MANAGEMENT CONSULTANCY SERVICES

FOR
SUR CONSTRUCTION PLC.

PROGRESS REPORTING PROCEDURES

(CM-MS-D-12)

IMPLEMENTATION MANUAL

Consulting Services provided by:

A-10 Dasthyar Center, Block-13A, Gulshan-e-Iqbal. Karachi

Tel: 92-21-4993242; Fax: 92-21-4986752
Email: [email protected]; URL: www.teams.com.pk
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PROGRESS REPORTING PROCEDURES

TABLE OF CONTENTS PAGE I

ABSTRACT……………………………………………………………………………………………..…. 1 - 1

INTRODUCTION TO PROGRESS REPORTING……………………………………………………...2 - 2

REPORTING PERFORMANCE BY RESPONSIBILITY CENTER…………………………………...3 - 4

MONITORING PERFORMANCE………………………………………………………………………...5 - 9

Frequency of Progress Reporting …………………………………………….. 5 - 5

Updating Activities of the Project ………………………………………...……. 6 - 7

Actual Resource Utilization………………..……………………………………. 7 - 7

Actual Cost ……………………………………………………………………..... 8 - 8

PERFORMANCE ANALYSIS……………………………………………………………………… ……. 8 - 8

TREND FORECASTING….............................................................................................................. 9 - 9

CONTENTS OF PROGRESS REPORTS..................................................................................….. 10 - 10

CM-PRG-001 PROGRESS OVERVIEW ………………………………………………………….... 11 - 16

PROGRESS THIS PERIOD …………………………………………………………………………….... 17 - 45

CM-PRG-002 Updated Schedule….................................................... 18 - 23

CM-PRG-003 Physical Work Done Status ……………………………. 24 - 27

CM-PRG-004 Updated Site Maps ……………………………………... 28 - 28

CM-PRG-005 Construction Drawing Issuance Status ………………. 29 - 31

CM-PRG-006 Progress Photographs …………………………………. 32 - 35

CM-PRG-007 Material Consumption Status …………………………. 36 - 38

CM-PRG-008 Equipment Deployed this period ……………………... 39 - 41

CM-PRG-009 Human Resource Utilization ………………………….. 42 - 45

PLANNED NEXT PERIOD …………………..…………………………………………………….….46 - 51

CM-PRG-010 Forecasted schedule…..................................................47 - 49

CM-PRG-011 Material Requirement ………………………………..…...50 -50

CM-PRG-012 Equipment Requirement………………………………......51 - 51

CM-PRG-013 Human Resource Requirement ………………………….52 - 53

CM-PRG-014 Forecasted Work Done Graph ..………………………….54 - 58

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PROGRESS REPORTING PROCEDURES

ABSTRACT
TEAMS has prepared the manual on ‘Progress Reporting Procedures’ so that it can be of
assistance to SUR Construction Plc. This manual’s implementation on real time projects
would definitely result in fruitful outcomes.

It deals with vivid and easy-to-understand step-by-step progress reporting procedures for
construction projects. Care has been taken to develop all the details with respect to the
various requirements of SUR Construction Plc. Every stage of progress reporting is explained
by using a Template that is to be filled in with the help of Filling Instructions provided with it.
The template gives a perception of as to what exactly is to be done at a particular stage of
planning. The content of the template is thoroughly elaborated in Implementation Guidelines.
In order to make the project more user-friendly certain templates have also been propped up
with examples. These examples pave a way towards a better understanding and
implementation of the elements of manual.

Progress Reporting of Construction Projects can broadly be divided into two types:
1. Progress reports submitted to client (Project Management Information Reports)
2. Progress reports from site office to head office (Internal Reports)

In this manual, we covered first type (i.e. progress reports submitted to client). The manual
starts with the introduction of progress reporting system and then leads to compilation of
progress report.
Project Management Information Report can be divided into two phases
ü Performance Report this Period
ü Planned Progress next Period

Detailed templates of both phases have been explained in detail. TEAMS hopes that this
manual would fulfill the requirements of SUR Construction Plc., regarding their construction
projects, to the fullest degree.

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PROGRESS REPORTING PROCEDURES

INTRODUCTION TO PROGRESS REPORTING

Once project work is underway, you want to make sure that it proceeds according to plan.
To do this you need to establish a reporting system that keeps you informed of the many
variables that describe how the project is proceeding as compared to the plan,

A reporting system has the following characteristics:

ü provides timely, complete, and accurate status information
ü doesn’t add much overhead time so as to be counterproductive
ü is readily acceptable to the project team and senior management
ü warns of pending problems in time to take action
ü is easily understood by those who have a need to know

In order to establish this reporting system you will want to look into the hundreds of
reports that are standard fare in project management software packages. Once you
decide what you want to track, these software tools will give you several suggestions and
standard reports to meet your needs. Most project management software tools allow you
to customize their standard reports to meet even the most specific needs.

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REPORTING PERFORMANCE BY RESPONSIBILITY CENTERS

A performance report is generally a written document that shows the up-to-date
performance status of a task entrusted to a responsibility/accounting centre. Performance
report transmits the performance data covering the actual achievements and deviations
from standards, and highlights the reasons for such deviations in a standard format at a
predetermined frequency to the specified monitoring center. The frequency of reporting
varies with the nature of the task being handled by the performance center.

In a project, each control responsibility center generally accumulates data while

accounting performance. This data, either spoken, verbal or written, is furnished from time
to time by the subordinates operating at various levels to the respective manager in-
charge of the responsibility centre. All this data, if communicated to the monitor, can only
clutter up his records and unnecessarily increase his work -load or even the vital data may
get lost in the process. Out of this mass of accounting data, monitor needs relevant easy-
to-analyze data that affects the assigned goals and objectives of the control centre. The
desired input data can best be obtained by the monitor through suitably designed
performance reports taking the following into consideration:

(a) What are the short-term goals and long-term objectives assigned to the Responsibility
centre?

(b) What is the data needed to monitor the performance of these goals and objectives?

(c) How should this data be obtained from the initiators, viz. in a verbal or a written form?

(d) What should be the nature, format and frequency of reports to be submitted by each
control responsibility centre to the monitor?

(e) Is the data reported required for controlling the performance of other control centers?
If so, who should be asked to initiate the report?

(f) How accurate should each report be? The degree of accuracy will depend upon the
purpose of the report.

(g) Will the report initiator need additional assistance to submit the report? If so, what
and how much? (In particular, the stationery and printing requirements should also be
assessed.

(h) Can the report under consideration be eliminated, substituted, combined, rearranged
or simplified? This should be reexamined before finalization.

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PROGRESS REPORTING PROCEDURES

It is emphasized that there are no tailor-made formats for reporting the performance.
Generally, the contents of a report should show the performance goals in the form of
current and cumulative status. It should indicate variances from planned targets with
reasons. It should identify bottlenecks in achieving goals, and it should highlight the
aspects needing further action.

In particular, responsibility centers must not be loaded with paperwork. The reports
should be designed in such a manner that it reduces the recording effort. To quote an
example, the ‘daily activities time progress’ report should serve the following main
purposes:

(a) Makes the site supervisors pre-plan for the next day’s work including the allocation of
resources for each activity.

(b) Provides the following valuable data to the monitor and cost accountant in respect of
each current activity:

(1) State of time progress showing the dates of commencement and completion
activity-wise.

(2) Correlation of activity with resources deployed and consumed such as man-
day utilized for the completion of each activity and the corresponding
productivity achieved.

(3) The earned value of the work done.

(4) Reasons for hold-ups or work stoppages.

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PROGRESS REPORTING PROCEDURES

MONITORING PERFORMANCE
The performance monitoring process commences after the monitor receives the
appropriate performance data through site reports, personal visits and discussions. The
performance monitoring process can be divided into the following stages:

1. Determine Frequency of Progress Reporting

2. Updating Activities of the Project

3. Analyzing Performance Variances

4. Forecasting performance trends

1. Frequency of Progress Reporting

It is a debatable point as to what should be the frequency of performance monitoring. One

school of thought lays stress on economizing monitoring costs. Another school of thought
advocates site reporting and monitoring at regular preplanned intervals of time.

