The document provides guidelines for planning outages at the Eskom Hendrina Power Station. It describes the four types of outages that can occur: general overhaul, mini general overhaul, interim repair, and forced outage. The planning process involves developing a project management plan, determining project requirements for scope, schedule, cost, quality, communication, risk, procurement, and stakeholder management. It also describes collecting contractor work schedules, integrating them into the Primavera P6 software, and updating project schedules on a daily/weekly basis during outages. Cleaning up non-standard data when importing schedules between different Primavera software versions is also outlined.

1. 09th Oct’13 PLANNING GUIDELINES
ESKOM – HENDRINA POWER STATION
AMIT KUMAR SENAPATI
aksenapati@tce.co.in

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Planning role in ESKOM – Hendrina Thermal Power Station
There are four type of projects that can be taken up during an OUTAGE:-
1. General Overhaul (GO).
2. Mini General Overhaul (MGO).
3. Interim Repair (IR).
4. Forced Outage (FO).
‘GO-Outage’ projects are generally of Big Budget and the time duration for these projects
is more. Generally a ‘GO – Outage’ is of 95 days or more duration.
‘MGO – Outage’ and ‘IR-Outage’ have low budget and less time duration. Generally the
‘IR-Outage’ is lower in cost and duration than ‘MGO-Outage’.
Forced Outage is an Unplanned Outage that takes place due to various issues like:-
i) Tube leakage.
ii) Accidents etc.
The Planning Process involves the following:-
1. Develop Project Management Plan.
Develop Project Management plan is the process of integrating all subsidiary plans
into an comprehensive Project Management Plan.
The various Inputs required for developing an Project Management Plan are as
follows:-
a) Project Charter
b) Outputs from other processes
c) Enterprise environmental conditions.
d) Organizational Processes
** Project Charter is a Document that formally authorizes the existence of a Project.
Initially during an outage there are other numerous projects that may be required to take
place during a projects. For e.g. there may be a maintenance project of replacing the Oil
filled HT cables with XLPE cables, filtration of transformer oil , modification of electrical
panels etc. These projects must me included into the master plan if these are carried out
during an outage.
The project management plan should also include the various processes that should be
followed during an outage . For e.g. Here at ESKOM – Hendrina Power Station we use the
“CARAB PROCESS FLOW” system for Quality Management.
*** Prototype of “CARAB system” attached herewith.
Enterprise Environmental Conditions refers to the various statutory guidelines that needs
to be followed during the project execution, for e.g. during resource allocation care must

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be taken that none of the labour resources work for more than 12 hours, general
guidelines to waste disposal , safety control etc.
Organizational processes refer to the various process relating to :-
a) Work Authorization System
b) Change Control System
c) Configuration management system etc.
2. Development of Planning process Group
The Planning process includes the following:-
a) Documenting the Project management Plan.
b) Determination of Project Quality Standards and plans.
c) Development of baseline scope, cost and schedule.
d) Framework for risk management and project thresholds.
e) Determination of project team’s roles and responsibilities.
f) Determine how to execute and control the project.
g) Determine what needs to be purchased.
3. Project Scope Management – Planning requirements
Project Scope management is a process to ensure that only those works are included
which is necessary to complete the project.
The Planning Team have the following involvement in the Project Scope Management
Process –
a) Plan Scope Management – It is a process of creating a scope management process
that documents how to scope will be defines, validated and controlled.
b) Collection of requirements – It is the process of determining, documenting and
managing stakeholder needs and requirements to meet project objectives.
c) Define Scope – It is the process of developing a detailed description of the project.
d) Create WBS: - It is the process of subdividing project deliverables and project work
into smaller and more manageable components.
4. Project Time Management – Planning requirements
Project Time management includes processes required to manage timely completion of
Project.
The Planning Team needs to have the following involvement in the Project Time
management Process:-

