Chennai Petroleum Corporation Limited (CPCL) wanted to effectively monitor planned shutdowns of three plants being worked on by different contractors. They were using paper and Excel but needed a centralized system. CADD Centre created a Primavera project with activities sequenced and identified the critical path. Progress was updated by collecting percentage completes from contractors. Daily and weekly reports were generated, helping CPCL better manage the shutdown projects.

1. CPCL – Project Documentation
About CPCL
Chennai Petroleum Corporation Limited (CPCL), formerly known as Madras Refineries Limited (MRL) was
formed as a joint venture in 1965 between the Government of India (GOI), AMOCO and National Iranian
Oil Company (NIOC) having a share holding in the ratio 74%: 13%: 13% respectively. Originally, CPCL
Refinery was set up with an installed capacity of 2.5 Million Tonnes Per Annum (MMTPA) in a record
time of 27 months at a cost of Rs. 43 crore without any time or cost overrun.
SHUT DOWN & MAINTANCE PROJECT
Business Problem
Planned and shutdown maintenance department of CPCL, Chennai wants to monitor their plant
shutdown effectively. They are doing the planned shutdown project for three plants which are executed
by different contractors. They were using excel, paper and other legacy application to list down the
activities of projects. Using experienced personnel expertise, they were updating the activity progress
which management was not looking for. They need a project management system to show the activity %
percent complete after entering actual efforts for the day. Since they did not have centralized
application to create activities, sequence those activities and identify critical path for the projects such
progress update and rolling up of data till the project level was not possible.
What have we done?
CADD Centre does consulting by collecting the activities from contractors. Using Primavera we have a
created a shutdown project and sequence activities. Using the option of Primavera critical path
functionality, we have helped them to identify critical activities. We have updated project progress by
collecting actual percentage complete from different contractors. Also we generated project progress
reports on a daily, weekly basis which intern helped CPCL to manage their shut down projects
effectively.

2. Project Structure & Plan:

Consists of Plants such as 15,16,17,18,19,205,207,210

Each plant having one of the following functional components namely,
1. Furnaces
2. Columns
3. Heat Exchangers
4. Piping

Several contractors have been employed to perform the various maintenance jobs

Breakdown can be done as having separate projects for each plant.

Functional components can be considered as WBS and sub-WBS can be given for specific
components.

All the plants can be collectively grouped as ‘MAINTENANCE’ portfolio.

Activities are done 24x7 and are scheduled in hour basis.
Project Structure & Plan:

Overall % complete needs to be given based on weightage.

Co-ordinating with the contractors for inflow of data on a daily basis.

Arriving at a standard format for getting the data from various contractors or officials.

Cope with changes in activity during progress.

Finding an optimum solution to provide weightage for projects.

Integrating all these projects and managing them properly.
Customer Needs:
1. Getting daily progress data and updating the schedule.
2. Generating reports on each project based on customer requirements.
3. Provide list of activities to be performed on the current day and notify the critical ones.
4. Notify activities that are behind schedule.
5. Produce an overall project report for top-level management when prompted.

3. Necessary Learning areas:

Customization of reports

Usage of filters for getting specific layouts

Usage of User defined fields and global change

Various methods of updating activities

Explore tool for deriving more options and apply them effectively.