1) The project involved constructing a 2x2.5 MW captive power plant for SEDCO over 4 acres with 2 natural gas generators.
2) Effective project management was needed due to past projects running over time and budget from issues like scope creep and unclear responsibilities.
3) The project manager's responsibilities included developing the project plan, defining the scope, communicating with stakeholders, managing risks and quality, and financial management to deliver the project on time and on budget.
Process Flow and Narrative for Agile+PPMGlen Alleman
This document describes how an organization integrates agile software development practices with earned value management (EVM) to provide program status updates. It outlines a process that begins with developing a rough order of magnitude estimate of features needed. These features are then prioritized, mapped to a product roadmap and product backlog. Stories are developed from features and estimated, and tasks are estimated in hours. Physical percent complete data from tasks in Rally is used to calculate EVM metrics to inform stakeholders.
The document discusses project management for new product development. It outlines the key phases of product generating including market surveys, product definition, development, marketing, customer support and continuous improvement. It then provides details on project planning including defining work breakdown structures, milestones, activities, critical paths, buffers and allocating resources. An example case study of developing a new semiconductor metrology tool is also discussed.
This document provides information about an instructor of project management named Mohamed Maged. It outlines his qualifications and experience in construction management, as well as the courses and materials he provides on topics like project planning, claims resolution, and PMP exam preparation. It also briefly describes the Project Management Body of Knowledge and its integration processes, with examples of how expert judgment, facilitation, and change management apply. The document aims to help students and professionals prepare for the PMP exam and improve their project management skills.
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
This document defines the deliverables for a project to improve the computer delivery time process. Deliverable 2 involves defining the project boundaries, which includes writing a problem statement identifying the defect as computers being delivered in 11 days on average versus the 10 day goal, drafting a project charter with details of the scope, timeline and benefits, and setting a goal of decreasing the delivery time to 9 days by a target date. It provides guidance on tools to use for each deliverable such as a SIPOC, inclusion/exclusion list, and elevator speech.
Process Flow and Narrative for Agile+PPMGlen Alleman
This document describes how an organization integrates agile software development practices with earned value management (EVM) to provide program status updates. It outlines a process that begins with developing a rough order of magnitude estimate of features needed. These features are then prioritized, mapped to a product roadmap and product backlog. Stories are developed from features and estimated, and tasks are estimated in hours. Physical percent complete data from tasks in Rally is used to calculate EVM metrics to inform stakeholders.
The document discusses project management for new product development. It outlines the key phases of product generating including market surveys, product definition, development, marketing, customer support and continuous improvement. It then provides details on project planning including defining work breakdown structures, milestones, activities, critical paths, buffers and allocating resources. An example case study of developing a new semiconductor metrology tool is also discussed.
This document provides information about an instructor of project management named Mohamed Maged. It outlines his qualifications and experience in construction management, as well as the courses and materials he provides on topics like project planning, claims resolution, and PMP exam preparation. It also briefly describes the Project Management Body of Knowledge and its integration processes, with examples of how expert judgment, facilitation, and change management apply. The document aims to help students and professionals prepare for the PMP exam and improve their project management skills.
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
This document defines the deliverables for a project to improve the computer delivery time process. Deliverable 2 involves defining the project boundaries, which includes writing a problem statement identifying the defect as computers being delivered in 11 days on average versus the 10 day goal, drafting a project charter with details of the scope, timeline and benefits, and setting a goal of decreasing the delivery time to 9 days by a target date. It provides guidance on tools to use for each deliverable such as a SIPOC, inclusion/exclusion list, and elevator speech.
ICEC 2014 Linking 6 Phase Project Life Cycle with TCM Framework-SlidesRussell Archibald
Presents and explains two recommendations and two conclusions relating to linking the 6 phase project life cycle with the AACEi Total Cost Management Framework.
