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Project Deliverables: Lifecycle & Stage Gates
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PMM Deliverables Section 03 - Project Lifecycle and Stage Gates Deliverables Stage Deliverable Description Responsible Party Informed Party Stage Reference Gate Code Code Defines project objectives, Project PMM- Stage Scope of Work boundaries, and Manager PMO, Sponsor 004-FYP- Gate Outline key success (PM) 010-040 1 criteria. High-level project timeline PMM- Stage Project Team, Level 1 Schedule showing phases Scheduler 004-FYP- Gate Sponsor and key 020-040 1 milestones. Rough estimate PMM- Stage Class 5 Cost Cost Finance, with accuracy of 004-FYP- Gate Estimate Engineer Sponsor -50% to +100%. 020-020 1 Steps for acquiring land, Land PMM- Stage PM, Legal Stage 2: Initial Land Acquisition including legal Acquisition 008-SCO- Gate Strategy Team Planning and financial Manager 030-060 2 aspects. Identifies key PMM- Stage Stakeholder stakeholders Stakeholders, PM 008-SCO- Gate Engagement Plan and engagement PMO 030-070 2 strategies. Early-stage PMM- Stage Conceptual Design Design PM, design sketches 008-SCO- Gate (10%) Consultant Engineering and layouts. 030-070 2 Evaluates project impact Environmental PM, PMM- Stage on the HSE Impact Environmental 008-SCO- Gate environment Manager Assessment (EIA) Authority 030-070 2 with mitigation strategies. Stage 1: Project Registration Stage Deliverable Description Responsible Party Informed Party Defines procurement Procurement PM, Finance, method and risk Team Contracts allocation. Identifies Updated Risk project risks, Risk PM, PMO, Assessment/Regist impact, and Manager Sponsor er mitigation. Procurement document Stage 3: Procurement, RFP for Design outlining project PM Tender for Legal design Design requirements. Approval for HSE PM, Approved EIA environmental Manager Authorities compliance. Updated Level 1 Detailed project PM, Project & 2 Design schedule Scheduler Team Schedules updates. Evaluation criteria and Tender Package & procurement Bid Evaluation Procurement PM, Legal package for Plan consultant selection. Preliminary (30%) and near30% & 90% Design PM, final (90%) Stage 4: Design Design Packages Consultant Engineering design deliverables. Identifies costConstructability & saving and Engineering Value Engineering PM, Sponsor efficiency Team Reviews improvements. Issued for Final approved Design PM, Construction design for Consultant Contractors (IFC) Design execution. Stage 5: RFP for Defines scope, Procurement, PM Tender for Construction requirements, Legal Construction Project Procurement Strategy Stage Reference Gate Code Code PMM- Stage 007-INT- Gate 020-020 2 PMM- Stage 007-INT- Gate 020-030 2 PMM- Stage 016-PRO- Gate 030-010 3 PMM- Stage 008-SCO- Gate 030-070 3 PMM- Stage 010-SCH- Gate 020-030 3 PMM- Stage 016-PRO- Gate 040-006 3 PMM- Stage 008-SCO- Gate 030-070 4 PMM- Stage 007-INT- Gate 040-020 4 PMM- Stage 008-SCO- Gate 030-070 4 PMM- Stage 016-PRO- Gate 030-010 5 Stage Deliverable Description Responsible Party Informed Party Stage Reference Gate Code Code and contract terms. Assessment of PM, PMM- Stage Contractor Precontractor Procurement Evaluation 016-PRO- Gate Qualifications capabilities. Committee 040-006 5 Finalized PMM- Stage Construction Contracts contract for PM, Finance 016-PRO- Gate Contract Manager execution phase. 040-050 5 Execution strategy, PMM- Stage Construction PM, HSE, Stage 6: logistics, and Contractor 007-INT- Gate QA/QC Construction Management Plan risk 060-010 6 management. Defines QA/QC PMMConstruction Stage process, PM, QA/QC, 012Quality Contractor Gate inspections, and Sponsor QUAManagement Plan 6 material testing. 010-020 Regular status PMMStage updates with PM, Sponsor, 014Progress Reports Contractor Gate performance QA/QC COM6 data. 130-020 Changes to PMM- Stage Variation Orders Sponsor, scope, schedule, PM 007-INT- Gate (VOs) Contracts or budget. 060-060 6 Equipment Confirms PMMStage Factory equipment PM, 012QA/QC Gate Acceptance Test quality before Engineering QUA6 (FAT) Certificates installation. 020-040 Updated PMM- Stage Revised Bill of material and Cost PM, Finance, 011-COS- Gate Quantities (BOQ) service Engineer Sponsor 040-030 6 quantities. Testing & PMM- Stage Stage 7: Verifies system Commissioning Contractor PM, QA/QC 008-SCO- Gate Testing & functionality. Records 060-010 7 Commissioning Training for PMM- Stage O&M Training PM, operations staff O&M Team 008-SCO- Gate Plan Operations on asset use. 060-010 7 Stage Deliverable Stage 8: Handover & Closeout Stage Gate Reviews Description Responsible Party Informed Party Stage Reference Gate Code Code PMM- Stage 008-SCO- Gate 060-010 7 PMM- Stage 008-SCO- Gate 060-040 8 Inventory of Spare Parts List spare parts for Contractor PM, O&M maintenance. Guarantees and Warranty defect liability Contractor PM, O&M Documents coverage. Finalized site PMM- Stage condition plans PM, GIS As-built Drawings Contractor 008-SCO- Gate postTeam 060-010 8 construction. Summary of PMM- Stage Final Safety HSE PM, Sponsor, workplace 017-HSE- Gate Incident Records Manager Operations safety incidents. 030-050 8 Settles PMM- Stage Resolution of outstanding Contracts PM, Finance 016-PRO- Gate Commercial Items contractual Manager 100-040 8 issues. Ensures all Stage Gate stage PMF-006PMO PM, Sponsor Review Checklist requirements GOV-037 are met. Objective Supporting Sponsor, PMF-006Evidence of Stage documents for PM Review GOV-038 Completion approval. Committee Sponsor’s Formal Approval authorization PM, Project PMF-006of Stage Sponsor for project Team GOV-038 Completion continuation. Section 04 - Five-Year Projects Portfolio Planning Deliverables Table Section Deliverable 4.1 Initiate Projects Infrastructure Supply and Responsible Informed Party Party Identifies existing Cluster Strategic Cluster and future project Planning Projects GM needs based on Manager Description Section Portfolio at Cluster Level Deliverable Description Demand Analysis strategic objectives. Initial Project Identification Report Lists potential projects for consideration. Responsible