MANPOWER/RESOURCE MANAGEMENT & CONTROL

1.0 MANNING LEVELS

The detailed manning levels, by discipline, will normally be defined during the Tender phase to allow the Estimator to derive costings. At the project kick-off these levels must be confirmed with each lead engineer.

It is very easy to lose control of project manpower costs by failing to strictly adhere to the planned mobilisation and demobilisation dates for each individual. Late mobilisations also endanger planned milestones. Use the Project Controls Manager to check each week on planned staff movements. Where necessary formally instruct the Lead Engineer to demobilise specific individuals as there is a natural tendency at the finish of projects to try and carry on booking to the project number.

2.0 CLIENT APPROVALS

On many projects the Client will have a requirement, under Contract, to approve staff before they start work on the job. In this situation the Project Cost engineer or Project Controls Manager must operate a PAF (Project Approval Form) register. Normally the individuals CV will be submitted together with a cover page indication Project Job Title, Grade, Contract Selling Rate and planned Start and Finish dates. It is vital to have these forms approved by the Client before the individual is mobilised on the project as Clients will probably decline to pay invoices containing costs for non-approved personnel. Where there is a significant lead time between submission of the PAF and Client approval this must be taken into account.

The Project Cost Engineer must also monitor the expiry of PAF’s and, where appropriate, the PM must seek an extension to the planned demobilisation date. A PAF register must be kept up to date.

3.0 MANHOUR COSTS

The PM should check that the correct grades are used in any PAF submission, especially if agency staff are used. Under-recovery here can also severely impact planned returns.