-3a control level schedule example

8/12/2019 -3a Control Level Schedule Example

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The "Staffing Plan" is an optional tool that may be used before you are ready to do a full Detailed Control Level Schedule (CLS).

only need the estimated number of weeks for the project, the estimated number of lines and the historical number of all-in piping

hours per line. The Staffing should be a curve with a gentle sloping start , a reasonable long flat peak and a tapering finish. The

number entered in cell F7 is the number of hours in the standard work week. The number 40 is the number of hours per person p

week (in the USA). If your standard work week is different, then you will need to change the value in the cell "F7".

Help Line

Study these instructions and all three of the Worksheets of this WorkBook. If you have any questions about anything here please

contact me via E-mail ([email protected]) and I will help you.

Staffing Plan

Piping Control Level Schedule (CLS)

Warning- This Excel Worksheet or Workbook "Tool" is locked and password protected. The user may only enter date in the

"yellow" cells. Other cells on this "Tool" includes locked "cells" that contain complex math formulas. Care should be taken to lea

where these cells are and if the spreadsheet is ever unlocked that the cells with the formulas are not disturbed. Disturbing or alte

these cells may render the "Tool" unable to function properly.

Introduction

This WorkBook "Tool" is part of a suite of 6 "Tools" that are intended to aid the Piping Engineering Lead (Senior Supervisor or

whatever he or she is called) who has the responsibility to make estimates, schedules, control the work, the hours, report the

progress and prepare & files the Final Job Report. These "Tools" are: (1) Piping Engineering & Design Scope of Work, (3) Piping

Labor Hour Estimating Forms, (3) Piping Control Level Schedule,(4) Physical Percent Complete Status Report, (5) Design Cha

Notice and (6) "Janus" Historical Data Log. These 5 WorkBook Tools are intended to be used as a "Set" and will bring value to yo

effort only if you in fact use all of them.

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Fill in the title block data as required. The second thing you must do is set the number of hours for the standard work week. Just

you did for the "Staffing Plan" form you must change the number in cell "K10" (for the CLS form) to match your standard work we

The "Control Level Schedule" form - The "CLS" is the Piping Lead's (Supervisor) primary tool for managing the work activities anpeople. You cannot create a CLS without doing certain other steps first.

# 6

The CLS form has four basic sections. There is (a) the Title Block(located in the upper left), there is (b) the Organizational Dat

breakdown of the piping groups and the data fields for the work activity grouping along with the hours from the Labor Hour Estima

and other input and automatic data columns and then there is (c) the Calendar Fieldwhere the hours will be spread by work act

groupings. Lastly there is (d) the Automatic Tally(totals) at the bottom of the calendar field.

# 4

This form is made to show two full years (4 twenty-six week segments). To enter the dates for the full two years you only need to

in two dates. See the instructions at the top of the CLS Form.

# 5

Note: the information currently shown (in the yellow cells) on the CLS is simply to show an example of how to fill out the form. Th

copy included here is fully locked. Use the companion File with a "clean" form for your CLS.

Prerequisite #2 for the use of this tool is the key Project Milestones from Project and the Client. The Milestone area is located in

7 to 12 starting at Column "R". The 6 cells are divided so three milestones may be noted for each week.

# 2

Prerequisite #1 for the use of this tool is a completed and approved Piping Labor Hour Estimate (Estimate). Without an approve

Estimate it is not possible to develop a meaningful CLS.

# 3

Title Block

Control Level Schedule# 1

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All hours fron "DCNs" are to be entered into these two columns. The only exception is a DCN that was Rejected or Cancelled. D

that are Change Orders or Trends effect the total hours. You must post these added (or deleted) hours for the appropreate activ

and in the appropreate column. You must also enter the hours in the week(s) as an update of the Forecast to complete. See Ste

#6" at the bottom of these instructions.

When filling out the Control Level Schedule Starting at Column "R" you enter the "Hours" from the estimate for the different activ

for the piping groups. Example: if one activity has 40 hours (in the estimate) then you would enter 40 hours on the P (plan) line f

the week where you want to do that activity. This 40 hours will automatically reflect the need for one person. If you have an activ

that has 400 hours in the estimate, you could enter all 400 hours in the same week (requiring 10 people) or you could enter 200

in each of two weeks (requiring 5 people in each week) or you could enter 40 hours in each week for 10 weeks (requiring 1 perso

10 weeks).

Column "J" & "K"

The first action for the calendar part of this tool is to enter the calendar "Month/Year" and the "Week starting /Week ending" date

The form is made to show two full years (4 twenty-six week segments). To enter the dates for the full two years you only need to

two dates. See the instructions at the top of the CLS Form at "R-2 to "AA-5.

Next is the largest area of the CLS. This is where you will spread the hours you have estimated for the work. It is actually simple

than what may first appear.

