Internship Report_Zealcon_By_Ajmad_Mehmood_and_Muddassir_Raza

University of Engineering and Technology, Lahore
Zealcon Engineering (Pvt.) Ltd.
INTERNSHIP REPORT
PREPARED BY
AMJAD MEHMOOD
MUDDASSIR RAZA

Zealcon Engineering (Pvt.) Ltd Front Matter
University of Engineering and Technology, Lahore ii
Dedication
This report is dedicated to ZEALCON Engineering (Pvt.) Ltd for providing us the
opportunity to work in a professional environment and helping us to improve our work ethics.
A. Mehmood
M. Raza

University of Engineering and Technology, Lahore iii
PREFACE
For almost every undergraduate engineering student, it’s essential for developing and
enhancing technical skills during the summer break in the shape of internship. And that is
why we ended up here in ZEALCON Engineering (Pvt.) Ltd. During our internship, we’re
accommodated in the Planning Department. We learned basic concepts of Project
management, and had a fruitful training of Primavera P6, where we observed real life project
planning. We had one session in QHSE Department with Mr. Ghulam Abbas in which we
learned about the prerequisites for ISO certifications. We luckily had one-day site visit with
Mr. Junaid Ali at Gharibwal Cement Plant, Ismailwal. The information in this report is
gathered from multiple sources. It gives insight to the very basic concepts about EPC Project
Management, Project Planning and scheduling and Quality Management. We tried our level
best to work efficiently and learn as much as we could.
A.Mehmood
M. Raza

University of Engineering and Technology, Lahore iv
Acknowledgement
We thankfully acknowledge the cooperation of Mr. Ali Akbar as he helped throughout our
internship, with his knowledge of Project Management and Primavera P6; by which we had a
complete exploration of the Project Planning.
We really appreciate the cooperation of Mr. Muhammad Raza for going an extra mile and
arranging this great opportunity for us to work in this professional environment.

University of Engineering and Technology, Lahore v
Table of Contents
Chapter 1: Company Profile (1)
Chapter 2: EPC Project Management (9)
Chapter 3: Project Planning and Scheduling (13)
Chapter 4: Quality and Risk Management (29)

Zealcon Engineering (Pvt.) Ltd Company Profile
University of Engineering and Technology, Lahore 1
Chapter 1
Company Profile
Zealcon Engineering (Pvt.) Ltd was formed in February 2010 and got its first contract in August 2010.
It offers Mechanical, Civil & Electrical Engineering services at large. At this point, ZEALCON has
focused on the blossoming markets of South Asia, Africa, Middle East and Central Asia. It is a QMS
9001:2008 and OHSAS 18001:2007 certified company. Its major business areas are oil and gas, oil
terminal, wellhead development, LNG terminal, fertilizers, refineries, power plants, housing,
infrastructure, cement plants, chemical and petrochemical, water, waste water and sewerage water
treatment, buildings, dams and bridges.
Vision Statement
To be the world’s Premier Engineering, Construction, and Project Management Company.
 Customers and partners will see us as integral to their success. We will anticipate their needs
and deliver on every commitment we make.
 People will be proud to work at Zealcon. We will create opportunities to achieve the
extraordinary, and we will reward success.
 Communities will regard us as responsible and responsive. We will integrate global and local
perspectives, promote sound management of resources, and contribute to a better quality of
life.
Mission Statement
 We at Zealcon Engineering vow to build a world of difference by challenging the frontiers of
engineering and construction in delivering operational excellence in every corner of the
company by meeting commitments and changing needs of our clients employees and all stake
holders with our quality service delivered by the most qualified people for a better world.
 In all of the above, we are, and aim to continue to be Second to None.
Organization Structure
Figure 1 Organizational Structure of Zealcon Engineering (Pvt.) Ltd

Certifications
Zealcon Engineering (Pvt.) Ltd has the following two ISO Certifications:
 QMS 9001:2008
 OHSAS 18001:2007
QMS 9001:2008
QMS 9001:2008 or ISO 9001:2008 is a standard by ISO that specifies requirement of quality
management system where an organization
 needs to show its capacity to reliably give item that meets customer and pertinent statutory
and regulatory requirements
 aims to enhance customers satisfaction through the viable use of the system, including
processes for continual improvement of the system and the confirmation of adjustment to
customer and appropriate statutory and administrative prerequisites
The following are principles to be observed for the conformation of QMS 9001:2008:
1. Customer Focus
2. Leadership
3. Involvement of People
4. Process Approach
5. System Approach to Management
6. Continual Improvement
7. Factual Approach to decision Making
8. Mutually Beneficial Supplier Relationships
OHSAS 18001:2007
OHSAS is acronym of Occupational Health and Safety Assessment Series. OHSAS 18001:2007 or
ISO 18001:2007 is a standard OHSAS 18001:2007 specifies requirements for an OH&S management
system to empower an association to create and execute a policy and objectives which consider
legitimate requirements and information about OH&S risks. It is intended to apply to all types and
sizes of organizations and to accommodate diverse geological, social and cultural conditions. OHSAS
18001:2007 is based on the methodology known as Plan-Do-Check-Act (PDCA). PDCA can be
described as follow:
Plan: establish the objectives and processes necessary to deliver results in accordance with the
organization’s OH&S policy.
Do: implement the processes
Check: monitor and measure processes against OH&S policy, objectives, legal and other
requirements, and report the results.
Act: take actions to continually improve OH&S performance.

