#: locale=en
## Media
### Image
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### Popup Image
### Title
video_5BDF24D2_420F_B344_41B2_8236F71AB04F.label = 00_SW_ProcessChange_3-Purchase Requisition Raised
video_1B5998E8_3D60_CE4D_41B5_C3C3033B8B70.label = 01_SW_ProcessChange_4 RFQ sent
video_1B6BE541_3D61_47BA_4196_D3E2316E8AC0.label = 02_SW_ProcessChange_5 – Quote Received
video_1B3F5CD1_3D61_C65B_41C6_0194AA55F0EA.label = 03_SW_ProcessChange_6 – Price - Target Agreed-
video_E5DB1AAB_BADC_E09A_41CE_4809303FA51B.label = 04823_SW_ProcessChange_v0.02_LogAnimation
video_1BD06801_3D63_4DBB_41AD_6577664692AA.label = 04_SW_ProcessChange_7 – Award-
video_1BCF2277_3D61_4244_41CC_82A5181CA9FE.label = 05_SW_ProcessChange_8 – Purchase Order Approved
video_1BFA5AAF_3D61_42CB_41BF_127A4AAC5FD9.label = 06_SW_ProcessChange_11 – Claim Paid-
video_1BB1EAA2_3D6F_42F7_41C8_24EC7BDA94B7.label = 07_SW_ProcessChange_12 – Variation
video_12BBD82A_3D61_4DF0_41BD_DABF90F659DC.label = 08_SW_ProcessChange_17 – Stage 2
album_45BF4463_5DCD_FE5C_41D6_D2E75D5C5FFF.label = Photo Album R2P_10_v2
album_4A2CF631_5DC5_BA3A_41C1_3AD4D8CF2B01.label = Photo Album R2P_11_v2
album_4587DD81_5DC5_CEDA_41B6_ED397DF3D273.label = Photo Album R2P_12_v2
album_454A5829_5DC4_562A_41D2_3D02ED9D15DE.label = Photo Album R2P_13a_v2
album_45782BE0_5DC4_4A5A_41D6_96E443F93E36.label = Photo Album R2P_14_v2
album_4547BE16_5DFC_CDF9_41C4_4D5FEFAC065E.label = Photo Album R2P_15_v2
album_454C1079_5DFC_562B_41D3_1FFF9FD17A89.label = Photo Album R2P_16_v2
album_45AF8559_5DFF_DE6B_41CD_CBDDCFBB72E5.label = Photo Album R2P_17_v2
album_45A48175_5DFF_B63B_41A2_620D2265C525.label = Photo Album R2P_18_v2
album_45AAF12B_5DFC_762F_41A5_0055568E5D65.label = Photo Album R2P_19_v2
album_45F6586B_5DCC_B623_41D3_E7CF34164329.label = Photo Album R2P_1a_v2
album_455F207C_5DFC_D629_41C5_EE2D5200FE48.label = Photo Album R2P_20_v2
album_45508193_5DFC_B6F8_41C8_3A9EF5C6E933.label = Photo Album R2P_21_v2
album_44AD0079_5DCD_D62F_41CA_1FA3291F039B.label = Photo Album R2P_2_v2
album_4514E49F_5DCC_5EE4_41C6_6770359DF355.label = Photo Album R2P_3_v2
album_44CDFAB7_5DCC_4A24_4198_0269F955C5ED.label = Photo Album R2P_4_v2
album_459B1087_5DCC_F6E4_41BD_7EA9FFF148C7.label = Photo Album R2P_5_6_7_v2
album_45930E14_5DCC_CDE4_41CB_858B3F613E2B.label = Photo Album R2P_8_v2
album_45A6A908_5DCC_57EC_41CC_78A1455D7483.label = Photo Album R2P_9_v2
album_45BF4463_5DCD_FE5C_41D6_D2E75D5C5FFF_0.label = R2P_10_v2
album_4A2CF631_5DC5_BA3A_41C1_3AD4D8CF2B01_0.label = R2P_11_v2
album_4587DD81_5DC5_CEDA_41B6_ED397DF3D273_0.label = R2P_12_v2
album_454A5829_5DC4_562A_41D2_3D02ED9D15DE_0.label = R2P_13a_v2
album_454A5829_5DC4_562A_41D2_3D02ED9D15DE_1.label = R2P_13b_v2
album_454A5829_5DC4_562A_41D2_3D02ED9D15DE_2.label = R2P_13c_v2
album_45782BE0_5DC4_4A5A_41D6_96E443F93E36_0.label = R2P_14_v2
album_4547BE16_5DFC_CDF9_41C4_4D5FEFAC065E_0.label = R2P_15_v2
album_454C1079_5DFC_562B_41D3_1FFF9FD17A89_0.label = R2P_16_v2
album_45AF8559_5DFF_DE6B_41CD_CBDDCFBB72E5_0.label = R2P_17_v2
album_45A48175_5DFF_B63B_41A2_620D2265C525_0.label = R2P_18_v2
album_45AAF12B_5DFC_762F_41A5_0055568E5D65_0.label = R2P_19_v2
album_45F6586B_5DCC_B623_41D3_E7CF34164329_0.label = R2P_1a_v2
album_45F6586B_5DCC_B623_41D3_E7CF34164329_1.label = R2P_1b_v2
album_455F207C_5DFC_D629_41C5_EE2D5200FE48_0.label = R2P_20_v2
album_45508193_5DFC_B6F8_41C8_3A9EF5C6E933_0.label = R2P_21_v2
album_44AD0079_5DCD_D62F_41CA_1FA3291F039B_0.label = R2P_2_v2
album_4514E49F_5DCC_5EE4_41C6_6770359DF355_0.label = R2P_3_v2
album_44CDFAB7_5DCC_4A24_4198_0269F955C5ED_0.label = R2P_4_v2
album_459B1087_5DCC_F6E4_41BD_7EA9FFF148C7_0.label = R2P_5_6_7_v2
album_45930E14_5DCC_CDE4_41CB_858B3F613E2B_0.label = R2P_8_v2
album_45A6A908_5DCC_57EC_41CC_78A1455D7483_0.label = R2P_9_v2
### Video
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## Right Click Menu
### Text
TDVAuthor.label = Urban Circus
## Skin
### Image
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### Multiline Text
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Responsibility of Project Accountant (SAP SBR)
Enabling Application: SAP EPPM
Description
Project Accountant reviews the service request along with the supporting attachment (signed seed or business case) from which supports the P44 Cost Plan and ensures value matches.
