the project andis supported by statistical references as far as the curves and histograms is concerned.

Subsequently, the content of Level 1 Planning is verified and reconciled through a roll-upof Level 2 planning as soon as available.

The control phase is managed through a bottom-up aggregation from Level 2.



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5.2 Level 2 Project Master Schedule PMS

The Level 2 is usually an expansion of Level 1 Schedule to a level of detail necessary,within the main elements of WBS, to highlight all major Project Milestones, and providesufficient information to define the implementation strategies to achieve Targets andidentify the constraints for the lower level of Planning and Control.

The Level 2 Planning foresees the following documents:

Project Time Schedule

Progress Curves for each Discipline (Engineering, Procurement, Construction)

Progress Curves for Procurement Itemized and Procurement Bulk Materials

Construction Progress Curves for each train and work package

Manpower histograms for each discipline

The Project Time Schedule, issued in a bar-chart format, generally shows:

Duration of Engineering, Procurement and Construction by Discipline

Identification of interfaces and timing for engineering and procurement activities

to define the tasks of the various disciplines and assign the responsibilities.

Duration of Material Supply Cycle for each Discipline

Temporary Facilities installation and Camp Preparation duration

Duration of Construction and Pre-Commissioning works by Work Package

Duration of Commissioning and Start-up phase for each system Project Milestones in detail

The content of Level 2 schedule is based on the information available for the project andis supported by statistical references as far as the curves, histograms and cash flowprofiles is concerned.

Subsequently, the content of Level 2 Planning is verified and reconciled through a roll-upof Level 3 planning as soon as available.

The control phase is managed through a bottom-up aggregation from Level 3.



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5.3 Level 3 Project Control Schedule PCS

The Level 3 Schedule is prepared as an integrated critical path network showing theactivities and the interfaces between Engineering, Procurement Construction andCommissioning phases.

Work schedules for each phase of the Work show the time required to complete theWork. This Level 3 Schedule is to be prepared using a suitable computerized logicnetworking program to identify the critical and sub-critical paths linked to the CompletionDate. Normally the Level 3 Project Schedule consists of a Logic Network analysisthrough Primavera for Enterprise and the outputs are presented in a bar-chart formatevidencing duration, criticality floats and logic sequence of the involved activities.

The network must be in sufficient detail to identify all major activities and constraintsalong the critical and sub-critical.

It is organized in accordance with the agreed WBS and shows Activities as appropriate

and embraces the total life and work scope of the Project to allow the project monitoringsystem based on a defined hierarchy of control information in respect of time andresources (Phase wise / Discipline wise etc.).

The Project Time Schedule at Level 3, based on the established WBS and following theexecution strategy highlighted in the Project Execution Plan, normally is produced basedon:

An extent of basic/FEED and endorsement for the existing basic/FEED

A number of relationships around 2-3 times the activities

A network of activities and relationships to be defined in order to optimize and

ensure and properly network analysis A maximized number of finish/start relationships to ensure meaningful float

calculation in time analysis

Intermediate Project Targets

List of pre-awarded Purchase orders

List of materials that will be purchased by lots

List of critical items, as identified in the proposal schedule and confirmed by early

evaluation at project start-up.

Client approved cycles Purchase Orders for itemized and bulk materials

Average time of transportation (from final inspection to arrival at site)

Procurement strategy for bulk materials

Split of Scope of Works between the involved Parties, evidencing the relevant

responsibilities

Assignment and leveling of manpower resource at discipline level

Any other useful information to qualify the schedule

The Level 3 Planning and Control represents the lowest level of breakdown where theProject has seen as a whole.



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5.4 Level 4 Detailed Database and Control Documents

Level 4 Detailed Schedule is based on the control documents (deliverables list).Thesedocuments and their data base shall describe in detail the scope of work in terms ofquantity and schedule.

The Level-4 schedule is the principle control tool, that provides the basis for thePrimavera Level-3 network analysis and the progress measurement.

The Level-4 detailed database includes:

Design drawings and documentation indices

Vendor Documents index

Requisition Index

Request for quotation and Receipt of quotations list

Technical bid evaluations index Purchase order Index

Vendor manufacturing data and schedule

Materials ex-work delivery schedule

Materials site receipt schedule

Construction activity schedule

Commissioning sub-system

Any other specific items requested by the Project



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6 PROGRESS MEASUREMENT CRITERIA

The Progress Measurement system is based on the following criteria:

Progress is calculated and reported at project level by means of man-hours related tothe physical work of each activity. The physical progress is measured and reported foreach activity on the basis of physical work performance. Physical work performance ismeasured through achievement of specific milestones representing the key stages of thework process for the activity as per Level 4 breakdown.

