Transcript
8/7/2019 Faster Project
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Outline of the Presentation
Project
Project management
Data Analysis
Case Study
Road Map
New Concepts Conclusion
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Unique in nature
Have a defined timescale
Have limited resources
Involve an element of risk
What is a Project ?
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Project Management
Project management is the application of knowledge,
skills, tools and techniques to
project activities to meet project requirements. Projectmanagement is accomplished
through the application and integration of the project
management processes of
initiating, planning, executing, monitoring and controlling,
and closing.
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Major Areas of Project Management
Project Integration Management
Project Scope Management
Project Time Management
Project Cost management
Project procurement & Contract Management Project Technology management
Project quality assurance
Project Human Resource management
Communication management Management of Pre-commissioning and
commissioning
Risk management
Project social responsibility
Project closure and continuous improvement
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Use of LVS in drawing Preparation /Review and
Approval
Single point document preservation with multiple
backups.
The availability LVS in construction site for onine
view of big drawings.
The availability of large size Printers at site for easy availability of latest drawings.
Overlap of Process Groups in a Phase
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Triple constraints of the Project
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Outline of the Presentation
Project
Project management
Data Analysis
Case Study
Road Map
New Concepts Conclusion
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Cost / Time overrun of
Infrastructure Projects
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Facts:Out of 905 projects monitored, 454 projects arecontributed time over run w.r.t original schedulewhich is >50%, and the time over run rangefrom 1-324 months.
The original cost of 454 projects is `311828.16and with time over run the cost increased to`356971.98 which is `45143.82Cr of originalcost.
The original cost of 905 projects is`546772.49Cr and now the anticipated cost is`614036.91Cr with an cost over run of 12.30%w.r.to original cost.
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Facts:
The Time Over run in Coal is 1-324 months
The time over run in Railways 8-180 Months
The slippage in Power sector is 1-68 months.
The Cost Over run in Railways 82.33%
The Cost Over run in Power sector is 3.86%
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Sl
no Sector
Fund
constr aints
Land
acquisition
Environm
ent
clear ance
Slow
progress
Delay in
supply of
equipment
s
Law &
order s other s
1 Coal 1 12 1 2 2 2 13
2 Steel 0 0 0 1 0 0 7
3 Petroleum 0 0 0 6 2 0 74 power 2 1 0 4 1 5 11
5 Railways 28 12 1 63 1 5 8
6
Road
Transport
&
highways
0 0 0 0 0 0 4
7Shipping &
ports0 0 0 0 0 0 2
8 Heath&
FW
0 0 0 0 0 0 1
±
Delay
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Major risks of Projects
Time slippage /Delay :
Cost Overrun/Escalation :
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Paucity of Financial resources,Delay in obtaining clearances,
Delay in acquisition of land,
Poor performance of
Consultants, Vendors and
Contractors
Dispute and court cases,
Inadequate infrastructuresupport, in adequate
technology
Resistance by land losers
Poor law and order situation.
Time overruns of projects
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Increase in the scope
during construction
Higher compensation for rehabilitation
Higher cost incurred on the
environmental
protection measures
Judicial awards in
contractual disputes
Cost overruns of projects
Delay in execution of the projects:
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PlannedCapacity addition in MW
Achieved Capacityaddition in MW
Percentageachievement
FY-08 12039 9263 77%
FY-09 7530 3454 46%
FY-10 7530 6000 80%
Project Implementation scenario Power Sector
during 11th plan Up to Sep-09.
Order placed during 11th plan is 62374 MW
24,232 MW is commissioned38142 MW to be added in the next 24 months.
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1 Organizational Fund ConstraintsTechnology selection and agreements Award of ContractsDelay in start of Civil works
Slow Progress of execution
2 Clearances and External factors Land acquisitionStatutory clearances from governmentLaw and order Bad weather Court casesInadequate infrastructurePolitical issues.
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Outline of the Presentation
Project
Project management
Data Analysis
Case Study
Road Map
New Concepts Conclusion
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A case study
Faster Project execution
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Bandra-Worli sea link project in Mumbai
The Actual estimated / planned cost of above project is Rs.300Cr
with a completion target in 2004. The actual completed cost of the
project is 1600Cr and completed in 2009,which >500% of estimated
cost and with a delay of Five years.
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ROAD MAP
FOR FASTER
EXECUTION
OF PROJECTS
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1. Develop a detailed implementation schedule
2. Prepare a Resource Plan based on anticipated
progress
3. Design & operate a sound monitoring system
4. Ensure that contract takes care of penalty, if delays
occurs
5. Introduce reward and punishment
6. Continuity of Project Team7. Decentralized decision making
8. Systems approach to planning and management
9. Select the most appropriate technology
10.Mobilize participation of local community
Project Management
- New Approaches
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Investment Decision and Financial closure
Tax holiday for large infrastructure Projects
and declare as SEZ.
Increase in the sealing limits to PSUs to
raise syndicated loan through ECB
Infrastructure bonds are to introduced.
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Land acquisition
Timely distribution of compensation to the
PAPs by project owner for the land acquired
through local authorities.
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Design , Engineering and finalization of
Specifications
Optimize the lay out of the plantClarity in requirement, specification and Scope of
work to be detailed.