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a) Plan Schedule Management – It is a process of creating a scope management
plan that documents how the process scope will be defines, validated and
controlled.
b) Define Activities- It is the process of identifying the specific actions to be
performed to produce the project deliverable.
c) Sequence Activities – Sequence activities is the process of identifying and
documenting relationship among the project activities.
d) Estimate activity resources – It is the process of estimating the type and
quantities of material, people, equipment or supplies required to perform each
activity.
e) Estimate Activity Duration – It is the process of approximating the number of
work periods needed to complete individual activities with estimated
resources.
f) Develop Schedule – Develop schedule is the process of analysing activity
sequences, durations, resource requirements and schedule constraints to
create the project schedule.
Critical Path:-
Critical path can be defines in a project in two ways:-
i) The longest duration path through a network diagram and determines the
shortest time to complete the project.
ii) The total float of the activity is ‘ZERO’.
Float (Slack)
• Total Float (Slack) – The amount of time that a schedule activity can be delayed
or extended from its early start date without delaying the project finish date or
violating a schedule constraint.
• Free Float (Slack) – The amount of time that a schedule activity can be delayed
without delaying the early start date of any immediate successor or violating a
schedule constraint.
• Independent Float (Slack) – The amount of time an activity can be delayed if all
the immediate predecessors finish at their latest finish dates and we want to
start all immediate successors on the earliest start dates.
Schedule Compression:- Schedule compression is done to see if desired completion date
can be met and will have to change to meet the date.
The two techniques are:-
i) Fast tracking.

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ii) Crashing – Increasing resources or critical path activities while making cost and schedule
trade-offs to determine how to obtain the greatest amount of schedule compression for
the least incremental cost while maintain project scope.
5. Project Cost Management – Planning Requirements.
a) Plan Cost Management – Plan Cost management is the process of establishing the
policies, procedures and documentation for planning, managing, expending and
controlling the project costs.
b) Estimate costs – Estimate cost is the process of developing an approximation of
the monetary resources needed to complete project activities.
Cost Estimates – Cost estimate are a prediction that is based on the information
known at a given point in time.
c) Determine Budget – Determine budget is the process of aggregating the estimated
costs of individual activities or work packages to establish an authorised cost baseline. The
cost baseline includes all authorised budgets but excludes management reserves.
Earned value management technique:-
The earned value management technique is a method to measure project performance
against the project baseline. It results from an earned value analysis indicating potential
deviation of the project from the cost and/or schedule baseline.

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6. Project Quality Management – Planning Requirements.
Quality management includes creating and following policies and procedures that
meet the projects defined quality needs.
The aim of quality management is to ensure that the specified approach to quantity is
implemented on the project.
The planning team needs to have the following involvement in the Project Quality
Management:-
1. Plan Quality Management – Plan Quality Management is the process of identifying
quality requirements / standards for the project and documenting how the project will
demonstrate compliance.
7. Project Human Resource Management – Planning Requirements.
Project Human Resource Management includes the processes that organizes, manages
and lead the project team.
The planning team needs to have the following involvement in the Human Resource
Management:-
1. Plan Human Resource Management - It is the process of identifying and documenting
project roles, responsibilities, reporting relationships and creating a staffing management
plan.

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8. Project Communication Management – Planning Requirements.
Project Communication Management includes the processes required to ensure timely
and appropriate generation, collection, distribution, storage and ultimate disposition of
project information.
The planning team needs to have the following involvement in the Project Communication
Management:-
1. Plan Communication Management: - It is the process of determining the project
stakeholder information needs and defining a communication approach.
9. Project Risk Management – Planning Requirements
Project risk management includes the processes of conducting risk management planning,
identification, analysis, response planning and risk monitoring & control on a project.
The planning team needs to have the following involvement in the Project risk
Management:-
1. Plan risk management: - It is the process of defining how to conduct risk management
activities for a project. The risk management plan serves as the roadmap for identifying,
analysing and addressing risks on the project.
2. Identify Risks:- It is the process of determining which risks may affect the project and
documenting their characteristics.
3. Perform Qualitative Risk Analysis:- It is the process of prioritizing risks for further
analysis or actions by assessing their probability of occurrence and impact.
4. Perform Quantitative Risk Analysis.
5. Plan Risk Responses:- Plan risk responses is the process of developing options and
actions to enhance opportunities and to reduce threats to project objectives.
10. Project Procurement Management – Planning Requirements
Project Procurement Management includes the processes necessary to purchase or
acquire products, services or results needed from outside the project team.
The planning team needs to have the following involvement in the Project risk
Management:-
1. Plan Procurement Management – It is the process of documenting project purchasing
decisions, specifying the approach and identifying potential sellers.