Ensure that the AuC (Asset under Construction) code is correct and saved.
Supporting Applications
Responsibility of Area Delivery Manager (ADM)
Enabling Application SAP Ariba
Description
The ADM reviews the contract recommendation, obtains rectification of any unsatisfactory issues and signs it.
If the Contract is direct source, with an agreed price within the pre-approved limit of the Procurement Strategy and funds are in place, no further approval is required before awarding the contract to the RDC.
Responsibility of BC - Procurement Purchasing Hub
Enabling Application SAP ISU
Description
The Purchasing Hub (Business Connect) convert the iBuy Requisition into a RFQ (which is a transaction within S4H). Once converted, Ariba is chosen to run the RFQ which initiates the Sourcing Request in Ariba.
Supporting Applications
Responsibility of Contractor - Delivery (ECI)
Enabling Application InEight Estimate
Description
For contractor's with InEight Estimate, they;
1. Restore Sydney Water bidbuild File to RDC Instance
2. Develop Cost Items in alignment with asset WBS0
3. Assign Resources, Tags and UDF’s
4. Assign/Check Account Codes
5. Assign/Check Phase Codes inline with WBS Codes
6. Check Benchmark Data Against Cost Items
7. Assign Activities ID’s
8. Import P6 Schedule Dates and Vet against Time Allowance
9. Assign Contingency & Profit
10. Allocate and Review Price Breakdown
11. Finalise Pay Items
12. Conform Estimate as Required
13. Archive Estimate into Bidbuild File & Excel Format
For all other external contractors, the Pricing Schedule will be returned via a spreadsheet.
Responsibility of Contractor - Delivery (ECI)
Enabling Application SAP Ariba
Description
In accordance with NEC Option C & E - X22, the contractor submits their quotation for Stage 1, in Contract Data Part 2 for their estimate of resources in order to provide the deliverables requested: eg
• condition assessments
• site investigation,
• concept optioneering,
• design,
It is important for the contractor to consult their individual Management Service Contract (MSC) to confirm the resources and deliverables which are provided to each & every project in order to separate them (and not contract for the same service twice).
Examples of MSC
• construction methodology and sequencing,
• engaging shared purchasing suppliers,
• development of the programme
• development of target cost etc.
Either ECI costs are budgeted for in the previous business case and itemised (not part of capital uplift), either through the MSC or by ECC Stage1.
Supporting Applications
Responsibility of Contractor - Delivery (ECI)
Enabling Application SAP Ariba
Description
The Contractor - Construction respond to SW request for information (RFI) or other clarifications;
• Provides the required information, or
• Revises their quote to incorporate any feedback received and
• Resubmits it
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
Following the closeout of all clarifications during negotiations, a clean version of contract documents is produced and sent to the Project Manager for final review before the Pre-Award Team finalises the Recommendation to Award (Ariba) and issues to delegate authority and drafts the Letter of Acceptance.
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
Once the RFQ is released, Pre-Award team to set as "Ariba Graders" the responsible estimator and schedule. This will inform them in preparation for a review of the quotation/submission.
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
Pre-Award team regularly checks for sourcing requests within Ariba as well as being notified by the PM/Project Controls Team using In8 Document, with links to Scope/Site Information documents.
Pre-Award team downloads docs and uploads into Ariba and drafts the Contract Data Part 1.
Provide applicable standards, plans, templates, forms (eg audit, NCR, Incident) contractor KPI's and contract schedules required to support the process.
The Pre-Award Contracts and Procurement team ensures that:
The Project Manager provides all required schedules and documentation
That they have been checked and approved for issue as per the Quality guidelines for each document.
The documentation provided will depend on the phase of the project and includes anything necessary to include in the tender documentation that may provide the contractor with clarity of the project’s development and outcomes such as briefs, studies or other supporting documents such as condition assessments, site investigations or design work and design risk workshop assessments, quality KPI's and reporting requirements.
Supporting Applications
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
Procurement team will create a sourcing event (incl procurement folder) and communicate the location to the project manager.
The Project Manager shall confirm to procurement when all of the required information has been transferred to the procurement folder.
