The Neelum Jhelum Hydropower Project was initiated in 2008 to provide 969MW of electricity to Pakistan. It involved diverting water from the Neelum River through a 41km tunnel to the Jhelum River for power generation. Key objectives were to address power shortages and support economic development. The project had several challenges including delays, financial issues, and changes to design. However, it was completed in 2018 and helped contribute over 10 billion units of electricity to the national grid. Lessons from this large-scale underground hydropower project included effectively using project management tools and incorporating new technologies early.

1. Project
Management
Neelum Jhelum
Hydropower
Project (NJHP)

2. Group Members
IRFAN UR REHMAN FA17 – BBA – 069
FAHAD MASSOD FA17 – BBA – 003
WASIF EHSAN FA17 – BBA – 177
TAUQEER AHMAD FA17 – BBA – 167
SAAD IBRAHIM SP17 – BBA – 091

3. Introduction
• The Neelum Jhelum Hydropower Project was initiated by WAPDA being
headed by certain board of directors.
• The Neelum-Jhelum project’s construction was started in January 2008.
The location of this project is in District Muzaffarabad, the state of Azad
Jammu and Kashmir.
• The project was designed to divert Neelum water through tunnels at
Nauseri about 41 km upstream of Muzaffarabad and out falling in Jhelum
River Chatter Kalas in Muzaffarabad, where the powerhouse is located.

4. Uniqueness of Project
• This project was unique in terms of its extraordinary energy production beyond its
installed capacity and 39-km underground tunnel system powerhouse and
transformer hall with four turbines.

5. Objectives
Following are the objectives of NJHP that were designed
to meet their milestones: -
The main objective of this hydro power project was to
provide adequate facilities for the generation of electric
energy (hydel power of 969W) to cope up with ever
increasing power shortage occurring every year.
The project was entitled to meet future requirements of
industrial, agricultural, and economic development of
country. (particularly in areas of Azad Jammu and
Kashmir).
Secondary objectives of NJHPC were to provide
employment opportunities for educated sector of Pakistan
and to uplift the socio-economic factor.

6. Project Charter
• The project charter document of NJHP includes all the necessary details covering
all the aspects of project.
• First, it includes the project details such as, Project Name, primary donors,
Contractors, Consultant and impact of project.
• The primary donors of NJHP includes Islamic Development Bank, Saudi Fund for
Development, OPEC Fund, & Middle East donors.
• Consultants include WAPDA & Different Engineering Companies (NESPAK,
ACE, MWH USA lead firm, NORPLAN)

7. Project Charter
The major constraints of Neelum Jhelum Hydropower Project are as following: -
• Capacity: 969 MW
• Annual Energy: 5,150 GWh (5.15 billion units annually)
• Time period: 2008 – 2018
• Location: District Muzaffarabad, Azad Jammu, and Kashmir
• Project Target: Energy deficient cities, (mainly of Azad Jammu and Kashmir)

8. Project Charter
Scope of Work:
• The JV is responsible for design review, detailed design, and construction
supervision. Norplan is providing services mainly in underground construction
and structural design and supervision.
• Power generation of 969MW electricity.
• Raising of various employment opportunities.
• Socio-economic uplift.

9. Work Breakdown Structure
Major Deliverables:
Project Deliverables Date of Completion
1. Operation of first Turbine May, 206
2. Functioning of 2nd Turbine July, 2016
3. Completion of 3rd & 4th Turbine with Tunnel
Boring Machine (TBM)
August, 2016
4. Water filling in reservoirs October, 2016
5. 525 KV Transmission line completion 15th Feb, 2018

10. Project Communication Plan
The project communication plan includes different activities (e.g., meetings) through which the project
stages information is communicated and involves tracking project schedules, issues, and action items.
• Kick-off Meetings: The objective of this meeting was to communicate project’s objectives,
deliverables, and goals required.
• Project Team Meetings: These meetings were conducted once in a week by project manager to review
the progress of the project.
• Check-ins/Meeting Recaps: To update interested parties on project situation based on notes from
project team meetings. The target audience of this meeting were the stakeholders of project.
• Project Status Meetings: Conducted for project manager and other top management to update them on
project status and asses what worked and what not.

