PLANNING CYCLE The following chart illustrates the general project cycle. Progress measurement is after the baseline (master programme) is established and approved by the Client. The project progress is then to be measured based on the baseline.

WAYS OF MEASUREMENT There are many ways to measure the progress from different perspectives; each has its merits and shortcomings. Agreement among all parties, especially the Client, must seek before measurement starts. The list below is just a few often-used methods:

By time lapse (linear with time) By quantity to be produced (no. of piles, penetration of sheet pile, concrete volume, etc) By resource usage (manhour used Vs. time lapse) By money spent (progress claim or certified payment Vs. time lapse) By weightage (agreed weightage Vs. time lapse)

WEIGHTAGE – A COMPREHENSIVE INDEX FOR PROGRESS MEASUREMENT The preferred way is the “weightage” – the artificial figure assigned to activities (under P3 resource), for which we can determine the overall balance of different aspects of a project. In other words, activities taking more time to complete, or requiring more manhour, or huge sum of money incurred to achieve the event, shall be assigned more weightages. In actual work, the original duration can be initially used as the weightage and then adjusted later on.

Plan Baseline

Measures By time By resource By quantity By $ spent By weigtage

Control Action

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Example 1: The major area of work is assigned the weightage (total weightage shall be 100%). Completion percent times the weightage is the earned weightage. Total earned weightage is the measurement of the project progress. Example 2: Major trades of work is assigned the weightage (the figure is immaterial. The importance is the proportion among all trades). The weightage of a trade over time period is determined by the programme. The distribution may consider some standard distribution pattern.

EARNED VALUE Earned Value=Completion percent as of report date x Original value. “Value” can be:

Duration Quantity Efforts made (man-hour) Payment (money) Weightage

S CURVE – CUMULATIVE EARNED VALUE AGAINSET PROJECT PERIOD

YWT 43% 28% 0% 0% NA NA 0% 0% 0% 0% 27.8% 25.8% 1.95% 2.36%CCK 40% 29% NA NA 0% 0% 0% 0% 0% 0% 28.6% 24.3% 4.32% 2.33%

OVERALL (AVERAGE FOR ALL STATIONS): 74.9% 73.3% 1.55% 1.52%(Ave. Total) (Ave. Total) (Ave. M'ment)

STA

G

PLANNED EARLY TARGET0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

WTG WTG % 3/04 4/04 5/04 6/04 7/04 8/04 9/04 10/04 11/04 12/04 1/05 2/05 3/05 4/05 5/05 6/05Temporary Design 65 5% 21.67 21.667 21.67Permanent Design 65 5% 32.5 32.5Mobilisation & Instrumentation 40 3% 20 20Piling Works 90 7% 22.5 45 22.5Excavation and Strutting 140 10% 28 42 42 28Basement 1 and Substation 190 14% 28.5 38 47.5 47.5 28.5RC Works 250 18% 25 37.5 62.5 62.5 37.5 25Arch. Works 180 13% 18 36 72 36 18M&E Works 110 8% 27.5 27.5 27.5 27.5External Works: Substation & MRT Area 140 10% 23.33 23.33 23.33 23.33 23.33 23.33External Works: Other Areas 70 5% 17.5 17.5 17.5 17.5Inspection 30 2% 30Total Early WTG 1370 100% 21.67 41.667 74.17 55 73 93 80 100.5 85 114.3 103.8 141.8 165.3 104.3 86.33 30Cumulative WTG 21.67 63.333 137.5 192.5 265.5 358.5 438.5 539 624 738.3 842.2 984 1149 1254 1340 1370Cumulative WTG (%) 2% 5% 10% 14% 19% 26% 32% 39% 46% 54% 61% 72% 84% 92% 98% 100%