Business Areas
Zealcon Engineering provides services in the following business areas:
Power and Energy
 Fabrication, Erection of Steel Structure.
 Construction or Power houses.
 Fabrication of Fuel Storage Tanks.
 Process Piping for Gas, Oil and Water.
 Ancillary Structures.
 Water Intake Structures.
 Power plant Construction Management.
 Construction of Switchyard.
 Construction of Switchyard foundations.
 Installation and erection of Engines.
 Fabrication of Economizers Stacks.
Buildings, Roads and Infrastructure Development
 Earthwork
 Concrete Structures
 Asphalt Concrete
 Brick Work
 Erection of Light Poles
 Road Embankment
 RCC Pipe Culverts
 Stone Pitching
 Concrete Road Drains
 Fence Work
 Signage and Directions
 Foot Path and Horticulture
 Construction of Multi Storey Buildings
 Concrete Structures
 Development of Housing Schemes
 Commercial Centers, Malls
 Sport Stadiums
 Temporary Residences
 Construction of Hospitals
 Construction of Labs.
 Landscaping
Figure 2
Figure 3
Figure 4

Petrochemical & Chemical
 Construction of Buildings
 Construction of Foundations
 Detail Engineering
 Fabrication of Process Equipment
 Installation and Erection
 HVAC System
 E&I Installation
 Fuel Tanks and Vessels
 Waste Water Control
 Installation of Catholic systems
 HDPE membrane Systems
 Installation of Heavy Equipment
 Fabrication of Stacks and columns
 Fabrication of Heat Exchangers
 Installation of Fire fighting Systems
General Plant Construction
 Plant Layout
 Fabrication Tanks / Vessels
 Civil Foundations of Equipment
 Fabrication of Steel Structure
 Fabrication & Erection of Piping
 Inter connection of Equipment
 Plant Test Runs
 Cooling Towers.
 Insulation, Cladding
 Commissioning
 Pumping
 Filling & Decanting
 Maintenance and Shutdown
Projects
Since its incorporation, Zealcon Engineering has acquired a number of contracts ranging from
building works to waste heat recovery power plants & gas processing and LPG recovery plants.
Figure 5
Figure 6

Completed Projects
Supply, Fabrication & Erection of flue stack
Client: Byco Oil Pakistan Ltd.
Scope: Supply, Fabrication & Erection of flue stack as per following data: 97.5 m High, Min & Max
Diameter: 4.4 & 9.5m respectively
Piping of Utilities & off site facility (Mechanical)
Client: Byco Oil Pakistan Ltd.
Scope: 35,000 dia inch, High pressure utility piping for crude oil refinery including water, steam and
compressed air circuits
Construction of Mehar Gas Development Project (MGDP)
Client: OMV Pakistan
Capacity: 30 MMSCFD
Scope: Civil, Mechanical, Electrical & Instrumentation, Flow lines
Salient Features: 10,000 CUM Concrete; 70,000 SFT Buildings; 13 Km Road; 120 Ton Pipe Rack;
200 Ton Steel Structure; 380 Ton Tanks (10 Nos.); 27,000 dia inch Piping (CS, SS, Duplex Steel); 12
Km Flow Line; 980 Tons Equipment Erection; 94000 RM E&I Cables
Rapid Bus Transit System
Client: TEPA, LDA, Government of Punjab
Scope: 3.9 Km MBS corridor-flyover; 04 MBS Stations; 02 MBS Transfer Station; 06 Pedestrian
Bridges/Underpasses; Extension of 02 bridges
Construction of Flood Damages of Water Supply Schemes in Sindh
Client: Solidarities International, France
Scope: Construction Works
Salient Features: 5 Tube wells with turbines; 16 Storage Reservoirs; 14 Km Clean Drinking Pipe
Line
Mehmood Kot Terminal
Client: Byco Oil Pakistan Ltd
Scope:
Dismantling of 02 Tanks Weighing 94 ton; Fabrication of Saddles Weighing 20 ton; Construction of
tank foundations, sleeper foundation, Gantry Flooring, Gate House, Boundary Walls, internal roads;
Fabrication and Laying of carbon steel pipes including all fittings, welding, sand blasting and
painting, excavation and backfilling, wrapping and coating and tie-in; Reconstruction of Storage

Tanks; Process Piping
UCH-II Gas Power Plant
Client: Oil and Gas Development Company Limited (OGDCL)
Scope: 3×5 MW Gas Turbines connected to Waste Heat Recovery and cooling tower; Piping and
stack including all civil, mechanical and E&I works
First Engro Elengy Import Terminal Project
Client: Engro Vopak
Scope: EPC for Equipment Installation; Electrical & Instrumentation Works; Up-gradation of
Electrical Power Network; Commissioning Support & Other Ancillary Works for LNG Project
Naimat Phase-5A and 5B Expansion Project
Client: United Energy Pakistan
Scope: Mechanical Works including Equipment Installation, Piping, Steel Structure, Sandblasting,
Painting & Grouting; Power Generation Works including Cable Laying, Panel Installation, Cable
Tray and Earthing; Electrical & Instrumentation Works
Thar Coal Project
Client: Sindh Engro Coal Mining Company (SECMC)
Scope: Earthwork for the Coal Power Plant; 1.0 M BCM Overburden Removal at Thar Block II
On-going Projects
UCH-II Gas Development Project
Procurement (Supply), Construction, Installation/Erection, Testing, completion and providing pre-
commissioning and commissioning activities
Capacity: 2x150 MMSCFD
Scope: Civil, Mechanical and Electrical and Instrumentation Works
Salient Features: 12,955 CM Concrete; 480 Tons Steel Reinforcement; 6297 SM Plaster, 10,650 SM
Approach Road; 22,528 CM Excavation
Construction of MAKORI East -4&5, MARAMZAI-3, MARDANKHEL-1 & One Future
Wellhead Surface Facilities
Client: MOL Pakistan Oil & Gas Co. B. V.
Scope: Civil, Mechanical and E&I Works for Construction of MAKORI East4&5, MARAMZAI-3,
MARDANKHEL-1 & One future Wellhead Surface Facilities at Kohat (KPK)

