JGS 110-010-1-01E Rev.

1
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Attachment 7 (informative) Proposal Work Execution Matrix
1.Project Profiling 2.Establishing Proposal 3.Establishing Proposal 4.Engineering for Cost 5.Cost Estimation 6.Proposal Narratives 7.Proposal Reviews 8.Negotiation 9.Closeout
Organization and Strategy Estimation
Operational Infrastructure
Setup Phase
Understanding the outline of Move
the project
the company
and the scale, difficulty,
Understanding
and environment
of top management
of the
Proposal
estimation
policies
Strategy
work Part II: Other
OME major
costmatters
estimate
related to proposal work Flow of major internal reviews

Reference JGS FORM1012 Check List ―

Project Profiling
Understanding environmentalAppointment
changes andofdirecting proposal
High work
Level Proposal Strategy Meeting
PM/EM/PPM/CM/CE and
other Key Persons
Reference JGS
Understanding of commercial-related
Establishment
information
of project
and policies,
Reconfirmation
and initial consideration
of the purposeof risks
data filling systems,
internal/external
correspondent system,
PMS

Reference JGS 110-080-1-01E Project Risk

Management ― Proposal
Stage
FORM 1011 Risk Register
(100-128-1-01E Project
Division - Risk Management
- Risk Review Meeting
Implementation Procedure,
Attachment 1 FORM1011
Excel Form)

Brief ITT Assessment by Proposal Strategy Part II: General

PM/EM/CM/PJC/CE of both
commercial and technical
requirements.

Reference JGS

Proactive communication with the client Proposal Strategy Part II: Major Issues by simulating EPC execution

Reference JGS 120-002-1-02E Advanced

Work Packaging (AWP) -
Execution Procedure
120-002-1-04E CWP/IWP
Execution Procedure
120-002-1-05E AWP Data
Management Procedure

EPC execution formation with other companies in collaboration

Reference JGS
Proposal Strategy Meeting
Reference JGS
JGS 110-010-1-01E Rev.1
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Attachment 7 (informative) Proposal Work Execution Matrix
1.Project Profiling 2.Establishing Proposal 3.Establishing Proposal 4.Engineering for Cost 5.Cost Estimation 6.Proposal Narratives 7.Proposal Reviews 8.Negotiation 9.Closeout
Organization and Strategy Estimation
Operational Infrastructure
Buildup Phase
Preparation of concrete measures
Building
foraensuring
Proposalthe
Team
safety
andKick-off
ofan
business
Operational
Meeting
operations
Foundation
in dangerous
Formulation
areas
and check of WBS,
Countermeasures
procedures, and
to forms
avoid forSplit
estimation
of work work
for proposal documents
currency risk

Reference JGS 136-029-1-03E Security 100-010-1-01E JGC 100-002-1-06E WBS –

Measures for Overseas PROJECT MANAGEMENT PRIMARY GUIDELINE
Projects and Investment AND CONTROL (JGC FOR DEVELOPMENT
Businesses ― Guideline PMS) 100-002-1-11E WORK
123-001-0-61E Code and PACKAGE - GUIDELINE
Numbering ― Organization FOR DEVELOPMENT
Breakdown Structure (OBS) 100-002-2-02E Functional
WBS Code
120-051-0-63E Numbering
― Project Control WBS
121-002-0-61E Code ―
Functional WBS (Schedule)

ITT distribution and Confirmation of the scope of Understanding

work of commercial
of project
matterdetails
ITT and
FEED
sharing
Package
of key points Understanding of key points related to the compilation of the proposal document and formulation of policies and plans, etc.
preparation of ITT review completeness assessment
responsibility matrix
Detailed ITT Assessment
with discipline engineers
Assessment results shall be
incorporated into Part III.
Part II will be revised if
necessary.

Reference JGS FORM1012 Check List ―

Project Profiling
100-080-0-01E Project Risk
Management ― General
FORM1011 Risk Register
(100-128-1-01E Project
Division - Risk Management
- Risk Review Meeting
Implementation Procedure,
Attachment 1 FORM1011
Excel Form)

Establishment of proposal work

EPC execution
organization
formation
and execution
with other
P&ID,
plan
companies
Plot Plan Expert
in collaboration
Review Meeting

Reference JGS 120-002-1-02E Advanced

Work Packaging (AWP) -
Execution Procedure
120-002-1-04E CWP/IWP
Execution Procedure
120-002-1-05E AWP Data
Management Procedure

Preparation of schedule and EPC

budget
organization
for proposal
andworks
execution plan with partner companies

Reference JGS
Proposal Strategy Part III
JGS 110-010-1-01E Rev.1
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Attachment 7 (informative) Proposal Work Execution Matrix
1.Project Profiling 2.Establishing Proposal 3.Establishing Proposal 4.Engineering for Cost 5.Cost Estimation 6.Proposal Narratives 7.Proposal Reviews 8.Negotiation 9.Closeout
Organization and Strategy Estimation
Operational Infrastructure
Reference JGS 130-010-1-07E Definition of
Allowance and Contingency
110-300-1-02 Piping
Material ― Cost Estimation
Procedure
110-300-1-03 Piping
material estimation
procedure in a short period
(Capacity slide method)

Proposal Strategy Part IV and review meeting

Reference JGS
Collection of lessons
learned (corporate LLs,
department LLs, past
project LLs, hearing from
experienced personnel's)
Classify lessons learned
and prepare control list

Reference JGS 100-010-1-07E Corporate

Lessons Learned (CLL)
Application Guidelines

Reference JGS
Production Phase
Checking the status of various activities and take corrective
Checking
actions calculation
if required basis and
Confirmation
consistency
of of
preparation
BM/BQ/MH/status
Division
unit of
price,
proposal
Midpoint
etc. Review
documents
Meeting

Reference JGS 210-120-1-53E Data

Preparation of Catalyst and
Chemicals Summary Sheet

Preparing an EPC Schedule Estimation of FWBS 11, 50, 60, 80 Schedule Review Meeting

Reference JGS 121-014-1-01E 110-080-1-01E Project Risk 121-014-1-01E

Fundamentals of Time Management - Proposal FUNDAMENTALS OF TIME
Management Stage MANAGEMENT
121-014-1-02E Concept of 130-010-1-07E Definition of 121-014-1-02E CONCEPT
Scheduling Levels Allowance and Contingency OF SCHEDULING LEVELS

Risk Review Meeting

Reference JGS 110-080-1-01E Project Risk
Management ― Proposal
Stage
100-128-1-01 Project
Division – Risk
Management – Risk Review
Meeting Implementation
Procedure

Participation in reviews held by other divisions/departments

Reference JGS
JGS 110-010-1-01E Rev.1
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Attachment 7 (informative) Proposal Work Execution Matrix
1.Project Profiling 2.Establishing Proposal 3.Establishing Proposal 4.Engineering for Cost 5.Cost Estimation 6.Proposal Narratives 7.Proposal Reviews 8.Negotiation 9.Closeout
Organization and Strategy Estimation
Operational Infrastructure
MH Review Meeting
Reference JGS
BM/BQ Review Meeting
Reference JGS
Procurement & Logistics
Cost Review Meeting
Reference JGS
Construction &
Commissioning Cost
Review Meeting
Reference JGS
Project Cost Review Meeting

Reference JGS
Closeout Phase
Finalization of Execution & Technical
Division Final
Proposal
Review Meeting

Reference JGS 112-002-1-01 Handling of

"Application for Approval of
Estimate" and Criteria for
Approval at the Time of
Conclusion of an Order
Contract
FORM2890 PROPOSAL
PRICE request for approval

Finalization of Commercial Proposals

Critical Contract Risks and
Countermeasures-
Submitted by the Contract
Department to the General
Manager of the Division
Reference JGS
Confirmation of final set-up of the proposal document

Reference JGS
Negotiation Phase
Adjustment of proposal work formation Confirmation of major mattersHandling
related to
of future
particularly
strategy and actions
sensitive documents within
the division
Reference JGS
Collection, sharing, and analysis
Preparing
of various
of LLs
types
andof
confirmation
informationof ba

Reference JGS 100-010-1-07E Corporate

Lessons Learned (CLL)
Application Guidelines

Negotiations, responding to client demands, and preparing for conclu

Reference JGS
JGS 110-010-1-01E Rev.1
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Attachment 7 (informative) Proposal Work Execution Matrix (1.Project Profiling)

Estimates are one project in which, over a short period of time, submit the necessary deliverables by the due date, while making multifaceted
considerations and major decisions, and win the bid after tough negotiations. As with 0-JOB, keep abreast of what kind of partner, what, where,
and what constraints, environments, and risks to consider, grasp the sense of scale, difficulty, and accounting of the entire proposal work, and link
Understanding the outline of the project and the scale, difficulty,
Return it to the examination of how to do in the future.
and environment of the estimation work
Naturally, there will be a variety of information in short supply. Consider how to collect within a limited time period depending on the degree of
importance.

1. "Five W's"
□ Who? (Client Characteristics)
Example: Nature, Technological Capabilities, and Management Capabilities
Example: Attitude toward contractors

□ What?
Example: Outline of equipment (size, complexity, technical difficulty, percentage of specialty materials (material and rating))
Example: Responding to matters that clients' real expectations and concerns
Example: Content and volume of proposal document required by ITT

□ Where?
Example: Situation of construction site (climate, politics, security, health, infrastructure (lifestyle, industry, communications), access to
site, import restrictions (people, goods))
Example: 0-JOB Operations Centre
Example: Proposal work Operations Centre

□ By ? (surface deadlines and substantial estimation deadlines)

Example: Delivery Time
Example: Deadline for submission of proposals

□ Under what constraints, the environment, and risks?

□ Client's circumstances (ITT requirements)
Example: Rely on Information, Estimation Basis, Reference, Schedule of Changes and Additions
Example: Completion level of Basic Design Information (P&ID, Plot Plan, Data Sheet, etc.)
Example: Completion level of Detailed Design Information (layout of pipes, structures, etc.)

□ Bidder's own survey or validation requirements

Example: Survey of existing condition or additional soil investigation, etc.

□ Special requirements
Example: Verification, Value Engineering, Option Study at bidding stage
Example: Local Content and Community Contribution

□ Circumstances on our side

Example: Collaborative relationships with other companies and group companies
Example: Availability of internal and group company resources (human resources, technology, knowledge, experience)

□ External circumstances
Example: International Politics (Economic Sanctions and Trade Regulations)
Examples: Markets (materials, equipment, labor, and foreign exchange)
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Attachment 7 (informative) Proposal Work Execution Matrix (1.Project Profiling)

2. Measures for future information gathering (constraints, environment, collaboration partners)

Example: Quality, quantity, freshness, and reliability of information on hand
Example: the impact of deficient information on main policies and the proposal work
Example: Desired timing and deadline
Example: Information gathering channels and methods

Regardless of market conditions, competition, and other factors, the basic stance of the Project Team is to pursue the lowest possible cost and the
shortest delivery time. The benefits of the environment are inherently the company's share. However, without knowing that the environment will last
for a long time, there is a tendency for the axis of the basic stance to fluctuate. When the environment changes dramatically, this fluctuation in the
Return Understanding environmental changes and directing proposal work axis is a major factor that causes "loss of profit" and "loss of bid." Focus on the environment from the past few years to the present, and when
changes are recognized, make calibrating the axis of the person in charge (including yourself) one of the important issues for directing proposal
work.

