Filed: 2013-09-27 EB-2013-0321 Ex. D2-2-1 Internal Use ... · NK38-PLAN-09701-10067 ... The level 1 schedule is a roll up from the Level 2 Co-ordination and Control Schedule

Plan

Internal Use Only Document Number: Usage Classification:

NK38-PLAN-09701-10067 Sheet Number: Revision Number: Page:

0004 R001 1 of 15 Title:

PROGRAM SCHEDULE MANAGEMENT PLAN

N-TMP-10010-R010 (Microsoft® 2007)

© Ontario Power Generation Inc., 2013. This document has been produced and distributed for Ontario Power Generation Inc. purposes only. No part of this document may be reproduced, published, converted, or stored in any data retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the prior written permission of Ontario Power Generation Inc.

Program Schedule Management Plan

NK38-PLAN-09701-10067-0004-R001 2013-03-27

Order Number: N/A

Other Reference Number:

Internal Use Only

Prepared by: Robert Adly Section Manager-Process Scheduling Nuclear Refurbishment

Reviewed by: Derek McAuley Manager, Project Management Office Nuclear Refurbishment

Approved by: Gary Rose

Director, Planning & Project Control Nuclear Refurbishment

Filed: 2013-09-27 EB-2013-0321 Ex. D2-2-1 Attachment 4-4

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0004 R001 2 of 15 Title:



Revision Summary

Revision Number Date Comments

R001 2013-03-27 Modified to explain the interfaces between L3 schedules and Proliance for Earned Value calculation.

R000 2013-01-31 Initial issue.

Reviewed and updated to reflect planning development and new governance structure.


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0004 R001 3 of 15 Title:



Table of Contents

Page

Revision Summary ........................................................................................................................ 2

1.0 PROGRAM DESCRIPTION ........................................................................................... 4

2.0 THE OVERALL PLANNING AND SCHEDULING PROCESS: ..................................... 4

3.0 SCHEDULE INTEGRATION .......................................................................................... 5

4.0 DEVELOPMENT OF WORK BREAKDOWN STRUCTURE (WBS) ............................. 6

4.1 Modification of the WBS ................................................................................................. 6

5.0 SCHEDULES BASELINE .............................................................................................. 6

5.1 Overall Program Schedules Baseline ............................................................................. 6 5.2 Contractor’s baseline schedules .................................................................................... 7 5.3 Milestone Management .................................................................................................. 7 5.4 Schedule Contingency ................................................................................................... 8

6.0 SCHEDULE CHANGE MANAGEMENT ........................................................................ 8

7.0 BASIS OF SCHEDULES DOCUMENTS ....................................................................... 9

8.0 SCHEDULE MONITORING AND CONTROL ................................................................ 9

8.1 Schedule reporting (metrics and reports) ..................................................................... 10

9.0 PROGRAM SCHEDULE MANAGEMENT AND CONTROLS GOVERNANCE .......... 10

Appendix A: Darlington Refurbishment Schedule Integration ................................................... 11

Appendix B: Darlington Refurbishment Work Breakdown Structure ......................................... 12

Appendix C: Key Program Milestones (as of January 1, 2013) ................................................. 14


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0004 R001 4 of 15 Title:



1.0 PROGRAM DESCRIPTION

Refer to Program Structure and Summary Plan NK38-PLAN-09701-10067-0001 as well as D-PCH-09701-10000, R001, Darlington Refurbishment Project Charter.

2.0 THE OVERALL PLANNING AND SCHEDULING PROCESS:

The overall planning and scheduling process can be represented in two major stages:

(a) Project Planning and Schedule Development, resulting in the formation of a Baseline Schedule

(b) Schedule Management, Monitoring, Analysis, Reporting, and Mitigation, resulting in regular periodic schedule updates

The planning process uses a top-down approach for schedule development and a bottom-up approach for schedule management.

The three levels of schedule hierarchy are outlined below; an overview of how the schedules interact with each other is included in Appendix A –Darlington Refurbishment Schedule Integration Overview.

Level 1 - Management Summary Level

The level 1 schedule provides a high-level management summary of the project. It will represent all Units, Phases, Bundles, Program and key project milestones.

The level 1 schedule is a roll up from the Level 2 Co-ordination and Control Schedule.

The schedule is prepared by OPG as part of the initial planning phase of the project and updated to reflect the progression of planning, i.e. as projects are better defined, the Level 2 Control and Co-ordination Schedule is updated.