The Project Manager provides supporting schedules, including but not limited to:
Extract of Estimate Structure from the Cost Planner (to create Pricing Schedule Structure)
Project Schedule P6 extract (for key dates and for contractor to report against)
Concept Design Report (CDR), Concept Design, Concept Model
Technical Specification
Equipment Data Sheet
NEC4 - Scope Document
EIA (REF or EDA)
E1, E2, or E3 environment clauses for inclusion within Contractor Engagement based on SWEMS0015.01
The documentation provided will depend on the phase of the project and includes anything necessary to include in the tender documentation that may provide the contractor with clarity of the project’s development and outcomes such as briefs, studies or other supporting documents such as condition assessments, site investigations or design work and design risk workshop assessments, quality KPI's and reporting requirements.
Supporting Applications
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
The Pre-Award Team assesses the quote received for compliance to the Procurement Protocol and Instructions provided in the RFQ. The Tenderer's price submission is recorded in Ariba. Distribute applicable sections of the quote to the appropriate project specialist business function (eg Legal, Insurance, etc) for feedback.
If there are any issues or concerns with the quote, provide feedback to the relevant Contractor so that the tender bid may be clarified.
Following compliance check;
Distribute applicable sections of the contractors' responses to the appropriate specialist/SME
– Project Engineer, Quality, Environment, Community, Commissioning etc
- Estimators (whole tender submission - bidbuild (ineight) file sent to estimator using In8 Doc)
- Scheduler P6 file
During the review process by others, Pre-Award in conjunction with the Project Manager, log comments and clarifications raised.
If not using NEC4 ECC X22 also;
Using the Recommendation Evaluation Tool, the proposals are assessed against the evaluation criteria such as internal cost negotiation limit and minimal capability criteria specified in either:
The Global Procurement Strategy or
The Evaluation Plan if over $5m when not direct to the RDC
Supporting Applications
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
The Pre-Award Team holds technical clarification sessions with Contractor - Constructions to ensure that the submission has:
Interpreted the project scope accurately and
Correctly priced for the scope and allocated risk.
Their request for Approved Sub-Contractor to be added to the Shared Purchasing Directory is validated.
Following the initiation review on price by the SW Estimator, the Pre-Award team reaches the final negotiation position with the contractor.
If clarifications have an impact on the original proposal, request the Contractor - Constructions to resubmit a revised proposal. After all clarifications have been resolved, shortlist if there are multiple proposals.
Supporting Applications
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
The Pre-Award Team in Procurement receives quote & Part 2 of Contract Data from contractors which also identifies if they require other Vendors or Service Providers to be considered due to the existing Shared Purchasing Vendors or Service Providers being unable to provide the requirements.
Where the contractor has proposed additional Vendors or Service Providers and it is justified, Supply Chain and Procurement initiated the Pre-Qualification process.
Responsibility of Program Manager (SAP SBR)
Enabling Application: SAP Fiori
Description
Phase performance is reviewed by Program Control Group (for projects) necessary comments are entered in the system. Also, the business case including cost plan and budget allocation for next Project phase(s) is(are) discussed in detail.
Based on PCG’s directions if a Phase Gate approval needs revision in terms of completing any remaining business activity which may also incur some cost, then Phase is not approved.
Based on PCG’s directions if a Phase gate is approved, then Program Manager approves the same in system.
The Decision Point of each approved Portfolio Item is also released.
This is to indicate that IABC is approved for an Infrastructure project and kick-off for Enterprise project is approved so that the project work can commence and WBS element related to first phase in Project can start accumulating the cost.
NOTE: Decision Points are available only for those Items that represent actual Confirmed project, and not available in Planning or Contingency Item.
Release Decision Point of each item that represent Confirmed Project
Responsibility of Project Controls Team
Enabling Application InEight Control
Description
Prior to the Recommendation to Award, Project Controls with the Project Manager gathers WBS (work breakdown structure) stakeholders where a change to their WBS has occurred during the negotiated outcome of the submitted quote/tender.
The Project Manager informs the WBS stakeholders to adjust their applications accordingly.
The Project Manager reviews the proposed changes against:
Designer: Scope of Works structure and model (concept design)
Scheduler: Schedule structure against construction methodology
Estimator: Estimating structure against construction methodology
Contract Admin: Alignment between Estimate and Pricing Schedule (Self Perform, Shared Purchasing & Free Issued)
Project Controls: Progress Reporting structure (cost & time) against cost collectors (Direct & Indirect)
Business Connect: "Proposed" alignment of approved project funds, Milestones, accrual method
Once all WBS's have been aligned, the Estimate is published to Control. Control push (In8 Document) the agreed L6 .xls file to Ariba to retain as a source of truth.
Ariba's recorded value is derived from;
L6 CBS - bidbuildfile (In8 Estimate), rolled up to L4 (the same as reflected on the ERP purchase order).
Responsibility of Project Controls Team
Enabling Application InEight Estimate
Description
Estimator - Assessment Recorded
Scheduler - Assessment Recorded
Provide advice back to Pre-Award team and PM (In8 Document) regarding Tenderer's submission.
Supporting Applications
Responsibility of Project Controls Team
Enabling Application SAP iBuy
Description
Prior to raising, ensure that available funds are on the correct WBS
Please refer to the cheat sheet attached for detailed instructions
Supporting Material
Responsibility of Project Controls Team
Enabling Application SAP iBuy
Description
Prior to raising, ensure that available funds are on the correct WBS
Please refer to the cheat sheet attached for detailed instructions
Supporting Material
Responsibility of Project Controls Team
Enabling Application SAP iBuy
Description
Prior to raising, ensure that available funds are on the correct WBS
Please refer to the cheat sheet attached for detailed instructions
Supporting Material
Responsibility of Project Manager (AL)
Description
Scope is the most important part of any NEC4 contract. If you have good, clear, concise and unambiguous Scope so that both Parties know what the Contractor has to do and how they are required to do it there is much less likely to be problems later, whereas if the Scope is unclear, ambiguous or conflicting then this is likely to lead to issues later. This is true of any contract, not just NEC4 contracts.