Party Informed Party Capital Projects Cluster Projects Strategic GM Planning GM Assesses project Cluster Strategic feasibility and Cluster Planning strategic Senior GM Manager alignment. Provides financial, Capital technical, and Strategic Projects Initial Business economic Studies Strategic Case justification for Manager Planning each project. GM Provides an earlystage cost estimate Cluster Class 5 Cost Cost Engineer for proposed Projects GM Estimate projects. Capital Evaluates projects Cluster Strategic Projects 4.3 Screen NWC Project Strategic against national Planning Strategic Initial Projects objectives and key Assessment Manager Planning Portfolio drivers. GM Assesses Capital investment risks in Projects Project Risk Cluster Risk financial, Strategic Potential Section Head operational, and Planning Assessment business domains. GM Capital Summarizes Projects Cluster Projects Project Business investment case Strategic and justifies GM Case Report Planning funding. GM Capital Combines 4.4 Develop Cluster Strategic Projects screened projects Draft FYPPP & Draft Cluster Planning Strategic into an initial fiveSubmit for FYPPP Manager Planning year portfolio. Review GM 4.2 Develop & Cluster Project Confirm Initial Prioritization Cluster Projects Report Portfolio Section Deliverable Description Project Prioritization Matrix Ranks projects based on feasibility, alignment, and impact. Draft NWC FYPPP Consolidates all cluster FYPPP plans for HQ approval. 4.5 Update FYPPP & Final Cluster Prepare Annual FYPPP Capital Works Plan 4.6 Develop Final FYPPP & Submit for Budget Approval 4.7 Five-Year Projects Portfolio Variation Control Responsible Party Portfolios Strategic Planning & Spending Efficiency Director Informed Party Capital Projects Strategic Planning GM Capital Projects CAPEX Strategic Panel Planning GM Integrates CAPEX Cluster Strategic Panel feedback and Cluster Planning finalizes five-year Senior GM Manager projects. Capital Projects Cluster Projects Strategic GM Planning GM Cluster Annual Capital Works Plan Lists the projects planned for execution in the upcoming year. Final NWC FYPPP & Annual Capital Works Plan Consolidates Capital Projects cluster plans into a CAPEX Strategic final NWC Panel, MOF Planning GM submission. MOF Budget Approval Request Submits the FYPPP and Annual Plan for government funding approval. Documents any FYPP Variation major changes to the approved Request FYPPP. Impact Assessment Report on FYPPP Variations Evaluates the impact of requested variations on budget, timeline, and priorities. Capital Projects & Technical MOF Services VP Cluster Projects CAPEX GM Panel Capital Capital Projects Projects & Strategic Technical Planning GM Services VP Section 4.8 Key Performance Indicators (KPIs) Deliverable FYPPP KPI Report Description Responsible Party Tracks portfolio performance against defined success metrics. NWC Project Manager Standard template for developing business cases for proposed projects. Ensures that all PMF-004-FYP- required information is 005 Draft FYPPP Checklist included in the Draft FYPPP. PMF-004-FYP4.9 Attachments 001 Business & Templates Case Template PMF-004-FYP010 Project Prioritization Template PMO Team Informed Party Capital Projects Strategic Planning GM Cluster Projects GM Capital Projects CAPEX Strategic Panel Planning GM Provides criteria Strategic for ranking and Planning selecting projects. Manager Capital Projects Strategic Planning GM Section 05 - Project Team Management Deliverables Table Section Deliverable 5.1 Project Management Team Roles Project Organization Chart Cluster Project Team Assignments HQ Project Team Assignments Description Responsible Party Informed Party A diagram outlining all project roles and Project PMO GM their reporting Team relationships. Defines responsibilities for Strategic Cluster Project GM, Cluster Planning Engineering Projects GM Director Manager, Scheduling Manager, etc. Covers HQ-based Capital roles such as PMO PMO GM Projects VP GM, Risk Manager, Section Deliverable 5.1.3 Second Design Parties Projects Consultant Team Roles Selection Supervision Consultant Appointment Contractor Mobilization Plan 5.2 Responsibility Assignment Matrix (RAM) Responsibility Assignment Matrix (RAM) Document Master RACI Matrix 5.3 Key Performance Indicators (KPIs) Project Team Performance KPIs PMF-005-TEA100 5.4 Attachments Responsibility & Templates Assignment Matrix RAM Description Responsible Party Engineering Director, etc. Engages design consultants for Contracts engineering and Manager planning. Ensures oversight and Contracts compliance of Manager contractor execution. Defines contractor responsibilities and Contractor mobilization strategy. Defines accountability using RACI (Responsible, PMO GM Accountable, Consulted, Informed) format. High-level projectwide matrix detailing PMO GM task ownership. Defines team productivity, response time, issue PMO GM resolution metrics, etc. Official template for defining team responsibilities. PMO Team Informed Party Cluster Projects GM PM, PMO GM PM, Supervision Consultant Project Team NWC HQ, Cluster Teams N/A Cluster Projects GM Section 06 - Project Governance Management Deliverables Table Informed Party Ensures external Capital 6.1 Enterprise and internal Strategic Projects Environmental EEF & OPA factors are Studies Strategic Factors & Review Report reviewed semiManager Planning Organizational annually. GM Process Assets Tracks regulatory Capital External requirements Compliance & Projects & Regulations impacting Risk Manager Technical Compliance projects. Services VP Report Cluster Asset Capital Justifies project 6.2 Project Management & Projects & Project Business need, funding, Initiator and Operation Technical Case and feasibility. Sponsor Excellence GM Services VP Ensures financial Capital Projects & Project Sponsor backing and PMO GM governance Technical Approval oversight. Services VP Assesses longCluster 6.3 End User Whole-Life term costs and Cost Engineer Projects GM Requirements Costing Report benefits. Capital Ensures Operations & Projects operational O&M Expert Maintenance Strategic