6.1 Engineering Progress Measurement

The relevant activities are planned and controlled within the timeframe allowed by Level3 Schedules.

The WBS is codified according to a downwards "father-son" relationship carried out levelby level. This structure allows for easy aggregation at all levels of any work unit includedin the WBS, from activity Level to overall CONTRACT level.

This structure shall apply to all planning and progress reporting documents.

Considering the weight factors at the various levels it is possible to aggregate scheduledand actual progress starting from Lev. 4 (i.e. deliverables) to Lev. 0 (overall project). Asan example for the Engineering activities actual progress, the formulas are:

a) Progress Aggregation from Lev. 4 to Lev. 3(EA)3 = S D4 (WD)4Where:(EA)3 is the actual progress of Lev. 3 elementary engineering activityD4 is the actual progress of the deliverables to be produced by

(EA)3 activity(WD)4 are the weight factors of each D4 deliverable related to (EA)3

elementary activity

b) Progress Aggregation from Lev. 3 to Lev. 2(PLA)2 = S (EA)3 (WEA)3Where:(PLA)2 is the actual progress of Lev. 2 planning group(EA)3 is the actual progress of Lev. 3 elementary engineering activity

relevant to EMC calculated as per point a) above(WEA)3 are the weight factors of each elementary engineering activityrelated to (EA)3

c) Progress Aggregation from Lev. 2 to Lev. 1(ED)1 = S (EMC)2 (WEMC)2Where:(ED)1 is the actual progress of a discipline(PLA)2 is the actual progress of each planning group relevant to the

discipline calculated as per point b) above(WPLA)2 are the weight factors of each planning group related to the

discipline.

d) Progress Aggregation from Lev. 1 to Engineering Phase



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(EJ) = S (ED)1 (WU)1Where:(EJ) is the overall engineering actual progress(ED)1 is the actual progress of each engineering discipline, calculated

as per point c) above

(WU)1 are the weight factors of each discipline.

e) Overall project progressPU = S EJ WJWhere:PU is the overall project actual progressEJ is the overall actual progress for each project phaseWJ is the weight factor of each project phase

Detailed Engineering is measured and aggregated from individual deliverables defined inthe Level 4 Schedule. Each deliverable, document, drawing is linked to a specific activity

of Level 3 Schedule. The deliverable progress is rolled-up at appropriate level for feedingthe Level 3 Schedule and evaluating the activity progress from the updated deliverablestatus reported in Document Management System.

The Engineering achieved progress will be calculated and reported to Company at WPand Unit level.

Proposed milestone set, progress weights and breakdown system template are detailedin the Progress Measurement Procedure.

6.2 Procurement Progress Measurement

Procurement progress is measured for equipment, bulk materials and company items.Each activity of the supply chain represents a point associated to a pre-defined progressvalue. The weighting of equipment and materials is determined according to their valueas per contract price breakdown. The percent complete against the pre-defined pointscombined to the weighting enables the progress calculation at the summary levels ofProject WBS.

The Procurement achieved progress will be calculated and reported to Company at WPand Unit levels.

Proposed milestone set, progress weights and breakdown system template are detailed

in the Progress Measurement Procedure.

6.3 Construction, Pre-Commissioning and Commissioningprogress measurement

Construction and Pre-commissioning activities are broken down by WP, unit, disciplineaccording to the project WBS. Commissioning activities are broken down by Sub-systemand system.

Construction, Pre-Commissioning and Commissioning activities will be scheduled incompliance to the built-in start-up logic sequence.

The Construction and Pre-Commissioning activities are measured in Standard Man

Hours (SMH). SMH will be calculated as product between estimated quantities andstandard efficiency.



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The Construction and Pre-Commissioning activity weight factors will be calculated asratio between SMH of each activity and overall SMH according to the WBS levelweightings.

The Commissioning activity weight factors will be based on systems complexity.

The Construction, Pre-Commissioning and Commissioning activities percent completewill be calculated basin on physical work performed as per Level-4 breakdown.

Proposed milestone set, progress weights and breakdown system template are detailedin the Progress Measurement Procedure.

7 PROGRESS CURVES AND MANPOWER HISTOGRAMS

A series of progress curves and manpower histograms will be developed and updatedthrough to entire project duration, in order to report the progress status.

The progress curves and will be generated, at the proper level, from the approvedschedule and will be considered as baseline progress curves.