NEC contracts identify the Scope as the document which sets out what the Parties are required to do under the contract. The obligation to work in accordance with that Scope is set out in the conditions of contract.
Scope is defined in the ECC as:
“11.2(xx) Scope is information which
Specifies and describes the works; or
States any constraint on how the Contractor Provides the Works.
and is either
In the documents which the Contract Data states it is in; or
In an instruction given in accordance with this contract.”
Scope should be a complete and precise statement of the Client’s requirements. If it is not, there is a risk that the Contractor will interpret it differently to the Client’s intention.
Subjective terms should be avoided. For example you should not use terms like the “the Contractor provides adequate Site security” in the Scope.
The Contractor’s primary obligation under an ECC, PSC, TSC and ECSC is stated in clause 20.1 and is as follows.
“20.1 The Contractor Provides the Works / Service in accordance with the Scope.”
The shows the importance of the Scope document as if the work or constraints are missing from the Scope then the Contractor the does not have to undertake that work or comply with that constraint, unless it is a requirement of the applicable law. The Scope can always be changed later but this change will normally be a compensation event.
Site Information only exists under the ECC and ECSC were physical works will take place in and / or on the Site.
Using the ECC as an example, Site Information is defined as follows:
“11.2 (xx) Site Information is information which
•describes the Site and its surroundings and
•is in the documents which the Contract Data states it is in.”
The Site is defined as:
“11.2 (xx) The Site is the area within the boundaries of the site and the volumes above and below it which are affected by work included in this contract.”
Supporting Material
Responsibility of Project Manager (SAP SBR)
Enabling Application: SAP EPPM
Description
Initiate the Project Phase gate approval by selecting Sponsor/PMO as the approver and submit the same.
Phase performance is reviewed by Program Control Group (for projects) or Portfolio Performance Group (PPG) for programs and necessary comments are entered in the system. Also, the business case including cost plan and budget allocation for next Project phase(s) is(are) discussed in detail.
Based on PCG’s directions if a Phase Gate approval needs revision in terms of completing any remaining business activity which may also incur some cost, then Phase is not approved, and Project Manager is directed to Step 60.
Based on PCG’s directions if a Phase gate is approved, then Program Manager approves the same in system and next process is as per step 70.
50 - Submit Phase Gate approval of Project in Project Management
Supporting Material
Responsibility of Project Manager (SAP SBR)
Enabling Application: SAP EPPM
Description
Using the resource bulk uploading sheet - populate the agreed internal team structure and confirm with the Pre-Award team the ECI expectations from the RDC.
Supporting Material
Responsibility of Delegated Officer (SWC)
Enabling Application SAP Ariba
Description
As per DoA, the submission is sent to the approver, once approved, the Pre-Award team is notified.
Responsibility of Delegated Officer (SWC)
Enabling Application SAP Ariba
Description
The Delegated officer (4.1.2) approves the Recommendation to Award (Ariba) with the Cost Plan with actuals, commitment, & forecast to date, attached which triggers the Ariba Contract Number reference to be generated (CW xxx).
Responsibility of Delegated Officer (SWC)
Enabling Application SAP ISU
Description
Once the the Pre-Award team have finalised the Notice to Proceed and re-published the contract in Ariba, the Project Controls Team edit the original purchase requisition (using the "Display & Maintain Purchase Requisition" S4 tile) in the Stage 2 line with the SAP agreement number.
Link the executed contract (from Ariba) to the Stage 2 PR Line - by "Adopt the Source" to create the link to SAP outline agreement (contract). The service lines do not require editing, as the Ariba lines will populate the PR as it converts to a PO.
NOTE: Update the Stage 2 PR line with the SAP outline agreement number (this may automatically bring in the price, if not manually copy over - TBC) using for the awarded value (as per Ariba),
The Approver is to be provided with the project cost sheet (ERP) & the approved time baseline schedule (P6) showing what has been allowed for the specific commitment being requested and how the project is performing to date (time/cost). In an effort to ensure that no commitments are beyond the approved funding and milestones (supported by the projects detailed estimate and schedule/programme) for the project (as stated in the prior business case).
In InEight:
• Add DABC Stage 2 Costs Items as Required [InEight Control]
• Undertake Contract Adjustment to Add DABC S2 Budget [InEight Control]
• Import Schedule Dates [InEight Control]
• Undertake Time Phase Forecast [InEight Control]
• Export CBS [InEight Control]
• Upload Budget and Forecast to RtA Approval Workflow [InEight Document]
• Raise PO Request & Attach RtA, Budget, Forecast & P6 Sch [InEight Contract]
• Start Approval Process & Set Status as “Out for Review” [InEight Contract]
• Approve PO Request [Previously performed by PM] [InEight Contract]
Responsibility of Delegated Officer (SWC)
Enabling Application SAP ISU
Description
The Delegated officer (4.1.2) approves the ERP PO.