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11. Project Stakeholder Management – Planning Requirements
Who is a Stakeholder?
Stakeholder is an individual, group or organization who may affect, be affected by or
perceive itself to be affected by a decision, activity or outcome of a project.
The planning team needs to have the following involvement in the Project Stakeholder
Management:-
1. Plan Stakeholder Management – It is the process of developing appropriate
management strategies to effectively engage stakeholders throughout the project life
cycle.
E.g. of some of the Project Objectives and Project Thresholds of ESKOM – Hendrina Power
Station for ref. are as follows:-
1. PCLF to be maintained at 1.39%.
* PCLF is Planned Capability Loss Factor.
2. The cost of impact jobs shall not exceed 2.0% of final total budgeted costs.
3. Outage Effectiveness Indicator rating of Green in all categories: Technical, Financial,
duration and safety.
4. Variance between actual cost vs projected cost is < 2.50%.
5. All shutdown inspections conducted and completed within the first 10 days of the
execution period.
SCHEDULE MANAGEMENT WORKS FOR ESKOM – Hendrina Power Station OUTAGES
includes:-
1. Integration of Contractor’s schedules into Primavera P6 for unit outage work
management.
2. To gather progress updates from project co-ordinators and contractors.
3. Updation of project schedules on daily/weekly basis to generate 7 day look ahead
schedule and variance analysis report during outage period.

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PROJECT IMPORT AND DATA CLEAN-UP SOP FOR ORIMAVERA OPTIONAL CLIENT
SUMMARY
Projects after being exported from web based PRIMAVERA to be used in Primavera
standalone versions. After getting updated in PRIMAVERA or MSP, these again needs to be
imported to web based PRIMAVERA. During the modification a lot of Non-standard data’s
like activity codes, resources, calendars gets assigned and it has considerable impact on the
production data.
The following steps are required for cleaning the project in MSP and PRIMAVERA-
standalone before importing into web based PRIMAVERA:-
i) Importing of PROJECT file into ‘CLEAN’ database.
a) Log into the ‘CLEAN’ data base :-
Username :- clean
Password :- clean
b)
Go to ‘File’ menu and select ‘Import’.
ii) Import the file into PRIMAVERA. For details find details below.

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iii)
Under the ‘Calculation’ tab in the Activities section , please check the option to ‘link budget
and at completion for not started activities’.
If prompted whether you would like to continue, please select ‘YES”.
iv) Making GLOBAL Changes :-

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Two major Global Changes needs to be carried out :-
a) Activity Type needs to be changed from ‘RESOURCE DEPENDENT’ to ‘TASK
DEPENDENT’.
Check whether Change in Activity type in mentioned in the GLOBAL changes.
If not
Select the ‘NEW’ button and then name the Global change as per your requirement and
then go to modify .

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There you modify the changes in ‘IF’ section.
Then click on ‘THEN’ section and press the ‘ADD’ radio tab.
After that update your required changes and then press ‘CHANGE”.
Then a window opens up showing in which all activities there was a change , then CLICK on
the below mentioned RADIO button named ‘COMMIT CHANGES”.
Repeat the above steps for ‘DURATION TYPE’ also and confirm that ‘Fixed Unit/Time’ is
changed to ‘Fixed Duration and Units/Time’.