Fabrication and Erection of Rohri Cement Plant
Client: Zeal Pak Cement
Scope: Fabrication and Erection of 2 Raw Mills, Rotary Kiln, Coal Mill, Pre Heaters, Cement Mills,
All associated structures (conveyor belts)
Mechanical Construction of Waste Heat Recovery Power Plant
Client: Kohat cement Company Limited
Scope: Installation of WHR and CF Boiler; Fabrication & Erection of Steel Structure; Piping;
Chimney and Turbine Generator Building; Installation of Turbines, Generators, Water Treatment
Plants and related piping; cooling tower and cooling water pipe lines; Construction and refractory
works
Gharibwal Cement Project
Client: Gharibwal Cement Limited
Scope: Limestone Crusher and raw material conveyor system; Fabrication & erection Works;
Installation of New Packing Plant
Construction of Multiplex Cinema
Client: Art Vision Pvt. Ltd.
Scope: Construction of Civil Works; Conduit and wiring
Daanish School (Boys and Girls) Mailsi, Construction of boy’s hostel 1
Client: Government of Punjab
Scope: Construction of Civil Works; Complete Electrical Works
Diamer-Basha Dam Housing Colony
Client: WAPDA
Scope: Construction of Staff Housing Colony for WAPDA
Waste Heat Recovery Plant
Capacity: 20 MW
Client: Gharibwal Cement Limited
1) Scope: Complete Civil and Electromechanical works
NASHPA Oil Field Project
Scope: Gas Processing and LPG Recovery Plant and Allied Facilities; All Civil and

Electromechanical Works
Bukhari Amin Plant Green Filed Package
Client: United Energy Pakistan
Scope: Mechanical and Electrical Works
Daanish School (Boys and Girls) Mailsi, Construction of boy’s hostel 2
Client: Government of Pakistan
Scope: Construction of Civil Work; Complete Electrical Works

Zealcon Engineering (Pvt.) Ltd EPC Project Management
Chapter 2
EPC Project Management
Project Management
Project Management is defined as “the application of knowledge, skills, tools and techniques to a
broad range of activities in order to meet the requirements of a particular project”. The process of
directing and controlling a project from start to finish may be further divided into 5 basic phases:
1. Initiation
2. Planning and Design
3. Execution
4. Monitoring and Controlling
5. Closing
Initiation
At the beginning of the project, the business case is created and evaluated in order to determine if the
project is feasible and if it should be undertaken. Stakeholders do their due diligence and feasibility
testing may occur, if needed. If all parties decide to move forward with the project, a project charter or
project initiation document (PID) is created, including the business needs and business case.
Planning
During this phase, the project team develops a roadmap for everyone to follow and the project
manager creates the project management plan (PMP), a formal, approved document to guide
execution and control. The PMP also documents scope, cost, and schedule baselines. Other documents
included in the planning phase include:
Scope statement and scope documentation: A document that defines the business need, benefits,
Figure 1 Phases of Project Management
Initiation Planning & Design
Execution
Monitoring
&
Controlling
Closing

objectives, deliverables, and key milestones.
Work breakdown structure (WBS): A visual representation that breaks down the scope of the
project into manageable chunks.
Communication plan: This plan outlines the communication goals and objectives, communication
roles, and communication tools and methods. Because everyone has a different way of
communicating, the communication plan creates a basic framework to get everyone on the same page
and avoid misunderstandings or conflict.
Risk management plan: This plan helps project managers identify foreseeable risks, including
unrealistic time and cost estimates, budget cuts, changing requirements, and lack of committed
resources
Execution
This is when the work begins. After a kick-off meeting, the project team begins to assign resources,
execute project management plans, execute tasks, update the project schedule, and modify the project
plan.
Performance and Monitoring
The monitoring phase often happens at the same time as the execution phase. This step is all about
measuring progress and performance to ensure that items are tracking with the project management
plan.
Closure
This last phase represents project completion. Project managers sometimes hold a post-mortem
meeting to evaluate what went well in the project and identify failures. Then, the team creates a
project punch list of any tasks that didn’t get accomplished, performs a final budget, and creates a
project report.
Project Management Institute
The Project Management Institute (PMI) is a US nonprofit professional organization for project
management. It provides services including the
development of standards, research, education,
publication, networking-opportunities in local
chapters, hosting conferences and training
seminars, and providing accreditation in project
management (Fig. 2 shows logo of the institute).
PMI was founded by Ned Engman (McDonnel
Douglas Automation), James Snyder and Susan
Gallagher (SmithKline & French Laboratories), Eric Jenett (Brown & Root) and J Gordon Davis
(Georgia Institute of Technology) at the “Georgia Institute of Technology” in 1969. It was
incorporated in the state of Pennsylvania in the same year. PMI
Figure 2

described its objectives in 1975 as to "foster recognition of the need for professionalism in project
management; provide a forum for the free exchange of project management problems, solutions and
applications; coordinate industrial and academic research efforts; develop common terminology and
techniques to improve communications; provide interface between users and suppliers of hardware
and software systems; and to provide guidelines for instruction and career development in the field of
project management.”
Project Management Professional
Project Management Professional (PMP) is an internationally recognized professional designation
offered by the Project Management Institute (PMI). The exam is based on the Project Management
Body of Knowledge (PMBOK), and requirements to sit for the exam include, a bachelor's degree, at
least 4,500 hours of experience leading and directing projects, and 35 hours of formal project
management education. A candidate who passes the exam and meets the professional requirements is
awarded the PMP certification.
Project Management Body of Knowledge
Project Management Body of Knowledge (PMBOK) is a set of standard terminology and guidelines
for project management. It is evolved over time and is compiled in “A Guide to the Project
Management Body of Knowledge (PMBOK®
Guide)”. Its 5th
edition was published by PMI in 2015
(Title shown in fig. 3). It covers the following knowledge areas:
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
EPC Projects
EPC (Engineering, Procurement and Construction) projects contract include completion of entire
project starting from its design to commissioning. Sometimes these projects are also referred as EPCC
(Engineering, Procurement, Construction and Commissioning) or LSTK (Lump Sum Turn Key)
Projects. Commonly, infrastructure, mining and energy related projects are treated as EPC projects.
Engineering
It comprises design phase of the project which includes:
1. Empirical design
2. Detailed design
3. Analysis of design using different techniques e.g. Finite Element Analysis.
Figure 3 PMBOK®
Guide

Procurement
Procurement is the act of acquiring, buying goods, services or works from an external source, often
via a tendering or bid process. It is favourable that the goods, services or works are appropriate and
that they are procured at the best possible cost to meet the needs of the acquirer in terms of quality
and quantity, time, and location.
Construction
It includes all the civil, mechanical and E&I work.
Civil Works
1. Excavation
2. Grubbing
3. Rebar and form work
4. Concrete pouring
5. Grouting
6. Backfilling
Mechanical Works
1. Rigging
2. Lifting
3. Scaffolding
4. Fabrication
5. Erection
6. Welding
7. Equipment Placement
8. Painting
9. Non-Destructive Testing
Electrical & Instrumentation (E&I) Works
1. Instrument installation
2. Wiring
3. Calibration
4. Meggering
5. Earthing test