Needless to say, commercially relevant information is very important for the Proposal Manager.
As for documents, there is "Proposal Strategy Part I", but it is often not possible to document, so to hear sufficiently from sales person in charge.
Of the Commercial Policies, participate in policy making, particularly with respect to contract provisions, and lead the discussion from a practical
point of view (because the lowest cost, most effective risk measure is obtaining favourable contract terms at any time). Leave it to professionals in
Return Understanding of Commercial Related Information and Policies sales and contract for other areas not related to EPC execution matters. However, understand the location of the problem and the policy for
responding to it.
External stakeholders may also be involved in commercial activities. Confirm what people and organizations are doing and have communication
with critical stakeholders via sales channel. It will be able to provide a clue to solving some problems in the future.

1. Commercial information
□ Client Information
Example: The point where emphasis is placed on the selection of contractors
Example: Contractor Selection Process
Example: Budget Information
Example: Client substantial decision makers (especially for SPCs)
Example: Persons who have Job experience with JGC

□ Background of the project

Example: Political factors, relationships with raw material and product suppliers, relationships with other projects, and background of
budget and delivery time

□ Background to the bidding

Example: The movement prior to invitation to JGC, the intention to invite JGC and the expectation to JGC

□ Competitive environment
Example: Positioning of competitors' management strategies and significance of tackling projects
Example: Competitor Strengths and Weaknesses
(Political strength, client relationships and channel breadth, experience record, technological capabilities, surplus capacity, group
companies, etc.)
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Attachment 7 (informative) Proposal Work Execution Matrix (1.Project Profiling)

□ Reasons and Background for Selection of Collaboration Companies

Example: Motivation for collaboration (improvement of competitive environment, utilization of competitors' strengths, risk
diversification, etc.)
Example: Reasons for being a company rather than another company
Example: Prior agreements and their degree of restraining and the history

□ Contract conditions closely related to project execution

Example: Guarantee/ Warranty Items, Warranty Period, Scope of Responsibility
Example: L/D and Bonus
Example: Change Order and EOT (Extension of Time) conditions
Example: Payment Terms (Currency, Evidence, Retention)
Example: Relation with scope when multiple payment conditions (L/S, Provisional Sum, Reimbursable, BQ Remeasure, etc.) are exist
Example: Treatment of inconsistencies between contract documents and order of precedence (both at the time of estimation and at
the time of 0-JOB)
Example: Confidentiality

□ Main commercial stakeholders and their roles

Example: Trading companies, banks, law firms, accounting firms, agents, liaison offices

□ Other commercial activities required at the estimation stage

Example: Bid bond , tax research, corporate registration of JVs, etc., and financing arrangements

2. Commercial policies
□ Policy on changes to the terms and conditions of the contract
Example: Anticipated scale of damage and probability
Example: Acceptable changes in the past
Example: Effect of the proposed change from the practical point of view
Example: Maximum demand, compromise line, non-concessional line, trade-off or alternate proposal
Example: Future Negotiation Steps and Schedules

□ Measures for collecting information in the future (related to clients and competitors)
Example: Quality, quantity, freshness, and reliability of information on hand
Example: Impact of shortage information on main strategies
Example: Desired timing and deadline
Example: Information gathering channels and methods

□ Pricing (if deviating from ITT requirement)

Example: "Base Case only", "Base Case + Alternative" or "Alternative only"

□ Other Policies
Example: Insurance special conditions, tax exemption measures (tax savings and refunds), and reductions in various commercial-
related costs
Example: Finance Scheme (if the contractor arranges)
Example: Forward exchange contracts and fund management in JV projects

In order to create a winning proposal, it is first of all necessary to know the client and get the client to know JGC. Only the Proposal Manager can
increase information through contact with clients, change the environment, relax constraints, and make accurate decisions and directives. As a
Return Proactive communication with the client
representative of the Proposal Team, create channels with key stakeholders of clients (pay attention to compliance).
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Attachment 7 (informative) Proposal Work Execution Matrix (1.Project Profiling)

In dangerous zone and remote area projects, ensuring the safety of personnel is a top priority and will be a top priority if business trips are planned
at the estimation stage. As there are a limited number of staffs in the Proposal Team, make the best use of external strengths, such as company
Preparation of concrete measures for ensuring the safety of organization, collaboration partners, and clients, to be effective.
Return
business operations in dangerous areas
Accidents involve not only moral responsibility, but also legal responsibility.

1. Identification and evaluation of risks and issues

Example: Emergency evacuation due to terrorism, riots, disasters, etc.
Example: Handling injured and infected persons (Local Medical Care and Emergency Transfer)
Example: Ensuring safety in moving routes and means
Example: Prevention methods against disease and their side effects

2. Study and materialization of measures

Example: Collaboration with other projects, local offices of group companies, and internal organizations
Example: Collaboration with clients, collaborative partners, and other companies and organizations with local bases
Example: Collaboration with local Japanese embassies and consulates, etc.
Example: Preventive vaccination/drugs
Example: Travel route and means in an emergency
Example: Emergency communication network and communication method
Example: Command and communication system in emergency actions
Example: Travel Manual
Exemption: Insurance special conditions
Example: Travel approval procedure
JGS 110-010-1-01E Rev.1
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Attachment 7 (informative) Proposal Work Execution Matrix (2.Proposal Organization)

In order to be awarded for large-scale projects, it is necessary to have the top management and other organizational functions of the company
move fully (there are systems for this purpose, such as project sponsor by division management and various reviews). Move the company as an
Return Move the company
engine to win the bid activities.

Nevertheless, give priority to requesting the appointment of PMT members and those involved in the upfront work, and start the work as soon as
possible.
For those appointed by each department, check the personnel specs and, if necessary, confirm the support by the departments.
Organizational design needs to take into account the balance between controls and agility, but the proposal stage is uncertain and short-term
Return Building a Proposal Team and an Operational Foundation
decisive, so place emphasis on agility and strive to create a compact and flat organizational structure as much as possible.
It should be kept in mind that for key members, the person to whom the authority of proxy is delegated when they are absent from business trips,
etc., and the scope of such delegation shall be determined.

1. Building a Proposal Team

□ Request for Appointment of Person in Charge
Example: Identify required upfront works (review of General Spec, Basic Design related tasks)
Example: Key Positions of particular importance due to the nature of the project
Example: Planning a briefing for division/department managers for the purpose of requesting personnel selection (before the Kick-off
Meeting)
Example: Requesting support from chief engineers and other internal experts
Example: Identifying the competence and career of key members and confirming the support by the departments

□ Organizational design of the Proposal Team

Example: Emphasizes agility (compact, flat, delegation in the case of absent)
Example: Shift to a 0-JOB execution formation (in the case of award)
Example: Consider PJE's career path

□ Job descriptions for key positions

Example: Personnel from other companies in collaboration and those who have major contact with them
Example: Foreign nationals and persons who have major contact with them
Example: Persons in charge of special requirements

2. Building an operating base

□ Arrangement of support personnel
Example: Administrator Personnel
Example: Project IT Personnel
Example: English native check personnel

□ Development of various infrastructures

Example: Office space, furniture and fixtures
Example: Basic IT Infrastructure (V-Drive, groupware)
Example: Communication Systems (clients, vendors, collaboration partners, other companies, internal)
(Correspondence system, J-PLUS, video conferencing system)
Example: Document Management System (JDMS, ITT Data Base)

The Commercial Matters are summarized under the leadership of sales, but specific individual matters include those for which the Proposal
Manager should take the initiative, and those that should be done by the Proposal Team, in effect. In order to prevent confusion in the last minutes,
Return Confirmation of the scope of work of commercial matter confirm in advance the responsibilities of both parties and reflect them in Proposal Organization and the allocation of charge as appropriate.
□ In charge of preparing each content for commercial proposal documents
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Attachment 7 (informative) Proposal Work Execution Matrix (2.Proposal Organization)

Schedule control of the estimate work is more hard than 0-JOB. Well discuss with key persons and issue before the Kick-off Meeting.
Costs for the proposal work are charged to the 0-JOB after award in JGC case. Also pay attention to whether there is a common understanding
and how much mutual accountability is pursued with regard to costs when there are other companies in collaboration.

1. Common
□ Consistency with Part II
□ Selection of coordination, tracking, expediting, and alert

2. Schedule
Return Preparation of schedule and budget for proposal works
□ Final filing date of each Proposal Document
□ Timing and objectives of issuing major information (estimation design information, BM/BQ, schedule, MH, costs, etc.)
□ Timing of various project reviews
□ Others
Example: Expected date of receipt of ITT to be added or amendment
Example: Timing and purpose of issuing information exchanged between other companies in the collaboration
Example: Joint review with other companies in collaboration and the timing of the event
Example: Milestones (if any) for phase control of milestones for miscellaneous estimation works

3. Budget
Example: Differences in the work content of other estimation projects referred to (e.g. including Pre-Award Work or not, degree of ITTs'
amend, etc.)
Example: Evaluating the validity of the results of hearings from persons in charge and setting targets
Example: Necessity of JOB CODE users restriction
Example: Alignment with the latest internal organizational structure

4. Review of schedule and budgets with key persons

□ PMT members
□ Main Discipline KP
□ Collaboration other companies (only if budget needs)

While the scope of work in proposal work with other companies in collaboration and group companies should essentially be consistent with that of
0-JOB, there may be a gap or overlap due to the objectives of "award the project" and various reasons (which may be required). In addition,
arrangements for work specific to the proposal stage are also required.
As with 0-JOB execution, there are many high-level coordination and commercial arrangements, so don't forget to review them together with
project sponsor and sales person in charge. At the time of consideration, keep the execution formation (JV, Consortium, etc.) between each
company in mind at all times.
Even JGC only case, it is very difficult to overcome commercial, executive, and technical issues, collaborative efforts with other companies and
group companies will be much more difficult in the extent of such concerns (the more collaboration companies increases, the more difficult). If the
Proposal Manager fails to function, there will be disruption. Therefore, carefully consider how to proceed with the work and the formation. First,
Establishment of proposal work execution formation with other focus on keeping a big picture at the earliest possible time, and then create a mechanism to adjust the details as appropriate along with the
Return
companies in collaboration progress of the work.