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v) Removal of Non-standard data from the Project:-
Select the ‘Enterprise’ menu and then select the Resources tab.
After the selection of Resources tab. It will list the total resources.
Then filter the current project tab and delete all the resources for the current project.

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If there is any resources present then DELETE the same.
Then again go to Enterprise and select ROLES and delete all the roles.

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Again go back to ENTERPRISE and select RESOURCE CODES and then delete all the resource
codes.
After deletion of all ENTERPRISE codes.
Then go back to the ENTERPRISE menu and select the ACTIVITY CODES.
After selection of the same
This comment box may open up.
After clicking OK.

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This screen will open. If there are any ACTIVITY CODES then delete the same.
Thereafter under the ENTERPRISE menu select the USER DEFINED FIELDS and delete all the
USER DEFINED FIELDS.

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Delete the USER DEFINED FIELDS for all the items in the Drop Down Menu Box.
Under the next ENTERPRISE menu select CALENDARS.
Three required changes needs to be carried out for calendars:-
i)

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Under the next ENTERPRISE menu select CALENDARS.
After Clicking on calendars the above window will open. If there are some non-necessary
calendars then we may delete it.
There after select the GLOBAL calendar.

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After that go to individual calendars and select ‘USED BY’ , if none of the project uses the
calendars.
Then select that CALENDAR and select DELETE.
2. Identify and delete duplicated calendars:-
- Select the ‘MODIFY’ button which will show the calendar set-up.
- Run through the calendar set-up of all the used calendars and identify calendars
that have the exact set-up.
- Delete the duplicate version and replace it with the current version

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If we find out that there is some commonly used calendars in the Production Database then
we can send it to GLOBAL by clicking the ‘TO GLOBAL’ key.
After CALENDAR , go to ENTERPRISE menu again and click on RESOURCE SHIFT

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Make sure the RESOURCE SHIFT is EMPTY.
After completion of the above mentioned STEPS.
Export the Project from the Clean database and SAVE it in the desired location.
After that EXIT from the Clean Database.
Login into the Production database and then IMPORT the project that have been cleaned in
the above mentioned steps.

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After IMPORTING of the file into the Production database update the Responsible Manager
in the project screen.
Cleaning-up Microsoft Project File Before importing to Clean Data base.
1. First open the Microsoft Project File and make sure that :-
i) There are no EMPTY lines between the tasks.
ii) Proper Indenting has been done in the PROJECT.
iii) Sometimes during linking the activity by using the ‘LINK’ button the Group Sub-
Heading also get linked.
In case of the above situation a MSP file cannot be IMPORTED into PRIMAVERA.
2. Insert a column Task Calendar and note down all the calendars that have been used in
the MSP that needs to be imported.

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Go to VIEW caption and then select ‘OTHER VIEW’ and then Select ‘MORE VIEW’ option.
Thereafter Select Calendar in the MORE VIEW option and then click ‘ORGANISER’.
Under the ‘ORGANISER’ select the ‘CALENDAR’ menu and check whether the CALENDERS
that have been noted down before is matching as per the Display Window.
In case there are some additional Calendars then DELETE the same.
3. Cleaning of RESOURCES.

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Click the ‘Gantt Chart’ icon under the TASK caption and then SELECT the RESOURCE SHEET
option.
Clean all the RESOURCES.
4. After the above steps save the file in XML format and from here the file is ready to be
imported into PRIMAVERA.

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Details of work done during Outage Planning:-
1. The first step is to prepare a High level plan of the project once the duration & scope of
work for outage has been decided. The High Level Plan can be prepared by taking reference
to old outage schedules with appropriate conformation from requisite project co-ordinator.
2. Collection of Individual contractor work schedules:-
a) Verification of contractors maintenance work schedules as per scope of work.
b) Approval/Rejection of contractor schedule with proper reasoning.
c) Conversion of MSP schedules submitted by contractors to Primavera P6 for
integration with the commissioning & re-commissioning schedules.
While converting from MSP to Primavera, the following needs to be taken care:-
i) If using Primavera P6 V 6.0 to V 6.2 , MPP file will be converted
directly to XER file.
ii) If using P6 V7.0 and higher, we need to convert MPP file to XML
first. The XML created will convert to XER file directly.