The next step is to post the "Milestones in the proper place date wise. Milestones may include: Project Kick-off meeting, Project

Completion Date, 1st P&ID Review, Last P&ID Review, Critical Vendor Drawings due, 1st Model Review, Last Model Review, Pip

Fabrication Shop selected, First Isometric Issue, Last Isometric Issue, 1st Construction Work Package (CWP) due, Last CWP du

Critical Tie-In dates, Scheduled Plant Shut-Down (if revamp project), Shut-Down duration, etc

Note: The milestone area allows you to enter 3 milestones for each week of the project duration. Choose your words with care an

they will fit.

Calendar

This is a large field stretching horizontally from column A to column O and vertically from row 13 down to row 94. However, there

only 4 columns that you need to input data if you keep the form as created. These columns are as follows: "D" (Quan. Orig) This

the number of hours for each of the work categories from the labor hour estimate. "F" (Physical % Complete) this is a place to

subjectively record the percent complete status for each work activity grouping. "J" (Approved DCN) this is the approved hours f

the DCN Log used in the Change management phase. "K" (Un-Approved DCN) this is the hours that were listed on a DCN and

rejected but your group will spend anyway.

Organizational Data

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Week 1 Week 2 Week 3 Week 4 Week 5

P 120 20 40 40 20

A

F


P 120 20 40 40 20A

F


P 120 20 40 40 20

A

F


P 120 20 40 40 20

A

F


P 120 20 40 40 20

A

F 20 40 40 20


P 120 20 40 40 20

A 0 20

F 50 50

Step #6

Step #6, Now as ea

actual hours used o

correct week & dele

That is about it. The maintenance is just a couple of hours once a week to plug in the "Actual" from the past week

forecast as required. The form and the imbedded formulas do the rest for you. I hope you find it useful and easy t

how it is done.

Step #5, Now copy

paste them into the

Step #5

Step #3, Check row

page. Is the "Staffi

not, move some ho

Step #2, Do this forthe page to the bott

the job to the finish

Step #4, When sati

and the hours in the

in column "D" you c

Step #4

In this example the total hours required are 120. The work was planned to start in week 2 and finish week 5. The activity w

started on time, possibly because the person or the information was not available. So the worked shifted as shown by the

hours and the new forecast.

Step #1

Step #2

Step #3

Step #1, Take the t

(see column "D") an

Below is a sample of what you see on each Operational Number/Activity Code "Line" on the CLS. Each "Line" is made up

These Rows are P= Plan, A= Actual & F= Forecast. You will fill in and use each where required.

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PRELIM EST STAFF PLAN

1 2 3 4 5 6

Body count = 1 1 4 5 6 10

40 Hours per week - 40 40 160 200 240 400

27000900

3027000

Base case work week hours =

Input in yellow areas only.

Blue areas contain formulas.

Use this sheet early in project to estimate hours and staffing using P&IDs. Count the

number of lines on the P&IDs. Factor the all-in Labor hours at 30 hrs. to 40 hrs per

line depending on plant complexity and past performance.

INITIAL ESTIMATED LABOR HOURS & PRELIMINARY STAFFING PLAN BASED ON HISTORICAL HOURS PER LINE NUMBER

Hours per line number -Estimated total hours -

Estimated count of line numbers -

Total spread of hours -

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10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 2

20 24 26 26 26 26 27 26 26 27 27 27 27 28 30 30 3

800 960 1040 1040 1040 1040 1080 1040 1040 1080 1080 1080 1080 1120 1200 1200 12

WEEK

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28 29 30 31 32 33 34 35 36 37 38 39 40 41

30 25 20 15 10 5 5 5

1200 1000 800 600 400 200 200 200 0 0 0 0 0 0

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PIPING LEAD: PHONE:

PROJECT NAME:

PROJ DESCRIPTION:

CLIENT:

LOCATION:

DATE: 3/5/2014

SHEET: 1 OF 1

LAST UPDATE: 6/26/2011

PIPING PIPING GROUP EXP'D

GROUP ACTIVITY OR TASK QTY QTY PHY % % PLAN'D

IDENTIFICATION DESCRIPTION ORIG CURR COMP COMP CADD B

HRS

251 A 70 70 0% 120% 49

1 PIPING MATERIAL SUPERVISION

ENGINEER

251 B 255 255 0% 95% 179

2 PIPING MATERIAL PROJECT DESIGN

ENGINEER BASIS

251 C 0 0 0% 0% 0

3 PIPING MATERIAL PRELIMINARY DESIGN

ENGINEER

251 D 0 0 0% 0% 0

4 PIPING MATERIAL DETAILED DESIGN

ENGINEER

251 E 450 475 0% 86% 333

5 PIPING MATERIAL DELIVERABLES

ENGINEER

252 A 1366 1373 0% 58% 961

6 PIPING DESIGN SUPERVISION

252 B 230 262 0% 88% 183

7 PIPING DESIGN PROJECT DESIGN

BASIS

252 C 1040 1056 0% 80% 739

8 PIPING DESIGN PRELIMINARY DESIGN

252 D 4340 4340 0% 49% 3038

9 PIPING DESIGN DETAILED DESIGN

252 E 7850 8100 0% 55% 5670

10 PIPING DESIGN DELIVERABLES

252 F 680 687 0% 33% 481

11 SERVICES CADD COORDINATION

253 A 345 345 0% 54% 242

12 MAT'L CONTROL SUPERVISION

253 B 180 180 0% 100% 126

13 MAT'L CONTROL PROJECT DESIGN

BASIS

253 C 1050 1050 0% 89% 735

14 MAT'L CONTROL PRELIMINARY DESIGN

253 D 1050 1140 0% 86% 798

15 MAT'L CONTROL DETAILED DESIGN

253 E 1175 1175 0% 10% 823

16 MAT'L CONTROL DELIVERABLES

PIPING CONTROL LEVEL SCHEDULENOTE: CELLS WITH BLUE TEXT CONTAIN FORMULARS

INPUT IN YELLOW AREAS ONLY

Standard

Refinery upgrade

Refinery Revamp project to increase capacity

A. R. Tenniso n

If your compa

different than

then enter the

correct work w

TITLE BLOCK

LINE

ACME Products

HOURS

Gulf Coast


9/16


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254 A 504 504 0% 66% 353

17 PIPE STRESS SUPERVISION

254 B 240 240 0% 102% 168

18 PIPE STRESS PROJECT DESIGN

BASIS

254 C 0 0 0% 0% 0

19 PIPE STRESS PRELIMINARY DESIGN

254 D 4750 4810 0% 45% 3367

20 PIPE STRESS DETAILED DESIGN

254 E 50 50 0% 0% 35

21 PIPE STRESS DELIVERABLES

250 A 1303 1339 0% 47% 937

22 PIPING LEAD SUPERVISION

250 B 224 224 0% 49% 157

23 PIPING LEAD PROJECT DESIGN

BASIS

250 C 0 0 0% 0% 0

24 PIPING LEAD PRELIMINARY DESIGN

250 D 40 40 0% 0% 28

25 PIPING LEAD DETAILED DESIGN

250 E 340 340 0% 59% 238

26 PIPING LEAD DELIVERABLES

T O T A

FORECAST CA

EXPENDED HO

FORECAST HOPROJ'D TOTAL

PERCENT CO

PERCENT EXP

PRODUCTIVIT

UN-APP'D DCN

CURRENT BU

PLAN CAD HR

Note: CADD H

separate line

ORIGINAL BUD

PENDING DCN


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WEEK 1 2 3 4 5 6 7 8 9 10

PLAN MO/YR Jul-11 Aug-11 Sep-11

ACTUAL W/B 7/4/11 7/11/11 7/18/11 7/25/11 8/1/11 8/8/11 8/15/11 8/22/11 8/29/11 9/5/11

FORCAST W/E 7/8/2011 7/15/11 7/22/11 7/29/11 8/5/11 8/12/11 8/19/11 8/26/11 9/2/11 9/9/

P 70 8 4 4 4 4 5 2 5

A 10 4 4 4 4 4 4 8 6 8

F

P 255 36 36 36 36 36 19 24 20 8

A 36 36 36 36 36 24 20 10 8

F

P 0

A

F

P 0

A

F

P 450 6 12 12 28

A 12 12 24 24

F 775

P 1366 8 40 40 40 24 24 30 60 60 60

A 10 40 40 24 24 40 40 60 60 60

F

P 230 20 20 20 20 30

A 20 20 20 20 30

F

P 1040

AF

P 4340 350

A 350

F

P 7850 280 280 280 280 280 280

A 280 280 280 280 280 280

F

P 680

A

F 15506

P 345 8 10 10 10 10 10 10 10 10 10

A 8 10 10 10 0 10 10 10 10 10

F

P 180 30 30 30 30 30 30A 30 30 30 30 30 30

F

P 1050 160 160 130 130 130

A 160 160 130 130 130

F

P 1050

A

F

P 1180

A

(1) Enter the appropreate Monday Dates (Week Beginning) in "R 15" Cell. All the other cells on Row 15 will fill

automatically. (2) Enter the appropreate Friday Dates (Week Ending) in "R 16" Cell. All other Cells on Row 16 will fi

automatically. (3) Enter appropreate Month and Year in row "14" where approprate (once per month is enough).

Note: If you work 6 days a week then enter the week ending Saturday date in cell "R-16".