It is felt that depending upon the importance and complexity of the project, the status
evaluation of controlled parameters should be carried out immediately on receipt of the
concerned performance reports whereas the trend analysis based on the current plan can
process and it should be undertaken only when necessary.

It is important to note that effective monitoring depends upon the accurate and timely
reporting of the input data. Delays or distorted data lead to incorrect analyses. Similarly,
monitoring has no meaning if the feedback by the monitor is not given on time to the site
executives. Team spirit coupled with a sense of responsibility of all the participants can go
a long way to make monitoring effective.

Frequency of progress reporting can be determined by following parameters

ü Size and duration of the project
ü Strategic importance of the project
ü Confidence level of company on project manager
ü Reporting centers of the project
ü Client’s requirement

Note: The frequency of progress reporting may be changed during project.

2. Updating activities of the project

As input activity managers and the project manager must report the progress made on all
of those activities that were open for work during the period of time covered by the status
report. Recall that your planning estimates of activity duration and cost were based on
little or no information. Now that you have completed some work on the activity, you
should be able to provide a better estimate of the work remaining to complete the activity.
That update information should also be provided.

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PROGRESS REPORTING PROCEDURES

The following is a list of what should actually be reported.

a. Time and Duration

b. Percent Complete

c. Actual Resource Utilization

d. Actual Cost Incurred

a. Time and Duration

What was planned to be accomplished and what was actually accomplished are
two different things. Rather than disappoint the project manager activity
managers are likely to report that the planned work was actually accomplished.
Their hope is to catch up by the next report period. Hence, project managers
need to verify the accuracy of the reported data rather than simply accept it as
accurate.

Following data should be recorded to update time and duration

ü Actual starts of activities (started activities)

ü Actual finishes of activities (completed activities)

ü Percent Complete

b. Percent Complete

Percent complete is the most common method used to record progress because
it is the way we tend to think about what has been done in reference to the total
job that is to be done. Percent complete isn’t the best method to report progress,
though because it is a subjective evaluation. What goes through someone’s mind
if you ask him or her “What percent complete are you on this activity?” The first
thing he or she thinks about this is most likely: “What percent should I be?”
followed closely by “What’s a number that we can all be happy with?”

There are four ways to calculate the percent complete of an activity

♦ Physical Work Done
♦ Duration
♦ Resource Work
♦ Cost

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PROGRESS REPORTING PROCEDURES

Consider following scenario of activity “EXCAVATION”

Quantity of Work = 1000 cft Total Duration = 20 days

Resources required = 20 excavator days + 40 Man days
BOQ Amount = $ 4,000
Budgeted Cost by Contractor= $ 3,000

Today is Day No. 10. The actual condition is

Physical Work done = 300 cft Actual Cost Incurred = $ 1,200
Actual Resource = 10 excavator days + 20 Man Days

Physical Work = 30%

Duration = 50 %
Resource Work = 50 %
Cost = 40 %

Each of these could result in a different percent complete! So when we say

percent complete, what measure are we referring to?

Our advice is to GO FOR PHYSICAL % COMPLETE

c. Actual Resource Utilization

Things actually going at the field are not exactly the same as what we planned
earlier. For example, we planned that we need 100 man-hours to complete the
activity. However; actually, 70 man-hours have already been used and activity is
only 50% complete.

Following four fields should be updated:

Actual This Period: Specify the resources used at this period.

Actual to Date: Specify actual total resources used to date

To Complete: The Quantity to Complete equals Units per Time

period x Remaining Duration.

At Completion: Displays the total amount of resources required at

the completion of an activity. This value always
equals the sum of the actual to date and the quantity
to complete.

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PROGRESS REPORTING PROCEDURES

d. Actual Cost

You need to update your cost too. Like resources, following four fields should be
updated:

Actual This Period: Specify the cost incurred at this period.

Actual to Date: Specify actual total cost incurred to date

To Complete: The Quantity to Complete equals Units per Time

period x Remaining Duration.

At Completion: Displays the total amount cost at the completion of

an activity. This value always equals the sum of the
actual to date and the quantity to complete.

3. Performance Analysis

The term ‘variance’ stands for the difference between the planned and the actual.
When associated with the parameter of a work -item or activity being controlled,
variances represent difference in planned and actual performance of the controlled
factors.

Performance variance = Planned work quantity - Actual work quantity.

For example,

Work quantity variance = Planned work quantity - Actual work quantity.

Activity duration variance = Planned activity duration - Actual activity duration.

Production cost variance = Standard production cost - Actual production cost.

Sales revenue variance = Budgeted value of sales revenue - Actual revenue from sale

Variances when evaluated can be zero, plus or minus. Plus or zero value variances
are called favorable, and the minus value variances are termed unfavorable.

To quote an example, if the actual cost of a work -item is greater than the standard
cost, the work-item has an unfavorable variance.

Further, a variance is said to be controllable if it is associated with the operational

efficiency, say the responsibility of an executive or the performance of a work-centre.
For example, variance due to wastage of concreting material more than the planned
wastage is a controllable variance.

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PROGRESS REPORTING PROCEDURES

On the other hand, the causes of variance which are beyond the control of the
management such as increase in labor wages due to labor legislation are called
uncontrollable.

(a) What is the extent of the variance?

(b) What are the controllable and the uncontrollable causes of variance?

(c) How to tackle controllable and uncontrollable variance and what are their
implications?

(d) Will the uncontrollable variance occur again? If so, when and what will be its
effect?

It may be noted that variance analysis presupposes that the work -item or activity
being analyzed is identifiable and measurable and therefore, each variance can be
considered an isolated item. However some of them may have interacting effects and
in such cases they should be analyzed in conjunction with others.

4. Trends forecasting

A simple method of forecasting trends is to calculate the performance efficiency and

to proportionately increase or decrease the resources for the remaining work. This
performance efficiency should be studied along with performance variances to
determine what caused the low performance and whether these causes will be
repeated or not, and what is the possibility of improvement by adopting alternate
construction methods, through better organization or with the learning process, or a
combination of all these factors.

Understanding of same of the techniques and concepts given below can help in
producing a realistic forecast on future performance. There are no hard and fast rules
to state as to when and where technique will be used.

(a) Time forecasting techniques Network analysis and line-of –balance technique.

(b) Statistical analysis and operations research methods Data analysis,

forecasting, regression analysis, statistical control charts (similar or statistical
quality control) and analytical decision- making techniques.

(c) Management accounting technique Cost accounting, cost control, working

capital management, cost- benefit analysis, break- even analysis, and
performance audit.

(d) Management concepts Management principles, behavior science, personnel

management, materials management, plant management, finance management,
contract management, and quality management.

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PROGRESS REPORTING PROCEDURES

CONTENTS OF PROGRESS REPORTS

1. PROGRESS OVERVIEW

2. PROGRESS THIS PERIOD

a) Updated Schedule

b) Physical Work Done Status

c) Payment Status

d) Updated Site Maps

e) Progress Photographs

f) Construction Drawing Issuance Status

g) Material Consumption Status

h) Equipment Deployed

i) Human Resource Utilization

3. PLANNED NEXT PERIOD

a) Forecasted schedule

b) Forecasted Work Done Graph

c) Material Requirement

d) Equipment Requirement

e) Human Resource Requirement

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 Progress Reporting Procedures
Template
SUR Construction Plc. PROGRESS O VERVIEW
CM-PRG-001

PROJECT BRIEF:

Project Name: ___________________________________ Project Code: ____________________

Client Name: ____________________________ Consultant Name: ________________________

Project Manager : ________________________ Project Cost: ____________________________

PROJECT SUMMARY:

Planned Start Date : ______________________ Planned Finish Date:______________________

Actual Start Date : ________________________ Forecasted Finish Date:____________________

PERFORMANCE OVERVIEW:

Ø Project Status/ Percent Complete : ___________________

REMARKS: ________________________________________________________________

Ø Billing Status/ Work Done to date : ___________________

REMARKS: ________________________________________________________________

PROJECT DELIVERABLES STATUS:

WBS DELIVERABLE STATUS/

Percent Complete

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 Progress Reporting Procedures
Template
SUR Construction Plc. PROGRESS O VERVIEW
CM-PRG-001

SIGNIFICANT ACCOMPLISHMENTS THIS PERIOD:

WBS DELIVERABLE Activity Name STATUS/

% Complete

PLANNED DELIVERABLES FOR NEXT PERIOD:

WBS DELIVERABLE Activity Name STATUS/

% Complete

ISSUES THIS PERIOD AND PENDING ISSUES::

RECOMMENDATIONS:

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 Progress Reporting Procedures
SUR Cons truction Plc. PROGRESS O VERVIEW Implementation Guidelines
CM-PRG-001

What?