PLANNED LATE TARGET0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

WTG WTG % 3/04 4/04 5/04 6/04 7/04 8/04 9/04 10/04 11/04 12/04 1/05 2/05 3/05 4/05 5/05 6/05Temporary Design 65 5% 16.25 16.25 16.25 16.25Permanent Design 65 5% 32.5 32.5Mobilisation & Instrumentation 40 3% 20 20Piling Works 90 7% 10 30 40 10Excavation and Strutting 140 10% 28 42 42 28Basement 1 and Substation 190 14% 28.5 38 47.5 47.5 28.5RC Works 250 18% 37.5 50 75 50 37.5Arch. Works 180 13% 18 36 72 44 10M&E Works 110 8% 27.5 27.5 37.5 17.5External Works: Substation & MRT Area 140 10% 28 28 28 28 28External Works: Other Areas 70 5% 23.33 23.33 23.33Inspection 30 2% 30Total Late WTG 1370 100% 16.25 16.25 36.25 78.75 62.5 68 80.5 80 113 97.5 103.5 96 129 150.8 132.8 108.8Cumulative WTG 16.25 32.5 68.75 147.5 210 278 358.5 438.5 551.5 649 752.5 848.5 977.5 1128 1261 1370Cumulative WTG (%) 1% 2% 5% 11% 15% 20% 26% 32% 40% 47% 55% 62% 71% 82% 92% 100%

WTG EARNED0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

WTG PCT 3/04 4/04 5/04 6/04 7/04 8/04 9/04 10/04 11/04 12/04 1/05 2/05 3/05 4/05 5/05 6/05Temporary Design 65 100% 16.25 16.25 16.25 16.25Permanent Design 65 100% 15.44 15.44 15.44 15.44 3.24Mobilisation & Instrumentation 40 100% 20 20Piling Works 90 100% 10 53 27Excavation and Strutting 140 100% 21 50.4 47.6 18.2 2.8Basement 1 and Substation 190 75% 13.3 53.2 41.8 34.2RC Works 250 30% 37.5 37.5Arch. Works 180 0%M&E Works 110 0%External Works: Substation & MRT Area 140 0%

External Works: Other Areas 70 0%Inspection 30 0%Total WTG Earned 1370 16.25 51.69 51.69 41.69 68.44 51.24 63.7 100.8 97.5 74.5 0 0 0 0 0 0Cumulative WTG 16.25 67.94 119.6 161.3 229.8 281 344.7 445.5 543 617.5 617.5 617.5 617.5 617.5 617.5 617.5Cumulative WTG (%) 1% 5% 9% 12% 17% 21% 25% 33% 40% 45%

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S curve is just the graphic representative of the cumulative earned value against the time lapsed. The earned value curve, for a typical project, shall travel between the early and late planned curve, indicating the progress is on the track From the S curve, one can technically measure how much the progress is ahead or delay.

PROGRESS LINKING PAYMENT Traditionally, the payment is based on itemized BQ. The shortcoming of this way is that BQ does not reflect the site progress directly. BQ and site sequence of work do not align the same way. To solve the problem, cost can be input into P3 baseline. If the cost is assigned to an activity (under data->cost), the programme becomes the so-called cost loaded bar chart. Though each activity is not one-to-one pointing to the BQ item, the Level 4 heading under P3 can be rolled up (sum of earned value) and mapped to BQ item. The other way is using the costing coding (customized item under P3) to link the activity to BQ. See an example below (CTS is the customized coding system for linking the activity to BQ).

2%5%

10%

14%

19%

26%

1% 2%5%

11%

15%

20%

1%5%

9%12%

17%

0%

10%

20%

30%

3/04 4/04 5/04 6/04 7/04 8/04

? %

? days

ITEM DESCRIPTION UNIT AMOUNT CTS Code BUKIT BATOK STATION - INTERNAL LIFT (1 No)

4 RC Structure Work a Reinforced Concrete Sum 2,715.00 D.BBT.4.05b Formwork Sum 1,474.00 D.BBT.4.05c Reinforcement Sum 1,218.00 D.BBT.4.05d Waterproofing Sum 2,719.00 D.BBT.4.05e Make good and reinstate all works disturbed Sum - D.BBT.4.05f Others Sum - D.BBT.4.05

SYS Code

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