EDPM Report # 1_ Pankaj Shukla

EDPM TRAINING REPORT 15-17 JUNE,2012 NEW DELHI
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PANKAJ SHUKLA, AIIL MUNDRA
Subject Project Management Report - 1( PMR-1)
as part of EDPM training
Name Pankaj Shukla
Organisation Adani Infra ( India) Limited)

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PROJECT MANAGEMENT IS THE ART OF
MANAGING UNCERTAINTIES & POSSIBILITIES
WITH THE TOOLS & TECHNIQUES OF SCIENCE
TO UNDERTAKE.
1. Management of Stake holders
2. Management of Scope
3. Management of Schedule
4. Management of Cost
5. Management of Resources
6. Management of Risks
. . . & achieve Project Goals
‘‘ PROJECT MANAGER is
The Captain of the ship ( PROJECT)
He need not row but anticipate the WIND, direct the SAILS
& detect the ICEBERGS’’

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Contents
1. ADANI VISION
2. Introduction
3. Mapping of 8 Project Life Cycle Phases pertaining to
Adani Infra (India) Limited
4. Recommendation to Management to improve PM
maturity in Adani Infra (India) Limited

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From being a new entrant in India’s power sector in 2006, Adani group has taken rapid strides and has achieved
several path breaking Milestones during its journey of becoming the largest private thermal Power Producer in the
country as well as becoming the largest coal based single location private thermal Power Plant in the world.
Presently the group is working towards the vision 2020 of ADANI GROUP by Chairman Mr Gautam Adani.
“ To be the admired leader in integrated infrastructure business
with a deep commitment to nation building. We shall be known
for the scale of our ambition, speed of execution and quality of
operation ’’
Towards this vision ,Adani Group has set up the target to achieve generation capacity of 20,000 MW by the
year 2020. In order to realize this, the group is working on several coal based power project. Total
work commissioned / under execution / development stage is around 16,500 MW.
First in the seires of these projects( Mundra) with capacity of 4620 MW is commissioned.
It has 4 units of 330 MW each( sub-critical) and 5 units of 660 MW each( supercritical).
All the 09 units are commissioned with the 9th
unit commissioning in March’12.
4 X 330 MW + 5 X 660 MW TPP at Adani Power Limited , Mundra
1. ADANI VISION:

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Adani Target / Performance : ( Vision 2020)

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2. Introduction:
The Adani Power Project at Mundra, Gujarat has a special place in history of Power Sector in India as its first 660
MW unit commissioned in December 2010 became the 1st unit of 660 MW Capacity in India. These 660 MW
units are based on Supercritical Technology. Hence, commissioning of this unit also marked the milestone of
introduction of Supercritical Technology in India.
Further, by establishing 1000 km of HVDC ( High Voltage Direct Current ) transmission line from
Mundra(Gujarat )to Mahendragarh ( Harayna), Adani Group took lead in private sector in the field of DC mode of
power transmission. The DC transmission line with the capacity of 2500 MW is strategically established to
cater to the power requirement of regions such as Delhi, West Uttar Pradesh besides Haryana.
2x330 MW June 2006 (Synchronized in May’09 and January’10)
2x330 MW December 2006 (Synchronized in July’10 and November’10)
2x660 MW September 2007 (Synchronized in December’10 and June’11)
3x330 MW January 2008 ( Synchronized in Oct’11, Feb’12 and March’12)
This project was undertaken with the challenges of implementing improved technology ( supercritical) and larger
unit size( 660 MW) to set precedent in the country. Prior to it, the thermal power generating units in the country
were of sub-critical with maximum capacity of 500 MW.
The successful commissioning of all the 9 units was achieved and attributed to the exemplary leadership ,
teamwork and whole hearted support from our top management.
Apart from the geographical constraints and site remoteness , other challenges such as language barrier with the
Chinese counterparts, huge skilled manpower requirement and timely cash flow were faced and were managed by
project team at site with active support and guidance from HO effectively and efficiently.
In line with the EDPM course undertaken ( 15th
– 17th
June’12) , the following report has been prepared to review
& analyse the Project management concepts implemented during the course of this project.
Additionally, effort has been made to identify few suggestions / improvements for future projects. It is in line
with the management initiatives already undertaken for implementing continuous learning and improved project
management practices in consultation with renowned consultants in the field of performance monitoring &
management.

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3. Mapping of 8 Project Life Cycle Phases
Pertaining to Adani Infra ( India) Limited
Project Life Cycle Phase PM Method Present Practice
Knowledge Leverage Formal and strategic Gradual implementation
Conceptualise Formal, strategic in line with
business case
Done in informal way.
Documentation of Project
Charter, Stakeholders
expectations and risks with
mitigating measures to be
implemented in formal way.
Plan Formal Management Processes Yes.
Risk assessment & change
scope documentation to be
implemented to match
international bench-mark and
practices.
Organise Formal Management Processes Yes
Implement Formal Management Processes Yes
Control Formal Management Processes Yes
Integrate Formal Management Processes Yes
Deliver & Close Out Formal Management Processes Yes

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3.1 Knowledge Leverage :
“ Strength of Project is the leverage obtained out of the complementary skills &
competencies of project team ’’
PLC Phase #1 Contents PM Method Present Practice
Education in PM Yes In practice
Experience in PM Yes In practice
Certification Yes In practice
Implementation of PM practices Yes Gradual implementation
Training Yes In practice
Knowledge sharing/Lessons
Learning from past projects
Yes Gradual implementation

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3.2 Conceptualise :
PLC Phase # 2 Contents PM Method Present Practice
SWOT Study
Yes Gradual implementation
Business case Formal & Documented Implemented at HO level
Project Charter Formal & documented Implemented at HO level
Stake holders expectation Formal & documented Implemented at HO level
for major groups.
Scope for setting priorities
in expectation for an
individual stakeholder and
also within the stakeholder
group .
Scope for greater analysis
of the subsequent effect of
the above point on the
project.
Possibilities & Uncertainties Non-formal / brain-storming Continuous process
undertaken at HO .
Scope for in-depth
analysis with documented
cause- effect study.