The Approver is to be provided with the project cost sheet (link to ERP) & the approved time baseline schedule (P6) showing what has been allowed for the specific commitment being requested and how the project is performing to date (time/cost). In an effort to ensure that no commitments are beyond the approved funding and milestones (supported by the projects detailed estimate and schedule/programme) for the project (as stated in the prior business case).
Once approved the ERP issues the Purchase Order to the RDC to enter into their sales system.
along with the attached Letter of Acceptance [LEGACY]
Responsibility of Pre-Award Team
Description
Following the vetting from the SW Estimator who advise that alignment (disagreement) cannot be reconciled, the The Pre-Award team review the Target Cost and other Submission Documents to ensure the client is receiving value for money.
Where parties are not in agreement following clarifications or negotiation, the Pre-Award team escalate the issue to the Executive Leadership Team to resolve. If the Executive Leadership Team are unable to resolve, the Pre-Award team initiates the BATNA (Best Alternative To a Negotiated Agreement) with another Contractor or if the Prices are just too high and the business will not approve more funds the project may not proceed.
In the event of work not proceeding under the existing ECC Work Order, the Project Manager (delegated to the Pre-Award Team) to remove the Scope from the Work Order (effectively ensuring that no further Contractor Costs can be applied to the Work Order)
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
Following Stage 1 and the closeout of all clarifications during negotiations of Scope and Target Cost a draft Notice to Proceed is produced listing attachments eg Stage 2 Scope.
Pre-Award team update the Ariba's dollar value & delivery (completion) date for Stage 1 + Stage 2 (amendment amount) including SW's contingency for the Contractor (e.g. $4m) within the "current contract amount" by amending the value.
The Service line items, within "Contract Line Item Document" in Ariba can be edited to the negotiated amount, of stage 2: $3,725,000 (eg 4 worklots of; $1m + $900k,+$800k + $1,025,000)
The deference between the contract amount ($4m), and
the total of the stage 2 service lines ($3,725,000), and
Stage 1 ($200k)
will represent the contingency = $75k
Once saved, Pre-Award team submits the amendment for approval (in Ariba) as per DoA.
Following approval notification, the Pre-Award team shall PUBLISH the contract and Synchronise with S4 and notify Cost Planner to amend the purchase requisition.
Where Stage 1 wasn't incorporated as part of the project, a clean version of the contract is produced and issued to the delegated authority to endorse with the SAP Cost Sheet (budget released).
[FUTURE] In InEight;
• Convert Bid Package to a DABC Stage 2 PO [InEight Contract]
• Review RtA Supporting Documents [InEight Document]
• Enter Top Sheet information (Select contract Type) [InEight Contract]
• Review & Update Contract Header Information [InEight Contract]
• Review Conformed Budget (BidBuild/Excel) [InEight Contract]
• Extract relevant Worklot level 6 data paste into Excel [InEight Contract]
• Add/Import Contract Line items [InEight Contract]
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
Submission received, Ariba is updated by storing the submission within Contract Workspace.
Bid management / Contract Variation within Ariba is exercised following negotiating the offer by amending the contract.
Note: Acceptance of the offer can only occur when we have approved business case and issue the Ariba Contract, publish to integrate to S4Hana.
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
The Delegated officer (4.1.2) approves the Recommendation to Award (Ariba) with the Cost Plan with actuals, commitment, & forecast to date, attached which triggers the Ariba Contract Number reference to be generated (CW xxx).
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
The Delegated officer (4.1.2) approves the Recommendation to Award (Ariba) with the Cost Plan with actuals, commitment, & forecast to date, attached which triggers the Ariba Contract Number reference to be generated (CW xxx).
Responsibility of Pre-Award Team
Enabling Application SAP Ariba
Description
The Delegated officer (4.1.2) approves the Recommendation to Award (Ariba) with the Cost Plan with actuals, commitment, & forecast to date, attached which triggers the Ariba Contract Number reference to be generated (CW xxx).
Responsibility of Pre-Award Team
Enabling Application SAP ISU
Description
The Letter of Acceptance issued with the PO will reference all W/O documents.
Ariba Uplift / "Contract Workspace" - will hold all agreed reference documents, along with the Letter of Acceptance. The RDC acknowledges ie "Contract Formed" via Ariba. "We have a Contract - lets go"!
typical documents will be.
• Contract Data Parts 1 & 2
• Scope (including attachments/dwgs/SI reports/CA reports etc etc)
• Accepted Programme
[Future]
After receiving the notification that the PO has been approved (via In8 Doc) this is the Acknowledgement step automated by putting all W/O documentation into the Ariba “Contract Workspace”
If contractual dates were changed, the Purchase Order is updated, then file the contract etc as per above.
Responsibility of Pre-Award Team
Enabling Application SAP ISU
Description
The Letter of Acceptance issued with the PO will reference all W/O documents.
Ariba Uplift / "Contract Workspace" - will hold all agreed reference documents, along with the Letter of Acceptance. The RDC acknowledges ie "Contract Formed" via Ariba. "We have a Contract - lets go"!
typical documents will be.
• Contract Data Parts 1 & 2
• Scope (including attachments/dwgs/SI reports/CA reports etc etc)
• Accepted Programme
[Future]
After receiving the notification that the PO has been approved (via In8 Doc) this is the Acknowledgement step automated by putting all W/O documentation into the Ariba “Contract Workspace”
If contractual dates were changed, the Purchase Order is updated, then file the contract etc as per above.
Responsibility of Pre-Award Team
Enabling Application SAP ISU
Description
The Letter of Acceptance issued with the PO will reference all W/O documents.