Why agile is best for managing projects in principle but not always in practiceGlen Alleman
The document discusses the principles of agile project management and argues that while agile principles are good in theory, they are not always practical to implement. It outlines the 12 principles of the Agile Manifesto which focus on satisfying customers, welcoming changing requirements, frequent delivery of working software, collaboration between business and development teams, self-organizing motivated individuals, sustainable development pace, working software as a progress measure, face-to-face conversation, technical excellence, simplicity, self-organizing teams, and regular reflection and adaptation. However, it notes that in practice, principles may not leave teams better off, ensure improvements, or provide clear guidance for different contexts.
The document outlines the Define, Measure, Analyze, Improve, and Control (DMAIC) process for a Lean Six Sigma project. It provides details on the key deliverables for the Define phase, including:
1) Define VOC, VOB, and CTQs to understand the customer problem and specifications;
2) Define the project boundaries and scope through a problem statement, process mapping, and project charter;
3) Quantify the project value by calculating the cost of poor quality and benefits; and
4) Develop a project management plan identifying stakeholders, communication, milestones, and timelines.
Performance based management in a nut shell (v5)Glen Alleman
Performance-Based Project Management provides principles, practices, and processes to increase the probability of project success. It focuses on defining needed capabilities, technical requirements, cost and schedule baselines, performance measures, and risk management. This is done through identifying capabilities, defining requirements, building a performance measurement baseline, executing work packages, and continuous risk management. The approach aims to provide visibility into project performance in a way that increases the likelihood of completing projects on time, within budget and meeting technical requirements.
Javier Garcia - Verdugo Sanchez - Six Sigma Training - W2 Control PlanJ. García - Verdugo
The document provides guidance on developing effective control strategies and control plans as part of the Six Sigma DMAIC process. It discusses criteria for control strategies, such as linking customer requirements to process inputs and outputs. It also provides a template for a control plan that describes process steps, inputs and outputs, specifications, measurement systems, and actions for improvement. Realistic tolerances are important to define an optimal production window that ensures process outputs meet specifications despite natural variation in inputs. An example shows how to determine tolerances based on the relationship between a process input and output variable.
Integrated Program Performance ManagementGlen Alleman
Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.
A short course on being an Earned Value Management Control Account Manager. What is you role, to whom are you accountable, what does you CAM Notebook look like, what role does EVM play in your weekly management activities, what are the sources of information needed to manage the Control Account, what is your weekly and monthly business rhythm, a quick look at Risk Management, and what's beyond this short course?
This document discusses integrating risk management with earned value management. It provides several key steps:
1. Physically connect risk management tasks to the integrated master schedule and work breakdown structure to ensure risks are planned and tracked.
2. Start by identifying risks and owners, then analyze probability and impact to determine mitigation owners and plans.
3. Track risk status using the same processes as earned value, such as percent complete. Analyze impacts and make control decisions based on integrated data.
The goal is to ensure risks are planned like any other task and progress is measured alongside cost and schedule performance to aid management decisions. Monte Carlo analysis can also model schedule risk using probability distributions.
Estimating and Reporting Agile ProjectsGlen Alleman
The use agile software development in the Federal Government is now standard practice. The SRDR is the means of providing the estimates needed to make decisions for those projects
The document discusses the development of an Integrated Master Plan (IMP) as the basis for an Integrated Master Schedule (IMS) for a program. It outlines a 6-step process for developing the IMP and IMS that includes understanding requirements, developing a product structure, forming integrated product teams, creating the IMP, creating the IMS, and developing the basis of estimate. It describes artifacts like the product tree, work breakdown structure, statement of work, and their relationships. It also outlines responsibilities of the program management team, integrated product team leads, and program planning and controls.
The document contains a 10 question quiz on project integration management. It tests knowledge on processes such as develop project charter, monitor and control project work, direct and manage project execution, perform integrated change control, and close project or phase. Key highlights include that changes should be approved by a board, expert judgment is provided by consultants, monitor and control project work forecasts costs, and perform integrated change control is used throughout the project to manage changes.
Deliverables Based Planning® integrates five critical program management principles with cost, schedule, and technical performance measures to increase the probability of program success. The document outlines these principles and practices through 10 chapters. It defines deliverables based planning, discusses its origins and benefits over conventional cost and schedule-only approaches. It describes identifying needed system capabilities, establishing requirements and performance baselines, executing work, and applying continuous risk management. The goal is to answer key questions around objectives, requirements, plans, execution and risks to deliver the needed capabilities on time and budget.