Progress overview presents status for a phase of a project, with emphasis on reporting completion
status of major tasks. This format can be used to give status on current phase or you can expand it to
include all major phases. You can reduce the level of detail in each phase and report on a smaller
number of major milestones. Some people prefer to leave out "percent complete".
This status report is a good summary for a team and functional managers. By providing planned and
actual start and end dates for the various tasks/milestones, it lets you see at a glance whether the
project is on schedule. It is not a complete picture for reporting to executives, because it does not
provide highly targeted information on issues they need to understand where to focus their attention to
assist the project. At most the Status or Comments column could be used to convey some of that
information

Why?

ü To ensure that the team has clear visibility to the true state of a project.
ü To ensure that management stays properly informed about project progress, difficulties, and
issues, by periodically getting the right kinds of information from the project manager.
ü The reports should let management know whether the project is on track to deliver its
outcome as planned, and must highlight to management any place where their decision-
making or direct help is needed.

How?
Review the included status report formats and select the one that seems most appropriate for your
needs, or create your own hybrid. Pay attention to the type and level of detail the report suggests.
Sometimes communication with management can be of low quality because too MUCH information is
provided, and busy executives can't determine what actions they need to take to help the project.

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 Progress Reporting Procedures
SUR Cons truction Plc. PROGRESS O VERVIEW Implementation Guidelines
CM-PRG-001

PROJECT BRIEF:

Project Name: Specify the name of project. The title should be same as mentioned in
Contract.
Project Code: Refer to Planning Procedures (Form No.CM/PBS-001)
Client Name: Specify the name of the owner/ funding agency of the project.
Consultants: Specify the name of main consultants of the project.
Project Manager: Designated Project Manager of SUR Construction Plc.
Project Cost: Specify the Contract Value of the Project

PROJECT SUMMARY:

Planned Start Date: Planned/ Agreed Start Date of the Project

Planned Finish Date: The two possible scenarios for filling finish dates are:
a. The tentative end date of the project in the contract document as signed by the
Contractor and Client.
b. Refer the planning procedures i.e. explained in the CPM
Actual Start Date: Specify the date on which project actually started
Forecasted Finish Date: It is that forecasted that which Contractor calculate itself by using
some methods like CPM. It will be discussed in detail under CM-
PRG-010 of Progress Report.

PERFORMANCE OVERVIEW:

Project Status/ Percent Complete: Here we analyze the total performance of the project till to-
date by the bar charts and S-curves. This Percent
Complete is calculated with the weighted schedule and for
details refer CM-PRG-003 and also mention the over all
percent completion of the project by site monitoring
techniques.

Comments: Calculate the schedule variance by subtracting planned

progress (percent complete) from actual progress (percent
complete). Identify the variance and write if the project is
on schedule, behind schedule or ahead schedule.
If we encounter any problem during the execution period
and it is effecting the duration of the project then we would
mention it in detail.

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 Progress Reporting Procedures
SUR Cons truction Plc. PROGRESS O VERVIEW Implementation Guidelines
CM-PRG-001

Billing Status/ Work done to date: Here we analyze the billing status of the project till to date
by the bar charts and S-curves which can be as it will be
discus in detail under CM-PRG-003 and also mention the
over all billing percentage of the project by checking the
site bills

Comments: Calculate the payment variance by subtracting planned

progress (percent complete) from actual progress (percent
complete). Identify the variance and write if the project is
on schedule, behind schedule or ahead schedule.
If we encounter any problem during the payment retrieval,
the payment curve shall be revised after negotiation with
the client.

PROJECT DELIVERABLE STATUS:

WBS: WBS stands for work breakdown standardization, in it we divide the activities of project
into several groups or in sub categories so that we can easily manage and control the
whole work. In this way the item work of project can be obtained in best and required
quality. In WBS one person is made responsible to an activity.
Deliverables: Deliverables means the main items mentioned in the BOQ (Bill of Quantities) in the
form of headings. For example if we take a road project then in it few of the possible
milestone can be excavation, embankment, sub-base preparation, base course, prime
coating, tack coat and etc. It also includes the starting and finishing of the project.
Or it can be defined as those items of works, which we have to deliver to the Clients.

Status / % Complete: The work completion data of different activities obtained by the site monitoring
is expressed in percentage (%), which would be helpful to check the work performance.

To summarize, following steps should be followed

q Identify deliverables of the project (refer to Planning Procedures “CM-PLN-004” )
q Specify WBS code of each deliverable
q From site progress report, mention the percent complete of each deliverable

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 Progress Reporting Procedures
SUR Cons truction Plc. PROGRESS O VERVIEW Implementation Guidelines
CM-PRG-001

SIGNIFICANT ACCOMPLISHMENTS THIS PERIOD:

In this portion we write about the major deliverables, which are completed in this period of
time. This portion is just a summary of happenings during this period; details will be depicted
in CM-PRG-002.

PLANNED DELIVERABLES FOR NEXT PERIOD:

In this portion we write about our planning that what we have to complete in next period. We
will list down the items / deliverables to be completed so to catch up the required progress.
This portion is just a summary for next period; details will be depicted in CM-PRG-010.

ISSUES THIS PERIOD AND PENDING ISSUES:

Any issue or problem faced in this period will be mention here or any pending issue will also
be discussed. The issues may be late arrival of drawings at site, poor designing, may be at
site there are unforeseen items, weather is creating hurdles, there is changing in drawings
from the Clients etc.
Issues that are pending and yet to resolve will also be mentioned under this item of progress
report. Apart of pending issues, remarks should be written,

RECOMMENDATIONS:

Here we discuss that how we can get rid of these issues. For example, if we are lagging
behind the schedule then will plan how to get rid of issues and make catch up plans.

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 Progress Reporting Procedures
SUR Construction Plc. PROGRESS THIS PERIOD

What?

In this portion we write about the major deliverables, which are completed in this period of
time. This portion is just a summary of happenings during this period. Following documents
should be attached with progress this period;
CM-PRG-002 Updated Schedule
CM-PRG-003 Physical Work Done Status
CM-PRG-004 Updated Site Maps
CM-PRG-005 Construction Drawing Issuance Status
CM-PRG-006 Progress Photographs
CM-PRG-007 Material Consumption Status
CM-PRG-008 Equipment Deployed
CM-PRG-009 Human Resource Utilization

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 Progress Reporting Procedures
SUR Construction Plc. UPDATED SCHEDULES Implementation Guidelines
CM-PRG-002

What?

Updated schedules are the graphical representation of project status. The actual updating technique
will vary depending upon the scheduling method selected. Bar charts provide for the recording of the
passage of time- as it passes.

How?
1. In order to update schedule on Microsoft Project, you need actual data from site. Refer to CM-
PRG-002-a (Information collection for updated schedule)
2. Update data on Microsoft Project

Update Data on Microsoft Project

1. Set project status date:

Status date: A date that you set (rather than the current date) for reporting the time, cost or
performance condition of a project.

• On the Project menu, click Project Information.

• In the Status date box, type or select the status date you want.
• Click on Tools, click on Tracking and then on Update Project.

Update Project Dialogue Box:

Use this dialog box to update tasks' percentage of completion or to reschedule uncompleted
work for selected or all tasks in the project. You can:
• Update progress information (percentage of completion) for some or all tasks in your
project.
• Reschedule uncompleted work to start after a date you specify.
• Update or reschedule work for either the entire project or for selected tasks.
Update work as complete through Click this option to update the work that has actually
occurred. Enter the date you are updating the schedule to. When you click this option,
Microsoft Project treats your scheduled dates as actual dates and sets the % Complete
field to reflect this.
For the selected tasks, the scheduled start and finish dates are compared with the date
you are updating the schedule to.
• If the scheduled start date is after the date you enter in this dialog box, the task is
considered not started, and they are set to 0% complete.