Ariba Uplift / "Contract Workspace" - will hold all agreed reference documents, along with the Letter of Acceptance. The RDC acknowledges ie "Contract Formed" via Ariba. "We have a Contract - lets go"!
typical documents will be.
• Contract Data Parts 1 & 2
• Scope (including attachments/dwgs/SI reports/CA reports etc etc)
• Accepted Programme
[Future]
After receiving the notification that the PO has been approved (via In8 Doc) this is the Acknowledgement step automated by putting all W/O documentation into the Ariba “Contract Workspace”
If contractual dates were changed, the Purchase Order is updated, then file the contract etc as per above.
Responsibility of Pre-Award Team
Enabling Application SAP ISU
Description
The Letter of Acceptance issued with the PO will reference all W/O documents.
Ariba Uplift / "Contract Workspace" - will hold all agreed reference documents, along with the Letter of Acceptance. The RDC acknowledges ie "Contract Formed" via Ariba. "We have a Contract - lets go"!
typical documents will be.
• Contract Data Parts 1 & 2
• Scope (including attachments/dwgs/SI reports/CA reports etc etc)
• Accepted Programme
[Future]
After receiving the notification that the PO has been approved (via In8 Doc) this is the Acknowledgement step automated by putting all W/O documentation into the Ariba “Contract Workspace”
If contractual dates were changed, the Purchase Order is updated, then file the contract etc as per above.
Responsibility of Pre-Award Team
Enabling Application SAP ISU
Description
The Letter of Acceptance issued with the PO will reference all W/O documents.
Ariba Uplift / "Contract Workspace" - will hold all agreed reference documents, along with the Letter of Acceptance. The RDC acknowledges ie "Contract Formed" via Ariba. "We have a Contract - lets go"!
typical documents will be.
• Contract Data Parts 1 & 2
• Scope (including attachments/dwgs/SI reports/CA reports etc etc)
• Accepted Programme
[Future]
After receiving the notification that the PO has been approved (via In8 Doc) this is the Acknowledgement step automated by putting all W/O documentation into the Ariba “Contract Workspace”
If contractual dates were changed, the Purchase Order is updated, then file the contract etc as per above.
Responsibility of Pre-Award Team
Enabling Application SAP ISU
Description
The Letter of Acceptance issued with the PO will reference all W/O documents.
Ariba Uplift / "Contract Workspace" - will hold all agreed reference documents, along with the Letter of Acceptance. The RDC acknowledges ie "Contract Formed" via Ariba. "We have a Contract - lets go"!
typical documents will be.
• Contract Data Parts 1 & 2
• Scope (including attachments/dwgs/SI reports/CA reports etc etc)
• Accepted Programme
[Future]
After receiving the notification that the PO has been approved (via In8 Doc) this is the Acknowledgement step automated by putting all W/O documentation into the Ariba “Contract Workspace”
If contractual dates were changed, the Purchase Order is updated, then file the contract etc as per above.
Responsibility of Pre-Award Team
Enabling Application SAP ISU
Description
The Letter of Acceptance issued with the PO will reference all W/O documents.
Ariba Uplift / "Contract Workspace" - will hold all agreed reference documents, along with the Letter of Acceptance. The RDC acknowledges ie "Contract Formed" via Ariba. "We have a Contract - lets go"!
typical documents will be.
• Contract Data Parts 1 & 2
• Scope (including attachments/dwgs/SI reports/CA reports etc etc)
• Accepted Programme
[Future]
After receiving the notification that the PO has been approved (via In8 Doc) this is the Acknowledgement step automated by putting all W/O documentation into the Ariba “Contract Workspace”
If contractual dates were changed, the Purchase Order is updated, then file the contract etc as per above.
Responsibility of Pre-Award Team
Enabling Application SAP ISU
Description
The Letter of Acceptance issued with the PO will reference all W/O documents.
Ariba Uplift / "Contract Workspace" - will hold all agreed reference documents, along with the Letter of Acceptance. The RDC acknowledges ie "Contract Formed" via Ariba. "We have a Contract - lets go"!
typical documents will be.
• Contract Data Parts 1 & 2
• Scope (including attachments/dwgs/SI reports/CA reports etc etc)
• Accepted Programme
[Future]
After receiving the notification that the PO has been approved (via In8 Doc) this is the Acknowledgement step automated by putting all W/O documentation into the Ariba “Contract Workspace”
If contractual dates were changed, the Purchase Order is updated, then file the contract etc as per above.
Responsibility of Pre-Award Team
Enabling Application SAP ISU
Description
The Letter of Acceptance issued with the PO will reference all W/O documents.
Ariba Uplift / "Contract Workspace" - will hold all agreed reference documents, along with the Letter of Acceptance. The RDC acknowledges ie "Contract Formed" via Ariba. "We have a Contract - lets go"!
typical documents will be.
• Contract Data Parts 1 & 2
• Scope (including attachments/dwgs/SI reports/CA reports etc etc)
• Accepted Programme
[Future]
After receiving the notification that the PO has been approved (via In8 Doc) this is the Acknowledgement step automated by putting all W/O documentation into the Ariba “Contract Workspace”
If contractual dates were changed, the Purchase Order is updated, then file the contract etc as per above.
Responsibility of Pre-Award Team
Enabling Application SAP ISU
Description
The Letter of Acceptance issued with the PO will reference all W/O documents.