Level 2 – Co-ordination and Control Schedule (C&C Schedule)

The level 2 schedule covers the scope of work by Phase, Unit USI, and Type of work and contains full Critical Path Method (CPM) logic. It is referred to as the C&C schedule, or, Control and Co-ordination schedule, as this is the schedule which will be used, at the Phase and Unit level, to track the overall schedule status of the Program. It will be updated and controlled by OPG and based on the Contractors detailed Level 3 Schedules. The following are some key features of the level 2 schedule:

Contains an adequate number of activities with realistic activity durations to clearly show the sequence and logic in performing all projects, within the Program, at the Phase and Unit level, in a systematic manner. It will include all interfaces between OPG and contractor, and or between contractors.


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0004 R001 5 of 15 Title:



Defines the Program critical path and activity total floats

Level 3 – Detailed Schedules

The level 3 detailed schedules will be prepared by the group executing the work, mainly suppliers and contractors, however, in some case by OPG where OPG is self-performing work. The schedule must be prepared in accordance with the Program’s Work Breakdown Structure (“WBS”) and coding guideline. This schedule contains the lowest level of detail required to manage and execute the work. It is structured in a way to allow summarizing of the activities in order to update the Level 2 C&C Schedule.

The Level 3 will include the full scope of each suppliers / contractor showing all interfaces with other contractors / OPG.

The Schedule will be resource loaded to the lowest level of the defined Resource Breakdown Structure as agreed by OPG.

The Schedule will define all long lead procurements.

After being captured as a baseline, the schedule will be regularly updated, providing the basis for status reporting, progress physical percent complete at the activity / Work Package Level, forecasting, and change management.

All supplier / contractor baseline schedules needs to be approved by OPG to ensure program milestones, WBS and scheduling guidelines and coding are followed.

Schedule variances and mitigation plans will be analyzed from the Level 3 schedule.

Daily, Weekly and Monthly look-ahead reports will be generated from Level 3 schedule.

This method will also be utilized where OPG is self performing the work

3.0 SCHEDULE INTEGRATION

All Contractors' Level 3 Schedules or OPG Functional detailed schedule are fully aligned, utilizing a common Work Breakdown Structure and coding guideline, and integrated in the overall C& C Schedule.

The C&C Schedule will be the program’s basis for measuring schedule progress.


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0004 R001 6 of 15 Title:



4.0 DEVELOPMENT OF WORK BREAKDOWN STRUCTURE (WBS)

As per PMI’s Practice Standard for WBS, second edition, Chapter 2: “The WBS subdivides the project work into smaller, more manageable pieces of work, with each descending level of the WBS representing an increasingly detailed definition of the project work. The planned work contained in the lowest level WBS components, which are work packages (WP), can be scheduled, cost estimated, monitored, and controlled.”

The WBS is subdivided to Bundles as related to Scope and aligned with contracting strategy.

Each work package (WP) is assigned an owner by the Project Management Team (PMT), called “Account Owner” (AO), who is accountable to the performance of the WP.

Every WP is represented with at least one activity in the C&C Schedule that integrates into Proliance for Earned Value calculations. The WP can be represented in Level 1, C&C and in the Detailed Level 3 schedule, as needed.

The WBS is controlled by the Program Management Office (PMO) Scheduling Group and is available from within Primavera Planner (P6). A visual copy of the WBS structure is included as Appendix B – Darlington Refurbishment WBS Structure.

4.1 Modification of the WBS

Modification of the WBS may be required for any new, removal of existing, or splitting of WBS elements.

All requests to modify the WBS shall be forwarded to the Scheduling Group who will update the master WBS structure and ensure a common implementation

5.0 SCHEDULES BASELINE

5.1 Overall Program Schedules Baseline

As project planning progresses in the Definition Phase of the Program, the overall Program Baseline will be updated and finally released, as Revision 0 (“zero”) at time of the Release Quality Estimate (RQE); October 15, 2015. However, the C&C Schedules will be prepared and issued as Revision A, B, C for the purpose of monitoring progress prior to RQE.

Revision A will be released after the initial setup of the C&C Schedules, further revisions will be issued as required as individual bundles passes through Gate 2 &3.


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0004 R001 7 of 15 Title:



5.2 Contractor’s baseline schedules

Contractor’s baseline schedules will be reviewed to ensure compliance with program milestones, WBS and Scheduling guideline and will be released for use and monitoring after OPG Review.