Review Records feasibility and GM Planning maintainability. GM Tracks changes Capital and 6.4 PMM Updates Projects & PMM Review improvements in PMO Team & Continuous Technical Checklist governance Improvement Services VP processes. Documents governance Continuous PMM process Improvement PMO GM Improvement Specialist Request Register improvement requests. Section Deliverable Description Responsible Party Section 6.5 Control of Project Management Documents Deliverable Description Responsible Party Document Project Maintains secure Control Document project records. Manager Control Register Ensures proper Document indexing and Control tracking of Manager project records. Defines roles, 6.6 Control Responsibilities authorities, and PMO GM Responsibilities & Assignment accountability Authorities Matrix (RAM) using RACI. Formal approval Delegation of for transferring PMO GM Authority responsibilities. Record Documents Capital Authorized official Projects & 6.7 Management Representative representatives Technical Representative List for governance. Services VP Provides Review Meeting structured 6.8 Management governance PMO GM Agenda & Review oversight Minutes meetings. Centralized Tracks personnel 6.9 Human Register of assignments and HR Manager Resources Project Team history. Centralization Members Ensures Training & continuous HR Manager Induction learning and Records competency. Maintains a list of 6.10 pre-qualified Procurement Approved Infrastructure contractors and GM Supplier List Requirements consultants. Ensures safe and Workplace 6.11 Work compliant work HSE Manager Compliance & Environment environments. Safety Report Document Numbering System Informed Party PMO GM NWC Projects Team Project Team Cluster Projects GM PMO GM Capital Projects & Technical Services VP PMO GM NWC Projects Team Cluster Projects GM Cluster PMO Manager Section 6.12 PMM User Feedback 6.13 Internal Audit 6.14 Monitoring PMM Processes 6.15 Stage Gate Review 6.16 Project Management Data Analysis Deliverable Description Responsible Party Informed Party Captures Continuous PMM Feedback stakeholder inputs Improvement PMO GM for system Register Lead improvements. Establishes periodic Cluster Cluster Internal governance Audit Manager Projects GM Audit Schedule compliance audits. Capital Documents Projects findings and Internal Audit Audit Manager Strategic corrective Report Planning actions. GM Measures governance PMM KPI KPI Lead PMO GM efficiency and Report effectiveness. Project Ensures projects Team, meet Capital Stage Gate requirements PMO GM Projects & Review Checklist before moving Technical forward. Services VP Uses data-driven Continuous Center of insights to Project Data Improvement Excellence Analytics Report improve Specialist Director governance. Section 07 - Project Integration Management Deliverables Table Section 7.1 Develop the Project Charter Deliverable Project Charter Description Responsible Party Informed Party Defines project Business Unit objectives, scope, Cluster Construction and key Projects GM Director stakeholders. Section Deliverable 7.2ation Management Integration Management Plan Integrations in Tender Documents 7.3 Develop the Project Man Project Management Plan (PMP) Plan Approvals & Updates Description Responsible Party Informed Party Cluster NWC Project Technical Manager Services Director Describes how project components will be coordinated. Ensures integration Cluster aspects are Projects GM included in procurement. Comprehensive NWC Project plan covering all Manager project phases. Ensuins relevant Cluster through project Projects GM lifecycle. Official document Project Site confirming site Handover readiness. Committee 7.4 Site Handover & Work Siteort Commencement Work Records key NWC Project Commencement discusssions. Manager Meeting Minutes 7.5 Conduct NWC Project Kickoff Meeting Out objectives Project Kickoff and topics. Manager Agenda Meeting Summarizes key Kickoff Meeting discussions and NWC Pr Minutes action items. Defines execution 7.6 Direct & strategnd NWC Project Project Manage Project Manager Execution Plan monitoring Execution mechanisms. Captures 7.7 Manage Lessons Learned knowledge from NWC Project Project past projects for Manager Register Knowledge fuent. Documents best Quarterly NWC Project Lessons Learned practices and Manager project insights. Report Manages scope, Variation NWC Project 7.9 Variation cost, and schedule Request & Manager Control Approval Form changes. Technical Evaluation Committee Cluster PMO Manager PMO GM Cluster Projects GM Cluster Senior GM Cluster Risk Section Head Cluster Projects GM Cluster Technical Services Director Cluster PMO Manager PMO GM Cluster Cinistration Section Head Section 7.10 Close the Project Deliverable Description Summarizes Project Closeout project performance and Report outcomes. Ensures all Final Handover deliverables are transferred to Checklist operations. Responsible Party Informed Party NWC Project Business Unit Manager Construction Cluster Scheduling & PMO GM Control Manager Section 08 - Project Scope Management Deliverables Table Section Deliverable Description Responsible Party Informed Party Defines how project scope will Cluster 8.1 Plan Project Project Scope be defined, NWC Project Technical Scope Management controlled, Manager Services Management Plan validated, and Director communicated. Establishes the Cluster Cluster 8.2 Define Project Scope detailed description Engineering of the project Projects GM Project Scope Statement Manager scope. Summarizes the NWC Project Technical Design Basis technical basis for Manager Services GM Report the project design. Cluster 30% Design Early-stage design Design Technical Package (EPC package to define Consultant Services & DBB technical scope. Director Projects) Comprehensive Capital 90% & 100% engineering Design Projects Design designs for final Consultant Strategic Packages project approval. Planning GM Hierarchical 8.3 Create the Work Cluster breakdown of NWC Project Work Breakdown Scheduling project Manager Breakdown Structure Section Head deliverables. Structure (WBS) (WBS) Section 8.4 Control