Level 0 (Top Management)

□ Alignment of Major Policies for award
□ Determination of targets for review jointly by top management of each company
□ Others
Example: Determining the Official client Communication Focal Point
Example: Agreements on the burden of costs for proposal work (both at the time of award and at the time of loss in the bid)
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Attachment 7 (informative) Proposal Work Execution Matrix (2.Proposal Organization)

Level 1 (Project Management)

□ Alignment of Major Policies on Proposal Work
□ The necessity and pros and cons of adjustment of the proposal work scope from 0-JOB scope of work
Example: Pursuit of best through competence differences, reduce coordination, and competitive bids by each company
Example: The risk that adjustments at the proposal stage will result in disputes at 0-JOB stage
□ Sorting items to be coordinated and reviewed jointly and items to be performed by each company on their own responsibility
Example: Change request to contract draft
Example: SG&A Expenses and Profits
Example: Schedule and Cost for 0-JOB
Example: Various allowances
Example: Risk and Contingency
Example: Proposal Schedule
Example: Costs for proposal work (if necessary)
□ Framework for overall alignment and consistency
Example: Agreeing the phase control of the proposal work (e.g., completeness of materials for various review meetings and timing of
reviews)
Example: Agreeing the operation procedures and forms (especially allowances, contingency definitions and handling must be careful)
※"Formulation and Check of WBS, Procedures, and Forms for Estimation Work"

Level 2 (engineering, procurement, construction, etc.)

□ Alignment of detailed proposal strategies for estimation work
□ Detailed refinement associated with adjustment of work scope from 0-JOB scope of work
□ Sorting items to be coordinated and reviewed jointly and items to be performed by each company's own responsibility
□ Framework for alignment and consistency in each area
Example: Interpretation of client requirements, contents of conditioning and clarification
Example: Define of various data to be shared and exchanged and cost components included in the WBS
(In particular, BM/BQ breakdown levels and measurement methods need attention.)
Example: Agreements on work procedures and forms

Editing and directing the Proposal Document

□ Refining Editorial Policies
□ Determination of location of the supervising editorial function
□ Mechanism for adjusting the contents
□ Sorting Main Content
Example: Content created jointly
Example: Content to be reviewed jointly and their drafts
Example: Content created by each company's self-responsibility
□ Work Schedule
□ Various editorial guidelines
※"Understanding of key points related to the compilation of the Proposal Document and formulation of policies and plans, etc."
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Attachment 7 (informative) Proposal Work Execution Matrix (2.Proposal Organization)

After submitting proposals, the three main tasks are "negotiation," "preparing for launch," and "carrying out Pre-Award tasks." When "negotiations"
are likely to be spanned in remote areas, move the remaining two in advance to create a mechanism for synergizing with negotiation status.
When negotiations lengthen, persons in charge are assigned to other JOBs, and they may not be able to expect to move flexibly as they did when
they were exclusive. Consider the roles expected of each staff member in the future, and the timing of major moves in the future, and make
appropriate adjustments with the departments.

Return Adjustment of proposal work formation □ Negotiations and its back-up formation
□ Start-up preparedness
□ Pre-Award works preparedness

□ Synchronization of negotiation status, start-up preparations, and Pre-Award works

□ Coordination with divisions and departments regarding assignment of persons in charge in prolonged negotiations
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Attachment 7 (informative) Proposal Work Execution Matrix (3.Proposal Strategy)

Contract awards are the lifeline of the company, so there is naturally a policy at the company level. When the responsibility of the Proposal
Manager is referred to as the strategy, it is a high level policy. In addition to hearing thoroughly from senior management and sales in charge,
participate in discussions to the extent permitted, express opinions necessary as professionals of practical work, deepen mutual understanding,
and discuss their wisdom with other representatives as a business person.
Examples of policies that would correspond to this level were listed in section 2. However, depending on the individual case and case, it will be
difficult to draw a line between what is appropriate for proposal management and whether it is responsible for company management or proposal
Return Understanding of top management policies
management. Regarding them, confirm which one is the "decision maker."
While this is not limited to this level of policy, usually there is no sufficient information to set policies, and must make decisions based on certain
assumptions. At a later date, in order to minimize the confusion to the proposal work caused by a change in policy due to unexpected mis-
assumptions, some key members understand the points of high uncertainty and their background (of course, depending on the confidentiality). In
addition, draw a blueprint of how to steer what is possible, and take care to the extent that it is possible, although there may be limitations.

1. Realization of company management policies and plans through projects

Example: Utilizing group companies
Example: Collaboration with specific companies with an eye on the future
Example: Normal + special purposes and targets

2. Policy for building a competitive advantage

Example: Adding other companies in collaboration
Example: Retaining vendors and subcontractors, etc.
Example: Dealing on the Contractor Selection Process
Example: Improve competitiveness in non-EPC aspects (finance arrangements, etc.)

3. Policies related to improving the award environment

Example: Building communication channel
Example: Involvement of third parties (trading companies, agents, etc.)
Example: Response to client intentions (selection of specific vendors, etc.) that are not explicitly stated

4. Policies for harsh conditions and expectations

Example: Unfeasible client budget
Example: Infeasible delivery requirement
Example: Extending the closing date
Example: Verification requirements at proposal stage

5. Policies related to significant risks

Example: External risk (country risk, market risk, political risk, etc.)
Example: Risks inherent in clients (client posture, nature, credit, significant contract risks, etc.)
Example: Risks inherent in JGC (execution formation risk, JGC group capacity, etc.)
Example: Technology risk (less experience processes and materials, large-scale construction technologies, etc.)
Example: Ensuring the safety of operations in dangerous areas

6. Policies related to collaborative other companies

Example: Leader or follower and response stance
Example: Absorbing knowledge from the other party
Example: Policy on information disclosure to partner companies
(Confidentiality agreements with third parties, loss of know-how, and the possibility of information leaks from other companies in
collaboration)

7. Policies for internal and group company resources used for proposal works
Example: Degree of energy conservation estimate
Example: Promoting and controlling the use of specific group companies

The High Level Proposal Strategy Meeting is held flexibly to intensively consider issues, particularly when deemed necessary, such as before (or in
parallel to) preparing Part II for high level or critical strategic matters or when a major revision to the Part I or Part II is required.
Return High Level Proposal Strategy Meeting
The sponsor is the general manager of the PMT division, but as a Proposal Manager, if this meeting is deemed necessary, ask the general
manager of the division or Project Sponsor to hold the meeting.
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Attachment 7 (informative) Proposal Work Execution Matrix (3.Proposal Strategy)

There are two purposes for proposal work.

①To award the project
Return Reconfirmation of the purpose ②To ensure that the project can be completed while securing and improving gross profit after award
Focus on how to achieve the two objectives, which tend to conflict with each other.

Part II is the most important documents prepared by the Proposal Manager. It can be said to be the Constitution within the Proposal Team. In other
words, it will clarify the critical basic strategies for achieving the purposes of proposal work, namely "award the project" and "securing and
improving gross profit to ensure the completion of the projects," after taking a bird's-eye view of all work areas.
The Proposal Manager first prepare a first draft and gather a small number of key persons including Project Sponsor to work out to brush up the
draft while mobilizing all wisdom and knowledge.
"While it is natural that ""quality"" is crucial for Part II, it is also needed to issue it as soon as possible." Any matters that are difficult to hold down at
the time of the initial issuance should be stated to the extent known or to be clarified in the future and revised accordingly.
The draft Part II is reviewed by the Proposal Strategy Meeting, and the outcome of the discussions is reflected and formally issued after final
approval by the general manager of PMT division.
Return Proposal Strategy Part II: General Content Configuration (Example)
1.Instruction by PMT Division Management
2.Outline of Project
3.Estimation Conditions
4.Scope of Work
5.Proposal Organization
6.Basic Estimation Plan and Schedule
7.Proposal Preparation Policy
8.Project Execution Plan

Of the main issues in simulating the execution of 0-JOB (EPC execution) in the future, the following three points will be examined with particular
care.

1. Level 1 Numerical Targets (Numerical Targets for the Entire Project)

Targets set for overall project costs and delivery times are areas where requests from both "award the project" and "possible execution plan" are
conflicted. While there are concerns about serious defects stemming from strict target setting, it is also true that there are some lines that must be
cleared in order to award the project. The problem is not the appropriateness of setting targets themselves, but the appropriateness of the basis for
calculating target values. Then determine whether to set numerical targets or proceed on a best efforts basis. It's not easy, but here is where
Proposal Strategy Part II: Major Issues by simulating EPC demonstrate COLD EYE.
Return
execution
2. Level 1 Strategic Objectives (critical task for project execution to be considered by the entire Proposal Team)
Identify key 0-JOB execution imperatives, such as key risks and cost/schedule sensitive issues. This is essential information not only for Proposal
Team but also for all divisions and departments to make future studies more efficient and effective.

3.Level 1 Execution Strategy (How to capture the above targets)

Present the strategy for capturing Level 1 numerical targets and Level 1 strategic targets (= "how") and guide the Proposal Team. It is the core of
the Proposal Manager's duty.
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1. Level 1 Numerical Targets

□ Examples of base information
□ Quantitative information
Example: Client budget (including reserve cost)
Example: Client's delivery time driver (supply start date to product off-taker, schedule of other project)
Example: Changes in delivery times and associated changes in clients' economic benefits (NPV,IRR,ROI, etc.)
Example: JGC unit price setting and award success/failure in recent proposal projects
Example: Information on proposals of competitors in the most recent case (unit price, delivery time, price)
Example: Competitor capacity and estimated award backlog
Example: Estimated cost by K-Base (if used by clients)
Example: In-house OME and experience records

□ Qualitative Information
Example: Background and rationale for client budgeting
Example: Client budget addition methods, procedures, limits, and possibility
Example: Meanings of client delivery time (political background, product marketing)
Example: Non-price benefits and disadvantages brought to clients by extending and shortening required delivery time
Example: Meanings for competitors (type of facility/unit, client, geography)
Example: Competitors' behaviour (attitudes toward contracts, attitudes toward vendors and subcontractors)

□ Reliability of the base information (elements of freshness, accuracy, and room for deal)
□ Adjustment objectivity (one-sided bias toward either optimism or pessimism, stochastic perspective)
□ Reality of adjusted figures (deviation from experience records/OME, forecast of future market conditions, etc.)