CWP 001

P&ID Rvw

Unit 11

P&ID Rvw

Unit 12

Client Data

Avail

Estab. Fld

Office

MILE-

STONES

Kick-off

meeting


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F 3805


13/16

P 504 8 8 8 20 20 20 20 20 20

A 8 8 8 20 20 20 20 20 20

F

P 240 32 32 60 40 40 36

A 32 32 60 40 40 40

F

P 0

A

F

P 4800 20 20 24 60 100

A 20 20 20 40 40 120

F

P 50

A

F 5594

P 1303 17 40 40 40 40 40 40 26 40

A 20 40 40 40 40 40 30 20 40

F

P 224 24

A 20

F

P 0

A

F

P 40

A

F

P 340 15 15 15 15 15

A 10 10 20 10 20 20

F 1907

WEEK 1 2 3 4 5 6 7 8 9

WEEK W/B 7/4/11 7/11/11 7/18/11 7/25/11 8/1/11 8/8/11 8/15/11 8/22/11 8/29/11 9

27587 49 200 200 240 539 700 690 683 722

49 249 449 689 1228 1928 2618 3301 4023

1.2 5.0 5.0 6.0 13.5 17.5 17.3 17.1 18.1

0 56 200 200 254 524 720 720 660 750

56 256 456 710 1234 1954 2674 3334 40841 5 5 6 13 18 18 17 19

27587 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

34.3 140 140 168 377.3 490 483 478.1 505.4 7

0 0 0 0 0 0 0 0 0


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18 19 20 21 22 23 24 25 26 27 28 29

Nov. 11 Dec. 11 Jan. 12

10/31/11 11/7/11 11/14/11 11/21/11 11/28/11 12/5/11 12/12/11 12/19/11 12/26/11 1/2/12 1/9/12 1/16/12

11/4/11 11/11/11 11/18/11 11/25/11 12/2/11 12/9/11 12/16/11 12/23/11 12/30/11 1/6/12 1/13/12 1/2

5 4

4

4

36 40 40 32

36 40

40 40

40 40 40 40 40 40 40 40 40 40 40 40

40 40

40 40 40 40 40 40 40 40 40 40

40 40

200 200 200 40

200 240

200 200 200

360 360 360 320 320 240 240

360 360 360 320 320 320 320

360 360 360 400 280 280 280 280 280 280 280 280

360 320

360 400 280 280 280 280 280 280 280 280

40 40 40 40 40 40 40 40 40 40 40 40

40 40

40 40 40 40 40 40 40 40 40 40

10 10 10 10 10 10 10 10 10 10 10 10

10 10

10 10 10 10 10 10 10 10 10 10

160 20

160 30

130 150 150 150 150 150 150 150

120

CWP 010& 017

CWP & 01

CWP 007& 014

CWP 008& 015

CWP 009& 016

CWP 006& 013

Review

Unit 14Unit 14

P&ID Rvw

Unit 40

P&ID Rvw

Unit 80

Final Model1 st Model

Review


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150 150 150 150 150 150 150 110 110


16/16

20 8 8 8 8 8 8 8 8 8 8 8

20 10

8 8 8 8 8 8 8 8 8 8

220 220 220 220 220 220 220 180 180 180 180 180

220 220

220 220 220 220 220 180 180 180 180 180

25 25

25 25

50 30 40 30 50 30 30 30 40 30 30 30

40 10

40 20 40 30 30 30 40 30 30 30

20 20 20 20 20 20

20

20 20 20 20 20

20 20

9 15 9 15 9 15 9 15 9 15 9 15

10 10

20 10 10 10 10 20 20 20 10

18 19 20 21 22 23 24 25 26 27 28 29

10/31/11 11/7/11 11/14/11 11/21/11 11/28/11 12/5/11 12/12/11 12/19/11 12/26/11 1/2/12 1/9/12 1/16/1

1150 1133 1117 1009 1167 1173 1167 1118 1102 863 857 623

14591 15724 16841 17850 19017 20190 21357 22475 23577 24440 25297 2592

28.8 28.3 27.9 25.2 29.2 29.3 29.2 28.0 27.6 21.6 21.4 15.6

1180 1150 0 0 0 0 0 0 0 0 0 0

14378 15528 15528 15528 15528 15528 15528 15528 15528 15528 15528 155230 29 0 0 0 0 0 0 0 0 0 0

0 0 1108 1172 1358 1168 1148 1113 1113 1058 1038 618

0 0 1108 2280 3638 4806 5954 7067 8180 9238 10276 1089

0 0 28 29 34 29 29 28 28 26 26 15

805 793.1 781.9 706.3 816.9 821.1 816.9 782.6 771.4 604.1 599.9 436.

0 0 775.6 820.4 950.6 817.6 803.6 779.1 779.1 740.6 726.6 432.6

-3a control level schedule example

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