Scope Deliverable Description Ensures WBS is WBS Approval integrated with & Upload to scheduling Primavera P6 software. Formal request for Scope Change any project scope Request (SCR) changes. Scope Change Peer Review Report Responsible Party Supervision Consultant Relevant Stakeholder Engineering team Cluster review and Technical validation of scope Services changes. Director Informed Party Cluster Scheduling & Control Manager NWC Project Manager Cluster Asset Management & Operation Excellence Director Assesses impact of Cluster Cost proposed scope Cluster Risk Estimation change on schedule Section Head Specialist and cost. Integrates Cluster Approved NWC Project Document Scope Change approved variations into Manager Control Section & Updated project plans. Head PMP Defines testing 8.5 Testing & T&C Plan & procedures and Supervision Contractor Commissioning Method performance Consultant (T&C) Statement validation criteria. Documents T&C Cluster T&C Working findings from Working Projects GM Group Report commissioning Group activities. Confirms that Capital Initial Initial 8.6 Initial Projects & Acceptance & project scope has Acceptance Acceptance & been completed as Technical Handover Committee Handover per contract. Services VP Certificate Lists remaining Snag List & issues requiring Supervision NWC Project Rectification correction before Consultant Manager Reports final acceptance. Allows partial Partial Initial project acceptance Cluster 8.7 Partial Initial Contractor Acceptance in cases of phased Projects GM Acceptance Request delivery. Scope Impact Analysis Report Section Deliverable Description Responsible Party Marks the formal Final completion and Acceptance transfer of project Committee ownership. Ensures all Final Snag List outstanding issues Supervision & Closeout are resolved before Consultant Report handover. Tracks compliance Scope 8.9 Key with scope Management KPI Lead Performance definition and Performance Indicators (KPIs) control policies. Report Standard procedure 8.10 Attachments Design Review for evaluating PMO Team design & Templates Guidelines deliverables. Links project Requirements requirements to Design design and Traceability Consultant Matrix (RTM) execution deliverables. 8.8 Final Acceptance of Project Scope Final Acceptance & Handover Certificate Informed Party Capital Projects & Technical Services VP NWC Project Manager PMO GM Cluster Projects GM NWC Project Manager Section 09 - Project Value Engineering Deliverables Table Section 9.1 What is Value? Deliverable Value Definition Report 9.2 What is Value VE Policy Engineering? Document 9.3 Value Engineering VE Application Criteria Report Description Responsible Informed Party Party Defines how value Cluster is measured in Value Technical terms of cost, Engineering Services function, and Director Director performance. Establishes VE Capital Value principles and Projects & Engineering project application Technical Director criteria. Services VP Defines when and Cluster Cluster how VE should be Projects Value applied (e.g., GM Section Deliverable Description projects >SAR 20M). Lists qualified specialists, 9.4 Value VE Study Team consultants, and Engineering Study Roster certified experts Team for each project. Describes the internationally 9.5 Value VE Methodology recognized sixEngineering Study Guide step job plan for Process VE studies. Documents workshop results, 9.6 Conduct Value VE Workshop cost savings, and Engineering Study Report selected value alternatives. Integrates approved value Approved VE solutions into Study Recommendations design and execution. Confirms integration of VE 9.7 Implement VE VE recommendations Study Implementation into project Recommendations Report design. Tracks implementation 9.8 Monitor and VE Progress status, savings Control VE Monitoring achieved, and Implementation Report quality impact. Application Opportunities Responsible Informed Party Party Engineering Specialist Cluster Value Technical Engineering Services Director GM VE Facilitator Cluster Value Engineering Specialist Cluster VE Specialist NWC Project Manager Cluster Technical Services Director Design Consultant Design Consultant Value Engineering Director Cluster Value PMO GM Engineering Specialist Contractor VE Proposal Report Allows contractors to suggest costContractor saving alternatives during execution. Supervision Consultant, NWC Project Manager 9.10 Value Engineering Key VE KPI Report Performance Indicators (KPIs) Measures VE effectiveness using KPI Lead cost avoidance, ROI, and Technical Services GM 9.9 Value Engineering Variation Proposals Section Deliverable Description Responsible Informed Party Party alternative acceptance rates. PMF-009-VEN9.11 Attachments 002 Cluster VE & Templates Section Head Responsibilities PMF-009-VEN007 VE Study Request PMF-009-VEN009 VE Study Report Defines roles and Cluster responsibilities for PMO Team Projects VE specialists. GM Cluster Technical Services Director Capital Official Value Projects documentation of Engineering Strategic findings and Director Planning recommendations. GM Standard template NWC for requesting VE Project studies. Manager Section 10 - Project Schedule Management Deliverables Table Section Deliverable 10.1 Plan Project Schedule Management Project Schedule Management Plan 10.2 Schedule Management for Initial Planning Description Responsible Party Informed Party Defines scheduling Cluster policies, NWC Project Scheduling methodologies, Manager Section Head tools, and tracking mechanisms. High-level schedule covering Cluster Level 1 Project all project phases, Scheduling PMO GM Schedule milestones, and Section Head major tasks. Official approval Schedule NWC Project Cluster of the Level 1 Approval Manager Projects GM Schedule by Record Section 10.3 Schedule Management for Procurement 10.4 Schedule Management for Design 10.5 Schedule Management for Construction, Testing & Commissioning, and Handover Deliverable Description Responsible Party Informed Party project stakeholders. Defines timelines for procurement of Cluster Procurement Procurement design, Scheduling Manager Schedule