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SUR Construction Plc. UPDATED SCHEDULES Implementation Guidelines
CM-PRG-002

• If the scheduled finish date is before the date you enter, the task is considered
completed, and it is set to 100% complete.
• If the scheduled start date is before the date you enter and the scheduled finish date is
after the date you enter, the task is considered in progress. Microsoft Project calculates
the percentage of completion.
When you update task dates, Microsoft Project updates the % complete field. You can have
Microsoft Project calculate the approximate percentage of the task that has been completed as
of the date you enter in this dialog box. Alternatively, you can have it leave the percentage of
completion set to zero if the task is in progress or set it to 100 if the task is complete. Microsoft
Project also sets the actual start date, which indicates that the task is in progress.
Reschedule uncompleted work to start after Click this option to have Microsoft Project
reschedule work that remains to be done. This reschedules work by entering a new date for the
work.
If a task has not started by the specified date, the task has slipped. Microsoft Project
reschedules the work, setting the scheduled start date to your specified date and applying the
Start No Earlier Than constraint.
If the task is in progress but behind schedule, Microsoft Project schedules the remaining
duration to start on your specified date.
When you reschedule tasks with this option, Microsoft Project sets the Stop and Resume fields.
The date of last reported progress is placed into the Stop field, and your specified date for
rescheduling is placed in the Resume field.

2. Enter actual/ remaining duration or work on the task level:

Update actual work: You can track actual work by period using the time phased fields in
Microsoft Project. With this method, you can enter work for a particular day or week in your
schedule.
• On the View menu, click Task Usage.
• On the Format menu, point to Details, and then click Actual Work.
• In the time phased portion of the view, in the Act. Work field, type the actual work of each
assigned resource.

Update actual duration: You know the number of days a task has been in progress and if it is
progressing as planned, you can track progress by entering the duration that the resource has
been working on the task.
When you enter the actual duration of a task, Microsoft Project updates the actual start date,
the task's percentage of completion, and the duration of the task remaining in the schedule.

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SUR Construction Plc. UPDATED SCHEDULES Implementation Guidelines
CM-PRG-002

• On the View menu, click Gantt chart.

• In the Task Name field, click the task for which you want to enter the actual duration.
• On the Tools menu, point to Tracking, and then click Update Tasks.
• Use this dialog box to update progress on the selected task.
After you enter progress information, Microsoft Project performs any necessary calculations
and changes the values for the affected fields. You can:
• Set the percentage of completion for selected tasks.
• Enter actual and remaining durations for selected tasks.
• Enter actual start and finish dates for selected tasks.
• Update information for one selected task or for many selected tasks. Some boxes in this
dialog box may be blank if you select more than one task. Microsoft Project updates all of
the selected tasks with the information you specify.
3. View percent complete:
You can indicate how much progress has been made on a task by entering the percentage of
the task duration that is complete. Especially for long tasks, indicating the percentage of
completion for the task helps you track actual progress against the baseline plan.
• On the View menu, click Gantt chart.
• In the Task Name field, click the task for which you want to update progress.
• Click Task Information and then click the General tab.
• In the Percent complete box, type a whole number between 0 and 100.
• Click OK

4. Reschedule uncompleted work:

You can reschedule uncompleted work to start on a date you specify, such as the current date
or a future date.
• On the View menu, click Gantt chart.
• In the chart portion of the view, point to the incomplete part of the task.
• Drag the task bar to the right to split the task and to move the incomplete part
to the date you want.
• Note If you drag the finished part of the task, you will move the entire task.
And if you drag the end of the task, you will extend its duration.
• If necessary, reapply any constraint. Learn how to review and change a task
constraint.
You can check the resume date for the incomplete part of the task by inserting the Resume
field in the table portion of the Gantt chart. To insert the Resume field, click the field to the
right of where you want it to be inserted. On the Insert menu, click Column. In the Field name
list, click Resume.

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 Progress Reporting Procedures
SUR Construction Plc. UPDATED SCHEDULES Implementation Guidelines
CM-PRG-002

Compare actual task information to the baseline:

When you save a baseline and then update your schedule, you can compare the baseline to
your actual progress to identify variances. Variances alert you to the areas of the project that
are not going as planned. To keep your project on schedule, keep a close eye on significant
variances in task start or finish dates. Where necessary, adjust task dependencies, reassign
resources, or delete tasks to meet your deadlines.
• On the View menu, click Tracking Gantt.
• The Tracking Gantt view shows task variances graphically, making it easier
to analyze progress in your schedule.
• On the View menu, point to Table, and then click Variance.
• If necessary, press TAB to view the variance fields.
You must update tasks' actual start and finish dates, actual work values or actual durations
before variances appear. Microsoft Project calculates the other task information based on the
information you enter.

Bar Styles dialog Box:

To open this dialog box, with a Gantt chart view displayed, on the Format menu, click Bar
Styles. You can also open this dialog box by double-clicking the background of the chart portion
of the Gantt chart view.
Use this dialog box to customize the appearance of all bars on the chart portion of a Gantt chart
view that meet certain conditions related to the type of information the bar represents. You can:
• Change the look of a type of Gantt bar, including color, shape, pattern, start shape and
color, and end shape and color.
• Adjust the range of dates each bar represents.
• Change the information and position of text for a type of Gantt bar.
• Create a new Gantt bar for a particular category of task. You can display upto four rows of
bars for each task.
Bars are drawn in the order they are listed in the table, starting at the top. Make sure that any
overlapping bars are listed in the proper order so that the ones you want on top are drawn last.

Document Created By: TEAMS Page 21

 Progress Reporting Procedures
SUR Construction Plc. UPDATED SCHEDULES Implementation Guidelines
CM-PRG-002

Example of Updated Schedule

Document Created By: TEAMS Page 22

 INFORMATION COLLECTION Progress Reporting Procedures
Template
SUR Construction Plc. FOR
UPDATED SCHEDULE CM-PRG-002-a

PROJECT BRIEF:

Project Name: ___________________________________ Project Code: ____________________

Client Name: ____________________________ Consultant Name: ________________________

Project Manager : ________________________ Project Cost: ____________________________

PROJECT SUMMARY:

Planned Start Date : ______________________ Planned Finish Date:______________________

Actual Start Date : ________________________ Forecasted Finish Date:____________________

Planned Actual Planned Actual

ACTIVITY NAME Start Start Complete Complete % Complete Status or Comments
Date Date Date Date

Document Created By: TEAMS Page 23

SUR Construction Plc.
PHYSICAL W ORK D ONE Progress Reporting Procedures
Implementation Guidelines
STATUS CM-PRG-003

What?

Physical work done status is used to measure project performance and, by tradition, uses the dollar
value of work as metric. Actual work performed is compared against planned and budgeted work
expressed in these equivalents. These metrics are used to determine schedule and cost variances for
both the current period and cumulative to date. Cost is not a good objective indicator with which to
measure performance or progress. While this is true, there is no other good indicator. Given this we
are left with dollars, which we are at least familiar working with in other contexts. Either one by itself
does not tell the whole story. We need to relate them to one another.

One drawback that these metrics have is that they report history. Although they can be used to make
extrapolated predictions for the future, they primarily provide a measure of the general health of the
project, which the project manager can correct as needed to restore the project to good health.

UPDATED WORK DONE CURVE

100

80
% Complete

Update Date
60

40

Variance
20

0
0 30 60 90 120 150 180

Time
Planned Work Done Curve Actual Work Done

Above figure shows an S-Curve, which represents the baseline progress curve for the original project
plan. It can be used as a reference point. You can compare your actual progress to date against the
curve and determine how well the project is doing.

By adding the actual progress curve to the baseline curve, you can now see the current status versus
the planned status. Above figure shows the actual progress curve to be below the planned curve. If
this represented dollars, we might be tempted to believe the project is running under budget.