2. Level 1 Strategic Objectives

□ Requirements for achieving completion of projects that are attractive to clients (Award the project)
□ Key to achieving completion of projects that are attractive to JGC (Ensure and expanding gross profit)

□ Major Execution/Technical risks

□ Items with high cost and schedule sensitivity
Example: Cost ratio compared with similar Jobs
Example: Long delivery item
Example: Steel structure and piping bulk material
Example: Special specifications or unusual size equipment
Example: Special construction and severe construction environment
Example: BM/BQ items significantly in excess of normal ratios
Example: Items with rapid market fluctuations
Example: Items subject to significant constraints due to internal and external conditions (resources, plot plans, interface with other
companies)
Example: Other Items that are not be able to estimate from experience records

3. Level 1 Execution Strategy

[Major Targets for Strategic Planning]
The following is a selection of the main execution strategies from the "JGS 120-010-1-01E General Work Flow and Major Project Reviews ―
Execution Stage". For more information about what must be thoroughly pursued as a Level 1 execution strategy.
□ Main stakeholder responses
□ Response to major risks
□ Future profit improvement and countermeasures against disputes
□ Optimization across EPC
□ Schedule
□ Cost
□ Materials and Equipment SCM (Supply Chain Management)
□ Equipment optimization
※It is not necessary to examine all of these comprehensively. Due to the characteristics of the project, there should be a difference in handling,
such as what is in time even after award consideration, and what is sufficient if a blueprint is drawn now. Do the selection and concentration
thoroughly.
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The main objective of the Proposal Strategy Meeting is to devote a broad range of internal wisdom to the Proposal Strategy Part II drafted by the
Proposal Manager and finalize Part II in which PMT division management instructions are described.

Devise ways to explain and proceed with discussions with the aim of maximizing the wisdom and cooperation of the participants.
Return Proposal Strategy Meeting 1. Preliminary preparations
□ Check of schedule of participants and reservation of conference rooms
□ Pre-distribution of Part II draft
□ Pre-distribution of other supplementary materials

2. Agenda (e.g.
□ Outline of projects, environment and their characteristics

□ Explanation and Q&A of key points of Part II

□ Main items related to 0-JOB execution simulation
Example: Level 1 Numerical Targets (Numerical Targets for the entire project) (if any)
Example: Level 1 Strategic Goals (critical task for project execution to be considered by the Project Team)
Example: Level 1 Execution Strategy (How to capture the above targets)
□ Other major matters related to proposal works
Example: Alternative, Clarification, Conditioning, Deviation policies
Example: Policies related to estimation engineering, inquiries, selection of estimation methods, etc.

□ Matters subject to mid-point review and its schedule

Example: Main points that cannot be determined at this time and timing for decision
Example: Periods when costs trends become clear

□ Requests to related divisions/departments

Example: ITB Review by Chief Engineer
Example: Negotiation in Vendor Subcontractor Inquiries
Example: Scope coordination among overseas group companies

□ Requests to Top Management

Example: Support in information gathering
Example: Items that should be considered in particular for personnel allocation
Example: Confirmation of an undetermined top management policy (contract risk response, etc.)

Strategy is also said to involve placing battles. To put it plainly, it means deciding "when", "where", "who", "with whom" and "with how much fighting
power" to fight. The formulation of the formation is to determine who is and with whom of these will be. As it is one of the important issues that form
a part of our execution strategy, take care of it.
Collaboration with other companies involves organizational issues such as how to manage and define project management itself, such as how to
Return EPC execution formation with other companies in collaboration
address differences in the role and responsibility of corporate and project management between companies, and how to work in relation to
commercial-related operations between the project team and the permanent department. keep in close contact with the Project Sponsor and the
sales person in charge regarding each and each other's actions.

The following is a comprehensive list of points to be taken into account in building formation with other companies in collaboration and group
companies. Before being appointed as a Proposal Manager, it is normal for each company to have already been talking to a certain extent. Use
this as a reference when identifying the history up to the present time and picking up the extent to which be finalized in the future.
1. Initial stage
□ Coordination of the outline of project execution
□ Scope division of major scope of work and determination of profit/loss distribution ratio
Example: Determining the Leader
Example: Satisfaction of each company's motivation for collaboration
Example: Balancing synergy and risk
Example: Balance between share of profits and losses and share of scope of work
□ Understanding of risks of conflicts of interest among companies and countermeasures
□ Conflicts of interest created by multiple positions
Example: Positioning as a partner and its subcontractor
Example: Positioning as a partner as a member of other interest groups
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□ Conflicts of interest created by the categories of responsibilities

Example: Increasing engineering work and reducing procurement and construction work
Example: Differences between providers of experts and enjoying parties
□ Conflicts of interest created by each company's internal circumstances
Example: Other important projects, work load
Example: JV unit price vs.. each company's internal unit price
□ Selection of contract forms
Example: Collaboration between other companies (JV, consortium, subcontract)
Example: Form of contract when ordering works from a JV to each collaborating company

2. Build-up stage
□ Level 1 (Project Management)
□ Overall management function
Example: Aligning key execution policies
Example: Agree of authority granted to Proposal Manager
Example: Deciding on the location of the Project Directorate Office and the mechanism of decision-making
Example: An agreement on a mechanism for overseeing projects by each company's management
□ Staff functions (business, schedule, cost, material SCM)
Example: Refining each management policy
Example: Agreeing the authority granted to each manager
Example: Determination of IT systems and control codes (WBS, etc.)(*)
Example: Confirmation of common procedures and content of major management guidelines, etc.
Example: Agreement on auditing mechanisms by experts from each company, etc.
□ Level 2 (engineering, procurement, construction, commissioning, QC management)
Example: Alignment of each execution policy and management policy
Example: Agreeing the authority granted to each manager
Example: Detailed confirmation and adjustment of the scope interface
Example: Confirmation and coordination the use of various IT systems and control codes (*)
Example: Confirming the scope and content of common procedures and standards
Example: Agreement on auditing mechanisms by experts from each company, etc.
※ Note that inconsistencies between the interface restrictions and scope boundaries within each company's IT system may force a
rearrange of the scope of work itself.

3. Finishing stage
□ Finalization of the proposal organization
□ Determination of project audit and supervision system
□ Finalization of EPC project execution organization

□ Level 3 Detailed confirmation by discipline KP

□ Determination of service related to basic function, business and administration

Example: Administrator, IT Infrastructure, QA, HSE
Example: Authority application, hand-over and other special requirements

□ Contract
Example: Formulation of JV/consortium agreement and service agreement (among collaborating companies)

The main purposes of the Kick-off Meeting are the following three points.
①To disseminate the circumstances of the project and the scenarios for winning there
②To raise the morale of the persons in charge
Return Kick-off Meeting ③Dissemination of the full picture of the proposal work
To help participants understand Part II thoroughly, devise ways to fully explain it.
In principle, this meeting is held after Part II has been approved. However, if an immediate task is required, flexibly move forward by, for example,
convening a meeting in advance with the managers of relevant divisions/departments and persons in charge who have already been appointed.
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1. Preliminary preparations
□ Early booking of conference rooms (unexpectedly difficult to reserve and tends to become a bottleneck for holding meetings)
□ Alignment with key persons contents related to the materialization of policies that are not included in Part II
□ Preparation of materials
Example: Part I, Part II
Example: Proposal Schedule
Example: Organizational Chart of the Proposal Team
Example: Comparison Table with Similar Projects

2. Agenda (e.g.)
□ Keynote speeches by senior management
Example: Positioning and significance of projects

□ Overall
Example: Project Overview (client, contract form, facility, construction site, delivery time)
Example: Competitors and SWOT analyses
Example: Winning Scenario
Example: Formation and points to consider with collaboration with other companies

□ 0-JOB simulation-related
□ Level 1 (overall project)
Example: Level 1 Numerical Targets (Numerical Targets for the project as a whole) (if any)
Example: Level 1 Strategic Objectives (Key to project execution to be focused and considered by the Proposal Team as a whole)
Example: Level 1 Execution Strategy (How to capture the above targets)
□ Level 2 (Engineering, Procurement, Construction)
Example: Details and Supplements of Level 1 matters in each assignment Scope
Example: Specific tasks and strategies in each scope

□ Other major matters related to proposal works

Example: Alternative/Clarification/Conditioning/Deviation policies
Example: Policies related to estimation engineering, inquiries, selection of estimation methods, etc.
Example: Proposal Schedule and urgent work

□ Others
Example: Points to note in ITT/ contracts
Example: Work assignment inside Proposal Team, set up regular meetings, etc.

The quality of various strategies and plans depends largely on the quantity and quality of information. There is a wide variety of information, but
first precisely keep track of the ITT contents, which is the terms of the contract, or judgments of other information will be even doubtful. Share
points firmly throughout the Project Team.
When asking for scrutiny by appointing a checker for each ITT content, also notify of the following together.
・Required feedback, deadlines, and forms to be used
・Instructions on how to deal with priorities and inconsistencies between documents
Return Understanding of project details and sharing of key points 1. Feedback required (Think to the extent to demand based on Part II)
Example: Points that are likely to have a major impact on costs, schedule, project operations, management, etc.
Example: Requirements of each EPC scope that are likely to have a major impact on other scope
Example: Cost reduction and schedule mitigation ideas
Example: Risks and ideas for mitigation
Example: Clarification items and drafts of them
Example: Items that require surveys during proposal stage and draft implementation plans
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2. Points of Reviews (Refer to attached file)

2.1 Details and clarity of ITT (= Estimation Base)
□ Scope of Supply and B/L Conditions
Example: B/L (Process Non-Process) on systems and physical space
Example: Waste liquid, exhaust gas, and waste treatment facility
Example: Various consumables, fixtures, and equipment (catalysts, internals, chemicals, O&M, fire fighting equipment, other HSE-
related, etc.)
Example: client-supplied equipment and its delivery conditions and state
□ Scope of Services and Interface
□ Execution system Check Points on
Design
Example: Site Hand-over Conditions, Unit Hand-over Conditions, and service boundaries
Example: Client involvement in selection and approval of vendors, etc.
Example: Conditions and Compensation for Client Provision Services (Facility, Utilities, etc.)
Example: Various review studies and arrangements for external specialists Philosophy and
□ Management system
Examples: Formation, resource, reports, management methods and tools Base.docx
□ Coordination with third parties
Example: Licensers, other contractors, government agencies, local communities
□ Design philosophy and design base
(EM's responsibility area, examples are attached to the right for reference)

2.2 Various restrictions (judgment and evaluation based on ITT requirements and various types of information and experience)
□ Design constraints
Example: Physical constraints (site area, shape, elevation gap, geological variations)
Example: Human and institutional constraints (applicable laws, codes, etc.)

□ Execution constraints
Example: Engineering resources (engineering subcontractor list, design technologies and knowledge not available in-house)
Example: Procurement resources (vendor list, application of vendor list to sub-vendor)
Example: Construction resources (subcontractor list, restrictions on temporary areas, restrictions on travel and entry, restrictions
on bringing in construction equipment, surrounding roads)
Example: Material supply chain (import restrictions, customs clearance, transportation routes and means, heavy and large
equipment, site dispersion, remote shop yards, modules)
Example: Schedule (weather conditions, relationships with existing facilities, interface with clients, third parties, etc.)
Example: Procedure (government application and client internal regulations)
Example: On-site environmental (waste treatment, vibration and noise countermeasures, work permits, underground obstacles)
Example: Sabotage (local residents, environmental organizations, local unions)

□ Operational and administrative constraints

Example: Specific requirements of personnel, methods, systems, etc.