construction, and Section Head key materials. Detailed design Cluster Technical Level 3 Design schedule used for Design execution Consultant Services Schedule tracking. Director Approved Level HQ and Cluster- Cluster level approval of Scheduling PMO GM 3 Design design schedule. Section Head Schedule Design Schedule Updates & Progress Tracking Report Tracks actual design progress versus planned progress. Design Consultant Cluster Projects GM Recovery Schedule (If Needed) Alternative schedule if project Design delays exceed Consultant approved tolerances. NWC Project Manager Level 1 Construction Schedule High-level construction NWC Project Cluster schedule used in Manager Projects GM tender documents. Level 3 Construction Schedule Construction Schedule Updates Detailed schedule submitted by the Contractor contractor postcontract award. Weekly updates showing actual progress in Contractor comparison to the baseline. Supervision Consultant, PMO GM Cluster Scheduling & Control Manager Section Deliverable Recovery Schedule (If Needed) 10.6 Schedule Schedule Performance & Key Performance Performance Reports Indicators (KPIs) Schedule Compliance Dashboard Description Delay mitigation plan approved by NWC but not considered a new baseline. Tracks progress, delays, and compliance with scheduling standards. Visual representation of schedule adherence. Responsible Party Informed Party Contractor Cluster Projects GM KPI Lead Cluster Technical Services Director Scheduling & PMO GM Control GM PMF-010-SCHTracks 003 procurement Procurement Cluster 10.7 Attachments & Procurement milestones for key Manager Projects GM Templates Schedule for materials. Critical Materials PMF-010-SCHShort-term Supervision 005 Two Weeks planning tool for Contractor Consultant Lookahead detailed tracking. Schedule PMF-010-SCH- Ensures schedule Cluster quality and Cluster 010 Schedule Scheduling compliance with Projects GM Review Section Head requirements. Checklist Section 11 - Project Cost Management Deliverables Table Section Deliverable Project Cost 11.1 Plan Project Management Cost Management Plan Description Defines processes for estimating, budgeting, Responsible Party Informed Party Cluster Cost NWC Project Control Manager Section Head Section Deliverable Description Responsible Party Informed Party monitoring, and controlling costs. Ensures costCost Requirements & related factors are NWC Project Cluster incorporated into Technical Manager Projects GM tender Evaluation documents. Report Provides a feasibility-level 11.2 Cost Cluster Cost estimate for Cluster Management Class 4 Cost Estimation early-stage Projects GM During Initial Estimate Specialist business case Planning development. Preliminary cost Capital Cost Class 3 Cost estimate based on Projects Estimation Estimate for 30% design Strategic Manager EPC Projects completion. Planning GM Ensures cost 11.3 Cost Cluster Cost Pre-Tender Cost alignment before Technical Management Estimation Estimate (Class design contract Services GM During Tender for Specialist 2 / Class 3) award. Design Provides updated 11.4 Cost Class 3 Cost cost estimates Design Cluster Management Estimate (30% based on early- Consultant Projects GM During Design Design) stage design. Stage Provides nearCapital Class 2 Cost final project cost Design Projects Estimate (90% estimate before Consultant Strategic Design) execution. Planning GM Assesses Cost Impact financial impact Cost Cluster Risk Analysis for of scope/design Engineer Section Head Design Changes modifications. Determines final 11.5 Cost Construction construction cost NWC Project Technical Management Cost Estimate based on Manager Services GM During Tender for (Class 2) approved BOQ. Construction 11.6 Cost Control Revised Bill of Updates Cluster During construction Contractor Quantities Projects GM Construction, costs based on (BOQ) Testing & Section Commissioning, and Handover 11.7 Payments During Construction & Handover 11.8 Monitor & Control Budget & Cashflow Deliverable Description Responsible Party Informed Party approved variations. Evaluates Approved Cost Control Variation Order financial PMO GM implications of Section Head Cost Impact project changes. Report Ensures financial Cluster Business Unit Updated data is reflected Scheduling Construction Primavera P6 & in NWC’s project Section Head Director ENJAZ System systems. Approves Supervision consultant Cluster Cost NWC Project Consultant invoices for Control Manager Invoice monitoring and Section Head Approval QA/QC services. Reviews and approves Contractor NWC Project Cluster contractor Invoice Manager Finance GM payments based Processing on progress. Tracks budget Capital variances, cost Projects Project Cost KPI Lead Strategic Metrics Report forecasts, and cash flow. Planning GM Ensures BOQ is aligned with cost NWC Project Cluster Approved First estimates within Manager Projects GM Revised BOQ 90 days of site handover. Cost Performance 11.9 Key Index (CPI) & Performance Estimate at Indicators (KPIs) Completion (EAC) PMF-011-COS11.10 Attachments 001 Cost & Templates Estimating Guidelines Measures financial efficiency and cost trends. KPI Lead PMO GM Official guidelines for preparing cost estimates. PMO Team Cluster Projects GM Section Deliverable Description Responsible Party Informed Party PMF-011-COSStandardizes cost Cluster Cost 022 Cost NWC Project control Control Control Manager procedures. Section Head Reporting Guidelines Template for PMF-011-COSrequesting Cluster 027 Advance contractor Contractor Finance GM Payment advance Request Form payments. Section 12 - Project Quality Management Deliverables Table Section 12.1 Plan Project Quality Management 12.2 Perform Quality Assurance Deliverable Description Responsible Party Informed Party Defines how quality will be managed, Cluster Project Quality monitored, and NWC Project Technical Management controlled in design Manager Services Plan (PQMP) and construction Director phases. Ensures quality Quality Requirements in criteria are integrated NWC Project Cluster into design and Manager Projects GM Tender construction tenders. Documents Capital Documents