L3 Schedule variances and progress measurement will be based on the Contractor’s baseline schedules

5.3 Milestone Management

Milestones within the Program will be managed at various levels per the following:

All phases will be controlled by Program Milestones. Adherence to milestone timelines and definitions is essential to ensure a successful Refurbishment. Refer to N-MAN-00120-10001 Nuclear Refurbishment – Milestone Definition Framework for the following:

Milestone Tier Structure Milestone Numbering Nomenclature Common Milestone Definition Template Milestone Completion Progress Monitoring Quality Requirements for Milestone Deliverables Milestone Closeout and Document Retention Requirements

Milestone Tier Structure identifies Key Program and Project Control Milestones. The Tiers are linked to the level of the Organization that the Milestone is reportable to and the Approval Level required for any deviation to the Milestone

(a) Program Tier 1 - Commitments to the Board of Directors

Reportable to: EVP Nuclear Refurbishment

Definition: Milestones that are commitments to the Board or decisions at Board Level.

Example: RQE Release Quality Estimate, and Unit Start/Finish dates

(b) Program Tier 2 – Critical Impact

Reportable to: EVP Nuclear Refurbishment

Definition: Milestones that are critical to the Program, normally documented in Phased based Program BCS’s per Release Strategy.

Example: CNSC Approval of ISR


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0004 R001 8 of 15 Title:



(c) Program Tier 3 – Program Controls

Reportable to: SVP Direct Reports

Definition: Milestones that manage the health of the Program and keep it on track.

Example: All Projects Scope Freeze/Detailed Eng. Finished

(d) Project Tier 4 – Project Gates

Reportable to: VP Refurbishment Execution

Definition: Project Gates (checkpoints of project preparation progress at which funding is released for the next phase).

Example: G0 Project Scope Approval, G3 Definition Phase

(e) Project Tier 5 – Standard Project Milestones & Project Manager Milestones

Reportable to: Project Manager

Definition: Milestones that are within the gated process and are specific to the project life cycle.

Example: Turbine Generator Project Charter Approved (CHR), Management Plans completed, Project Long Lead Materials

Appendix C – Key Program Milestones provides a listing of the Tier 1 and 2 Program level milestones.

5.4 Schedule Contingency

Schedule contingency will be managed according to the Darlington Refurbishment Risk Management Plan, NK38-PLAN-09701-10067-Sht 0006.

6.0 SCHEDULE CHANGE MANAGEMENT

Changes to the baseline scope will be managed through a formal Change Control process as per the Program Cost Management Plan, N-MAN-00120-10001-PC-R000 and implemented at all levels of schedule.


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0004 R001 9 of 15 Title:



7.0 BASIS OF SCHEDULES DOCUMENTS

Contractors must issue a basis of schedule document with the submission of the baseline schedule. The document must include the following:

Summary description of the scope and main deliverables

List of all Project/Payment milestones and key dates

WBS / Primavera files structures and integration

Coding structures for generating the various Schedules layouts

Calendars used with the various activities

Productivity rates / Assumptions

Benchmarking to similar projects for duration assumption

Progress measurement process for all work packages

Regular scheduling reports

8.0 SCHEDULE MONITORING AND CONTROL

The contractor’s / OPG Level 3 Schedule will be updated regularly using OPG guidelines. During the planning phase, schedules will be updated at least once per month; during execution, that will increase to as frequently as needed to manage the schedule, i.e. critical path activities may be updated daily, near critical path activities weekly, and others monthly.

Variance / critical path analysis, and percent complete at the work package level will be prepared for every schedule on a monthly basis.

OPG will assign a single point of contact or SPOC for each schedule; the SPOC will review the contractor’s schedule and prepare highlights of issues / corrective actions required and take appropriate steps working through the project team and the contractor to resolve.

The Level 3 will be summarized in order to update the Coordination and Control schedule.

Overall program variance / critical path analysis will be prepared from the C&C Schedule by OPG’s Program Management Office (Project Planning and Controls).

Forecast dates at the work package level and percent complete will be integrated with the Earned Value Software (“Proliance”) from L3 Schedules prepared by contractors or OPG, if they self performed the work.


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0004 R001 10 of 15 Title:



8.1 Schedule reporting (metrics and reports)

Various reports and Metrics will be generated and published on the Program’s website within SharePoint.

9.0 PROGRAM SCHEDULE MANAGEMENT AND CONTROLS GOVERNANCE

Additional information, based on the Project Management Standard (N-STD-AS-0028), on the schedule management processes utilized by the Refurbishment Program can be found within the Project Management E-Manual (N-MAN-00120-10001, chapter or sheet “SCH”).