2.3 Other areas and matters that have a significant impact on costs and processes

The 0-JOB organization varies depending on a variety of factors, including the characteristics of clients and countries, as well as the size, scope,
schedule, and form of execution and contract. This organizational design is directly linked to the project management MH. The cost ratio is not
large, but it is a disadvantageous area in terms of unit price, so take another step in hard bidding. The same applies when there are concerns
about the supply of internal resources.
Return EPC organization and execution plan In the case of amalgamated collaborations with other companies, major positions and functions within the execution organization tend to be
missing or doubled due to differences in the thinking of organizational management and other factors. Review the job descriptions for key positions
and the scope interfaces between the functions, and adjust them to eliminate omissions and minimize doubling. Then, finalize the details of how
many people will be allocated by which company to each position and function.
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1. Subject to Consideration
Example: Home Office
Example: Site Office
Example: Other Operations Center

2. Cost Reduction and Resource Shortage Response

Example: Balance between project size and management man-power
Example: Understanding the causes of the organization becoming more complex and multi-layered, and the possibility of their mitigation
Example: Specific roles and necessity of intermediate control functions (Senior XX, Deputy XX, etc.)
Example: Concurrent positions and functions in the organization
Example: Role of Project Engineer
Example: Maximizing the use of human resources in collaboration with other companies
Example: Minimizing duplication of key positions and functions with other companies in the collaboration
Example: Active promotion of human resources in group companies
Example: Reduction of resident and resident time by use of IT
Example: Concurrent duties by resident expatriates at other JOBs
Example: Handling of group company support personnel, MH, etc.

3. Prevention of missed estimates

Example: Outside experts (Claim Consulting, etc.)

Example: Missing Major positions and functions with collaboration other companies
Example: Coordination systems for IT infrastructure related between collaborative companies

4. Effectiveness (Refer to JGS 120-010-1-01E General Work Flow and Major Project Reviews ― Execution Stage)

□ Determination of the framework of the organization to be executed and job descriptions of major positions
□ Establishment of a organization and determination of job descriptions of major positions
□ Check of framework of execution and management organization
□ Determination of the framework of the government application
□ Determination of framework of hand-over system
□ Check of home office project administration organization
□ IT Infrastructure Systems

Regarding formation with external companies such as engineering and construction subcontractors, establish a concept by consulting fully with EM
and CM. In some cases, such as when there are many locally procured goods, there are super-heavy goods, and secondary and tertiary
transportation occurs, s keep the formation concept of procurement at the same level with PPM.
Return EPC organization and execution plan with partner companies
It should be noted that the details of the Engineering Formation need to be elaborated by the time the proposal submission and by the time award
is finalized since trouble at the beginning of the project will lead to a fatal project.

PM requests CE to prepare Proposal Strategy Part III (standard form of cost estimation method, FORM2302) in order to determine the concept of
the cost estimation method in a standard manner.
Part III is prepared by CE after consulting with PPM/CM based on PM/EM views.
Return Proposal Strategy Part III Subsequently, the Detailed Proposal Strategy (Part IV) review meeting held between PM/EM/CE and each department shall be positioned as a
place for thorough implementation of the proposal strategies (Part I/II/III), and the Part III shall be updated accordingly.
Part III shall be finalized by a review meeting with CE department manager and PM.
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Simulation of 0-JOB Execution

No matter how much strategies set in Part II & III, if they are not backed up with EPC execution materialization measures, those are just a writing.
First consider how to set Level 2 targets and strategies for Level 1 targets and strategies. In addition, take a look at how the tactics that realize
these goals and strategies have come to fruition.

In some cases, the Proposal Manager will have to review the details. Keep in mind what you should ask others to do, and what you should take the
Return Proposal Strategy Part IV and review meeting lead in considering.

Plans related to estimation engineering, inquiries, selection of estimation methods, etc.

Even each department set the above based on the knowledge and experience of each department, but there is a possibility that they will be
suboptimal as they are. Based on the intended policy, increase the level of total optimization while focusing on the interface between EPCs and the
overall balance.

1. 0-JOB Execution Simulations

1.1 Level 2 policies
□ Level 2 Numerical targets
□ Focus Points
Example: Proper setting of numerical targets
Example: Process and timing of setting numerical targets
Example: Ratio of each cost item and work period
Example: Degree of flexibility of each cost item and work period (room for innovation)
□ Allocation method
Example: Allocation of target costs to department, or FWBS
Example: Assigning a work period to each EPC activity with a Level 2 Schedule

□ Level 2 Strategic objectives

Example: Strength or weakness of causality with Level 1 targets and strategies
Example: Execution tasks specific to each EPC activity
□ Level 2 Execution strategy
※ Refer to "JGS 120-010-1-01E General Work Flow and Major Project Reviews ― Execution Stage"

1.2 Confirmation of tactics

Example: Whether you are in mere mental theory?
Example: Are the tactics to be adopted fixed?
Example: Are the tactics applicable in this project's environment (e.g., relationships with clients and partners)?
Example: Can the resources needed to implement the tactic be secured?
Example: Are there any preconditions for implementing the tactics across EPCs?
Example: Is the problem and good measures associated with the tactic suppressed?
Example: Is the tactic sufficient to achieve its purposes?
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2. Plans related to estimation engineering, inquiries, selection of estimation methods, etc.

□ Specificity and clarity
Example: Are quantifiable items quantified as numerical targets?
Example: Are there any plans to allocate resources required (person in charge and others)?
Example: Are MTO methods and applications clear?

□ Consistency and balance

□ Alignment of Part II, III, IV and Proposal Schedule
□ High/low cost sensitivity vs. Large/small work volume
□ Alignment among EPC activities
Example: Accuracy of information created by E vs.. required accuracy of information created by PC
□ Alignment among plans
Example: Accuracy specified in the estimation method vs.. estimation engineering efforts to meet the accuracy or accuracy of the
base materials
Example: In-house estimation equipment vs.. Information of equipment
□ Alignment of objectives and means
Example: Inquiry objective vs.. Content, quantity, and preparation of inquiry materials

□ Method of evaluating and adjusting work results

Example: Differences between the base data used in in-house estimation and factoring methods and those of this case
Example: Adjusting method of the above differences
Example: Evaluation base and adjustment method for inquiry results

In proposal work, PDCA is even more important, but it is difficult to do so.

In any event,
①There are more uncertainties than 0-JOB execution stage.
②Many tasks proceed simultaneously and in parallel
③Short-term, unable to follow with a management cycle like 0-JOB (e.g. one month)
Checking the status of various activities and take corrective actions ④Difficult to grasp quantitative status
Return ・・・・・
if required
At any rate, the time tends to be overcrowded with individual matters, and the time tends to be too late. However, take a bird's-eye view of the
entire (at least once before the Mid-point Review Meeting) while keeping a close eye on the time and range at which the strategies can be revised.
If, after the Mid-point Review Meeting, adjustments or changes at the key policy level are deemed necessary, hold a review meeting again as
appropriate (or, in some cases, request to hold the High Level Proposal Strategy Meeting).

1. Environment surrounding Proposal works

1.1 Overall
Example: Client trends and future approach
Example: Increase or decrease in the number of competitors, trends related to the project, and award trends and problems in other
projects
Example: Impact of award trends at JGC and other collaborating companies
1.2 Information gathering (clients, competitors)
□ Response to information not yet available
□ Relationship between importance, prospects for obtaining, and expected timing of obtaining, and the proposal schedule
□ Possibility of new information gathering channels
□ Assumptions and risk items when no availability is expected
□ Analysis and evaluation of additional information obtained
□ Reliability of information and awareness of stakeholders
□ Impact on proposal work in progress
1.3 Status of Top Management and commercial activities
□ checkpoints
□ Action plan, implementation status, and results
□ Relationship between the timing of when the results will become apparent and the proposal schedule
□ Subject to check
□ Building a competitive advantage, improving the award environment, responding to harsh conditions and expectations, and
responding to contract risks
□ Changes in contract provisions and status of other commercial related activities
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2. Proposal work
2.1 Status of 0-JOB Execution Simulation
□ Checkpoints
□ Achieve or determination of goals, strategies and tactics, location of problems, and prospects for resolution
□ Insights and decisions on the pros and cons of changes in goals, strategies, and tactics based on changes in the
environment and the status of deliberations
□ Decisions on matters for which decisions were pending
□ Pending action items

□ Subject to check
□ Formation with collaborative other companies and affiliated companies
□ Risk countermeasures
□ Schedule
□ Execution Organization Structure
□ Cost

2.2 Status of other major matters related to proposal works

□ Check points
□ Deviations of estimated works from proposal schedule, location of problems, and prospects for recovery
□ Determination and accuracy of various information and data, location of problems, and prospects for improvement
□ Judgment and direction of the necessity of changes in strategies and plans and coordination based on environmental
changes, external disturbances, and the actual status of operations

□ Subject to check
□ Estimated base (additional changes in ITT, responses to clarification, various surveys, and estimation engineering)
□ Supply scope and B/L conditions for materials
□ Scope and interface of services
□ Design philosophy and design base
□Condition、 Deviation、 Alternative

□ Estimation Engineering/Inquiries/Estimation Work and Output (Base/Deviation/Alternative)

□BM/BQ/MH
□ Information on prices and unit rates
□ Information on delivery time

3. Foundation for carrying out the proposal work

Example: Dissemination and compliance of safety measures for business execution
Example: Trends and mutual collaboration among collaborating companies
Example: Proposal Team movement, mood, and mindset

4 Other
Example: Coordination of review timing with internal and collaboration companies
Example: Reconfirming the scope of work with sales persons in charge regarding commercial maters
Example: Compliance of WBS, Procedures, and Blank Forms for proposal work
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Important matters in the proposal work include the following two points.
①Matters relating to the handling of Alternative, Clarification, Conditioning, Deviation
②Matters related to the proposal work, such as the estimation engineering, inquiries, and the selection of estimation methods

As for ① in principle, work to minimize risks by firm studies. However, since there is also an aspect that is invisible to clients and competitors, it is
sometimes not possible to say that it is a straight-forward. In some cases, there will be a need for political action such as a pre-coordination in
Proposal Strategy Part II: Other major matters related to proposal advance, so solidify policy with the participation of the Project Sponsor and the person in charge of sales.
Return
work
② is the task of creating the original base for 0-JOB execution simulation, so what to do is directly linked to the accuracy of the simulation (=
estimation accuracy). When each department is considering a work plan for these matters, indicate the strategies to be followed. In preparation of
strategies, carefully take into account the period of time and resources that can be used, as well as the account of gains and losses from looking
ahead even after award.