Project LifeCycle is a project delivery methodology used by Hatch for over 50 years. It provides a gated, risk-managed process beginning with understanding the client's business case and needs. The process includes front-end loading phases to develop options, select the best option, and define the project in detail. It aims to provide innovative technology solutions while ensuring safety, quality, cost and schedule performance.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
Making Agile Development work in Government ContractingGlen Alleman
Before any of the current “agile” development
methods, Earned Value Management provided information
for planning and controlling complex projects by
measuring how much “value” was produced for a given
cost in a period of time. One shortcoming of an agile
development method is its inability to forecast the future
cost and schedule of the project beyond the use of “yesterdays
weather” metrics. These agile methods assume
the delivered value, “velocity” in the case of XP, is compared
with the estimated value – this is a simple comparison
between budget and actual cost resulting in a Cost
Variance.
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
Over 23 years of' experience as Planning / Contracts / Project Engineer & Manager, Oil & Gas onshore & Offshore projects. predominantly in EPC Projects Planning and Project Management, includes engineering (Basic, FEED and Detailed), Procurement and Construction
The document provides a summary of the author's experience working as an Interface Planning Engineer for Abu Dhabi Marine Operating Company in the United Arab Emirates. It lists several major oil and gas projects the author worked on involving modifications, replacements, and additions to offshore oil production facilities in the Zakum oil field to increase production capacity. These projects had budgets in the hundreds of millions of US dollars. The document also provides the author's responsibilities and roles in project planning, scheduling, procurement, and ensuring interface between projects, contractors and other departments.
ICEC 2014 Linking 6 Phase Project Life Cycle with TCM Framework-SlidesRussell Archibald
Presents and explains two recommendations and two conclusions relating to linking the 6 phase project life cycle with the AACEi Total Cost Management Framework.
Why agile is best for managing projects in principle but not always in practiceGlen Alleman
The document discusses the principles of agile project management and argues that while agile principles are good in theory, they are not always practical to implement. It outlines the 12 principles of the Agile Manifesto which focus on satisfying customers, welcoming changing requirements, frequent delivery of working software, collaboration between business and development teams, self-organizing motivated individuals, sustainable development pace, working software as a progress measure, face-to-face conversation, technical excellence, simplicity, self-organizing teams, and regular reflection and adaptation. However, it notes that in practice, principles may not leave teams better off, ensure improvements, or provide clear guidance for different contexts.
The document outlines the Define, Measure, Analyze, Improve, and Control (DMAIC) process for a Lean Six Sigma project. It provides details on the key deliverables for the Define phase, including:
1) Define VOC, VOB, and CTQs to understand the customer problem and specifications;
2) Define the project boundaries and scope through a problem statement, process mapping, and project charter;
3) Quantify the project value by calculating the cost of poor quality and benefits; and
4) Develop a project management plan identifying stakeholders, communication, milestones, and timelines.
Performance based management in a nut shell (v5)Glen Alleman
Performance-Based Project Management provides principles, practices, and processes to increase the probability of project success. It focuses on defining needed capabilities, technical requirements, cost and schedule baselines, performance measures, and risk management. This is done through identifying capabilities, defining requirements, building a performance measurement baseline, executing work packages, and continuous risk management. The approach aims to provide visibility into project performance in a way that increases the likelihood of completing projects on time, within budget and meeting technical requirements.
Javier Garcia - Verdugo Sanchez - Six Sigma Training - W2 Control PlanJ. García - Verdugo
The document provides guidance on developing effective control strategies and control plans as part of the Six Sigma DMAIC process. It discusses criteria for control strategies, such as linking customer requirements to process inputs and outputs. It also provides a template for a control plan that describes process steps, inputs and outputs, specifications, measurement systems, and actions for improvement. Realistic tolerances are important to define an optimal production window that ensures process outputs meet specifications despite natural variation in inputs. An example shows how to determine tolerances based on the relationship between a process input and output variable.