Zealcon Engineering (Pvt.) Ltd Project Planning and Scheduling
Chapter 3
Project Planning and Scheduling
Project planning is optimal allocation of resources to complete a project. It is the process of
developing for a road map for the completion of project including project scope, cost and schedule
baselines. It also includes formal compilation of scope statement, work breakdown structure (WBS),
communication plan and risk management plan etc. Scheduling is a part of project planning which
typically deals with planning of start and finish dates of activities or other WBS elements, their
duration and order of precedence.
Work Breakdown Structure
Project as a whole is usually very complex and unmanageable. Planning a project is impossible
without breaking it down to workable and manageable components which are smaller in duration and
require specific resources. The most recognized technique to break down complex projects into
multiple smaller parts is called Work Breakdown Structure (WBS). Thinking in detail is critical while
planning a project, but one should never lose sight of the big picture.
WBS is “deliverable oriented hierarchical and incremental decomposition of a project into phase,
deliverables and work packages. It is a tree structure which shows a sub division of effort required to
achieve an objective – project”.
WBS contains a planning framework of planned results which precedes project scheduling.
Scheduling is not possible without WBS. Application of 100% rule helps us in being result oriented as
WBS defines everything that needs to be completed. With outcomes defined, this WBS becomes the
initiator in our planning process and once project is underway, this helps us in assuring that all costs
are monitored and recorded in our accounting systems by allowing the monitoring of scope of work at
a detailed level as required by major stake holders – Management, Client, Project manager, Project
engineers, Project team. A typical WBS is shown in the figure 1.

Figure 1 A Typical WBS
Organization Breakdown Structure
Once WBS is designed, effective Organisation Breakdown Structure (OBS) to map with WBS is
developed. Project team is structured to have effective control on all levels of WBS. An appropriate
management level is decided against each level. After structuring project team, OBS is matched
against WBS to cross check if all control points are assigned with an individual team member.
This exercise is done as listed below in figure 2.
Figure 2 WBS and OBS
Project
Phase
(Engineering)
Work Package
(vent)
Activity 1
Phase
(Procurement)
Phase
(Construction)
Discipline
(Mechanical)
Discipline
(Civil)
Discipline
(E&I)
Area
(Piping)
Area
(Equipment)
Area
(Structure)
System (Power
Generation)
Project/Site Manager
Construction Manager
Discipline In-charge
Area Supervisor
Area Engineer
Work Package
(Lube Oil)
Activity 2 Activity 3

Levels of Plan
Project planning depends upon level of decomposition done for any project. More the extent of
breaking down different activities, higher is the level of plan. Usually 4 levels of plan are used in an
EPCC environment. All four levels are explained below:
Level – 1 Plan
This is the most basic and contractual plan which shows start and end dates of all different phases of
project e.g. Engineering, Procurement, Construction etc.
Level – 2 Plan
Level – 1 plan is detailed further into various disciplines. Major activities are mentioned discipline
wise along with corresponding start and end dates e.g. commencement and completion of Mechanical,
Civil, Electrical etc. is shown more explicitly.
Level – 3 Plan
At this level, level- 2 plan is further broken down into Systems/Areas. Activities in level-2 plan are
further divided into smaller activities and plan for each is provided e.g. Start and end dates of
equipment, piping fabrication, piping erection etc. are included. Resource allocation is also applied for
this level.
Level- 4 Plan
In this level, level- 3 plan is further broken down into drawing level and making zones of Project.
This is prepared at start of the project after detailed study of BOQ and drawings.
Figure 3 Levels of Plan

Activities, Their Duration and relationships
Project is broken down into activities during development of WBS. These activities can be Tasks or
Milestones. Tasks are the activities which are measureable, assignable, consume time & resources and
have a definite start and end date. However, milestone represents an event as a result of an activity
completion or indicated commencement of work.
Deciding and Allocating Duration
Once all activities are defined, next step is to decide duration required to complete each task. Duration
is usually allocated on the basis of nature of task, previous experience and availability of resource
required. Unit of duration can be hours, days or months based on the type of activity and project.
Necessary contingencies must be incorporated to cater for any unforeseen events which may lead to
delays.
Assigning Relationships
All activities of a project are linked with each other in different ways. Once durations are decided,
planning team needs to identify and assign these relationships. There are four types of activity
Relationships.
Finish-to-Start
Dependent activity (successor) can only start once independent (predecessor) has finished. This is the
most common type of activity relationships.
Finish-to-Finish
Dependent activity (successor) can only finish once independent (predecessor) has finished.
Start-to-Start
Dependent activity (successor) can only start once independent (predecessor) has started. Sometimes,
if activities have long duration, then finish-to-start relationship can be replaced by Start-to-Start
relationship with some lag.
Start-to-Finish
Dependent activity (successor) can only finish once independent (predecessor) has started.
Scheduling
Start and finish date of each activity is calculated based on the relationships and estimated durations
which leads to the same dates for whole project. There are different methods to do this, but the most
commonly used method is known as critical path method and is explained below.