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0004 R001 11 of 15 Title:



Appendix A: Darlington Refurbishment Schedule Integration

Level 3 Schedules Level 0, 1, 2

Risk Management

Estimating and Cost Control

Change Management

Prepare Level 3 Schedules following OPG WBS/Coding/Scheduling management guidelinePrepare basis of schedule documents/progress measurement proceduresCode Level 3 activity to allow roll up to the required Level 2 detailsProvide physical % complete to Level 3 activity and roll up to work package level (WP)Prepare Level 3 Schedule variance analysisPrepare level 3 Critical Path analysis

External Contractor

OPG (for OPG Managed Scope)

The Control & Coordination Schedule (C&C) Integrated Master Schedule

Schedules Integration

OversightQuality check all Level 3 Schedules

Monthly update Level 2 activity based on ALL Level 3 schedulesPrepare overall Program Critical Path analysisProvide Level 2 Schedule variance analysisProvide Percent Progress Complete by Work Package

OPG

Proliance for Earned Value Caluclation


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0004 R001 12 of 15 Title:



Appendix B: Darlington Refurbishment Work Breakdown Structure

CONFIDENTIAL - FOR INTERNAL USE ONLYDarlington Refurbishment ProgramWork Breakdown Structure (WBS)REV 0 31-Jan-2013

Page 1 of 2

Darlington Refurbishment Program

Bundle 1 Bundle 2 Bundle 3Functional Deliverable

OPG Oversight & Integration Deliverable (Bundle Management)

Sub Bundle Sub BundleExecution Management

Division AProject Controls

Division B

UC U2 U1 U3 U4 UC U2 U1 U3 U4 UC U2 U1 U3 U4 UC U2 U1 U3 U4 UC U2 U1 U3 U4

Engineering Deliverable

Procurement Deliverable

ExecutionTesting &

CommissioningClose Out

Deliverable

Preliminary Engineering

Detailed Engineering

Group of Systems/Tools

Series


Series


Series

Group of Systems/Tool

Series

System A/Series X

System B/Series Y

WP1

WP2

See Page 2

“Scenario B”

“Scenario A”


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0004 R001 13 of 15 Title:



CONFIDENTIAL - FOR INTERNAL USE ONLYDarlington Refurbishment ProgramSchedules Integration with WBSREV 0 31-Jan-2013

Page 2 of 2

Work Package

Schedule Level 0

Schedule (C&C) Level 2

Schedule Level 3

Level 2 ID

WP1

“Scenario A”

Work Package

Schedule Level 0

Schedule (C&C) Level 2

Schedule Level 3

Level 2 ID A

WP2

Level 2 ID B

Level 2 ID C

Activity X

Activity Z

L2 ID A

“Scenario B”

Control Account

Work Package

Work Package

Work Package

At the Work Package level budget and % progress will be calculated

WP1

WP2

WP3

CA

At the Control Account level

SPI/CPI will be calculated

Actual Spent

Activity Y

L2 ID Summary

WP Summary

WP Summary


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0004 R001 14 of 15 Title:



Appendix C: Key Program Milestones (as of January 1, 2013)

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Plan



0004 R001 15 of 15 Title:



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OP3050 U3 Long Lead Materi:>ls kloolilied ,23-Feb-2010' OP3055 U3 Project DEtailed Engi-oe"';ng Fnshed (Desgn ModkaOOn DooJnoots Firished) I 23-NtJ,.-2018'

0P3070 U3 ....... k Packages Assessng Gorrplele 28-0ec-201B'

OP3060 U3 Rel\.ril Rm<i...".. ----+1 28-J:n-2019' 0P3100 U3 IrOIiai Sla!;e Ml1enals & Trot<; on Site 28-0<:1-2019' Un~ 4 Out3ge Prep Ke-y Dales 0&-Aug-20 19 O&-Apr-2021

OP4040 U4 Long Lead Materi:>ls kloolilied ----li"'""'""~ "',. OP4055 U4 Project DEtailed Engi-oe"';ng Fnshed (Desgn ModkaOOn DooJnoots Firished) 1OG-M.y-202U'

OP4070 U4 ....... k Packages Assessng_Gorrplele 06-Joo-2020' OP4100 U4 lnilial Stao.;e Ml!OO35 & Tools on Site OS-Apr-2021'

Outage Execution Key Dates I!>-Od-2016 27-Feb-2024 Un~ 2 Refurb 1!>-Ocl-2016 24-Oec-2019

U4 FtII PIH/", & Handove< !oDNGS

Program Closeout Key Dates CL1M DR Ptogam Frul Accepta....,

I!>-Oct-2016'

15-Dec-2024

24-Oec-2019'

3O-Nov-2022'

27-Feb-2024'

1!HJec-2024

1!>-Dec-2024"


Documents

Filed: 2013-09-27 EB-2013-0321 Ex. D2-2-1 Internal Use ... · NK38-PLAN-09701-10067 ... The level 1 schedule is a roll up from the Level 2 Co-ordination and Control Schedule