1.Basic Policy
□ Degree of energy conservation estimate
□ Degree of involvement of the discipline department

2. Alternative, Clarification, Conditioning, Deviation policies

2.1 Common
□ Balance the profits and losses
Example: Improving competitiveness by presenting before award and the extent to which reduction prices are presented
Example: Incorporate into cost reductions in anticipation of the possibility that they will not be presented before award and will be
adopted after award
Example: Changes in the likelihood of being adopted due to carrying over after award
Example: Probability of being presented as an opposite effect

□ Clarification of sorting criteria for items to be considered and those not

□ Sorting criteria
Example: Fill in finely or narrow down to large items (consider by cost scale and example)
Example: Place weight on one of the EPC activities or on a particular units or area, etc.
Example: Which weight is placed on cost or time?
□ Criteria for sorting
Example: Client nature, evaluation, and impressions
Example: Work volume vs. effect
Example: Available resources, remaining available duration
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2.2 Alternative
□ If the submission is permitted
Example: Possibility to be treated as a de facto base case
Example: Possibility of being considered as a source of consideration for price reductions to competitors

□ If the submission is not permitted

Example: What is the reason?
Example: Anticipated client reactions when submitted
Example: Possibility to be treated as a de facto base case

□ Depth of considerations in large-scale alternative and how to disseminate and show to clients

2.3 Clarification prior to submit of proposals and conditioning on proposals

Example: Expectations for sincere response by clients to clarification
Example: If notification of clarification content to competitors
Example: The extent of the impact of a high-price guided clarification toward competitors in mind (effective?)
Example: Segregation for things to clarification and things to be handled as conditioning
Example: Segregation deviation and compliance
Example: Possibility of bringing to change order or EOT after award

2.4 Deviation
□ Response when there is a No Deviation clause
Example: Availability of Clarification/Conditioning
Example: Handling of inconsistencies and technological obstacles
□ Handling of deviation with difficult to quantify cost and schedule impacts
□ How to make and show prices in the proposal

3. Policies related to estimation engineering, inquiries, selection of estimation method, etc.

3.1 Common
□ Balance the profits and losses
Example: Reducing costs and mitigating schedule by utilizing estimation engineering results in 0-JOB
(Reduction of 5-JOB MH and 0-JOB MH in total)
Example: Improve accuracy of execution simulation (= estimation accuracy)
Example: Improving client evaluation
Example: Increase in proposal work costs

□ Clarification of work objectives

Example: Preparation/acquisition of basic information for costing (BM/BQ/ unit price)
Example: Preparation/acquisition of information for execution simulation (BM/BQ/ delivery time, Plot Plan, etc.)
Example: Verification and correction of in-house estimates (impact assessment of timing and location differences from latest
inquiries, etc.)
Example: Preparation/acquisition of reference information (vendor information for estimation engineering, etc.)
Example: Attachment to proposal documents, purpose of attachment
Example: Alternative
Example: Information can be used for 0-JOB

□ Specify of specific areas of focus and evaluation methods based on the degree of importance
Example: Large or small cost and schedule sensitivity
Example: Relation to initial stage works at 0-JOB
Example: Accuracy of various estimation methods and characteristics/cost ratios of application targets (in-house estimation, factor
method, etc.)
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Attachment 7 (informative) Proposal Work Execution Matrix (4.Cost Estimation Engineering)

3.2 Estimation engineering

Example: Step into design concept
Example: Step into basic design (plot plan, P&ID, etc.)
Example.: Piping layout (size/material and rating)
Example: Verifying large or special Structures
Example: Verifying underground status
Example: Brush-up of Equipment Lists
Example: Mitigating execution constraints by design changes

3.3 Estimation method

Example: Utilizing similar Job data (Unit Price/BM/BQ)
Example: Utilizing latest estimated Job data (Unit Price)
Example: Use of "For Information" contents in FEED package
Example: Guidelines for MTO Methods

3.4 Inquiries (vendors, engineering, construction & EPC subcontractors, transportation forwarders, etc.)
Example: Back- to- Back from contract with the client (warranty term, payment terms, risk of loss, validity, etc.)
Example: Range of packaging scope of work (EPC Subcontractors, etc.)
Example: Preparation of inquiry materials according to inquiry objectives (Data Sheet, BM/BQ, etc.)

3.5 Other
Example: Previous JOB for reference

5-JOB and 0-JOB basically have the same points for WBS work framing. The part that does not need to be as precise as 0-JOB is also simplified,
but if it does, it may become impossible to use the various 5-JOB data (BM/ BQ/MH, etc.) at the start-up stage of 0-JOB.

If there are other companies in collaboration, what to do with WBS is a problem. Do not forget the arrangements based on each other's differences
in WBS and their degree (structure, aggregation unit, measurement method, etc.), how to use mutually exchanged data, etc.
Formulation and check of WBS, procedures, and forms for
Return
estimation work
Do not forget to pay attention to various blank forms and work procedures (especially when client requirements and collaboration companies
cannot use them as they are). Lack of arrangement will cause time loss and re-work work and if the basis of the numerical data (e.g., BM/BQ/MH)
handled or the minimum aggregation units are disrupted, it can be big trouble. In addition, the classification and handling of the net, allowances,
and contingency tend to be confused even within the company, but this is particularly true of other companies with which we collaborate.
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Attachment 7 (informative) Proposal Work Execution Matrix (4.Cost Estimation Engineering)

1. WBS Work framing

1.1 Proposal Stage Specific Points
□ Consideration with breakdown requirements in ITT (prices and BM/BQ)
□ Proposal work area affected by differences in WBS among other companies in collaboration
Example: Evaluating estimated results
Example: Bulk material estimate (inquiries/ in-house estimation)
Example: Construction subcontractor estimate (inquiries/ in-house estimation)
Examples: Validation of resource plans, schedule plans, etc.

1.2 Points common in 0-JOB stage and 5-JOB stage

※ Refer to "JGS 120-010-1-01E General Work Flow and Major Project Reviews ― Execution Stage"

2. Blank form
Example: BQ tabulation (use: for proposals, for costing, for subcontract inquiries, for schedule planning)
Example: BM tabulation (use: for proposals, for costing, for vendor inquiries)
Example: MH tabulation (use: for proposals, for costing, for schedule planning)
Example: Cost tabulation (use: for proposals, costing, for cash flow calculation)
Example: Equipment List (use: for proposals, for in-house estimation)
Example: Allowance tabulation form
Example: Requisition

3. Work Procedures, etc.

Example: Distinguishing and handling Net, Allowance, Contingency
Example: Handling of data when all or a part of the unit is copied
Example: Management Late Changes
Example: Communication management (clients, collaboration other companies, within the Proposal Team)
Example: Document management (estimation engineering documents, etc.)
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Attachment 7 (informative) Proposal Work Execution Matrix (5.Cost Estimation)

Various tasks move simultaneously and in parallel in estimation work, and the basis of estimate often goes to misaligned among each section.
Ensure proper phase control to align the basis among each section and confirm the consistency which have a significant impact on the estimate.
Example: ITT Amendment Number which has a large impact
Example: Clarification Number which has a large impact
Example: Various conditions for the estimates
Checking calculation basis and consistency of BM/BQ/MH/ unit
Return Example: Handling Deviation/Alternative/Option
price, etc.
Example: Revision Number of the estimation engineering document
Example: Revision Number of the schedule
Example: Revision Number of organizational chart, etc.
Example: The latest Work Split with other partner(s)
Example: Handling of unconfirmed items

FWBS 11
FWBS11 includes a various departments and functions. Look at the FWBS master as a checklist. Do not omit positions that belong to the
department other than PJ Dep., such as Construction Planning, QA, Business Management, Schedule Control, Cost Control, Document Handling,
etc.

FWBS 50/60 (Refer to the attached file)

Special attention is necessary for the JGC unique items at Joint Venture project or Open Book Estimate.
Return Estimation of FWBS 11, 50, 60, 80
FWBS 80

This includes Event Risk for the independent itemized risk items and Estimate Contingency for the complement of the accuracy of the estimate. FWBS50&60.xls
Due to the nature of the risk and contingency, high accuracy can not be expected. Therefore, concentrate on the items with big impact is more
efficient than to review 100 small risks.
x

FWBS 11
□ Finalization of the schedule which is the basis of organization chart and mobilization plan
□ Preparation of Mobilization Plan (Proper and RS: resident staff) and calculation of MH
□ Preparation of Mobilization Plan (Outsourced consultants, experts, etc.) and calculation of costs
□ Comparison and evaluation with similar projects and adjustment
□ Hold Project Management MH Review Meeting

FWBS 50/60
Refer to the attached file.

FWBS 80
□ Summarize risk items
□ Categorize
Example: NET Cost or Allowance or Risk?
Example: High Priority , subject to consider, ignore
□ Merge and Grouping
Example: Items by a common cause and effect

□ Additional considerations
Example: Expansion of damage due to the timing of occurrence
Example: Expansion of damage due to the concurrent occurrence of multiple risks with high probability

□ Subtract considerations
Example: Reduction of damage due to mitigation measures
Example: Reduction of damage due to contingent strategy
Example: Partial recovery by potential change order or Ex Gratia

□ Overall evaluation of the total amount of contingency

Example: Comparison with similar projects (% of total cost)
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Attachment 7 (informative) Proposal Work Execution Matrix (6.Proposal Narratives)

□ Overall supervision (editor-general function)

□ Coordinator of the proposal type or chapter
□ Departments in charge of preparing each type of content
□ Project-specific content
□ Standard content
Example: Standard Document
Return Split of work for proposal documents Example :CV
Example: Sample Report, Procedure

□ Checking role of the substantive content

□ Checking role of expression, common terminology, and other proofreading
□ Support staffs for finishing (typist, administrator)

Regarding the various contents of the proposal document, pay attention to what amount of effort will be required in accordance with client
requirements and to what content does the client place on. Consult your sales person in charge for information that is not described in ITT, such as
evaluation points and points allocation of proposal documents.
Understanding of key points related to the compilation of the
Return
proposal document and formulation of policies and plans, etc. Always be aware of four questions ① Why Us?②Why Not Them?③So What?④How To Do? when considering editorial policies. The proposal
book is a sales document.

All editorial plans and guidelines should be prepared by the editor person in charge. However, the contents of the plan should be confirmed.