Detailed
Site survey are to be carried out before the
project is taken up
In the specification the tests to be conducted,
codes to be followed are to be specified
Standardization of equipments specification and
design parameters.
High level of computerization in design
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Tendering and Award of contracts
y Bulk tendering
y Motivate the suppliers
y Views and feedbacks of long term suppliers
and associates.
y Qualification requirements ( QR) & number of
prospective bidders .
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Adequate number of Project Managersare to be trained.
Provide Incentive schemes to
Knowledge management initiatives.
Provide an atmosphere to learn from
the mistakes.
MOU with Premiere educational
institutions.
Human Resource Management
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Infrastructure Development
Explore the possibility of new joint
ventures with major equipmentmanufactures for capital equipments.
Long term association with suppliers of
infrastructure materials like Steel, Cement,
Paints etc to be explored to ensure the
timely supply of materials.
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Quality Assurance
Standardization of QAP¶s & and field quality plan
(FQP)
Standardization of approved vendor list
Third party inspection for quality checks
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Monitoring
Prepare a Micro level master network
Use of GPS ( Global positioning system ) for
material trackingClearly define the delegation of powers for
decision making
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Use of LVS in dr awing prepar ation
Single point document preservation
with multiple backups.
The
availa
bility
LVS
in constr uction
site
for online view of big dr awings.
The availability of large size Pr inter s at
site for easy availability of latest
dr awings.
Drawings
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The site selection for the Project is not inthe control of Project Owner, Project owner
has to build the stakeholder confidence to
implement project in any green-field location.
Associating with major logistic supporting
companies enable the Project owner to do
transportation and installation of equipments
on time.
The use latest logistic equipments can
enable us to construct the Projects at a faster
Phase
Logistics Management
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Typical Requirement of Material HandlingEquipments at Project site
Portal 360 tone crane
325 MT FMC crane
150 MT crane
100 MT crawler crane
75 T crawler crane Winches
Logistics Management
Logistics Management
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3PL (3rd Party Logistics Provider).Guaranteeing accurate risk assessment when lifting
heavy loads
Innovations in transport/lifting to reduce construction
schedule and costsOvercoming infrastructure challenges when
transporting heavy loads to the site
Maximizing the efficiency of cranes for power plant
applications
Logistics Management
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Package
EPC-1
Package
EPC-2
Package
EPC-3
3rd Par ty Logistics Provider
Proposed Association with Logistics Provider
Project owner
Logistics Management
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Role of 3PL Provider
PRE-PLANNING ASPECT
S AFETYMATTERS
TIME AND MOTION PLAN
ENGINEERING STUDIES
Logistics Management
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Project Communication Management
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Project Communication Management
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R egional
Inspection
C entre
RiskManagement
C ontractsMangement
E ngineering
HR
Management
Finance
Management
E nvironment &
Natural
Resources
E P C
C ontractor
& Vendors
Planning
MonitoringKnowledge
Managmnt P roject S iteP roject S ites
Information B ackb one
INTEGRATED PROJECT MANAGEMENT SYSTEM
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FIELDBUS/ PROFIBUS TECHNOLOGY
The Ethylene
Project
of SECCO
CHIN
Areduced
the
cab
le usage
by 57%
Introduction to New Concepts
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The usage of instrument cable, marshalling panels,
cable trays are reduced.
Commissioning activities like wiring checks are also
reduced.
It will save installation cost of the Overall System
Both time and Cost of the Project is get reduced.
This technology is a reality in more than 100 power
plants.
Sichuan Guang'an Power Plant in China , using
Profibus fieldbus protocol to follow the L2-DP network
technology.
FIELDBUS/ PROFIBUS TECHNOLOGY
Introduction to New Concepts
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Assembly at factory and shipment in one complete bay dramatically
reduces installation time and costs.
GIS (Gas Insulated Switchgear)
362kV GIS in Korea145kV GIS in Saudi Arabia
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This method completes all of its fabricating work
in-house and then simply assembles column and
beam components together on the construction
site, bolting them into place.
Steel Moment Resisting Space Frame (SMRSF)
Introduction to New Concepts
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Unlike typical structural steel construction, which
usually takes seven to eight months using traditional
methods, the Steel Moment Space Frame system
allows to cut structural erection time to less than two
weeks.
Introduction to New Concepts
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Crawler Crane
LR 11350 is capable of hoisting over 1250 ton
and can reach a total lifting height of more than
200 mts.
Introduction to New Concepts
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Belgium,
tr anspor t of a
2,700 tonne cold
box
Introduction to New Concepts
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The road map emphasis that NTPC ³ can do it ³ team is
already in the direction of faster execution of projects and is
expected to do much better. With this study our team is
proposing the ³INTEGRATED PROJECT MANAGEMENT
SYSTEM´. The first unit of NTPC ± Singraulii took 8 years to
commission but our latest projects are commissioned in 3 years.This can be further reduced with this ³INTEGRATED
PROJECT MANAGEMENT SYSTEM´.
The adoption of New technology and innovative methods
enable NTPC to get an extra edge to achieve it ambition
plan of 75000MW by 2017.
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