Integrated Program Performance ManagementGlen Alleman
Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.
A short course on being an Earned Value Management Control Account Manager. What is you role, to whom are you accountable, what does you CAM Notebook look like, what role does EVM play in your weekly management activities, what are the sources of information needed to manage the Control Account, what is your weekly and monthly business rhythm, a quick look at Risk Management, and what's beyond this short course?
This document discusses integrating risk management with earned value management. It provides several key steps:
1. Physically connect risk management tasks to the integrated master schedule and work breakdown structure to ensure risks are planned and tracked.
2. Start by identifying risks and owners, then analyze probability and impact to determine mitigation owners and plans.
3. Track risk status using the same processes as earned value, such as percent complete. Analyze impacts and make control decisions based on integrated data.
The goal is to ensure risks are planned like any other task and progress is measured alongside cost and schedule performance to aid management decisions. Monte Carlo analysis can also model schedule risk using probability distributions.
Estimating and Reporting Agile ProjectsGlen Alleman
The use agile software development in the Federal Government is now standard practice. The SRDR is the means of providing the estimates needed to make decisions for those projects
The document discusses the development of an Integrated Master Plan (IMP) as the basis for an Integrated Master Schedule (IMS) for a program. It outlines a 6-step process for developing the IMP and IMS that includes understanding requirements, developing a product structure, forming integrated product teams, creating the IMP, creating the IMS, and developing the basis of estimate. It describes artifacts like the product tree, work breakdown structure, statement of work, and their relationships. It also outlines responsibilities of the program management team, integrated product team leads, and program planning and controls.
The document contains a 10 question quiz on project integration management. It tests knowledge on processes such as develop project charter, monitor and control project work, direct and manage project execution, perform integrated change control, and close project or phase. Key highlights include that changes should be approved by a board, expert judgment is provided by consultants, monitor and control project work forecasts costs, and perform integrated change control is used throughout the project to manage changes.
Deliverables Based Planning® integrates five critical program management principles with cost, schedule, and technical performance measures to increase the probability of program success. The document outlines these principles and practices through 10 chapters. It defines deliverables based planning, discusses its origins and benefits over conventional cost and schedule-only approaches. It describes identifying needed system capabilities, establishing requirements and performance baselines, executing work, and applying continuous risk management. The goal is to answer key questions around objectives, requirements, plans, execution and risks to deliver the needed capabilities on time and budget.
Project LifeCycle is a project delivery methodology used by Hatch for over 50 years. It provides a gated, risk-managed process beginning with understanding the client's business case and needs. The process includes front-end loading phases to develop options, select the best option, and define the project in detail. It aims to provide innovative technology solutions while ensuring safety, quality, cost and schedule performance.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
Making Agile Development work in Government ContractingGlen Alleman
Before any of the current “agile” development
methods, Earned Value Management provided information
for planning and controlling complex projects by
measuring how much “value” was produced for a given
cost in a period of time. One shortcoming of an agile
development method is its inability to forecast the future
cost and schedule of the project beyond the use of “yesterdays
weather” metrics. These agile methods assume
the delivered value, “velocity” in the case of XP, is compared
with the estimated value – this is a simple comparison
between budget and actual cost resulting in a Cost
Variance.
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
Over 23 years of' experience as Planning / Contracts / Project Engineer & Manager, Oil & Gas onshore & Offshore projects. predominantly in EPC Projects Planning and Project Management, includes engineering (Basic, FEED and Detailed), Procurement and Construction
The document provides a summary of the author's experience working as an Interface Planning Engineer for Abu Dhabi Marine Operating Company in the United Arab Emirates. It lists several major oil and gas projects the author worked on involving modifications, replacements, and additions to offshore oil production facilities in the Zakum oil field to increase production capacity. These projects had budgets in the hundreds of millions of US dollars. The document also provides the author's responsibilities and roles in project planning, scheduling, procurement, and ensuring interface between projects, contractors and other departments.