proactive Quality QA Section Projects & Assurance Plan quality assurance Head Technical activities. (QAP) Services VP Method Statement Development & Approval Inspection and Testing Plan (ITP) Ensures processes are documented before execution. Contractor Supervision Consultant Defines inspections, QA Section test procedures, and Head acceptance criteria. NWC Project Manager Section 12.3 Perform Quality Control Deliverable Description Informed Party Periodic Quality Evaluates Supervision compliance with PMO GM Inspections & Consultant quality requirements. Audits Lessons Learned Documents qualityBusiness Unit related performance NWC Project Report on Construction insights for future Manager Quality Director improvements. Management Cluster Defines quality Cluster QA Technical Quality Control control measures at Section Head Services Plan (QCP) construction sites. Director Ensures materials Material Supervision meet specifications Contractor Approval Consultant Request (MAR) before use. Documents quality Material NWC Project checks on materials Contractor Inspection Manager Request (MIR) before installation. Verifies that Supervision Cluster Work Inspection construction work Consultant Projects GM Request (WIR) meets standards. Documents and NonQA Section resolves nonPMO GM Conformance Head compliance issues. Report (NCR) Periodic internal Construction Supervision Cluster QA Internal Audit quality audits on Consultant Section Head construction work. Checklist Root Cause Analysis & Corrective Actions Identifies underlying QA Section issues in quality Head deviations. Tracks quality Monthly Quality performance metrics and compliance KPI Report levels. Quality Standardized quality 12.5 Guidelines for management Attachments & Construction guidelines. Templates Sites Inspection Test Provides detailed testing procedures Plan for for materials and Pipelines, 12.4 Key Performance Indicators (KPIs) Responsible Party Cluster Projects GM KPI Lead PMO GM PMO Team Cluster Projects GM QA Section Head Technical Services GM Section Deliverable Concrete, Asphalt Sectional Acceptance Certificates Description construction activities. Confirms quality compliance before proceeding to the next phase. Responsible Party Informed Party Supervision Consultant Cluster Projects GM Section 13 - Project Human Resource Management Deliverables Table Section Deliverable Description Responsible Party Informed Party Defines roles, 13.1 Plan responsibilities, Project Human NWC Project Cluster Project Human and personnel Resource Manager Projects GM Resource Management Plan management Management strategies. Ensures alignment Approved HR with the latest Business Unit Cluster Plan Section in NWC Construction Projects GM Project organizational Director Management Plan structure. Ensures project Cluster Business Unit 13.2 Acquire Project Team positions are filled Scheduling & Construction the Project Assignment with qualified Control Director Team Register personnel. Manager Confirms the Business Unit Project Manager official designation Cluster Construction Formal of a Project Projects GM Director Appointment Manager. Formal interview Cluster and acceptance of Technical Second Party Technical design and Evaluation Team Member Services construction team Committee Approval Director members. Cluster Tracks project13.3 Develop NWC Project Capital Induction & specific training the Project Manager Resource Training Register for team members. Team Manager Section Deliverable Description Responsible Party Ensures personnel Human Staff Training & are trained in Capital GM Development Plan project methodologies. 13.4 Interview and Approve Second Party Project Team Members Documents formal Technical Second Party interviews and Evaluation Team Evaluation acceptance Committee Reports decisions. Informed Party Cluster Technical Services Director NWC Project Manager Evaluates team performance and NWC Project Cluster identifies Manager Projects GM improvement areas. Conducts final Project Team performance NWC Project Human 13.6 Close the Performance evaluations for Manager Capital GM Project Team Appraisals project staff. Officially informs Cluster stakeholders about NWC Project Scheduling & Project Closure Manager Control Communication project team disbandment. Manager Tracks staffing 13.7 Key compliance, Performance KPI Lead PMO GM HR KPI Report training, and Indicators performance (KPIs) metrics. Ensures smooth 13.8 Project Manager transition when NWC Project Cluster Attachments & Role Handover project managers Manager Projects GM Templates Checklist change. Cluster Maintains a central Technical Project Team list of all assigned HR Manager Services Members Register personnel. Director 13.5 Manage the Project Team Performance Monitoring Report Section 14 - Project Communication Management Deliverables Table Section Deliverable Description Responsible Party Informed Party Defines communication 14.1 Plan Project Project NWC Project Cluster Communications Communication strategy, channels, Manager Projects GM Management Management Plan and stakeholder engagement. Identifies communication Cluster Cluster Stakeholder requirements, Document Scheduling Communication frequency, and Control & Control Plan format per Section Head Manager stakeholder. Ensures secure and Confidential & 14.2–14.7 Document Non-Confidential timely Communication Control PMO GM Correspondence transmission of Distribution official Manager Distribution Processes communications. Reports Cluster Maintains records Document Cluster Document of all distributed Control Projects GM Control Register documents. Section Head Tracks all RFIs 14.8 Manage Request for issued and NWC Project Supervision Requests & Information (RFI) received during Manager Consultant Submittals Log project execution. Ensures timely review and Document Cluster Submittal response to Control Projects GM Tracking System project-related Manager submissions. Supervision Summarizes Consultant, 14.9 Performance Weekly/Monthly project status, Contractor NWC Reporting & Progress Reports risks, and key Project Compliance issues. Manager Assesses progress Cluster Design & of design and Scheduling Cluster Construction construction & Control Projects GM Performance activities. Manager Reports Identifies, reports, NonQA Section and resolves PMO GM Conformance Head quality-related Report (NCR) Section Deliverable Description Responsible Party Informed Party communication issues. 