1. Understanding of key points

1.1 Overall
Example: Whether the proposal document forms part of the contract or not
Example: Proposal document submission step and successful bidder selection procedure
Example: Importance of technical and execution proposals for successful bidder selection
Example: Allocation of evaluation point of the proposal document and breakdown in the proposal
1.2 ITT required content
□ Amount and Detail
Example: Content that requires vendor information
Example: Vendor Bid Evaluation Report
Example: Various study reports
Example: Design information, planning and management information in the same degree as the execution stage
□ Special content
Example: Content required involvement of external experts
Example: Confidential information
1.3 Other
Example: Relationship between overall proposal work schedule and proposal writing work
Example: Client response to simplify content
Example: Use of past proposals that are likely to be reused (inquire with the Proposal Support Team)
Example: Handling of costs related contents
(Note: In the case submission of Technical/ Execution Proposal precedes Commercial Proposal)
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Attachment 7 (informative) Proposal Work Execution Matrix (6.Proposal Narratives)

2. Editorial Policy
Example: Basic Philosophy as a Proposal Manager, as a Company
Example: Items that place emphasis on as selling points
Example: Measures to acquire high ratings
Example: Responding to difficult content requirements
Example: Content to be added intentionally without a requirement
Example: Details of content and degree of discipline involvement
Example: Innovations to promote points other than writing (short movies, etc.)

3. Editorial plan
3.1 Index
Example: Extracting content required by clients from ITT
Example: Incorporating JGC's standard content
Example: Incorporating project specific topics
Example: Allocating person in charge per content
Example: Level of review by content, reviewer, order of review

3.2 Content creation and editing schedule

Example: Coordination with proposal schedule

4. Editorial Guidelines, etc.

Example: Configuration of draft files and file naming rules
Example: Document management and revision management (hard copy and data)
Example: Rules such as chapter number and table/ figure number
Example: Unified matters in terms and expressions
Example: Font, form, style and file format
Example: Coordination procedures with other companies in collaboration

1. Overall
□ Overall progress trends
□ Function of the editing formation
□ Review of content lists (add, remove, merge, etc.)
□ Alignment of the latest proposal schedule with the schedule of preparing the proposal document

2. Problematic content
Example: Items that cannot be written because policies and plans are not finalized
Example: Items that need to be reconfigured due to changes in ITT or policy/ strategy
Example: Items that do not progress due to the ability, load, character, etc. of the drafter
Return Confirmation of preparation status of proposal documents Example: Items that are not clear what to write

3. Quality of the draft (content)

□ Conformity with various concepts and policies described in the content
□ Satisfaction of client requirements
□ Consistency (inconsistency and overlap) of descriptions among content
□ Reflect of clarification results with clients
□ Rhetoric
□ Volume balance between content
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Attachment 7 (informative) Proposal Work Execution Matrix (6.Proposal Narratives)

1. Common to Commercial, Execution and Technical

□ Overall
Example: Comparative consideration of project optimization, client Satisfaction, and risk reduction and opportunity expansion
Example: Sorting of items to be listed and items to be removed to raise them after award
Example: Difference between non-concessional items and negotiable items

□ Clarification of descriptions
□ Basis of proposals (= Assumption of obtaining change order/EOT)
Example: Secure key points known in specific descriptions (reminder)
Return Finalization of Execution & Technical Proposal
Example: Identifying issues and potential problems that cannot be individually described and covering with comprehensive and
abstract descriptions
□ Classification of Deviation/Alternative/Condition
□ Positioning of various content
Example: Commitment items, materials targeted for the project or just reference
Example: Priority between various contents (if proposal becomes part of contract)

□ Alignment between Commercial, Execution and Technical Proposals

2. Major Items (Execution)

2.1 Mitigation measures and conditions for key risks and obstacles
□(Case by Case)

2.2 Conditions and costs associated with the scope of services provided and the interface with clients
□ Execution system
Example: Various review studies and arrangements for external specialists
Example: Subject to approval (documents, bid valuation reports, personnel assignment, etc.)
Example: Document submission
Example: Site hand-over conditions
Example: Hand-over conditions for unit/ equipment
Example: Conditions and compensation for client provided services and materials (Facility, Utility, etc.)
Example: Disposal of residual soil and other construction waste
□ Management (briefings, reports, deliverables, etc.)
□ Coordination with third parties (licensors, other contractors, government authorities, local communities, etc.)

2.3 Conditions related to the execution formation

□ Execution systems (bases, organizational structure, division of responsibilities, personnel, counterparts, design tools, special
construction methods, inspection technologies, etc.)
□ Management systems (organizational structure, division of responsibilities, systems and structures, personnel, counterparts,
management tools, management techniques, etc.)
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Attachment 7 (informative) Proposal Work Execution Matrix (6.Proposal Narratives)

2.4 Resource related conditions

Example: Conditions related to candidate resources (vendors, subcontractors, etc.)
Example: Client involvement in resource selection (vendors, subcontractors, etc.)
Example: Conditions related to contract/PO novation/ assignment
2.5 Schedule-related conditions
Example: Relationship between schedule count start and climate conditions of site and transportation location, etc.
(rainy season, cold season, tidal current, wave height, etc.)
Example: Assumed conditions at the start of the project (e.g. provision of client data, stationing of client engineers, cooperation with
Pre-Award Work, etc.)
Example: Due date/period for client or third party scope
Example: Timing of submission of information, etc. provided to clients by contractors
Example: Other conditions to keep to the schedule (e.g. client cooperation, ability of designated subcontractors, etc.)
2.6 Other
Example: Preventing problems in 0-JOB Stage with various procedures
Example: Defining payment milestones (specific or abstractive)
Example: Adjusting the progress measurement method for clients (for Progress Payment)
Example: Adjustment of various data when the estimation base and proposal are different

3. Major Items (Technical)

3.1 Technical mitigation measures for key risks and performance obstacles
□(Case by Case)
3.2 Scope of supply and B/L Conditions for goods and materials
3.3 Key design basis

There are many latent issues in commercial proposals that can be a major factor in fluctuations in profitability after award. Make a thorough review.
Changes in contract provisions are areas that tend to be subject to negotiation until the end of the proposal stage. Consider negotiation scenario.
1. Common to Commercial, Execution and Technical
□ Overall
Example: Comparative consideration of project optimization, client Satisfaction, and risk reduction and opportunity expansion
Example: Sorting of items to be listed and items to be removed to raise them after award
Example: Difference between non-concessional items and negotiable items

□ Clarification of descriptions
□ Basis of proposals (= Assumption of obtaining change order/EOT)
Return Finalization of Commercial Proposals
Example: Secure key points known in specific descriptions (reminder)
Example: Identifying issues and potential problems that cannot be individually described and covering with comprehensive and
abstract descriptions
□ Classification of Deviation/Alternative/Condition
□ Positioning of various content
Example: Commitment items, materials targeted for the project or just reference
Example: Priority between various contents (if proposal becomes part of contract)

□ Alignment between Commercial, Execution and Technical Proposals

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Attachment 7 (informative) Proposal Work Execution Matrix (6.Proposal Narratives)

2. Major Items (Commercial)

□ Terms and Conditions
Example: Consistency with Company Policies (contract risk, etc.)
Example: Consistency with Project Policies

□ Price
□ Price breakdown
Example: How breakdown numbers are used (in relation to progress management, payment, etc.)
Example: Negative evaluation by tax calculation in the country

□ Change order rate

Example: Rate coverage
Example: Application, exclusion, and coordination conditions
Example: How to generate and agree on a unit price when a change unit price is not defined
Example: Price addition evaluation

□ Difference due to Deviation, Alternative

Example: Items whose difference varies according to a combination of simple items and profitability

□ Check the dead line considering the delivery method

□ Arrangement of support staffs for final finishing (Typist Administrator English Checker)
□ Various coordination with outside printing company (if use)

□ Quality confirmation (format)

□ Wording
□ Compliance with Forms and Styles
Return Confirmation of final set-up of the proposal document □ Figure/table number, attachment number, reference number, and page number
□ Consistency between contents and main body

□ Bookbinding preparation
□ Creating and arranging good looking bindings
□ Selection and arrangement of partition paper, etc. (including spare for replacement)
□ Time-consuming printing of content in advance
□ Ensure of a bookbinding/replacement work place

□ Preparation for data copy

□ Reconfirm ITT requirements for how electronic data is submitted
□ File folder structure
□ Confirm data files (file format, file name, and revision number)
□ Copy media arrangements

□ Checking with sales person in charge regarding the necessity and arrangement of bid seal and company stamp
□ Confirmation of the necessity of original signature and the signer with the sales person in charge

□ Preparation for shipment

□ Preparation of corrugated board and packaging materials
□ Create of Letter of Transmission
□ Create of vouchers

□ Preparation of paper, partition papers, printers, and various tools for emergency replacement at the place of submission

□ Assignment of person in charge to various tasks and check of procedures

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Attachment 7 (informative) Proposal Work Execution Matrix (7.Proposal Reviews)

The basic flow and major review of the entire work in the estimation stage are shown in Attachment 2 in this JGS.
Reviews are broadly divided into those at the division level and those at the project team/ department level. The former position is governance by
the division management to the project team/ department, and the latter position is governance within the project team/ department.
Return Flow of major internal reviews
These will be adjusted according to the characteristics of the project, but in the case of JV/Consortium projects, in addition to internal JGC reviews,
there is usually an increase in reviews among JV/Consortium partners. With JV/Consortium partner, determine in advance what members and
what timing to make them.

The main purposes of the Division Midpoint Review Meeting are the following two points.
①Do not have any material discussions or surprises at the Division Final Review Meeting
②Ensure phase control of proposal works

Therefore, there is no limit on the number of meetings held. Obviously, report on cost formation trends and what is known to be subject to review
Return Division Midpoint Review Meeting should be made known in advance to the relevant persons. When including change of major policies, pay attention to the timing of the meeting so
as not to miss the timing at which the change of direction can be made.

Review participants are stipulated in the Attachment 7 of this JGS, but depending on the subject of the review, consult with Project Sponsor if
additional participant is required.