This resume summarizes the qualifications and experience of Prashant B. Wani. He has over 15 years of experience in project management and process engineering. Some of the key projects he has worked on include water treatment plants, nuclear power plants, and the ITER cooling water system. He is a certified Project Management Professional with skills in areas like project planning, cost control, quality management, and stakeholder management. He has expertise in rotating equipment, piping design, and utility systems for various industrial projects.
S. Sankarasubramanian is a senior project scheduling and planning professional with over 20 years of experience. He has extensive experience in project controls functions like scheduling, cost estimation, budgeting, risk management, and reporting. He is proficient in scheduling software like Primavera and MS Project. He is seeking a role in project scheduling and planning, preferably in the Gulf region.
Having 20+ experience in both Onshore and Offshore Oil & Gas, Petrochemicals, Fertilizer, Power Plants and Shutdown projects to develop the data/package such as Scheduling, Progress Measurements systems, reporting and trending and risk assessment for planning and project control. Also having well exposure in Earned Value Analysis, Costing, Budgeting, Risk Management, Fornesic delay analysis and EOT Claims
Hitendra Negi is a senior project engineer with over 5 years of experience managing oil, gas, acid plant, and petrochemical EPC projects. He has experience in project management, planning, engineering, procurement, and site coordination. Currently employed by Furnace Fabrica India Ltd, his responsibilities include project planning and control, cost estimation, vendor coordination, and ensuring timely completion of projects. He has successfully led several plant shutdown and equipment installation projects in India and abroad.
This document provides a summary of Khaja Fazle Jeelani's professional experience and qualifications. He has over 23 years of experience in procurement, supply chain management, and materials management. Currently seeking new opportunities in procurement, sourcing, or supply chain roles in the construction, manufacturing, oil and gas industries. He has extensive experience managing procurement for large infrastructure projects in Saudi Arabia.
Efficient civil engineer with expertise in construction planning, design, management, and supervision of large infrastructure projects such as wind farms and roads. Experienced overseeing all aspects of project execution from initial planning through completion, including managing contractors, ensuring safety and quality standards, and addressing technical issues. Dedicated to on-time and on-budget delivery of structurally sound, well-designed projects.
Episode 30 : Project Execution ( Part 1 )
Being used to master the multitude of documents or activities mentioned in Project structures
3 examples will describe the application of these systematics:
Project manual
Revision service
Correspondence system
SAJJAD KHUDHUR ABBAS
Ceo , Founder & Head of SHacademy
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
The document provides a summary of a civil engineer's qualifications and experience. It includes details about 22 years of experience managing civil engineering projects in refineries. It also lists responsibilities like ensuring safety, quality standards, and timely completion of projects. The engineer is currently available and has skills in areas like planning, resource management, team leadership, and communication.
- Vijay Prakash is a chemical engineer with over 5 years of experience in project management, plant maintenance, and process engineering for petrochemical, oil & gas, and waste management facilities.
- He has led projects involving the installation of equipment like centrifugal compressors, STPs, ETPS, and pollution control devices.
- Vijay Prakash also has experience in areas like process design, piping, procurement, commissioning, startup coordination, and developing client presentations.
Mr. Johannes Wartensteiner provides his curriculum vitae, including his contact information, education history, languages, certificates, skills, accomplishments and extensive employment history working on major infrastructure projects around the world as a civil engineer and project manager. His experience includes managing dam rehabilitation projects in Angola, lake cleaning projects in Libya, and waste management plants in Qatar and industrial plants in China.
Samrat R Khanorkar is seeking a position in project management with over 10 years of experience managing capital projects in industries like power generation, steel, and infrastructure. He has strong skills in project controls, business transformation, process optimization, and ensuring timely completion of large projects. His experience includes roles at EY, Accenture, Adani Power, Tata Projects, and Indo Rama Synthetics, where he led teams and delivered various projects on schedule and budget.