According to the early/late activity dates resulting from the network analysis and theweight factors system, the baseline progress curves will shown the monthly plannedprogress.

Distribution characteristics of the baseline progress curves are in accordance withresource distribution and are based on the MEMBERS past experience in analogousProjects.

The baseline curves it will be considered as basis of the progress control system. Duringthe execution of the work, the actual progress shall be compared with the planned. Aforecast shall be introduced if there is any significant deviation from the baseline

schedule.

The curves will be updated monthly basis to display actual versus planned progress aswell as the trend planned for the remaining period. The curves will be included in themonthly progress report.

Level 2 progress curves will be produced in graphical and tabular format for thefollowing phases: Engineering, Procurement, Construction/Pre-commissioning andCommissioning/Start-up.

Engineering curves includes a series of graphs and tables produced by discipline. Forthe Level-2 Engineering progress curves, a compatible manpower histogram will beprovided showing the monthly planned equivalent staff.

Procurement curves include a series of graphs and tables for itemized materials ,bulkmaterials and company items.

Construction/Pre-commissioning curves includes a series of graphs and tablesproduced by discipline.

Level-1 progress curves will be produced as summation of the Level-2 curves incompliance to weight factors system and project WBS. The Level-1 progress curveinclude a series of graphs and tables produced by Engineering, Procurement,Construction and Pre-Commissioning, Commissioning and Start-up, General Services.

An Overall Project curve will be calculated as sum of the phase curves in compliance toWBS level weightings.

For the Level-1 progress curves, will be provided compatible manpower histograms



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related to the Engineering, Construction/Pre-Commissioning and Commissioning andStart-up phases.

8 DOCUMENT MANAGEMENT SYSTEM

A detailed schedule is prepared for all engineering documents to be developed in theproject by each engineering activity. Based on level 3 network, schedule requirementdates shall be incorporated for each document.

8.1 CONSORTIUM Engineering Deliverables ManagementSystem (EDMS)

EDMS shows for each deliverable of the engineering activities:

Number

Description

Planned and actual dates

The weight factor

The percent complete

For the purchasing documents analogous information are shown.

Wherever the schedule date cannot be met, this will determine a variation in the forecastdate. The System shall include all studies/reports, data sheets, specifications, drawings,spec. for material requisitions and other documents to be produced by engineering

disciplines. This schedule shall also be computerized to enable generation of reports forCompanys requirements.

Document monitoring and control are performed by the Project Control Manager andproject management by a series of standard excel sheet which include (but not limitedto) the following:

Summary table by discipline of document planned together with actual

cumulative achievements i.e. % complete of each document;

Documents already completed and issued;

Documents planned for completion but not complete;

List of overdue documents;

List of awaiting approval documents;

List of transmitted documents;

List of approved documents;

Documents to be issued next period.

All technical documents generated by CONSORTIUM and VENDORS shall be preparedaccording to the Project Documents Numbering Procedure, the Project Co-ordinationand to the Distribution Matrix and for the timing in line with the P6e schedule .In particular, all documents will report the hand-written signatures of the review cycle:Prepared By, Checked By and Approved By.

The documents managed by EDMS can be of the following types (but not limited to):

technical documents as specifications, also native file, CAD models, drawings and

manuals



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Comments due date, Number of copies transmitted.

The list of documents shall indicate as a minimum the following information:

Document Title, Contract Number, Vendor Number (for vendor document) Revision.

Documents shall be grouped under separate transmittals according to the reason of

issue and the originating discipline or Vendor.

CONSORTIUM shall collate properly sets of drawings on one transmittal such that theentire package can be distributed without the need for further collation.

All paper copies of documents and drawings shall be provided in different format from A0to A4.

External transmittals shall indicate the attached documents by number, revision status,title and, if applicable, action code and required return date. External transmittals shallbe issued in duplicate: the second copy being for acknowledgment purposes.

8.3 Master Document Register (MDR)

This register will provide, at any time, accurate and up-to-date information on the currentstatus of all documents issued by CONSORTIUM, VENDORS andSUBCONTRACTORS (if any).

Distribution and timing of documents will be managed according to the distribution matrixand the schedule of the project.

EDMS will produce a computer-based master document register which maintain as acomplete listing of all documents/drawings relating to the CONTRACT. The register willbe in excel format.

EDMS will produce different kind of report including all the important information relatingto the Status of the documentation.

EDMS and Primavera extract will feed MDR that will provide the Engineering Progressby levels.