14.10 Manage Stakeholder Communication Stakeholder Engagement Reports 14.11 Project Communication Communication Key Performance KPI Report Indicators (KPIs) 14.12 Attachments & Templates PMF-014-COM048 Stakeholder Communication Plan Template PMF-014-COM050 Daily Construction Report Documents meetings, concerns, and resolutions. Capital Projects NWC Project Strategic Manager Planning GM Tracks overdue responses, timely reporting, and KPI Lead compliance with communication protocols. Standard format for defining project PMO Team communication needs. Records site progress and key events. Contractor PMO GM Cluster Projects GM Supervision Consultant Section 15 - Project Risk Management Deliverables Table Section Deliverable 15.1 Risk Managemen Portfolio Risk t at Portfolio Register Level 15.2 Risk Project Risk Managemen Management t Plan Description Responsible Informed Party Party Reference Consolidates Capital risks from Cluster Risk Projects uster Risk multiple Section Strategic Assessment projects into a Head Planning Report** centralized GM log. Establishes NWC processes for Cluster Project identifying, Projects GM Manager analyzing, and controlling project risks. **Risk Workshop Timetable for mandatory and recommended risk assessment workshops. Documents 15.3 Identify risks, their Risks at impact, ProjeProject probability, and Risk potential Register** responses. Cluster Risk Cluster Section Head Projects GM NWC Project Supervision Manager Consultant Identifiolders Cluster Risk Business Stakeholder and their risk Section Planning Risk Mapping influence. Head Director Summarizes Cluster Risk Risk Risk Workshop key risks ideg Section Managemen Report workshops. Head t Lead **Risk Probability & Cluster 15.4 Impact Messes NWC Project Technical Qualitative and categorizes Manager Services Risk risks based on Director Analysis likelihood and impact. **Risk Scoring for Cost & Schedule 15.5 Impacates Cost Cluster Quantitative numerical Estimation Projects GM Risk impact of risks Specialist Analysis on project budgets and timelines. Defines mitigation, NWC 15.6 Plan Supervision Risk Response transfer, Project Risk Consultant Plan accavoidance Manager Responses strategies. 15.7 Implement Risk Responses 15.8 Monitor Risk Responses Details stepby-step Cluster Risk Treatment actions to Head Action Plan manage project risks. Cluster Scheduling Section Head Risk Mitigation Ensures risk Risk Implementatio responses are Owners propd. n Report PMO GM Risk Monitoring Report Stage Gate Risk Review 15.9 Key Risk Performanc Management e Indicators KPI Report (KPIs) Tracks ongoing risks and assesses Cluster mitigation Projects GM effectiveness. t Manager Evaluates risk Lessons exposure at Cluster Risk Learned for Risk each project Section Future Risk Managemen phase Head Managemen transition. t Tracks PMO GM10 PMF-015overdue risk Attachments RIS-001 response KPI Lead & Project Risk actions and Templates* Register overall * Template compliance. 5-RIS-020 Risk Guides risk Probability & ranking based PMO Team Impact on severity and Matrix probability. Template** Risk Managemen t Lead Section 16 - Project Procurement Management Deliverables Table Section 16.1 Plan Purchases & Deliverable Description Defines Procurement Strategy Report procurement Responsible Informed Party Party Cluster Supply Capital Chain Manager Projects Responsible Party Informed Party approaches, including bulk purchasing and long-lead items. Cluster Portfolio High- Identifies strategic Contracts Volume & purchasing Administration Long-Lead needs. Section Head Items Report Defines procurement Project 16.2 Plan Project policies, contract NWC Project Procurement Procurement types, and risk Manager Management Management allocation Plan (PPMP) strategies. Ensures Procurement procurement Technical Requirements & specifications are Evaluation Technical included in Committee Evaluation tender Report documents. Documents Land NWC Project 16.3 Acquire request to secure Acquisition Manager Project Land Request Form project land. Confirms land Business Unit Land procurement is Construction Acquisition complete before Director Approval design tendering. Defines scope, Request for 16.4 Prepare Proposal (RFP) requirements, Procurement and evaluation Tender for Design & Manager criteria for Documents Construction bidders. Tenders Ensures compliance with NWC Project Pre-Tender procurement Manager Review Form guidelines before tender release. Documents Technical 16.5 Select a Bid Evaluation technical and Evaluation Bidder Report commercial Committee Strategic Planning GM Section Acquisitions at Portfolio Level Deliverable Description Cluster Projects GM Cluster Projects GM Cluster Technical Services Director General Services GM Cluster Projects GM Cluster Projects GM PMO GM Procurement GM Section 16.6 Contract Administration Deliverable Description assessment of bids. Finalizes bidder Approved selection based Bidder Selection on evaluation Report criteria. Official Contract Award document confirming Notification contract award. Periodic evaluations of Performance Review Reports contractor performance. Responsible Party Capital Cluster Projects Projects & GM Technical Services VP Procurement Manager Contractor Supervision Consultant NWC Project Manager Cluster Tracks approved Contracts contract Administration variations. Section Head Authorizes 16.7 Manage Payment payments based NWC Project Payments & Certificate on completed Manager Financials Approval Form work milestones. Tracks final Retention & payments and Cluster Finance Final Payment withheld GM Report amounts. Ensures Project controlled Cluster Projects 16.8 Suspend & Suspension & suspension and GM Resume Projects Resumption resumption of Approval project activities. Documents reasons and 16.9 Project