The document is a resume for Mohideen Sheik Asan, a senior planning engineer and delay claim analyst with over 18 years of experience in civil/construction project management. It summarizes his expertise in areas like project planning, budgeting, execution, site management, contract management, and procurement. It also lists some of the major projects he has worked on, including twin tower buildings with a link bridge, shopping malls, hotels, and infrastructure projects. His experience includes positions as a planning engineer, site engineer, and delay claim analyst for various construction companies in Dubai, Saudi Arabia, India, and Qatar.
Gurudev Murugendrappa is seeking a challenging position utilizing his skills and experience in engineering services including project management consultant, front end engineering design consultant, engineering procurement construction companies, and owner's engineer services. He has over 30 years of experience in various roles for companies in India, UAE, and Qatar. His expertise includes areas like mechanical design, project engineering, and system engineering for power and process plants.
Broosto George is a mechanical engineer and site engineer with over 4 years of experience in Abu Dhabi, UAE. He has managed multiple projects involving piping, mechanical, and quality control engineering. Some of the key projects listed include replacement of paraffinic naphtha tanks, shutdown projects, natural gas liquid plants, and non-process building construction. As a mechanical engineer, his responsibilities include procurement, fabrication, quality control, budgeting, and team leadership. He holds technical certifications and has attended safety and language training courses.
Guyana Water Incorporated held a pre-bid meeting with contractors to discuss two upcoming water treatment facility projects. The meeting provided background on the projects, outlined the project areas and scope of work, reviewed design parameters and responsibilities, and covered bidding instructions and the bid evaluation process. Contractors were advised to fully understand the project strategy and scope when preparing reasonable bids, and that the contract would be administered according to the conditions outlined. Questions from attendees were invited at the end of the presentation.
Muhammad Asif Khan has over 16 years of experience in project management, operations, and maintenance of HVAC systems. He currently works as a Project Manager for Marine Services Company in Jeddah, Saudi Arabia. Previously, he was a Project Engineer for PreCold Private Company in Karachi, Pakistan. His responsibilities have included planning, executing, installing, and commissioning over 20 HVAC projects in Saudi Arabia. He has strong skills in contract management, procurement, scheduling, budgeting, and using software like Elite, E20-II, and AutoCAD.
The document provides a summary of Samir Patil's career and qualifications. It outlines his 16 years of experience in electrical engineering projects, operations, and maintenance. It details his current role as Site Manager for Powerica Limited in Gujarat, India, where he oversees project planning, management, operations and maintenance of substations and transmission lines. Previously, he held roles with Suzlon Infrastructure Services including assistant manager and engineering and maintenance responsibilities.
1. Usman Ali CV Project Engineer Electrical.pdfEmmanuelMatutu
The document summarizes the experience of Usman Ali as a lead project engineer and project engineer for power projects in Pakistan from 2019 to the present. It outlines his responsibilities managing projects like substation construction, coordinating engineering work, ensuring budgets and schedules are met, and overseeing installation, testing and commissioning. It also lists relevant education and certifications in project management, engineering and scheduling software.
2. PROJECT – Turnkey in Nature
2 x 2.5 MW Captive Power Plant spread over 4 acres of
land (free field)
2 x G3612, 11 KV, 1500 RPM Natural Gas Gensets
Customer: Southern Energy Development Corporation
Ltd. (SEDCO) – a Carborandum Universal Group
Location: Nallur, Mannargudi (near Tanjavur), Tamilnadu
Consultant: Aquatherm Consulting Engineers, Chennai
Guarantees-
Fuel Consumption,
Lube oil Consumption,
Genset output power
3. NEED FOR PROJECT MGMT.- WHY DID OUR COMPANY
FORM A PROJECT MGT. DEPARTMENT?
• Too many projects running
over time and over
budget
Project scope creep
Project management
responsibility not clear
Too much emphasis on outputs
rather than
outcomes
Insufficient emphasis on risks
Saves company TIME….MONEY
Triple constraint
Quality
Scope
Time
Cost
4. Project department - Sandwich
Takeover from
Sales
Handover to Service
department
Sales Service
P
r
o
j
e
c
t
5. Five Phases of Project Management
Phases
Developing the
Plan
Scoping the
Project
Launching the
Plan
Monitoring &
Controlling
Closing Out the
Project
6. Scoping the project- Primarily it is the definition and
control of what IS & IS NOT included in the project
Project Scoping Form
Project Name –
SEDCO
Project Manager –
Mahesh Kulkarni
Team Members –
05 nos.
