Z Project Title

MONTHLY DASHBOARD Project No.: 52930 Status as of 25-Jan-15

PROJECT DETAILS MILESTONE STATUS Progress PROJECT HEALTH CHECK

Original Revised Actual/ Slippage Slippage last Variance
Employer MILESTONE Slippage cause Planned Actual Var. Current SPI Previous SPI
Contract Contract Forecast * (days) month this month
SCHEDULE SAFETY
DAMAC MS 1 2-Oct-14 2-Oct-14 15-Sep-14 17 l 17 Total Project 13.15% 22.23% 9.08% 1.69  1.80 
Design Consultant MS 2 18-Nov-14 18-Nov-14 10-Nov-14 8 l 8 Phase 1 100.00% 100.00% 0.00% 1.00  0.99 
KEO MS 3 18-Dec-14 18-Dec-14 17-Dec-14 1 l 1 Phase 2 45.50% 93.54% 48.04% 2.06  3.88 
Supervision Consultant (Engineer) MS 4.1 21-Jun-15 21-Jun-15 21-Jun-15 0 l 0 Phase 3 12.00% 50.20% 38.20% 4.18  1.00 
MS 4.2 21-Jul-15 21-Jul-15 21-Jul-15 0 l 0 Phase 4 0.00% 17.50% 17.50% 1.00  1.00  COST QUALITY
MS 5 21-Jul-15 21-Jul-15 21-Jul-15 0 l 0 Phase 5 0.00% 1.00  1.00 
MS 6 19-Aug-15 19-Aug-15 19-Aug-15 0 l 0 Phase 6 0.00% 1.00  1.00 

TIME METER PROGRESS S CURVE Progress Chart

Commencement Date 100%
20-Aug-14 Elapsed Remain
% complete
Contractors Contract Completion Date 19-Aug-15 Actual % Planned % 0.2223
UNEC Total Project Duration 365 days 44% 56% 80%

Time Elapsed 159 days

Time Remaining 206 days 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 60%

Other main Stakeholders MAIN REASONS OF DELAY (Project Wide) 40%

Concluded Delay Events: Ongoing Delay Events:
NO any major delays. Data Date: 25-Jan-15
20%
Planned % = 13.15%
Actual % = 22.23 %
% remaining
0% 0.7777

Start

41882

41912

41943

41973

42004

42035

42063

42094

42124

42155

42185

42216

42247
PROGRESS HIGHLIGHTS PROGRESS (SYSTEM-WISE)
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Last Month This Month Next Month Activities (WBS) Planned Actual Var. Current SPI Prev. SPI Trend
2%
Sub Frame 100% Sub Frame 100% Sub Frame 100% Sub Frame 100.00% 100.00% 0.00% 1.00  1.00  85%
0%
External Door 69% External Door 53% External Door 77% External Door 45.50% 93.52% 48.02% 2.06  3.88  43%
21%
Internal Door 52% Internal Door 43% Internal Door 64% Internal Door 20.80% 57.25% 36.45% 2.75  1.00  57%
46%
Kitchen 45% Kitchen 33% Kitchen 45% Kitchen 0.00% 43.21% 43.21% 1.00  1.00  94%
0%
Wardrobe 43% Wardrobe 43% Wardrobe 59% Wardrobe 1.50% 85.21% 83.71% 56.81  1.00  2%
18%
85%
Vanity 33% Vanity 27% Vanity 49% Vanity 0.00% 17.51% 17.51% 1.00  1.00  0%
43%
Wall Cladding 27% Wall Cladding 36% Wall Cladding 39% Wall Cladding 45.50% 93.52% 48.02% 2.06  0.00  21%
57%
Reception Counter 18% Reception Counter 19% Reception Counter 28% Reception Counter 20.80% 57.25% 36.45% 2.75  0.00  46%
94%
Upholstered bench 10% Upholstered bench 11% Upholstered bench 57% Upholstered bench 0.00% 43.21% 43.21% 1.00  0.00  100%
Planned Actual 100%
Credenza 5% Credenza 10% Credenza 49% Credenza 1.50% 85.21% 83.71% 56.81  0.00 

COMMERCIAL Gross Value of Work Done (VOWD) Contract Value vs Executed Work RISK OVERVIEW Rating & Trend RISK BREAKDOWN (by Risk Category)
(% of current estimate of committed costs) Certified,
Original Approved Budget 152,860,000 27.43% 100%

Current Approved Budget 152,860,000 90%

Payment Certified to Date 41,930,361 80%

Risk overview:
[provide comment on overall project risk and trend change]
No. of Variations/Change orders 3
70%
Value of approved variations
35,874
(AVVs) 60%
Remaining,
Potential variations Numbers: 2 72.57% 50% Top 5 Risks
Potential claims values 13,876 40% Risks Cause/ Description Risk Category Action Update Risk Raitng

30% submit letter (Notice Of Delay ) for the same subject and waiting for
Pending Variations value 1 Site not Ready ( No Clearance ) Maincontractor Critical Threat
response
20% Engineer engage all project staff and apply for brain storming work
Accruals to date Unclear requirements of authorities Operation Director Critical Threat
shop to understand the unclear requir.
10%
Total Gross VOWD 41,930,361 Manpower Shortage Project Manager Assinged Adiitional subcontract Critical Threat
0%
Accruals, submitting 2 weeks look ahead and it's been reviewed and controlled
Total Committed End Cost 152,860,000 Contract Value Executed Value Unrealistic Delivery Project Schedule Factory Significant Threat
0.00% by Engineerfrom
log of delivery items to be updated weekly basis as agreed in the
Histogram showing Value Comparison between Approved VOs, Pending VOs and Potential VOs Project Picture Non optimal procurement approach ( Veneer Shortage ) Procurement weekly progress meeting Stakeholder about the scop& objective of Significant Threat
0 the project unless top management decission must be taken
Millions

0 ENGINEERING / QUALITY HSE STATISTICS (incl. Consultants)

0
Submitted Approved/Closed Act. Vs Plan % Trend Item Last Period This Month Total to date
Planned Actual Planned Actual (approvals) closed ** Man-hours 544,300 262,380 806,680

0 Materials 223 223 215 211 98% 95%  Man-hours without LTI 544,300 262,380 806,680

Shop Drawings 1011 1011 950 944 99% 93%  No. of LTI(s) 0 0 0

0 Method Statement 90 90 90 90 100% 100%  LTIFR 0 0 0

RFI's n/a 4 n/a 4 n/a 100%  LTISR 0 0 0

0 Notices/NCR opened beyond

RFIA's n/a 400 n/a 370 n/a 93%  2 3 5
closure date

** Trending is for % closed, upward trending represents reduced gap between submittals and approvals
0 0
Issued Closed in time Closed - late Open Overdue Timely % Trend*** Legend

0 NCR's 24 3 5 11 5 23%   LTI: Lost time injury

*** Timely % represents total NCR's closed on time. Upward trending represents improvement in timely closure
 LTIFR: Lost time injury frequency rate = (No. of LTI’s)*1,000,000/(Total Man-hours) = This indicates to the
management that for each 1 million man-hours we will be having (X) , number of LTI,so the lower the rate the
0 Commentary on Quality better the statistics are.

0 · LTISR: Lost time injury severity rate = (No. of Days Lost)*1,000,000/(Total Man-hours) = This indicates to the
0 management that for each 1 million man-hours we will be having (X) , number of Days lost, so the lower the
Approved VOs Pending VOs Potential VOs rate the better the statistics are.

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