Document Created By: TEAMS Page 24

SUR Construction Plc.
PHYSICAL W ORK D ONE Progress Reporting Procedures
Implementation Guidelines
STATUS CM-PRG-003

How?

1. Fill template “CM-PRG-002a”(Information Collection for updated schedule)

2. Calculate Percent Complete of each activity
3. Calculate the weightage of each activity of project.
4. Sum all the weightages of completed/ in progress activities.
5. Draw updated S-Curve
6. Compare the actual S-Curve with baseline graph
7. Calculate Schedule variance and Cost Variance

Document Created By: TEAMS Page 25

SUR Construction Plc.
PHYSICAL W ORK D ONE Progress Reporting Procedures
Implementation Guidelines
STATUS CM-PRG-003

EXAMPLE OF A ROAD PROJECT

Refer to example “CM-TRG-002”

EXAMPLE CONTINUED
Today is day No. 60; following data has been collected from site office

ID Activity Name Quantity Actual Actual % Complete Weightage to

Achieved Start Finish (Calculated) Total Project
Actual

A Site Layout 100 % 1 10 100% 2.62 x 100/100 =

2.62%

B Cut and Fill 10,000 cft 11 55 10000/ 10000 13.12 x 100/100 =

= 100% 13.12%

C Grading 12000 cft 31 NA 12000/ 15000 15.75 x 80/100 =

80% 12.6%

D Sub Base 1,000 cft 51 NA 6.67% 19.69 x 6.67/100 =

1.31%

E Compaction 0 sft NA NA 0%

F Carpeting 0 sft NA NA 0%

TOTAL 29.65 %

STEP NO.4 à UPDATED BAR CHART

1 10
Site Layout Planned
1 10
Actual
11 50
Cut and Fill
11 55

Grading 31 60
31 80%

41 100
Sub Base
51 6.67%

Compaction 81 120

Carpeting 101 180

Document Created By: TEAMS Page 26

SUR Construction Plc.
PHYSICAL W ORK D ONE Progress Reporting Procedures
Implementation Guidelines
STATUS CM-PRG-003

STEP NO.6 à DRAW UPDATED WORK DONE GRAPH

100 100.00

85.24
80

70.47
% Complete

60

50.26

40 38.06
Variance =8.41 %
29.65
behind schedule
20
9.18

0 -
0 30 60 90 120 150 180

Day No.

Planned Work Done Curve Actual Work Done

Document Created By: TEAMS Page 27

 Progress Reporting Procedures
SUR Construction Plc. UPDATED S ITE MAPS Implementation Guidelines
CM-PRG-004

What?

As Site Maps are basic component of the Progress Report, we can easily analyze the over all project
progress by single glance.
Existing site maps which is usually drawn on Auto CAD is updated to know about the appropriate
progress of the project till this period. For example if we consider a road project then first we draw the
proposed plan road, marked the bridges, culverts and drains etc. on the CAD drawing by using single
color e.g. red for roads, blue for bridges, green for culverts and orange for drains. Each of the
respective is updated by highlighting it in yellow color.
Legend should be shown in drawing for the guidance of the reader. These legends should be at
prominent and identifiable place. The map must be on scale with proper boarders. If project is divided
into sectors then each sector must be clearly marked with its specified boundary lines. These Site
maps should be updated timely.

Document Created By: TEAMS Page 28

 Progress Reporting Procedures
SUR Construction Plc. DRAWING ISSUANCE S TATUS Implementation Guidelines
CM-PRG-005

What?

In most of the projects (especially in fast track projects), construction drawings are submitted as work
begins. The issuance of these construction drawings is very important to execute the work. If these
drawings do not issued to contractor on-time, project will definitely get late. A separate schedule
should be prepared by consultants for issuance of construction drawings. Although, issuance of
drawings is a sole responsibility of consultants, contractor should record the dates of issuance of
construction drawings. This record may be used to defend the progress of work, if consultants fail to
issue drawings on-time.

How?
Drawing Issuance Status should record in the form of log of drawing showing the dates of issuance of
drawings. This log must also have drawing number, work package, date of submission of drawings at
site office, remarks (means if any change or amendments is made by the Client or Head office) e.g. if
we consider a building project then it can be divide into work packages like civil works, electrical
works, plumbing works etc. it became more convenient to separately deal the drawings under there
respective package and thus casing less chance of miss placing of drawings. The drawing should be
kept in files in descending order, means drawing # Civil/B –03 is to be placed over drawing # Civil/B-
02. Before issuance of drawing to any of the concerned person at site the drawing log status must be
signed by the respective person and drawing log in charge

Refer to template- CM-PRG-005

Document Created By: TEAMS Page 29

 Progress Reporting Procedures
Template
SUR Construction Plc. DRAWING ISSUANCE S TATUS
CM-PRG-005

PROJECT BRIEF:

Project Name: ___________________________________ Project Code: ____________________ Project Manager : ________________________

Client Name: ____________________________ Consultant Name: ________________________ Project Cost: ____________________________

Date of Forwarded/
S. No. Drawing No. Drawing Title Revision Status Remarks
Issue Issued to

Document Created By: TEAMS Page 30

 Progress Reporting Procedures
Filling Instructions
SUR Construction Plc. DRAWING ISSUANCE S TATUS
CM-PRG-005

PROJECT BRIEF:

Project Code: Refer to Planning Project Manager : Designated Project Manager

Project Name: Specify the name of project. The title
Procedures (Form No.CM/PBS-001) of SUR Construction Plc.
should be same as mentioned in Contract.

Client Name: Specify the name of the owner/ Consultant Name: Specify the name of main Project Cost: Specify the Contract Value of the
funding agency of the project consultants of the project. Project

Date of Forwarded/
S. No. Drawing No. Drawing Title Revision Status Remarks
Issue Issued to
Specify if
this
drawing is
a new one Specify if this
Specify the or a drawing is
As written on
date of revised “for review”,
the bottom of
issue. version of “for
drawing. Specify if you
Ensure that previously construction”,
Usually issue the copy
As written in the title block of the date on issued “Tender
e.g. consultants of drawing to
drawing. E.g. Master Plan, receiving drawing. drawing” etc.
1,2,3 have their vendor,
Pavement Area etc. stamp For New This
own subcontractor,
should Drawing information is
nomenclature. etc.
match the write- also written
E.g.
date of “Rev 0” on the bottom
# Civil/B –03
issue and of each
increase it drawing.
as
revision
increases.

Document Created By: TEAMS Page 31

 Progress Reporting Procedures
SUR Construction Plc. PROGRESS P HOTOGRAPHS Implementation Guidelines
CM-PRG-006

What?

The job photo record begins with the preconstruction photo survey. Ongoing construction photographs
are the subject of this section. They are divided into regular progress photos and those required in
special situations. There should always be a camera on-site and ready. Whenever there is any
situation involving a significant question or the potential for changes, problems, etc., taking a photo of
the area before any further discussion and certainly before the area becomes further disturbed must
become the habit of the field staff. Film will always be the least expensive but most powerful agent of
every negotiation, resolution, and settlement effort.

Resist the temptation to use wide-angle lenses in all photographs. While they make it easier to get
more into the picture, they distort shapes, relative sizes, and perspectives. Remember that the
objective is to provide an accurate record. Use lenses with "normal" focal lengths, and your photos will
remain truer representations of reality.

As the use of digital photography has become more common, so too has the proliferation of various
electronic record keeping systems that can best make use of the digital technology. In such systems,
the regular project photographs and special photographs can be stored and organized in easily
retrievable electronic systems. The photo record for the entire project can in many cases be burned
onto a single CD. The photos can then be keyed either directly or through some database program
linking the photographs to other key project information. Such links can include correlations between
photographs and electronically filed Daily Field Reports, Meeting Minutes, and almost any other
component of the official project record.