Opportunity (Why do this project?): To earn profit
Project Goal: Smooth execution
Objectives: Timely completion within a allotted costs
Success Criteria (Outcomes): Effective commissioning of all
equipment by suppliers
Assumptions, Risks, Obstacles: Technological,Environmental,
Interpersonal, Cultural, Political
7. SCOPE
Imported supply from USA – Value USD 1.5 Mn
Indigenous supply (Balance of plant) – INR 2.62 Crores
Erection of all supplied items
Time frame – 6 months
Imported scope by Letter of Credit
Indigenous supply payment terms – 50 % advance, 30 % against supply
and 20 % after commissioning.
33 KV Substation supply and erection by Bharat Bijlee
Govt. approvals from 1. TNEB, 2. GAIL, 3. CEIG, 4. Pollution control board
Total vendors in the project – 11 nos. (EPC Contractor – mechanical &
electrical, manufacturers of air compressors, air receivers, Radiator, NGR
Panel, Circuit breaker panel, MCC panel, main and auxiliary transformer,
LAVT panel, Control & Relay panel, etc.)
9. Project Planning Activity
• Create a work break
down structure (WBS)
for the project you
identified in the
scoping document.
Identify and sequence
tasks.
10. WBS - A WBS is the functional decomposition of a system, it breaks the
project into chunks of work at a level of detail that meets planning and
scheduling needs
WBS:
SEDCO PROJECT
3. CONSTRUCTION2. PROCUREMENT1. DESIGN & ENGINEERING
1.1 Sizing of
equipment
1.1.1 Foundation
1.1.2 Piping
layout
1.2 Drawings
1.3 Consultant
approvals
2.1 Order placement
2.1.1 Long
delivery items
2.1.2 Short
delivery items
2.2 Inspection
2.3 Clearance &
Transportation to
site
3.1 Unloading at site
& Erection
3.1.1 Erection of
equipment on foundation
3.1.2 Piping and cabling
3.2 Pre-commissioning
checks
3.3 Plant trial run
and handover
Advance
11. Project Planning: Resources
1. People - skills and value
2. Facilities – Office, AutoCAD,
computers and softwares, Vehicles,
etc.
3. Equipment – like Crane –
hired
General Manager
…
DRAFTSMAN
…..
ELECTRICAL ENGR.
…….
Manager Projects
……..
SITE MANAGER
…….
Manager Projects
(S. Sridhar)
Project Manager
……
Commissioning Engr.
…..
Finance Manager
….
Principal …..
Suppliers for
indigenous supplies
(11 vendors)
Service Manager
(Singuttuvan)
Customer - SEDCO
(Project Mgr.)
Consultant–Aquatherm
….
4. Time – Six months
starting 1st
March
12. Role of a Project Manager
Role:
Process
Responsibilities
People
Responsibilities
• Project issues
• Disseminating project information
• Mitigating project risk
• Quality
• Managing scope
• Metrics
• Managing the overall work plan
• Implementing standard processes
• Establishing leadership skills
• Setting expectations
• Team building
• Communicator skills
13. Duties & Responsibilities of PM
I. PLANNING:
Breaking down Project into independent
activities or events with the help of Bar
Chart.
Providing progress reporting at regular
intervals to the Customer, Consultant and
Caterpillar with a copy to Service
department.
Reallocation / rearranging
money/resources to improve schedule.
III. INSPECTIONS & DESPATCHES:
Witnessing the equipment inspection at
suppliers place.
coordinating with Customer for allotting safe
equipment unloading and storage area at site.
IV. SITE CO-ORDINATION :
Visiting site for checking Civil developments.
Guiding mechanical contractor and Customer at
site for flushing of piping, welding & surface
preparation, pre-commissioning checks to suit
Caterpillar standards.