Critical Path Method
The Critical Path Method or Critical Path Analysis, is a mathematically based algorithm for
scheduling a set of project activities. It is an important tool for effective project management. Any
project with interdependent activities can apply this method of scheduling. The following small
project having interrelated activities will be used in upcoming CPM calculations.
Table 1 Project to be used in CPM calculations
Activity ID Task Duration Predecessors
A Site Cleaning 7
B Removal of Trees 3
C General Excavation 6 A
D Grading General Area 3 B
E Excavation for Trenches 3 D, F
F Placing Formwork and Reinforcement 2 B
G Install Utilities 3 C
H Place Concrete 2 E, G
Note: For simplicity, all activities have finish-to-start relationship.
Networking Diagram
Once the activities, their duration and order of precedence is finalized, then their network is built up to
show this graphically and CPM is applied to that networking diagram. Figure 4 shows the networking
diagram for the above quoted project.
Figure 4 Networking Diagram
Forward Pass
It is a mechanism to move forward through a diagram to calculate total activity duration. Forward
pass results in Early Start (ES) and Early Finish (EF). Early start time for a successor activity is
largest of the early finish time for its predecessor activities.
ES = Largest EF of the Immediate Predecessors
Start

Backward Pass
It is a mechanism to move backward through a diagram to calculate total activity duration. This
results in Late Start (LS) and Late Finish (LF). The latest finish time of a predecessor activity is equal
to the smallest of the latest start times of its immediate successors.
LF = Smallest LS of the Immediate Successors
Activity Identity Box
Activity identity box shows activity ID, its ES, EF, LS and LF. An activity identity box is shown in
figure 5.
Figure 5 Activity Identity Box
Results of forward and backward pass are shown in the figure 6 by the means of activity identity
boxes used in networking model/diagram.
Figure 6 Results of Forward and Backward Pass
Float
The different between early and late start or early and late finish is called float (slack) of that
activity. It represents the duration an activity can delay without delaying its successor activity.
There are two types of float as discussed.

Free Float
Free float is amount of time that an activity can be delayed without causing a delay to its successor.
Total Float
Free float is amount of time that an activity can be delayed without causing a delay to project
completion date.
Critical Path
Critical path is the sequence of activities which add up to the longest overall duration. It is the shortest
time possible to complete the project. Any delay of an activity on the critical path directly impacts the
planned project completion date i.e. there is no float on the critical path. The critical path of the
quoted project is:
𝐴 → 𝐶 → 𝐺 → 𝐻
While the other paths are termed as sub-critical or non-critical paths.
Critical Activities
Activities that lie on critical path i.e. have zero float are termed as critical activities (in this case
activity A, C G & H). Delay in any critical activity mean delay in project completion date.
Gantt Chart
Gantt Chart is used to show project schedule in a graphical way. It provides more clear picture of
activities being carried out in a parallel manner and their float. Gantt chart for the project under
discussion is shown.
ID Task Dura-
tion
01
02
03
04
05
06
07
08
09
10
11
12
13
14
15
16
17
18
A
Site Cleaning 7
B
Removal of Trees 3
C
General Excavation 6
D
Grading General Area 3
E
Excavation for Trenches 3
F
Placing Formwork and
Reinforcement
2
G
Install Utilities 3
H
Place Concrete 2
Figure 7 Gantt Chart

Resource Deployment
Once done with the scheduling of activities, next important step is to assign resources to each.
Resources may include manpower, tool, plants, equipment, materials, consumables and anything
required to perform an activity.
Resource Leveling
Resources curve for ideal case should be a smooth trapezoidal curve- achieve its peak along with peak
of the project, maintain for specific duration and then decrease. Sudden crusts and troughs are usually
observed for each project which mean hiring of additional manpower for certain period and then
laying off till required again. The iterative process of cutting off these crusts and filling in the troughs
is termed as resource leveling (smoothening).
Oracle Primavera P6
Oracle Primavera P6 is an integrated project portfolio management (PPM) solution consisting of role-
specific tools to satisfy each team member’s needs, responsibilities, and skills. The P6 suite uses a
standard Windows interface, client/server architecture, Web-enabled technology, and a stand-alone
(Oracle XE) or network-based (Oracle and Microsoft SQL Server) database. The Oracle Primavera P6
suite includes the following software components:
 Project Management
 Methodology Management
 Progress Reporter
 P6 Web Access
 P6 Integration API
 Software Development Kit
 ProjectLink
Workspace Basics
Symbols
The following symbols are displayed throughout the application, organized by type.
 General and admin symbols
 EPS, project, and WBS symbols
 Activity symbols
 Resource and role symbols
 Report and layout symbols
 When connected to a P6 Professional database: Issue, risk, and threshold symbols
 When connection to a P6 EPPM database: Issue and threshold symbols
 Work product and document symbols

General and Admin Symbols
These symbols represent general data.
Symbol Meaning/Function
Calendar
Notebook topic
Cost account, Funding source
User
This symbol appears only when P6 Professional connects to a P6 Professional
database.
OBS element
database.
Security profile
database.
Security profile privilege
database.
Funding source
EPS, Project, and WBS Symbols
These symbols represent EPS, project, and WBS data.
EPS node
Project (not open)
Opened project
What-if project
What if project, checked out
What if project, checked out, opened
What if project, opened
Checked out project

Project, checked out, opened
Project code
Portfolio global
WBS element, WBS category
Expense item
Budget log item
Baseline
WBS milestone
Activity Symbols
These symbols represent activity data.
Activity (Not started)
Activity has been marked as Started
Activity has been marked as Finished
Activity codes
Activity successor
Activity predecessor
Activity resource assignment
Activity step
Activity role assignment
database.
Activity steps template
Resource and Role Symbols
These symbols represent resource and role data.
Resource, Labor
Resource, Non Labor

Resource assigned to current project
Resource code
Resource units and prices
Role
Resource assignment
Resource, Material
Resource, Assign by role
Resource associated with user
Resource associated with user assigned to current project
Resource, Non Labor assigned to current project
Resource, Non Labor associated with user
Resource, Non Labor associated with user assigned to current project
Resource Primary
Role assigned to current project
Report and Layout Symbols
These symbols represent report and layout data.
Report Group, Batch Reports
Report
Report Wizard
Global or Project Layout
User Specific Layout, Tracking Layout
Filter
Issue, Risk, and Threshold Symbols
These symbols represent issue or threshold data.
Issue