The major problem with digital photography may rest in the photographic resolution of the
photographs themselves. If digital cameras are used that have relatively moderate to low levels of
photographic resolution, the use of the photographs may become limited. If, for example, a 400-dpi
format is used, 3" x 5" or 5" x 7" digital photographs would probably be of an acceptable resolution for
documentation and even presentation. If, however, that same photograph is to be significantly
enlarged (as would be desirable for presentation in litigation or arbitration), the low level of resolution
may quickly render the photographs unusable for such a purpose. Because of this, reconsider any
thought of using a moderately priced digital camera that does not create photographs with an
acceptable resolution. Spend the money up front on the proper equipment that will produce
photographs with the highest possible resolution, and the equipment will pay large dividends in many
forms for a very long time.

Document Created By: TEAMS Page 32

 Progress Reporting Procedures
SUR Construction Plc. PROGRESS P HOTOGRAPHS Implementation Guidelines
CM-PRG-006

How?

The remainder of this section discusses photographs in conventional (film/print) format. Given your
decision on the use of digital photographic equipment, the entire section can be applied as it is in
either case.

REGULAR PROGRESS PHOTOGRAPHS

Regular progress photographs may not be required by the Owner as part of the General Conditions. If
they are, the number of views, size of prints, and other criteria may be specified. If progress photos
are not an Owner requirement, arrange for regular progress photos anyway as a Company record. In
this effort:
1. Set aside a regular day each month to conduct the photo record. Use the first Monday or first
Wednesday, for example. This will help establish a routine that will be easy to monitor.
2. Use a 35-mm camera of good quality. Auto focus and auto flash systems are highly desirable,
but not necessary. If at all possible, using a camera back that automatically dates the film is
one of the greatest available features.
3. Generally, follow the guideline for preconstruction photographs. There should be no need for
the level of detail of the preconstruction set. These regular photos are intended to show the
state of progress, and not necessarily aimed at catching every problem.
4. Consider supplementing the photo set with a regular video. As with the preconstruction effort,
the video is not a substitute, but will be a thorough record of the entire project.
5. Identify and data each regular survey. Include a copy of the Daily Field Report that records
the photo effort.
6. Have each photo set developed immediately and sent to the home office Progress Photo File.

SPECIAL SITUATIONS PHOTOGRAPHS

"Before-During-After" photos are necessary throughout each situation involving actual or potential:
ü Change orders
ü Claims
ü Back charges
ü Insurance claims
ü Any other special situation

In these kinds of events, fast action is necessary to gain the maximum advantage possible. A
"precondition" photo or series of photos will be the best record to confirm the actual state of affairs
prior to a changed work sequence.

Document Created By: TEAMS Page 33

 Progress Reporting Procedures
SUR Construction Plc. PROGRESS P HOTOGRAPHS Implementation Guidelines
CM-PRG-006

If the duration of the anticipated sequence or activity is relatively long, progress photos of the specific
sequence should be taken.

An "instant" camera may prove to be a valuable addition to the project photo effort. Again, it is to be
used as a supplement and can only become a substitute for better-quality photos in the simplest of
situations (a cleanup back charge?).

The principal advantages of instant pictures are that they immediately display the specific information
that has been recorded in the photo. It is therefore immediately evident if your photos indicate
everything intended, or if additional photos, perhaps from other angles, will be necessary. This may
be particularly important if conditions are likely to change quickly, leaving little time for conventional
photos to be reviewed. Even so, one-hour developing is becoming readily available.

Use of Photograph Layout Form

Regular progress photographs for the records will not require any identification other than that
described in this section for the preconstruction photo survey.

Special photographs are, however, taken for a specific purpose and must be so identified. In the worst
conditions of arbitration or litigation, each photo must be properly and completely identified along strict
criteria. If it is not, even the best photo will not be allowed consideration. Even if the photo's uses will
not become so extreme, references to special photos most often come at points in time long after the
original incident. Memories fade, orientations get confused, and so on.

It is therefore important that each significant photo be properly identified if it is to be used to support a
charge, contention, or any special circumstance.

Using the Sample Photograph layout Form (Template- CM-PRG-006) that follows will guarantee that
each photo that will immediately or eventually be used in any presentation or as support for any kind
of charge or contention will be correctly identified with:
1. Name of project and Owner, Company project number
2. Photo location, area identification
3. Photo orientation, direction of view
4. References to any appropriate correspondence, field reports, or anything else that ties it
directly to the detailed project record

Refer to template- CM-PRG-006

Document Created By: TEAMS Page 34

 Progress Reporting Procedures
Template
SUR Construction Plc. PROGRESS P HOTOGRAPHS
CM-PRG-006

PROJECT BRIEF:

Project Name: ___________________________________ Project Code: ____________________

Client Name: ____________________________ Consultant Name: ________________________

Project Manager : ________________________ Project Cost: ____________________________

Date:___________________ Time: _______________ AM PM

Location_______________________________________________________________________

Orientation (Indicate on Key Plan: __________________________________________________

Remarks: _____________________________________________________________________

_____________________________________________________________________________

Place Photos / Assign numbers to multiple photos / Attach this form to large photos.

Document Created By: TEAMS Page 35

SUR Construction Plc.
MATERIAL C ONSUMPTION Progress Reporting Procedures
Implementation Guidelines
STATUS CM-PRG-007

What?

Material accounting system documents the material data. It provides the material consumption status.
Project stakeholders are especially concerned with material-data for ensuring the timely procurement
of materials, and site availability of materials of right quantity and quality at the required time and
place. They also aim at minimizing wastage during usage, evaluating implications of variation from the
acceptable wastage standard, updating cost estimates and expenditure of materials, and formulating
materials costing norms for future works.

The materials accounting process from the demand initiation till its consumption stage involves
maintenance of up-to-date record of receipts and issues at the project central store, monthly stock
checking of materials in the store and at the work site, and the return of the unused materials after
completion of the intended job.

How?

Refer to template- CM-PRG-007

Document Created By: TEAMS Page 36

 Progress Reporting Procedures
SUR Construction Plc.
MATERIAL C ONSUMPTION Template
STATUS CM-PRG-007

PROJECT BRIEF:

Project Name: ___________________________________ Project Code: ____________________

Client Name: ____________________________ Consultant Name: ________________________

Project Manager : ________________________ Project Cost: ____________________________

Work Period : From _____________ to ______________

Qty Material Consumption

S.
Item of Material Unit Delivered
No. Activity Name Qty Used
at Site

Document Created By: TEAMS Page 37

 Progress Reporting Procedures
SUR Construction Plc.
MATERIAL C ONSUMPTION Filling Instructions
STATUS CM-PRG-007

PROJECT BRIEF:

Project Code: Refer to Planning

Project Name: Specify the name of project. The title
Procedures (Form No.CM/PBS-001)
should be same as mentioned in Contract

Client Name: Specify the name of the owner/ Cons ultant Name: Specify the name of main
funding agency of the project consultants of the project.

Project Manager : Designated Project Manager Project Cost: Specify the Contract Value of the
of SUR Construction Plc. Project

Work Period : From Start date of this period to Finish date of this period

Qty Material Consumption

S.
Item of Material Unit Delivered
No. Activity Name Qty Used
at Site
Specify the
Specify activities in which qty of
this material has been material
used. used for this
Specify
Qty that activity
the unit
has been On material may used for
of
Specify the name of delivered more than one activities,
1. material,
material to site If this material is used for
e.g.
during this more than one activities,
bags, cft
period please specify
stc.

Document Created By: TEAMS Page 38

SUR Construction Plc.
EQUIPMENT D EPLOYED Progress Reporting Procedures
Implementation Guidelines
THIS P ERIOD CM-PRG-008

What?

In construction, some tasks are labor intensive, some predominantly employ equipment, and some
use a combination of both, i.e. labor and equipment. While the actual work done and associated labor
is accounted for by the foreman concerned, the equipment productivity control is undertaken to
determine its employment time, the output achieved, and its productivity at site.

This information must be a part of progress report. From this information, we can easily evaluate the
progress of work done and the reason of delays.

How?