Project Documentation will be classified according to the COMPANY classificationsystem, detailed in the project procedure Document Classification Procedure.



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9 PROJECT CONTROL TOOLS

CONSORTIUM is approaching the project taking advantage from both the commonalityof systems and the specific expertise that each MEMBER has on its own systems.

Independently from the location where detailed planning and control activities areoperated and the tools that are used, a homogeneous and integrated reporting system atCONSORTIUM level is maintained and provided to COMPANY according toCONTRACT requirements.

Detailed control is assured by the usage of each Partner standard tools in order topopulate Consortiums project control tools and reports.

Document transmission will be flown from the Consortium Document ManagementSystem.

Overall planning and control is guaranteed by the use of one common, single systembased on the use of Primavera. Primavera is connected with WBS, EngineeringDeliverables Managing System (EDMS), Master Document Register (MDR), risk analysistools, construction/pre-commissioning and commissioning activities control systems.

Primavera Schedule will be managed at CONSORTIUM level.

This way, the overall project is kept under tight control with a unique system, well knownto each PARTNER and which can provide warning and integration data and reportwhenever necessary. At the same time each PARTNER utilizes well known andconsolidated tools within its own organization to keep under tight monitoring on detailedactivities, which are of paramount importance to avoid disruptions at higher level.

Where detailed backup data are necessary to demonstrate, support and analyze in detail

reported CONSORTIUMs report, support documentation may be usefully produced anda homogeneous report will be presented to COMPANY.

Here follows brief summary description of project control system that are commonlyunder Partner using.

CONSORTIUM Project Control Team will be located in Teheran and will manage all theactivities from there.

Primavera for Enterprise

The key tool governing the Integrated Project Control System is Primavera for Enterprise

(P6e). It is a comprehensive multi-project planning and control software, based onMicrosoft platform for Operating System and Application Server, and the OracleDatabase, that enables enterprise-wide project management.

P6e is a multi-user, multi-project system with scheduling and resource controlcapabilities supporting multi-tiered project hierarchies, resource scheduling with a focuson roles, recording of actual data, customized views and user-definable data.

It enables to plan and control overall the project. Data are stores in a centralized projectmanager database and then they are available for anybody needs of them. Differentsecurity profiles manage the right access to these data.



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The application uses the Precedence Diagram Method (PDM) as Network DiagramMethod and Critical Path Method (CPM) with Resource Leveling as ScheduleDevelopment Technique.

Its tracking features enable to perform dynamic cross-project roll-ups of costs, scheduleand earned value.

Project planning and control are also achieved through the interfaces, developed inMicrosoft Visual Basic, within P3e and the following application areas:

Engineering Deliverables Management System (EDMS)

Master Document Register (MDR)

Project Material Management System & Reporting (PMMS&R)

risk analysis tools

construction/pre-commissioning and commissioning activities control systems

EDMS / MDR

EDMS manages the whole list of the project deliverables.

In the planning phase, MDR takes out from EDMS the list of deliverables and assigns toeach of them the Activity ID of the corresponding P3e activity.

During the planning phase in MDR, it will be assigned a relative weight to eachdeliverable and translate into the corresponding P3e activity.

In the control phase, MDR takes out from EDMS the actual dates and the physicalprogress for the deliverables based on pre-defined steps of issue defined in the ProgressMeasurement Procedure. MDR enables the users to calculate the P3e activity percent

complete starting from the deliverables physical progress.

In the control phase, MDR takes out from EDMS the forecast dates and translate into thecorresponding P3e activity.

PMMS&R

PMMS&R enables the users to track the whole material procurement cycle from thedefinition of the material requisition list up to the arrival at site of the materials.

The system will provide the Actual Dates for each procurement deliverables.

In the planning phase, the interface with P3e enables to move, from this last to

PMMS&R, the Planned Dates for each deliverable and to assign to each one a relativeweight into the corresponding P6e activity.

In the control phase, the interface with P3e enables to move, from PMMS&R to P3e, theActual Dates or the Forecast Dates and the Physical Progress, based on the relativeweight.



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10PROJECT REPORTING

Project Reporting System will be implemented by CONSORTIUM for the Project in orderto highlight and report to COMPANY how the Project is progressing at each ending

reporting period during the execution of the Project.

Project Reporting System is based on weekly and monthly reports having the formalmeans of recording the status of the Works at the cutoff date. It shall envisage narrativesof current Project status, areas of concern, actual versus planned progress.

The Progress Reporting system is described in Progress Reporting Procedure SP12-2Y-PC-PP-993-006.