Threshold
database.
Risks
Work Product and Document Symbols
These symbols represent work product or document data.
Work Product or Document
Work Product or Document Deliverable
Document assigned to current project
Global Data vs. Project-specific data
You can store project data at an enterprise level and a project level. Whether the data you store are
global or project-specific depends on the data type.
 Global data are defined at the enterprise level and are available to all projects across the
enterprise. Examples of global data include the EPS and OBS, and resource and role
information. You can access most enterprise-level data from the Enterprise menu or the
Enterprise toolbar.
 Project-specific data are defined at the project level and are available only to that project.
Examples of project data include activities, WBS, and work products and documents. You
can access most project-specific data from the Project menu or the Project toolbar.
Some data can be defined at either a global or project level. For example, you can create global
calendars to define available workhours that apply to all projects, and project calendars to define
available workhours unique to a specific project.
Adding A Project to Enterprise Project Structure
Choose Enterprise, Projects, or click Projects on the Home workspace to open the Projects window.
Select the EPS node to which you want to add a project. (If you have not yet created any EPS nodes,
select the root EPS node created for you when you installed the P6 PM software.) Click Add. The
Create a New Project Wizard guides you through the steps required to add a project, including
selecting the node in which to place the project in the EPS, naming the project, and identifying the
responsible manager for the project.
Adding WBS Elements and Assigning Properties
When you create projects, the module automatically creates a WBS top-level element with the same name and
EPS and project IDs as the project. Use the Work Breakdown Structure window to view and edit the open
project’s WBS.

Add a WBS element
Choose Project, WBS. Select the WBS element immediately above and under which you want to add the new
element, then click Add. The new WBS element is indented one level under the selected WBS element.
General information
Use the General tab to view and edit the selected WBS element’s general information. This includes the code,
name, status, and responsible manager.
Figure 8
Edit a WBS element
Select the WBS element you want to edit. To change the element’s position in the WBS, click the
appropriate arrow buttons at the bottom of the command bar on the right side of the Work Breakdown
Structure window. Display Work Breakdown Structure Details by clicking the Display Options bar
and choosing Show on Bottom, WBS Details, then enter new information in the tabs.
Delete a WBS element
Choose Project, WBS. Select the WBS element you want to delete, then click Delete. If the WBS
elements you want to delete have activity assignments, you are prompted to delete the WBS element
and all of its activity assignments, or delete the WBS element and reassign, or merge, all of its activity
assignments to the element’s higher-level WBS element. Click OK, then click Yes.
Working with Activities
Activities are the fundamental work elements of a project. They are the lowest level of a work
breakdown structure (WBS) and, as such, are the smallest subdivision of a project that directly
concerns the module.
Add activities in the Activity Table
Select an activity within the group to which you want to add a new activity, then click Add. The new activity is
placed according to the sorting options selected for the layout.

Figure 9
Copying and Pasting Activities
Select one or more activities that you want to copy. Click Copy in the command bar. Select the WBS
band where you want to insert the copied activities, and click Paste. In the Copy Activity Options
dialog box, mark the checkbox next to each type of information you want to copy, and then click OK.
In the Renumber Activity IDs dialog box, select how to create activity IDs for the copied activities,
and then click OK. If the Duplicates dialog box appears, type new activity IDs, as applicable, and
click OK.
Defining General Activity Information
Use the General tab to define general information for the selected activity, including duration type,
WBS assignment, primary resource, activity type, and activity calendar.
In the Activities window, select the activity whose general information you want to define. Click the
Layout Options bar, then choose Show on Bottom, Activity Details; click the General tab.
Activity Types
In Primavera P6, there are following different types of activities:
 To indicate that the activity’s resources are scheduled according to the activity calendar,
select Task Dependent.
 To indicate that each of the activity’s resources are scheduled according to the resource’s own
calendar, select Resource Dependent.
 To indicate that the activity’s duration is dependent on its predecessor and/or successor
activities, select Level of Effort (LOE). LOE activities do not have constraints and are
considered to be ongoing; examples include project management tasks, reviews, and
meetings. The module does not include Level of Effort activities when leveling resources.
 To indicate that the activity marks the beginning of a major stage in the project, select Start
Milestone. Milestones do not have time-based costs or resource assignments. However, a
primary resource can be specified. Start milestone activities have a zero duration.
 To indicate that the activity marks the end of a major stage in the project, select Finish
Milestone. Milestones do not have time-based costs or resource assignments. However, a

primary resource can be specified. Finish milestone activities have a zero duration.
 To indicate that the activity’s duration is dependent on the earliest start date and latest finish
date of the activities that share a common WBS level, select WBS Summary.
Duration type
Select the duration type based on whether resources, the schedule, or costs will be most important
when activities are updated in a project. The duration type applies only when resources are assigned to
the activity. The following equation must hold true regardless of which data are updated:
𝑅𝑒𝑚𝑎𝑖𝑛𝑖𝑛𝑔 𝑈𝑛𝑖𝑡𝑠 (𝑟𝑒𝑠𝑜𝑢𝑟𝑐𝑒) = 𝑈𝑛𝑖𝑡𝑠/𝑇𝑖𝑚𝑒 𝑥 𝑅𝑒𝑚𝑎𝑖𝑛𝑖𝑛𝑔 𝐷𝑢𝑟𝑎𝑡𝑖𝑜𝑛 (𝑎𝑐𝑡𝑖𝑣𝑖𝑡𝑦)
For example, if a resource is assigned to an activity for 8 hours/day for 5 days, the remaining units or
work effort is calculated as 40 hours. The duration type enables you to control which variables of this
equation are calculated when you change a value.
Fixed Duration
Select Fixed Duration & Units/Time or Fixed Duration & Units to indicate that the schedule is a
limiting factor in your project. The activity's duration does not change regardless of the number of
resources assigned when you modify or update activities. You usually choose these duration types
when you are using task dependent activities. When you update the remaining duration for the
activity, you can choose to calculate either the remaining units or the units per timeperiod. If you want
to recalculate the remaining units and keep the units/time for the resource constant, choose Fixed
Duration & Units/Time. The module uses the equation:
Remaining Units = Units/Time x Remaining Duration
If you want to keep the remaining units constant instead and recalculate the units/time, choose Fixed
Duration & Units. The module uses the equation:
Units/Time = Remaining Units/Remaining Duration
Fixed Units/Time
Select Fixed Units/Time to indicate that resource availability is the most critical aspect of your
project. In this case, the units/time or rate of the resource remains constant, even if the activity's
duration or work effort changes. You most often use this duration type when you are planning
resource dependent activities.
Fixed Units
Select Fixed Units to indicate that the budget (units or cost) is a limiting factor; that is, the total
amount of work is fixed. When you update activities, the work effort required to complete the activity
does not change, even if the activity's duration or the resource rate changes. Typically, you would use
this type in conjunction with resource dependent activities. Increasing resources can decrease the
activity duration.
Percent complete type
You can choose to calculate an activity’s percent complete according to activity duration, activity
units, or a physical percent complete that you enter for each activity. You must define a percent
complete type for each activity.