Refer to template- CM-PRG-008

Document Created By: TEAMS Page 39

 Progress Reporting Procedures
SUR Construction Plc.
EQUIPMENT D EPLOYED Template
THIS P ERIOD CM-PRG-008

PROJECT BRIEF:

Project Name: ___________________________________ Project Code: ____________________

Client Name: ____________________________ Consultant Name: ________________________

Project Manager : ________________________ Project Cost: ____________________________

Work Period : From _____________ to ______________ Total Days: _______________

Deployed Productive Idle Remarks

S. Equipment
Equipment Name Qty Time Time
No. Capacity
(Nos.) (Days) (Days)

Document Created By: TEAMS Page 40

 Progress Reporting Procedures
SUR Construction Plc.
EQUIPMENT D EPLOYED Template
THIS P ERIOD CM-PRG-008

PROJECT BRIEF:

Project Code: Refer to Planning

Project Name: Specify the name of project. The title
Procedures (Form No.CM/PBS-001)
should be same as mentioned in Contract

Client Name: Specify the name of the owner/ Cons ultant Name: Specify the name of main
funding agency of the project consultants of the project.

Project Manager : Designated Project Manager Project Cost: Specify the Contract Value of the
of SUR Construction Plc. Project

Work Period : From Start date of this period to Finish date of this period
Total Days: Specify the total days of period, e.g. in a month there are 30 days

Deployed Productive Remarks

S. Equipment Idle Time
Equipment Name Qty Time
No. Capacity (Days)
(Nos.) (Days)
Specify the
number of
Specify the Specify the Specify the
equipment
capacity of total number of Write the
deployed
equipment number of days in reason of
this period.
Specify the name of (e.g. days in which this non-
i.e. number
equipment dumpers- which this equipment utilization
of
10 cft, equipment has not of
equipments
Mixer- 2.5 has been been used equipment
present at
cum/hour) used. at all.
site during
this period

Document Created By: TEAMS Page 41

 Progress Reporting Procedures
SUR Construction Plc.
HUMAN RESOURCE Template
UTILIZATION CM-PRG-009

PROJECT BRIEF:

Project Name: ___________________________________ Project Code: ____________________

Client Name: ____________________________ Consultant Name: ________________________

Project Manager : ________________________ Project Cost: ____________________________

Work Period : From _____________ to ______________

MANAGEMENT STAFF:
Present at
S.
Name of Personnel Designation Site Remarks
No.
(Days)

Document Created By: TEAMS Page 42

 Progress Reporting Procedures
SUR Construction Plc.
HUMAN RESOURCE Template
UTILIZATION CM-PRG-009

LABOR/ OPERATORS:
Deployed
S. Total
Type of Labor Qty Remarks
No. Man days
(Nos.)

Document Created By: TEAMS Page 43

 Progress Reporting Procedures
SUR Construction Plc.
HUMAN RESOURCE Filling Instructions
UTILIZATION CM-PRG-009

PROJECT BRIEF:

Project Code: Refer to Planning

Project Name: Specify the name of project. The title
Procedures (Form No.CM/PBS-001)
should be same as mentioned in Contract

Client Name: Specify the name of the owner/ Cons ultant Name: Specify the name of main
funding agency of the project consultants of the project.

Project Manager : Designated Project Manager Project Cost: Specify the Contract Value of the
of SUR Construction Plc. Project

Work Period : From Start date of this period to Finish date of this period

MANAGEMENT STAFF:
Present at
S.
Name of Personnel Designation Site Remarks
No.
(Days)
Specify the Specify the reason of absence

designation

of person. Attendance

E.g. Project of the

Specify the name of person Manager, person

Quantity during this

Surveyor, period

Supervisor,

Foreman etc

Document Created By: TEAMS Page 44

 Progress Reporting Procedures
SUR Construction Plc.
HUMAN RESOURCE Filling Instructions
UTILIZATION CM-PRG-009

LABOR/ OPERATORS:
Deployed
S. Total
Type of Labor Qty Remarks
No. Man days
(Nos.)
Specify the

calculated

man days of

labor. E.g. 2

masons were

present for

first 10 days,
Specify
4 masons
average
were present
Specify the type of labor/ numbers of
for next 10
operator. E.g. Mason, Helper, labors
days and 5
Mixer Operator, etc. deployed
masons were
during this
present for
period
last 10 days

of month.

The total man

days are

10*2 + 10*4 +

10 *5 = 110

Man days

Document Created By: TEAMS Page 45

 Progress Reporting Procedures
SUR Construction Plc. PLANNED NEXT PERIOD

What?

In this portion we write about the major deliverables, which we plan to complete next period.
This portion will be a summary of happenings next period. Following documents should be
attached with forecasting;
CM-PRG-010 Forecasted Schedule
CM-PRG-011 Material Requirement
CM-PRG-012 Equipment Requirement
CM-PRG-013 Human Resource Requirement

Document Created By: TEAMS Page 46

 Progress Reporting Procedures
SUR Construction Plc. FORECASTED SCHEDULES Implementation Guidelines
CM-PRG-010

What?

Forecasted schedules are the graphical representation of anticipated project finish date. In this bar
chart, planned bars are compared with the actual bars and forecasted bars.

How?

Forecasting of Activities in Progress

1. Fill form no. “CM-PRG-002-a”
2. Calculate the remaining quantity of activities in progress
3. Calculate the daily performance by dividing achieved quantity by no. of days elapsed
4. Calculate the remaining duration of activities by dividing remaining quantity by daily
performance
5. Add remaining duration to status date of the project

Forecasting of Activities NOT Started

6. With the help of predecessors, calculate new start dates of activities

EXAMPLE OF A ROAD PROJECT

Refer to example “CM-TRG-002”

Today is day No. 60; following data has been collected from site office

ID Activity Name Quantity Actual Actual % Complete Weightage to

Achieved Start Finish (Calculated) Total Project
Actual

A Site Layout 100 % 1 10 100% 2.62 x 100/100 =

2.62%

B Cut and Fill 10,000 cft 11 55 10000/ 10000 13.12 x 100/100 =

= 100% 13.12%

C Grading 12000 cft 31 NA 12000/ 15000 15.75 x 80/100 =

80% 12.6%

D Sub Base 1,000 cft 51 NA 6.67% 19.69 x 6.67/100 =

1.31%

E Compaction 0 sft NA NA 0%

F Carpeting 0 sft NA NA 0%

TOTAL 29.65 %

Document Created By: TEAMS Page 47

 Progress Reporting Procedures
SUR Construction Plc. FORECASTED SCHEDULES Implementation Guidelines
CM-PRG-010

UPDATED BAR CHART

1 10
Site Layout Planned
1 10
Actual
11 50
Cut and Fill
11 55

Grading 31 60
31 80%

41 100
Sub Base
51 6.67%

Compaction 81 120

Carpeting 101 180

FORECASTING OF STARTED ACTIVITIES

Activities Site Layout Cut and Fill Grading Sub base

Actual Start Date 1 11 31 51

Total Quantity “A” Job 10,000 cft 15,000 cft 15,000 cft

Achieved Quantity “B” 100 % 10,000 cft 12,000 cft 1,000 cft

Remaining Quantity “C”

0 0 cft 3,000 cft 14,000 cft
(A-B)

Days Elapsed “D” 10 45 30 10

Daily Production “E”

- Completed 400 cft/day 100 cft/day
(B / D)
Remaining Duration “X” 7.5 days
- - 140 days
(C / E) Say 8 Days

Status Date “Y” Day No. 60

Forecasted Finish Date “Z”

10 55 68 200
(Y +X)

Document Created By: TEAMS Page 48

 Progress Reporting Procedures
SUR Construction Plc. FORECASTED SCHEDULES Implementation Guidelines
CM-PRG-010

FORECASTING OF ACTIVITIES NOT STARTED

Activities Compaction Carpeting

Total Duration 40 80

Sub base Compaction

Predecessors
(FF+ 20 days) (SS +20 days)

Actual/ Forecasted Start Dates of Predecessors 51 181

Actual/ Forecasted Finish Dates of Predecessors 200 220

(220 - 40 -1) (181 + 20)

Forecasted Start Date
181 201
(200 + 20) (201 + 80)
Forecasted Finish Date
220 280