Ariba Uplift / "Contract Workspace" - will hold all agreed reference documents, along with the Letter of Acceptance. The RDC acknowledges ie "Contract Formed" via Ariba. "We have a Contract - lets go"!
typical documents will be.
• Contract Data Parts 1 & 2
• Scope (including attachments/dwgs/SI reports/CA reports etc etc)
• Accepted Programme
[Future]
After receiving the notification that the PO has been approved (via In8 Doc) this is the Acknowledgement step automated by putting all W/O documentation into the Ariba “Contract Workspace”
If contractual dates were changed, the Purchase Order is updated, then file the contract etc as per above.
Responsibility of Project Controls Team
Enabling Application @Risk*
Description
The Project Manager provides Project Risk Register to the Cost Estimator, any monte carlo simulation shall be performed (using @Risk) through the Risk Register addition columns against each risk.
• Contingent Risk Register - if the project...
• Risk is considered moderate,
• Budget is under $5m,
• Budget follows the same categorisation as the Project’s Risk Register i.e.
• Feasibility and Funding
• Political / Community
• Planning and Environment
• Design
• Contractor Delivery Risk
• Contractual/Commercial
• Operations & Maintenance
• Project Specific Risks
• Inherent Risk Register - if the project is large i.e. Growth, multiple Chemical Dosing Units, Waste Water Recycling Plants, Sewer Treatment Plants etc
• The Inherent Risk Register is formatted similarly to the Contingent Risk Register, with greater focus on the Delivery Contractor's risk for Design, Planning, Construction, Commissioning and Handover.
Responsibility of Project Controls Team
Enabling Application @Risk*
Description
The Project Manager provides Project Risk Register to the Cost Estimator, any monte carlo simulation shall be performed (using @Risk) through the Risk Register addition columns against each risk.
• Contingent Risk Register - if the project...
• Risk is considered moderate,
• Budget is under $5m,
• Budget follows the same categorisation as the Project’s Risk Register i.e.
• Feasibility and Funding
• Political / Community
• Planning and Environment
• Design
• Contractor Delivery Risk
• Contractual/Commercial
• Operations & Maintenance
• Project Specific Risks
• Inherent Risk Register - if the project is large i.e. Growth, multiple Chemical Dosing Units, Waste Water Recycling Plants, Sewer Treatment Plants etc
• The Inherent Risk Register is formatted similarly to the Contingent Risk Register, with greater focus on the Delivery Contractor's risk for Design, Planning, Construction, Commissioning and Handover.
Responsibility of Project Controls Team
Enabling Application InEight Estimate
Description
Ensure the Target Cost phased over time is in accordance with best practice.
The Estimator reviews the Target Cost to their internal SW benchmark data and challenges points of variance on prices or productivity to negotiate an agreed final target. If agreement cannot be reached, the issue is escalated to estimating seniors.
As previously noted the NEC4 ECC, as with all contracts, only governs the Parties activities after award and so it is silent on how the target cost should be set and as part of this how the Contractor’s risk in the target cost should be evaluated.
We can however, look to some of the provisions of the contract that will be used post contract to assess the effects of compensation events to get some guidance on how risk should be allowed for in the target cost. Specifically clause 63.10 states the following.
The assessment of the effect of a compensation event includes risk allowances for cost and time for matters which have a significant chance of occurring and are not compensation events.
Given that the way we assess compensation events is by estimating the Direct Cost plus Fee that will be incurred by the Contractor in dealing with the event – in effect setting a target cost for the effects of the event – we can use clause 63.10 to guide us on how the original target cost value should be set. It confirms that the Contractor can include risk for events which are not compensation events and that have a significant change of occurring. What is meant by significant is not further defined within the Contract but giving the words of clause 63.10 there natural meaning any risk to be included has to be likely to occur and not all potential risks should be included. Those with a low probability should not form part of the Prices. What constitutes a “significant chance of occurring” will in part be subjective and will need to be considered in the context of the project. It will therefore be necessary for the Parties to work together to set a reasonable allowance for risk in the target cost that they are both happy with; or maybe even both unhappy with!
A suggested process for collaboratively setting risk allowances is outlined below.
Arrange a joint risk workshops involving the Client’s team and the RDC
Identify risks allowances, if any, in the Direct Cost or whether rates and prices based on optimum performance have been used (“sunny day” rates and prices)
In the workshop consider all risks to the project – not just the Contractor’s
Make a realistic risk assessment not pessimistic, as not all risks will occur and / or have the worst case impact
Consider opportunities as well and mitigation measures that will be taken and take a balanced view
The use of Monte Carlo simulations to generate a risk value can be useful but this needs to be based on reasonable starting data – not just worst case
Exclude risk above and below a certain threshold – what would a Contractor normally allow for as part of competitive bid process?
Identify any Client risk – compensation events – and remove these from the target cost, all other risks are the Contractor’s.
As part of the process it is quite common for the Parties to consider whether the risk allocation in the standard Contract should be changed. This is often as the result of a risk which has a small chance of occurring but potentially a high impact or a risk for which the Parties have different views on probability and impact and cannot agree a common position. In such cases the Parties can agree to change the standard risk allocation, commonly transferring risk to the Client, but it can be the reallocation of a risk to the Contractor.
Once the Contractor’s risk allowance has been agreed it forms part of total of the Prices and is not subject to alteration or remeasurement to reflect the actual impact of risks incurred by the Contractor.