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After converting to XML format , save the file in the requisite place
After saving the file in the requisite location , then open Primavera software.

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After opening Primavera ,
Go to
FILE --- IMPORT
Select RADIO Button Microsoft Projects and select XML in the scroll down button and then
click on NEXT.

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After NEXT , the IMPORT screen will open , from there click the SELECT button and then
the select the XML file required to be IMPORTED into PRIMAVERA.
Select the EPS where you want to IMPORT the file and then click on NEXT.

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In Template , modify conversion format for Activities , Resources if needed.
click on FINISH.

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After successful importing of file the dialogue box will open that the file has been
imported and then click OK.

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After successful importing the file go to FILE , select OPEN.
Thereafter select the file and click OPEN.

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The imported project will show up under the EPS selected as destination for the project.
After conversion from MSP to PRIMAVERA , we need to match schedule start & Finish
dates. If these dates are not matching with original MSP schedule dates , then check the
schedule calendars in Primavera with the calendars in MSP.
MSP & PRIMAVERA calendars should match (if not matching , match manually).
If the schedule start & finish dates are not matching even after matching all calendars of
the schedule , then check durations & relationships of activities in the schedule.
Check for any constraints in the contractor schedule . Remove all constraints.

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Integrate all contractor’s work schedules with decommissioning/re-commissioning
schedule to form unit integrated outage schedule.
i) Insert all contractors work schedules(converted from MSP to Primavera) into
integrated outage schedule.
ii) Select main integrated schedule and a contractor schedule and open both schedules
simultaneously.
Select two schedules simultaneously by pressing the CTRL key.
Switch to WBS mode by clicking on WBS icon.

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Copy the level 1 WBS from the contractor schedule and then paste it into the main
integrated schedule level 1 WBS.
Select level 1 WBS of the schedule to be inserted and copy.
Paste WBS into Level 1 WBS of main integrated outage schedule.

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CLICK OK in Copy Options window.
Click OK in Copy Activity Options.

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Select Auto-number & click OK.
Switch to activity mode and check contractors schedule WBS/activities have been inserted
into main integrated schedule.
Start linking the start & finish activities of contractors work schedule with relevant de-
commissioning & re-commissioning activities respectively.

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Thereafter select the filter button and then create a new filter as per requirement.
Detailed below are some of the important points to be taken care while developing the
project :-
1. There should be no Negative Float.
Negative Float arises due the flowing :-
1) Presence of constraints in the project.
2) The MUST Finish date should be correct or it should be empty.

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3.) Correct date for the Primary Project Finish date Constraint under the STATUS
caption.
2. If we need to Group a Sub-heading without further division of WBS . Then the same can
be done by updating the USER_TEXT option.
After updation of USER_TEXT
Go to GROUP AND SORT and deselect the WBS and select the required USER_TEXT and
click APPLY and then OK.

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3. In case we need to make a lot of changes in the project like changing a group of 100
activities located sequentially from Resource Dependent to Task Dependent then the Fill
down key(CTRT + E) is beneficial in reduction of time.
4. Make use of ‘SEQ_ID’ option to sequence the activities as per numeric value stated in
‘SEQ_ID’.
5. After Scheduling the project to check about the project details
Go to SCHEDULE or Press F9 and then go to view log. It will detail us about all the
constraints , critical path , projects without Predecessor and Successor etc.
6. Under the SCHEDULE option go to OPTIONS and from here we can choose for the option
of MULTIPLE CRITICAL PATH , if the requirement of MULTIPLE CRITICAL PATH arises.