Project Cluster Projects approvals for Withdrawal Withdrawal GM Process Approval Form withdrawing from projects. Verifies that all Cluster contractual Contracts 16.10 Contract Final Contract obligations are Administration Closeout Audit Report met before Section Head closure. Contract Change Order Register Informed Party PMO GM Cluster Finance GM Contractor Capital Projects Strategic Planning GM NWC CEO Cluster Projects GM Section Deliverable 16.11 Procurement Procurement Key Performance Performance KPI Report Indicators (KPIs) PMF-016-PRO16.12 001 Project Attachments & Procurement Templates Strategy Template PMF-016-PRO005 Tender Status Report Template Description Responsible Party Informed Party Measures efficiency, cost savings, and vendor compliance. KPI Lead PMO GM Standardizes procurement planning. PMO Team Cluster Projects GM Tracks tendering Procurement process updates. Manager Cluster Projects GM Section 17 - Project HSE Management Deliverables Table Section Deliverable 17.1 Plan Project HSE Management HSE Management Plan Environmental Impact Assessment (EIA) Approved Project HSE Plan 17.2 Perform HSE Assurance HSE Risk Assessment Report Permit to Work (PTW) Register Responsible Party Informed Party Defines strategic NWC Project HSE requirements Manager at project level. Cluster Projects GM Description Evaluates NCEC, NWC Environmental environmental risks Project Consultant and compliance. Manager Ensures the HSE strategy is aligned Business Unit with NWC and Safety Section regulatory Head requirements. Identifies hazards, assesses risks, and Cluster Risk defines control Section Head measures. Documents all approved PTWs for Contractor high-risk activities. Cluster HSSE Manager Business Unit Safety Section Head Supervision Consultant Section Deliverable HSE Audit & Inspection Reports Contractor Monthly HSE Performance Report Incident & Accident Investigation Report 17.3 Perform HSE Control 17.4 Monitor HSE Performance & KPIs 17.5 Attachments & Templates Description Responsible Party Informed Party Evaluates HSE compliance and Supervision recommends Consultant corrective actions. PMO GM Tracks contractor safety performance Contractor and compliance. Cluster HSSE Manager Documents root cause analysis and corrective actions for incidents. Ensures compliance with HSE Compliance site safety regulations and Checklist contract requirements. Documents work Stop Work stoppages due to Order (SWO) critical HSE Reports violations. Cluster HSSE Manager NWC Project Manager Supervision Consultant Cluster Projects GM NWC Project Manager Business Unit Safety Section Head Captures insights Continuous HSE Lessons and improvements Improvement Learned Report from past projects. Lead Capital Projects Strategic Planning GM Tracks safety performance indicators, KPI Lead HSE KPI Report including accident rates and compliance levels. Provides HSE Guidelines standardized safety PMO Team for Construction procedures for Sites contractors. Standardized PTW Permit to Work template for Contractor (PMF-017-HSEhazardous 005) activities. PMO GM Cluster Projects GM NWC Project Manager Section Deliverable Description Responsible Party Accident Documents NWC Project Reporting Form accident details and Manager (PMF-017-HSEcorrective actions. 010) Informed Party Cluster HSSE Manager Section 18 - Project Financial Management Deliverables Table Section 18.1 Plan Project Financial Management 18.2 Develop Project Cash Flow 18.3 Manage Payments & Financials Deliverable Responsible Party Defines financial Project Financial policies, controls, Cluster Management and reporting Finance GM Plan structure. Financial Ensures financial Procurement Requirements in compliance for Manager Tender procurement. Documents Estimates inflow and outflow of Cost Control Project Cash Flow Statement funds over project Section Head duration. Secures funding Business Unit Funding Request from NWC Construction & Approval financial Director Form authorities. Verifies payments Payment based on work NWC Project Certificate completion Manager Approval milestones. Contractor & Consultant Invoice Processing 18.4 Budget Monitoring & Financial Controls Description Reviews and Finance approves invoices. Manager Tracks financial Budget Variance performance Analysis Report against budget. KPI Lead Informed Party NWC Project Manager Cluster Projects GM Cluster Projects GM Capital Projects Strategic Planning GM Cluster Finance GM PMO GM Capital Projects Strategic Planning GM Section Deliverable Description Estimate at Completion (EAC) Report Predicts total project financial performance. Responsible Informed Party Party Cost Cluster Estimation Projects GM Specialist 18.5 Key Performance Indicators (KPIs) Assesses cost Financial KPI Lead Performance KPI efficiency and budget adherence. Report PMO GM 18.6 Attachments & Templates Standard format Project Funding for securing Request financial Template approvals. Cluster Projects GM PMO Team Section 19 - Project Claim Management Deliverables Table Section Deliverable Claim 19.1 Plan Claim Management Management Strategy Claim Risk Register 19.2 Manage Contractor Claims Contractor Claim Evaluation Report 19.3 Manage Owner Claim Project Owner Submission Claims Report 19.4 Claim Resolution & Arbitration Claim Settlement & Resolution Report Description Defines how claims and disputes will be managed. Identifies and mitigates potential project claims. Responsible Party Informed Party Cluster Contracts Administration PMO GM Section Head Risk Management Cluster Lead Projects GM Assesses the NWC Project validity of Manager contractor claims. Documents claims filed by Legal Affairs NWC against Manager contractors. Tracks resolution of disputes Contract through Administrator negotiation or arbitration. Cluster Technical Services Director Cluster Projects GM Capital Projects & Technical Services VP Section Deliverable Description 19.5 Key Performance Indicators (KPIs) Claim Management KPI Report Measures the efficiency of claim resolution processes. Responsible Party KPI Lead Informed Party PMO GM
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