Project Controls, as provided by FB&D, is a systems based approach to assuring project cost and schedule adherence. The tools and resources assigned to a project are based on project size, complexity, time frame, and the level of detail required to control the project. FB&D's project management team will work with client management to establish an agreement on amount of project controls required to effectively manage a given project or program of projects.

PLANNING AND SCHEDULING
Project scheduling's primary functions as part of the Project Team are: 1) interactive planning; 2) collecting information; 3) determine controlling factors; 4) schedule preparation and analysis; 5) review and issue schedule; and 6) status, maintain, analyze, and recommend actions to change unfavorable trends.

COST CONTROL
By use of various methods and cost control techniques, each phase of the project is closely monitored for adherence to budget estimates and schedules. Audits are performed on engineering to insure that the workhours and progress being reported by key personnel are accurate. Any deviations from the budgets or schedules are evaluated for the cause, and solutions are proposed to the project manager. Expended workhours and costs are monitored closely for signs of developing trends and/or problem areas. By evaluating these figures, and taking into account factors such as remaining workhours, personnel required, schedule impacts and delivery schedules, a forecasted total can be estimated and used as a guide for future decisions and expenditures.

Tools utilized by the project controls department include:

SCOPE CHANGE MANAGEMENT
FB&D's design leaders and lead engineers, jointly with the project management, the Project Manager, and/or Project Engineer/Coordinator, have the responsibility to monitor the project execution with regards to work scope changes. Any work scope changes are to be noted and transmitted to the project controls group. Client written approval is required before any work is accomplished on a scope change.

A. Scope Change Processing       1. All design changes shall follow the Work Flow Process diagram.       2. All change requests shall be executed on scope change documents.       3. The discipline leader that the change affects shall initiate change requests. The            lead shall submit to the cost analyst a description of the change and a scope            change detail sheet showing all drawings and/or activities that have been            affected.       4. All change requests shall be approved by the Project Manager prior to issuing to            the client.       5. All scope changes shall be entered into the DRSTAT for tracking progress.            Changes shall be entered at the drawing/activity level.       6. All scope change proposals shall be expedited by the cost analyst. Expedient            processing of changes is desired to insure valid progress assessment.       7. Construction cost impact for scope changes shall be estimated upon client            request.       8. The cost analyst shall be responsible for updating project controls documents            upon approval of scope changes.

ESTIMATING
FB&D has varied capabilities for the development of estimates using computerized software systems. We utilize these systems to develop Order of Magnitude and Conceptual Estimates for work early in the life of the project. These estimates are made using process or mechanical flow diagrams, plot plans, and equipment lists. Computer generated estimates have proven to be very useful in comparing various process alternatives, feasibility studies, and can serve as a control estimate until a detailed estimate can be prepared.

Detailed estimates are made from "quoted" equipment and material "take-offs." These estimates can be made during the formative stage of the project and can be used to control project costs. When these estimates are made early for a project, some engineering work is required in the form of sketches and specifications.

Estimate Classes