Responsibility of Project Controls Team
Enabling Application SAP ISU
Description
Contracts Team (incl. Cost Planner) are notified of contract award (CWxxxxxx).
On notification, the Cost Planner will search on the CWxxxxx for the replicated SAP Agreement Number and line.
Link the executed contract (from Ariba) to the Stage 1 PR Line - by "Adopt the Source" to create the link to SAP outline agreement (contract).
NOTE: Update the Stage 1 PR line with the SAP contract number (this may automatically bring in the price, if not manually copy over - TBC) using for the awarded value (as per Ariba), without editing the remaining Stage 2 lines.
The ERP Purchase Order:
• Only 1 "PO line item" shall be used. [NOTE BxP - Service Entry Sheets are per line item]
• Multiple "Service items" can be used for 1=1 to work lotUses the Rolled up CBS from L6 to L4 (Line Item mastered in Ariba).
• Incorporates the delivery dates, vendor and price.
• The Structure of Purchase Order service lines shall reflect the CBS including Cost Types in Columns to facilitate progress reporting:
• RDC Self Perform,
• RDC Sub-Contract (Own),
• RDC Sub-Contract (SPD),
• SW Free-Issue Long Lead Items
• SW Perform (SCADA/IICATS etc)
When the PR is saved, the PO will be automatically route for approval.
[FUTURE]
Convert the InEight Purchase Order Request into a ERP Purchase Order attaching the Letter of Acceptance pdf which references the;
• Project Number (WBS)
• InEight Contract reference (used during the sourcing)
• Ariba W/O reference number CW-xxxx.
Responsibility of Project Controls Team
Enabling Application: SAP EPPM
Description
2 Step Process:
1st:
using the template structure in Builder, upload to the schedule based on standard project timings. This ensures the WBS have required start and finish dates to post budget and collect costs against.
2nd:
Using the approved business case budget, generate the upload file and load the P44 cost plan into EPPM "Appendix 1 – Upload Cost Estimation" of cheatsheet 2.
This ensures that the next phase has a lvl 4 WBS which holds approved budget and the correct cost elements (G/L codes) are used.
Supporting Material
Supporting Applications
Responsibility of Project Controls Team
Enabling Application: SAP EPPM
Description
Adjust for any delay in the approval process and incorporate any requirements added through the BC review. Incorporate changes into the Cost Plan submission (P44)
Business Rules
Supporting Material
Supporting Applications
Responsibility of Project Manager (AL)
Enabling Application SAP EPPM
Description
PM is informed through the SAP inbox and reviews the requisition details, ie aligns with the correct WBS amount.
Responsibility of Project Manager (AL)
Description
The Project Manager provides Project Risk Register to the Cost Estimator, any monte carlo simulation shall be performed (using @Risk) through the Risk Register addition columns against each risk.
• Contingent Risk Register - if the project...
• Risk is considered moderate,
• Budget is under $5m,
• Budget follows the same categorisation as the Project’s Risk Register i.e.
• Feasibility and Funding
• Political / Community
• Planning and Environment
• Design
• Contractor Delivery Risk
• Contractual/Commercial
• Operations & Maintenance
• Project Specific Risks
• Inherent Risk Register - if the project is large i.e. Growth, multiple Chemical Dosing Units, Waste Water Recycling Plants, Sewer Treatment Plants etc
• The Inherent Risk Register is formatted similarly to the Contingent Risk Register, with greater focus on the Delivery Contractor's risk for Design, Planning, Construction, Commissioning and Handover.
Responsibility of RDC
Enabling Application SAP ISU
Description
The RDC enters the PO into their invoicing System as a"Sales Order".
Contractor to confirm to Sydney Water that dates (Start, Key Dates and Completion) requested are acceptable. If not, further negotiation is required until both parties agree.
All claims and invoices from the RDC shall reference the Sydney Water Purchase Order number, along with any other required reference numbers e.g. contract number.
Responsibility of Delegated Officer (SWC)
Enabling Application: SWIM (Docs)
Description
Review the Business Case for approval and makes a Go/No Go decision. If approved, the item can progress to the following SAP phase.
• The signed Business Case is saved within the SWIM "Initiation" contribution folder located (navigated) through "Infrastructure" and then by choosing the appropriate asset folder.
Responsibility of Infrastructure Portfolio Management (II&AP)
Description
Check the business case:
• uses the correct project number SAP
• uses the time and cost estimates from the Control Platform (BxP/P6/InEight)
• check all other project information is in alignment between business case and the Control Platform
• if any deviation between Control Platform and TIBCO, then update TIBCO with master information from the Control Platform.
• Review updated Risk Score: must come from the Corporate Risk Matrix and the risk must be clearly outlined in the problem statement.
Responsibility of Infrastructure Portfolio Management (II&AP)
Description
Once reviewed, the Program Manager issues the PIBC for approval.
Suppoting Materials
Program Delivery - Training Guide
Requisition to Pay Process/ Project Work
Stage 1
Design and Estimate
How to use this page
The above boxes are ‘points in time’ along the requisition to pay process.
Click on either the ‘worked example’ or the ‘process map’ or the ‘video walkthrough’ depending on your need.
Click on the 'process map' to see how to get from the preceding step to the next step.
How to use this page
The above boxes are ‘points in time’ along the requisition to pay process.
Click on either the ‘worked example’ or the ‘process map’ or the ‘video walkthrough’ depending on your need.
Click on the 'process map' to see how to get from the preceding step to the next step.