1. Subject to review
□ Report on cost formation trends and future outlook
□ Reporting and check of strategies that had not been completed at Part II issue stage
□ Changes in strategies determined by Part II
□ Response to situations that require confirmation and judgment by Top Management

2. Incidental reporting items

Example: Result of detailed ITT and FEED reviews
Example: Relationships with the client and clarification status
Example: Relationships with collaboration companies
Example: Progress of work and future focus areas and schedules
Example: Status and results of other major action items

The main purposes of the Schedule Review Meeting are the following three points.
①Confirm that the project execution strategy over the time horizon is reasonable and feasible.
②Identification of measures for further schedule mitigation and confirmation of necessary support
Return Schedule Review Meeting ③Confirmation of reasonable delivery time when achievement of target delivery time is expected to be difficult

The timing of the meeting is determined by the Proposal Manager, but should be determined by considering the solidification of the schedule and
the availability of time to reflect the review results in the Proposal.
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Attachment 7 (informative) Proposal Work Execution Matrix (7.Proposal Reviews)

1. Preparations
□ Schedule Review within the Proposal Team
□ Notification of review participants desired by PM
□ Advance distribution of review materials
Example: Evaluation of plan
Example: Other materials to be used

2. Agenda (e.g.)
□ Confirmation of key points
Example: Client requirements related to schedule (delivery time, interim milestone, etc.)
Example: Key schedule risks and measures
Example: Scheduling assumptions (Conditions, Constraints, Target Delivery Time (if any))

□ Results of reality evaluation of schedules (quantifying and qualitative)

□ Scheduling strategy and specific measures and challenge items
□ Requests for support from related divisions and senior management

The main purposes of the Risk Review Meeting are the following three points.
①Reinforcing the qualitative assessment (spread and depth of impact) of major risk items extracted by the Proposal Team
②Seeking out of risk items that have not been found
③Finding countermeasure proposals and support required
Return Risk Review Meeting
This review should be held at not too early or not too late. At an early stage when a major uncertainty remains or a policy for major contract risks
has not yet been established, project level risk considerations often lack the basis for consideration. On the other hand, if waiting for all to be
clearly confirmed, there may be no time for the review results to be reflected in the proposal. Carefully decide when to hold the review meeting.

1. Preparations
□ Risk review within the Proposal Team
□ Notification to the review participants desired by PM
□ Send documents in advance to understand the outline of the project (do not explain the project outline at the review)
□ Sending the major risk list to be reviewed

2. Agenda (e.g.)
□ Explanation of major risks and measures (by PM)
□ Review and discuss forecasts and risk response ideas (by participants)
□ Requests for support from related division and top management (by PM)
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Attachment 7 (informative) Proposal Work Execution Matrix (7.Proposal Reviews)

This is the last opportunity to enhance competitiveness by combining the knowledge of each department in their own field with the knowledge of
the Proposal Manager. Share wisdom together to see if there is still room for further steps, reconfirming the history or evaluating the validity of the
estimation results.
Efforts be made to participate in categories with high cost and schedule sensitivity from the department review stage, which is the preliminary
stage of the division review.
Points of review
□ Reconfirm major items
Example: Detailed proposal strategies and subsequent changes
Example: Level 2 Numerical Targets (if any), Strategic Goals, Execution Strategies
Example: Tactics to realize the above (cost reduction, schedule mitigation, risk mitigation, etc.)
Return Participation in reviews held by other divisions/departments Example: Values of BM/BQ/MH/ costs, etc., and its assumptions and calculation methods

□ Evaluation of results
Example: Level 2: Achievement of numerical targets (if any)
Example: Validity of Level 2 Strategic Objectives, Execution Strategies, and Tactics, etc.
Example: Balance between BM/BQ/MH/ Costs, etc. over FWBS, Validity of differences compared to similar JOBs

□ Seeking room for further improvement

Example: Revaluation of ideas that discarded once

The primary objective of the final review within the Proposal Team is to finalize the results to be submitted to PMT division management. Review
the estimation results with cold eyes, once again and again, whether there are any unreasonable, wasteful, and uneven issues.
1. Preparations
□ Review the final status of various action items and recommendation items
Example: Items charge for Proposal Team
Example: Items in charge of others
Return Project Cost Review Meeting
□ Review Cost Summary
Example: Various data must be the latest
Example: No omissions, duplication or doubts in various data
Example: Late Change items and their incorporation status

2. Review points
□ Achievement of Level 1 Numerical Targets (if any)
□ Gaps between proposals to clients and estimation base
□ Review back
□ Degree of reduction (cost, contingency, schedule) that has been carried out so far
□ Part II, III and key detailed proposal strategies and subsequent changes
□ Gap between the above and the actual work done and results (area and extent)
□ Previous evaluation of major cost bases and the rationale
Example: FEED, accuracy of estimation engineering
Example: Degree of evaluation of inquiries
Example: Cost reduction measures, schedule mitigation measures, and other challenges
□ Previous evaluations of estimation methods and data used in the estimation and other project data, and the rationale for such
evaluations
□ Reasonableness of causes and degree when there are unique trends in cost balance
□ Validity of the calculation basis for major risk countermeasures and contingencies

□ Seeking room for further improvement

Example: Revaluation of recommendation items not adopted
Example: Discovery of opportunity items against risk
Example: Seeking better alternatives to various countermeasures
Example: Possibility of risk transfer to change order

□ Handling of open action items

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Attachment 7 (informative) Proposal Work Execution Matrix (7.Proposal Reviews)

3. Other
□:Preparation for the Division Final Review Meeting
Example: Agenda and person in charge for explanations
Example: Confirming supplemental materials

The main objectives of the Division Final Review Meeting held by the General Manager of the PMT division are the following three points.
①Determination of schedules and conditions to be proposed to clients (= assumptions for estimates)
②Determination of costs and contingency underlying pricing to be submitted to company management
③Confirmation of important matters related to pricing and subsequent company level actions input to company management
Return Division Final Review Meeting 1. Preparations
□ Check of schedule of participants and reservation of conference rooms well in advance
□ Create of cost summaries, etc. (by CE)
□ Create of other supplementary materials

2. Agenda (e.g.)
□ Review of proposal work history
Example: Project outline, competitive environment, Part II content and subsequent changes
Example: Important points and action items and results in previous review meetings
Example: Important points in costs and schedule
Example: Gaps between proposals to clients and estimation base (if any)
Example: Other important events

□ Cost and cost base check

Example: Main conditions to client for schedule
Example: Main cost reduction and schedule mitigation measures
Example: Comparing BM/BQ/MH with other projects (using KPI)
Example: Comparison of unit price with other projects, information on other companies, etc.

□ Check of contingencies and major cost fluctuation factors (+/-) and countermeasures
Example: Contract risk
Example: Execution risk
Example: Technical risk

□ Wrap-up
Example: Matters input to company management
Example: Action items, Person in charge, and due date
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Attachment 7 (informative) Proposal Work Execution Matrix (8.Negotiation)

Based on the results of the analysis and evaluation of collected information, changes and coordination to past policies, formulation of new policies,
and other situations that require major decisions will arise. Examples of things that are led by company management or that may be in an interface
with proposal management. As it is a delicate timing, pay particular attention to sufficiently aligning the content of both policies and actions to
harmonize movements.
1. Response to client scenario
Example: Price increase or obtaining additional conditions activity
Example: Discount or conditions mitigation activity
Example: Extension or expediting of contract award date
Example: Clarification negotiation scenario (Final Goals, Stage Goals, Alternatives, Counter Part, Situations, Timing)
Return Confirmation of major matters related to future strategy and actions
2. Response to other companies in collaboration
Example: Check of authorization to Proposal Manager after submission of proposal
Example: Establishing a decision-making process for matters beyond the authorization of Proposal Manager

3.Internal
Example: Maintaining, expanding, and shrinking the current formation/organization
Example: Starting or waiting Pre-Award works
Example: Degree of winning/losing cause analysis

After submitting a proposal, the main role of collecting information is the sales, but try to collect information through the channel that the Proposal
Return Collection, sharing, and analysis of various types of information Team has. It is better in analyzing and evaluating information on future policies and actions from multiple perspectives.

1. Information useful
Example: Bid ranking and differences and client evaluations
Example: Content of a competitor's proposal
Example: Competitor movements
Example: Client speculation and future contractor selection process and schedule
Example: Schedule and procedure of clarification and negotiation
Example: Evaluation criteria for proposal document (for future reference)

2. Information sharing
Example: Shared parties and contents
Example: Notification timing
Example: How to communicate and handle information

3. Evaluation and analysis of information

Example: Official or informal information
Example: Credibility of information obtaining channels and content (Multiple source information confirmation)
Example: Information provider' expectations (Matching with peripheral environmental information)
Example: Availability of additional information
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Attachment 7 (informative) Proposal Work Execution Matrix (8.Negotiation)

The negotiation stage prior to closing is usually the strongest negotiating power on the client side, which tends to accept unfavourable terms.
Make every effort to exert calm and persistence and take the lead in negotiations.
Create a positive atmosphere considering good solutions together with the client, based on the perspectives and fairness of what is desirable as a
"project" by sharing the background of client demands, rather than a conflict between "contactor" and "client," depending on the counter partner
and the negotiation scenario.
1. Preparations for negotiations
□ Assumed questions and answers (content of alternatives and trade-offs, timing of offer)
□ Matters to be included in the proposal and need to be included in the contract document
Negotiations, responding to client demands, and preparing for (In the case the proposal document does not become a contract document)
Return
conclusion of contracts
□ The description of the proposal that should be included in the higher order of precedence document due to the priority relationship
between the contract documents (In the case the proposal documents are contract documents).

□ Clarification of communication routes with back offices

□ Clarification of authorization rules with clients when negotiations and clarification are conducted area by area

2. Response to clients requirements

□ Check the Background of client Demands

□ Response to further price down requests

Example: Impact on 0-JOB execution policies, planning assumptions, schedule
Example: Relaxation of client conditions (specifications, resource restrictions, change order conditions, etc.)
Example: Trade-offs with new conditions and risks, etc.
Example: Handling of multiple cost reduction items that do not result in simple calculation
Example: Percentage of cost reduction and profit cutting, how to show (relationship with target discount value)

□ Response to demands for further shortening of delivery time

Example: Assessing the impact of costs on the estimation base
Example: Relaxation of client conditions (execution constraints, EOT conditions, L/D conditions, etc.)
Example: Trade-offs with new conditions and risks, etc. (cooperation of clients, set of grace period, etc.)
Example: Handling multiple shortened schedule milestones that don't result in simple calculations
Example: How to draw up and show examination results (relation with shortening schedule milestones, probability of achievement)

□ Request for withdrawal of conditions and impose risks

Example: Cold eyes review of risk
Example: Presenting interim conditions
Example: Trade-offs with new conditions, costs and schedules

3. Preparation for contract execution

□ Final confirmation of the contract draft
Example: Reflecting clarification and negotiation results
Example: Reflecting of matters in proposals to be included in the contract
□ Others
Example: Check and adjustment of procedures and schedules until signing
Example: Check and information gathering and person in charge when there are conditions for the contract to take effect
JGS 110-010-1-01E Rev.1
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Attachment 7 (informative) Proposal Work Execution Matrix (9.Closeout)

1. Reporting of Lessons Learned

Example: Various information acquired and reports on researches (clients, local conditions, collaboration companies, new vendors/
subcontractors, etc.)
Example: Study reports on cost reduction and schedule mitigation
Example: Analysis of the winning/ losing result

Return Preparing of LLs and confirmation of balance of the work 2. Balance of works
Example: Notification of results of bid to related parties or holding briefing sessions
Example: Handover to 0-JOB staff
Example: Tidy-up proposal work data folders
Example: Provide of Proposal Document Data to the Proposal Support Team as a historical record
Example: Proposal work data transfer to 5-JOB historical record and ERS