 To indicate that the activity’s percent complete will be entered by the user for this activity,
select Physical.
 To specify that the activity’s percent complete be calculated from the original (or planned)
and remaining duration, select Duration.
 To specify that the activity’s percent complete be calculated from the actual and remaining
units, select Units.
Adding Activity Relationships
Right Click on the activity, From the menu select successor or predecessor, then from the
relationships tab activity details, select the relationship (FS, SS, SF, FF).
Relationships may also be added by selecting activities in the order starting from 1st
predecessor to
last successor and then right click and select link activities. Then select individual activities to change
relation type because default relationship is FS.
Displaying Activity Details for Assignments
Display the following Activity Details tabs so you can assign additional project information:
 Resources, which include the personnel and equipment that perform work on activities across
all projects. You can also assign and remove project personnel job titles or skills, known as
roles.
 Codes, which are used to categorize activities according to your organizational and project
needs.
 Notebook, which provide additional information that further describes the activity according
to specific categories of information.
 Steps, which divide activities into smaller units. You can apply a weight to each step, which
can be linked to the activity’s physical percent complete for the completed steps.
 Feedback, which allows you to exchange notes with an activity’s primary resource to and
from the Progress Reporter module.
 WPs & Docs, which enable you to catalog and track all project-related work products and
documents.
 Expenses, which are one-time expenditures for nonreusable items. You can associate
predefined cost accounts with expenses to categorize them.
 Summary, which displays detailed cost and unit information for the selected activity.
 Contract Management Docs, which enables you to view Contract Management (formerly
Expedition) documents associated with the selected activity. This option is displayed when
link data is entered in Admin Preferences.
Assigning Resources and Roles
In the Activities window, select the activity to which you want to assign a resource or role. Click the
Resources tab in Activity Details. Click Add Resource to assign a resource to the selected activity;
click Add Role to assign a role to the selected activity. Select the resource or role you want to assign.
To assign multiple resources or roles, hold down the Ctrl key, then click each resource/role you want
to assign. Click the Select button, then click the Close button.

ZealconEngineering (Pvt.) Ltd Quality and Risk Management
Chapter 4
Quality and Risk Management
Project Quality Management
Project Quality Management includes the processes and activities of the performing organization that
determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for
which it was undertaken. It implements the quality management system through policy and
procedures with continuous process improvement activities conducted throughout, as appropriate.
PQM includes following processes:
Plan Quality
The process of identifying quality requirements and/or standards for the project and product, and
documenting how the project will demonstrate compliance.
Perform Quality Assurance
The process of auditing the quality requirements and the results from quality control measurements to
ensure appropriate quality standards and operational definitions are used.
Perform Quality Control
The process of monitoring and recording results of executing the quality activities to assess
performance and recommend necessary changes.
These processes interact with each other. Each process can involve effort from one or more persons or
groups based on the project requirements. Each process occurs at least once in every project and
occurs in one or more of the project phases, if the project is divided into phases
Seven Basic Tools for Quality Management
For understanding and solving a quality problem towards achieving the goal, the essential approach is
to study the pattern of variation in the pertinent area and properly measure this variation. Several
simple and basic tools are available for systematically studying the pattern of variation in solving a
quality problem, and thereby ultimately achieving quality improvement and cost reduction. These
tools are:
1. Cause and effect diagram
2. Check sheet
3. Pareto diagram
4. Histogram
5. Stratification
6. Run chart
7. Scatter diagram

Cause and Effect Diagram
Cause and effect diagram (also
known as fishbone diagram)
lists out in a classified and
systematic manner all the
variables, which are responsible
for a problem or condition. It
provides a method of exploring,
identifying, classifying, organi-
zing and displaying potential
causes of a problem to discover
its root causes, with a view to
solving the problem at hand,
and achieving improvement in
quality in the long run.
Check Sheet
A check sheet is a template for systematic and easy way of recording the data from historical sources
or observations for understanding the status, analysis, monitoring and for decision making. Check
sheets are for counting and accumulating data so that patterns and trends can be clearly detected and
shown.
Pareto Diagram
A pareto diagram is a simple
graphical technique for ranking
items from the most frequent to the
least frequent. This diagram displays
in decreasing order, the relative
contribution of each item to the total
effect. The relative contribution may
be based on the number of
occurrences, the cost associated with
each item, or other measures of
impact on the effect. Bars are used to
show the relative contribution of
each item. A cumulative frequency
line is used to show the cumulative contribution of items.
Figure 1 Cause and Effect Diagram
Figure 2 Check Sheet
Figure 3 Pareto Diagram

Histogram
A histogram may be defined as a graphical-cum-
pictorial presentation of variation of a single parameter
observed in a set of data emerging from any process. It
consists of series of rectangles with the range of variate
as base and height proportional to corresponding
frequency.
Stratification
Stratification maybe defined as the process of classifying data into groups such that data within
groups are as much homogeneous as possible, while data between groups are possibly heterogeneous,
so that intra-stratum variation is low, but inter-strata variation is high.
Run Chart
Run chart is a graphical presentation of data with
time-scale on horizontal axis. It is a simple means of
displaying trends, cycles, shifts etc., in a variable
within observation points over a specified time-
period.
Scatter Diagram
In the present context, for every quality parameter of
interest, there is need to assess the nature and/or degree
of impact on output of resulting ‘quality parameter’ as
reflected in the observed changes caused by
corresponding variations in the ‘input parameter’. The
former is called dependent variable and the latter
independent variable. Attempts are made to get the
behavior of dependent variable in desired range by
monitoring the independent variable in appropriately
determined limits as indicated by the nature of
relationship between the two. The dependent variable is
Figure 4 Histogram
Figure 5 Stratification
Figure 6 Run Chart
Figure 7 Scatter Diagram