11. Responsibility Matrix Assignment
The Responsibility Assignment Matrix shows that who is responsible, accountable,
being informed and consulted about project deliverables and managerial tasks.
• Project Manger: Responsible for the tasks of Acquiring and Assessment of RFP,
Operating of Turbines, and he was accountable for construction activities resource
distribution, supply chain activities, work performance and final project report
submission.
• Assistant Project Manager: He was accountable mostly for the tasks of feasibility
analysis of engineering works, budget allocation, site visits, and training programs.

12. Risk Management
Risk Description:
The NJHP faces following main risks during their tasks: -
• Delay in earlier project phases.
• Estimating/Scheduling errors.
• Operational Risks (increase in taxes, price control etc.)
• Political Risk (Interference on behalf of local bodies and political parties)

13. Risk Management
Mitigating actions for risks:
• Delays in project phases: Use Tracking Gantt and Baseline to identify schedule slippage
early
• Estimating/Re scheduling errors: Track schedules daily and include schedule review as an
agenda item in every project team meeting.
• Operational Risks: Inspection and review measures for detecting and removing the issue,
Reducing in effect of failures by additional provisions
• Political Risks: Involving external stakeholders, recovery from an adverse political event and
ensuring a working environment free from external factors.

14. Issue Management Plan
Issue Description:
Following are the issues faced by project managers and other departments
that become hurdle in completing milestones: -
• Delay in project schedules and meeting deadlines
• Changes in Design and Specifications
• Financial issues due to non-payment of dues by Central Power Purchasing
Agency (CPPA).
• Issue related to financial closure in case of foreign component

15. Issue Management Plan
Proposed Solution for Issues
• Delay in project schedules and meeting deadlines: Schedule meetings with manager for revised plan
• Changes in Design and Specifications: Suggested to avoid changes in specifications after the things
being finalized
• Financial issues due to non-payment of dues: Future funds should be arranged so that loss due to late
payment charges could be avoided
• Issue related to financial closure in case of foreign component: An increase in cost approved by
ECNEC.

16. Change Management Plan
Change Type and its Description
• Financial Change: Increase in finances for the field due to delay in the
fund releasing causing schedule to move forward.
• Rescheduling activities: This change request calls for delaying the
existing schedule by one week to ensure all applications are backed up
which was not considered in the original project plan.
• Change in Design/Scope: This change request was initiated by Chronic to
make a few changes such as increasing the energy generation from 500
MW to 969 MW

17. Milestone Chart
Neelum Jhelum Hydropower project includes following milestones that were
completed in respective time: -
• Completion and functioning of all four turbines
• Excavation of left tunnel in collaboration with Chinese contractors
• Water filling in reservoir’s commences
• Four generating units of 242.25 MW capacity each
• Fulfilment of installed general capacity of 969 MW.
• Contribution to national grid crossed 10 billion units generation

18. Project Status Plan
• The project status plan of NJHP includes the summary view of project areas such as
schedules, scope, budget, deliverables, task force communication, Issue & Change
management.
• Secondly, this plan includes: -
Modification in Scope Baseline: New requirements from contractors were attached/
linked to the scope of the project, in which graphical representation of all project
activities were to be submitted with client.
Modification in Schedule Baseline: Main idea of this modification was to revise the
period of performance, through which project activities deadlines were changed.

19. Project Status Plan
Modification in Funds Baseline: Emerged Financial issues due to non-payment of dues by
Central Power Purchasing Agency (CPPA), the Finance department demanded for more future
funds allocation.
• Lastly, the project status plan of NJHP contains its issues i.e.,
• Delays in Project Schedules and meeting deadlines.
• Issue related to financial closure in case of foreign component.
• Financial issues due to non-payment of dues by Central Power Purchasing Agency (CPPA).
• Changes in Design and Specifications of structures and other tasks.

20. Lessons Learned
• How to effectively use project management tools in order to sequence its tasks
and other activities.
• Incorporate the new technologies at the time of detailed design of the project
keeping in view the financial position and economy of the project.
• Guidelines of the Planning division regarding execution of the development
strictly be followed.
• Experiments of induction of new technologies should be avoided at the later stage
of the project without having any experience.

21. Thank You