FORECASTED BAR CHART

1 10
Site Layout Planned
1 10
Actual
11 50
Cut and Fill Forecasted
11 55

Grading 31 60
31 80%
68

41 100
Sub Base
51 6.67%
200

Compaction 81 120

181 220

Carpeting 101 180 280

201

Document Created By: TEAMS Page 49

 Progress Reporting Procedures
Template
SUR Construction Plc. MATERIAL R EQUIREMENT
CM-PRG-011

PROJECT BRIEF:

Project Name: ___________________________ Project Code: ____________________ Project Manager : ________________________

Client Name: _________________________ Consultant Name: _____________________ Project Cost: ____________________________

Work Period : From _____________ to ______________

Sample Plan Procurement Plan

S.
Item of Material Unit Submission Approval Order Placed Delivery at Site Remarks
No.
site Requirement

Document Created By: TEAMS Page 50

 Progress Reporting Procedures
Template
SUR Construction Plc. EQUIPMENT R EQUIREMENT
CM-PRG-012

PROJECT BRIEF:

Project Name: ___________________________________ Project Code: ____________________

Client Name: ____________________________ Consultant Name: ________________________

Project Manager : ________________________ Project Cost: ____________________________

Work Period : From _____________ to ______________

Nos. Resource Utilization

S. Equipment
Equipment Name Available Working
No. Capacity Activity Name
at Site Days

Document Created By: TEAMS Page 51

 Progress Reporting Procedures
Template
SUR Construction Plc. HUMAN RESOURCE REQUIREMENT
CM-PRG-013

PROJECT BRIEF:

Project Name: ___________________________________ Project Code: ____________________

Client Name: ____________________________ Consultant Name: ________________________

Project Manager : ________________________ Project Cost: ____________________________

Work Period : From _____________ to ______________

MANAGEMENT STAFF:
S.
Name of Personnel Designation Responsibilities
No.

Document Created By: TEAMS Page 52

 Progress Reporting Procedures
Template
SUR Construction Plc. HUMAN RESOURCE REQUIREMENT
CM-PRG-013

LABOR/ OPERATORS:

Human Resource Utilization

Qty to be
S. Qty to be
Type of Labor Deployed Working
No. Activity Name Deployed
(Nos.) Days
(Nos.)

Document Created By: TEAMS Page 53

SUR Construction Plc.
FORECASTED W ORK DONE Progress Reporting Procedures
Implementation Guidelines
GRAPH CM-PRG-014

What?

Forecasted work done graph is the comparison of Actual work performed against planned and
budgeted work and extrapolation of behavior of project’s progress.

UPDATED WORK DONE CURVE

100
Update Date

80
% Complete

60

40

20

0
0 30 60 90 120 150 180 210 240 270 300

Time
Planned Work Done Curve Actual Work Done Forecasted Graph

Above figure shows an S-Curve, which represents the baseline progress curve for the original project
plan. It can be used as a reference point. You can compare your actual progress to date against the
curve and determine how well the project is doing.

By adding the actual progress curve to the baseline curve, you can now see the current status versus
the planned status. Above figure shows the actual progress curve to be below the planned curve. If
this represented dollars, we might be tempted to believe the project is running under budget.

Document Created By: TEAMS Page 54

SUR Construction Plc.
FORECASTED W ORK DONE Progress Reporting Procedures
Implementation Guidelines
GRAPH CM-PRG-014

How?

1. Fill template “CM-PRG-002a”(Information Collection for updated schedule)

2. Calculate Percent Complete of each activity
3. Calculate the weightage of each activity of project.
4. Sum all the weightages of completed/ in progress activities.
5. Draw updated S-Curve
6. Compare the actual S-Curve with baseline graph
7. Calculate Schedule variance and Cost Variance

Document Created By: TEAMS Page 55

SUR Construction Plc.
FORECASTED W ORK DONE Progress Reporting Procedures
Implementation Guidelines
GRAPH CM-PRG-014

EXAMPLE OF A ROAD PROJECT

Refer to example “CM-TRG-002”

EXAMPLE CONTINUED
Today is day No. 60; following data has been collected from site office

ID Activity Name Quantity Actual Actual % Complete Weightage to

Achieved Start Finish (Calculated) Total Project
Actual

A Site Layout 100 % 1 10 100% 2.62 x 100/100 =

2.62%

B Cut and Fill 10,000 cft 11 55 10000/ 10000 13.12 x 100/100 =

= 100% 13.12%

C Grading 12000 cft 31 NA 12000/ 15000 15.75 x 80/100 =

80% 12.6%

D Sub Base 1,000 cft 51 NA 6.67% 19.69 x 6.67/100 =

1.31%

E Compaction 0 sft NA NA 0%

F Carpeting 0 sft NA NA 0%

TOTAL 29.65 %

Document Created By: TEAMS Page 56

SUR Construction Plc.
FORECASTED W ORK DONE Progress Reporting Procedures
Implementation Guidelines
GRAPH CM-PRG-014

FORECASTED BAR CHART

1 10
Site Layout Planned
1 10
Actual
11 50
Cut and Fill Forecasted
11 55

Grading 31 60
31 80%
68

41 100
Sub Base
51 6.67%
200

Compaction 81 120

181 220

Carpeting 101 180 280

201

CALCULATE FORECASTED WORK DONE

DAY 60 DAY 90 DAY 120 DAY 150 DAY 180 DAY 210 DAY 240 DAY 270 DAY 280

2.62 x 2.62 x 2.62 x 2.62 x 2.62 x 2.62 x 2.62 x 2.62 x 2.62 x

Site Layout 100/100 100/100 100/100 100/100 100/100 100/100 100/100 100/100 100/100
= 2.62% = 2.62% = 2.62% = 2.62% = 2.62% = 2.62% = 2.62% = 2.62% = 2.62%

13.12 x 13.12 x 13.12 x 13.12 x 13.12 x 13.12 x 13.12 x 13.12 x 13.12 x

Cut and Fill 100/100 100/100 = 100/100 = 100/100 = 100/100 = 100/100 = 100/100 = 100/100 = 100/100 =
= 13.12% 13.12% 13.12% 13.12% 13.12% 13.12% 13.12% 13.12% 13.12%

15.75 x 15.75 x 15.75 x 15.75 x 15.75 x 15.75 x 15.75 x 15.75 x 15.75 x

Grading 80/100 100/100 100/100 100/100 100/100 100/100 100/100 100/100 100/100
= 12.6% = 15.75 % = 15.75 % = 15.75 % = 15.75 % = 15.75 % = 15.75 % = 15.75 % = 15.75 %

19.69 x 19.67 x 19.67 x 19.67 x 19.67 x 19.67 x 19.67 x 19.67 x 19.67 x

Sub Base 6.67/100 40/150 70/150 100/150 130/150 150/150 150/150 150/150 150/150
= 1.31% = 5.25 % = 9.18 % = 13.11 % = 17.05 % = 19.67 % = 19.67 % = 19.67 % = 19.67 %

0/40 x 9.45 x 9.45 x 9.45 x 9.45 x 9.45 x 9.45 x 9.45 x 9.45 x

Compaction 36000 0/40 0/40 0/40 0/40 30/40 40/40 40/40 40/40
0 =0% =0% =0% =0% = 7.09 % = 9.45 % = 9.45 % = 9.45 %

0/80 x 39.37 x 39.37 x 39.37 x 39.37 x 39.37 x 39.37 x 39.37 x 39.37 x

Carpeting 150000 0/80 0/80 0/80 0/80 10/80 40/80 70/80 80/80
0 = 0% = 0% = 0% = 0% = 4.92% = 19.69% = 34.45% = 39.37%

TOTAL 26.5 % 36.74 % 40.67 % 44.6 % 48.54 % 63.17 % 80.3 % 95.06 % 100 %

Document Created By: TEAMS Page 57

SUR Construction Plc.
FORECASTED W ORK DONE Progress Reporting Procedures
Implementation Guidelines
GRAPH CM-PRG-014

FORECASTED WORK DONE CURVE

100
Update Date 100
95.06

80
80.3
% Complete

60
63.17

48.54
40 44.6
40.67
36.74

20 26.5

0
0 30 60 90 120 150 180 210 240 270 300

Time

Planned Work Done Curve Actual Work Done Forecasted Work Done

Document Created By: TEAMS Page 58