plotted along y-axis and the independent along x-axis. Such a diagram is called a scatter diagram.
QMS Documentation
The QMS documentation can consist of different types of documents. Usually, it includes documents such
as quality policy and quality manual, procedures, work instructions, quality plans, and records. The QMS
documentation can be represented as a hierarchy as shown in the diagram below:
All documentation moves from one level to the next in a descending order. If the system is properly
structured, changes at one level will seldom affect the level above it, but may affect those below.
Policy
The first tier of documentation is the policy manual. This is the document that defines what will be
done and why. A quality policy manual should be written so it is clear, precise and practical, and easy
to understand. The why can be stated just once as a quality policy statement. This statement should be
a short, simple definition of the organization’s quality intentions. For example: The remainder of the
policy manual addresses that will be done to comply with the standard being used. Another way
looking at the policy manual is to think of it as the commandments of the system. Each element of the
standard is addressed individually and usually requires one page of less.
Procedures
The second tier of documentation is quality procedures. These procedures describe the methods that
will be used to implement and perform the stated policies. The procedures define who should perform
the specific tasks, when the task should be done, and where the documentation will be made showing
that task was performed.
They indicate the strategies that will be used to ensure the quality of the system. Procedures are more
detailed than policies; whoever, they, too, should be written in a manner that will allow for easy
understanding. It should be noted that procedures are not required for all elements. Many
organizations combine the policy and procedures into one document. A procedure is needed if its
absence would adversely affect the activity.
Quality
Policies
Procedures
Work Instruction
Records

Work Instructions
Work instructions are usually department, machine, task, or product oriented a spell how a job will be
done. The instructions are the most detailed of the documentation hierarchy. A work instruction may
be in the form of a detailed drawing, recipe, routing sheet, specific job function (for example, turn nut
four turns clockwise), photograph, video, or simply a sample for comparison or conformity.
The writing of work instruction is best carried out by the employee who performs the task. This
person knows the process and problems encountered in that process. However, a documentation
specialist may be needed to do actually writing. This method also creates a pride of ownership in the
document, making it more likely to be carried out. Additionally, employee participation helps to
ensure that future improvements will be suggested. Not every task requires a work instruction. For
example, you don’t need to tell a computer specialist to turn on the PC.
Records
Records are a way of documenting that the policies, procedures, and work instructions have been
followed. Records may be forms that are filled out, a stamp of approval on a product, or a signature
and date on some type of document, such as routing sheet. Records are used to provide traceability of
actions taken on a specific product or batch of products. They provide data for corrective actions and
a way of recalling products, if necessary.
Project Risk Management
The objectives of Project Risk Management are to increase the probability and impact of positive
events, and decrease the probability and impact of negative events in the project.
Figure 8 Project Risk Management Process
Plan Risk
Management
Identify Risks
Perform Qualitative
Risk Analysis
Perform Quantitative
Risk Analysis
Plan Risk Responses
Monitor and Control
Risks

Plan Risk Management
The process of defining how to conduct risk management activities for a project.
Inputs
1. Project scope statement
2. Cost management plan
3. Schedule management plan
4. Communications management plan
5. Enterprise environment factors
6. Organizational process assets
Tools and Techniques
1. Planning meetings and Analysis
Outputs
1. Risk management plan
Identify Risks
The process of determining which risks may affect the project and documenting their characteristics.
Inputs
2. Activity cost estimates
3. Activity duration estimates
4. Scope baseline
5. Stakeholder register
8. Quality management plan
9. Project documents
10. Enterprise environmental factors
1. Documentation reviews
2. Information gathering techniques
3. Checklist analysis
4. Assumptions analysis
5. Diagramming analysis
6. SWOT analysis
7. Expert judgment

Outputs
1. Risk register
Perform Qualitative Risk Analysis
The process of prioritizing risks for further analysis or action by assessing and combining their
probability of occurrence and impact.
Inputs
1. Risk register
3. Project scope statement
1. Risk probabilities and impact assessment
2. Probability and impact matrix
3. Risk data quality assessment
4. Risk categorization
5. Risk urgency assessment
6. Expert judgment
Outputs
1. Risk register updates
Perform Quantitative Risk Analysis
The process of numerically analyzing the effect of identified risks on overall project objectives.
Inputs
1. Risk register
1. Data gathering and representation techniques
2. Quantitative risk analysis and modelling techniques
3. Expert judgment
Outputs

Plan Risk Responses
The process of developing options and actions to enhance opportunities and to reduce threats to
project objectives.
Inputs
1. Risk register
1. Strategies for negative risks or threats
2. Strategies for positive risk or opportunities
3. Contingent response strategies
4. Expert judgment
Outputs
2. Risk-related contract decisions
3. Project management plan updates
4. Project document updates
Monitor and Control Risks
The process of implementing risk response plans, tracking identified risks, monitoring residual risks,
identifying new risks, and evaluating risk process effectiveness throughout the project.
Inputs
1. Risk register
2. Project management plan
3. Work performance information
4. Performance reports
1. Risk reassessment
2. Risk audits
3. Variance and trend analysis
4. Technical performance measurement
5. Reserve analysis
6. Status meetings
Outputs

2. Organizational process assets updates
3. Change requests
4. Project management plan updates
5. Project document updates
Hazards Relevant to Construction Industry
1. Working at heights
2. Falls from or through roofs, windows, floors, stair shafts, unguarded area.
3. Electric shock, and use of portable electrical equipment; overhead cables or trailing leads
4. Injuries from moving parts when using equipment, machinery and tools
5. Burns from use of blow torches or other heat sources
6. Pressurized containers and equipment and risks of explosion
7. Working in confined spaces or underground workings
8. Manual handling – lifting, carrying, pulling, pushing large/heavy/Awkward loads
9. Effects of heat, cold, humidity, wet (including skin cancer from exposure to the sun)
10. Use of hazardous substances – storage, handling, disposal
11. Vehicle safety on site, including potential for overturning

Internship Report_Zealcon_By_Ajmad_Mehmood_and_Muddassir_Raza

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