II. TECHNICAL ACTIVITIES:
Preparation of Specification of material for
mechanical bought out items like Pipes,
Elbows, Valves, Flexible hoses required for
Cooling system, Starting air system.
Preparation of Material specification for
fabricated items like Chimney, Exhaust &
Intake duct, etc.
Preparation of Mechanical Drawings – As
built P & I drawings and Isometric
drawings for Natural Gas system, Air start
system, Cooling Water system, etc
V. COMMERCIAL:
Evaluation of the offers from vendors techno–
commercially.
Negotiating with suppliers effectively to avoid
cost over run & make maximum profit margins.
Planning cash flow (in & out) with the help of
Finance department for smooth project
operation.
Coordinating with Finance Department for
releasing the payment to suppliers after
checking proper attached documents.
Collecting payment for additional supply of
material other than Purchase order.
Calculating the profit earned in the project
14. Gantt Chart (Microsoft Office Project Professional
2003)
Visual scheduling tool
Graphical representation
of information in WBS
Show dependencies
between tasks,
personnel, and other
resources allocations
Track progress towards
completion
15. Gantt Chart – Example
Estimated time to complete a task
Tasks
Bars indicate time
requirement
Arrows indicate
task dependencies:
Predecessor task
Successor task
16. Look Out for the Creepers!
Scope Creep - Change is constant – must be
accommodated (Comes from the customer)
Civil design – due to change in civil structure by
Customer
Power plant logic - Frequent changes in the electrical
logic by Customer’s site manager
Accommodated and completed the project on time
17. Project communication - Absolutely critical to the
success of projects!
Project meetings with suppliers - Meets weekly to resolve short-term
conflicts, look ahead to the remaining development cycle. Attended by project
manager, project engineers, projects manager (if required).
Planning meetings – Inter-organizational - review progress on goals,
resolution of cross division functional conflicts, perform mid-course corrections,
review cash flow, etc. Attended by division heads, project manager, GM (if reqd.)
Fortnight coordination meetings with Customer and Consultants –
Meets for reviewing the progress, approvals, set milestones for future weeks,
commissioning schedule, etc. Attended by project manager, project engineers,
projects manager (if required).
18. Quality Management
Quality Management is the process that
insure the project will meet the needs via:
Quality Planning, Quality Assurance, and Quality
Control. Quality is ensured by
Clearly Defined Quality Performance Standards
Stage inspection of equipment to verify
conformity / adherence to specifications,
Testing and Quality Assurance Processes will
ensure standards are satisfied
Continuous ongoing quality control
19. Project Financial Management
Divide and conquer
To make a better estimate, divided the
project into individual subsystems.
Then divided each subsystem further
into the activities that will be required to
develop it.
Next, made a series of detailed
estimates for each individual activity.
And sum the results to arrive at the
grand total estimate for the project.
Tight control of costs by supervising any
changes in the scope.
Preparation of cash inflow and outflow
statement
Budget
21. Difficulties and Risks in Project Management
Road Transport strike lasted for 2 weeks,
Difficulty in transporting the heavy equipment to the rural area due
to lots of curves,
Communist area – additional amount to Comrades for each truck,
Language barrier – interior people speaks Tamil only,
Slowing of erection activities due to heavy Monsoon,
Erection contractor – Inexperienced junior engr. appointed at site,
Delays due to short fall of material at site,
Finance Manager transferring the project funds to other projects or
emergency without the consent of project manager. Thereby, delay
the payment to the Suppliers
Food at site
22. LESSONS
Planning and Engineering – most important,
Contingency in Time need to be considered,
PESTEL Analysis (Environment scanning) shall be done,
Project management Training to the individuals,
Getting the scale of the project management in proportion to
the size and impact of the project,
Better monitoring of milestones (and remedial action
when milestones are not being met)
Project team shall be micro-managing
23. Rewards – Direct & Indirect
SEDCO admired our team efforts and gifted
a Silver Peacock Monument in a ceremony
Our company announced a bonus of INR
30,000 to project team,
Recognition in the company,
New doors of opportunities opened.