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3.3 PLAN :
Requirement Management Plan Yes Defined & documented
Scope Management Plan Yes Defined & documented
Schedule Management Plan Yes Defined & documented
Cost Management Plan Yes Undertaken at HO by budgeting &
continuous cost monitoring
Quality Management Plan Yes Guidelines , PQPs & inspection
procedures for various works are
established and in practice.
Procurement Management Plan Yes Major contracting procurement is
done at HO.
PROJECT
Require
ment
Scope
Schedule
Cost
Quality
Resourc
e
Procure
ment
Risk
Configur
ation
Process
Impr.
HSE
Comm
unicati
on

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Risk Management Plan Yes Assessment of risk
undertaken in formal way.
The risk analysis procedure
should have greater thrust
Risk anticipation,
mitigation measures ,
cause-effect analysis &
project-wise risk register to
be established for regular
assessment.
Configuration Management Yes Main Plant layout finalized
Aux. facilities engg &
design standardized for use
in future projects for
expedite and cost benefit
Design / Scope change is
documented & stored on
company’s server for easy
and fast accessibility,
approval & retrieval.
Process improvement
Management
Yes Continuous improvement process
and several initiatives underway
under the guidance of the business
transformation consultants.
HSE Management Yes Documented and
established corporate
guidelines.

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3.4 ORGANISE :
Internal / External Resources Yes Staff recruitment & training
plan established
Plan for acquiring critical
inland & overseas
resources established.
Productivity norms for
critical construction
equipments to be
established & documented
Roles & Responsibilities Yes Roles & responsibilities
with KRAs /KPIs defined.
System for recognition &
reward established
Information System Yes IT based information flow &
sharing process established.
Digitiation process of documented
information initiated
Communication Yes Protocols & procedures
established.
Inter-project/ Intra-project
communication sessions
are in practice

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3.5 IMPLEMENT :
Risk & Opportunity Yes.
Identification done
during business plan
development stage
Informal study is presently
done
Risks & opportunities to be
documented at the project
inception
Risk Management Yes
Analysis of various risk probability
& impact studied. Implication &
mitigation plans developed
More impetus to be
provided in analysis
along with
documentation of cause-
effect analysis
Issue Management Yes Issue identification &
monitoring guidelines in
place.
Greater impetus is
required in analysis wrt
stakeholders
expectations, time, cost,
quality.
Documentation of plan
of action / alternative
action plan required to
be done at greater detail.

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3.6 CONTROL :
Control Formal system Formal system
Procurement and Contract
Administration
Yes Well organized contract &
procurement management
system established at site & HO.
IT enabled tendering & bidding
process in place.
Change Management Yes Well defined procedure &
delegation of approval &
authority is established.
Configuration Management Yes IT enabled drawing storage &
distribution system established.
Design & lay out for common
infra facilities are standardized for
time and cost benefit in other
projects
Earned value Management Yes Informal way is established.
Need to implement and measure
performance parameters based
on Earned Value measuring
system.
Team Performance, Leadership,
Motivation, Conflict resolution
and problem solving
Yes
Well defined procedures and
guidelines are established

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3.7 INTEGRATE :
Integrate Formal System
The project scope, deliverables &
schedule for different packages
are integrated .
Conformance to the approved
specifications
Yes
Incorporated in different work
packages along with performance
and guarantee parameters
Identifying, Defining, Combining,
Unifying and Coordinating various
project management activities
done in the Project
Yes
Co-ordination at various stages of
project including procurement,
construction, testing &
commissioning and subsequent
handover for operation are done
thro’ protocols.
Issue Register, Issue Histogram Yes
Presently undertaken in informal
way.
Detailed documentation with
analysis report and log register to
be implemented.

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3.8 DELIVER & CLOSE OUT :
Deliver and close out Formal System In practice
Project/Product Delivery Yes
System / subsystem
commissioning and handover
along with drawings &
documents, spares etc are
delivered with formal
documentation
Project & product deliverable are
defined as per scope &
specifications
Contract Close out Yes
Guidelines & procedures are in
place for techno- commercial
closure of contract including
reconciliation and final billing.
Lessons Learnt Yes Compilation of lessons learnt for
330MW units done and shared
with the project team.
Continuous learning sessions are
organized at site for
implementation in future
projects.

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4. Recommendation to Management to improve PM maturity
in Adani Infra ( India ) Limited
Based on the understanding gained from EDPM project management module training
undertaken, the areas marked as “RED” require greater thrust & implementation.
The major area identified for further review, analysis and implementation are as below:
1. Formal documentation of Project Charter, Risk register, scope change
2. Formal documentation of issues , their analysis and techno-commercial implications
3. Establishing productivity norms for major equipments
4. Acquiring greater expertise for undertaking EPC project outside group projects
5. Implementation of Earned Value system for measuring project performance from the
inception of any project.
“ Our aspirations are our possibilities”
Pankaj Shukla
Adani Infra( India) Limited
Mundra

EDPM Report # 1_ Pankaj Shukla

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