Faster Project

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



Unique in nature

Have a defined timescale

Have limited resources

Involve an element of risk

What is a Project ?



Stages of a Project



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.



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



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



Triple constraints of the Project




Project

Project management

Data Analysis

Case Study

Road Map




Cost / Time overrun of

Infrastructure Projects



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.



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%



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



Major risks of Projects

Time slippage /Delay :

Cost Overrun/Escalation :



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



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:





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.



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.




Project

Project management

Data Analysis

Case Study

Road Map




A case study

Faster Project execution



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.



ROAD MAP

FOR FASTER

EXECUTION

OF PROJECTS



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



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.



Land acquisition

Timely distribution of compensation to the

PAPs by project owner for the land acquired

through local authorities.



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



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 .



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



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.



Quality Assurance

Standardization of QAP¶s & and field quality plan

(FQP)

Standardization of approved vendor list

Third party inspection for quality checks



Monitoring

Prepare a Micro level master network

Use of GPS ( Global positioning system ) for

material trackingClearly define the delegation of powers for

decision making



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



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



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





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






Package

EPC-1

Package

EPC-2

Package

EPC-3

3rd Par ty Logistics Provider

Proposed Association with Logistics Provider

Project owner




Role of 3PL Provider

PRE-PLANNING ASPECT

S AFETYMATTERS

TIME AND MOTION PLAN

ENGINEERING STUDIES




Project Communication Management



Project Communication Management



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



FIELDBUS/ PROFIBUS TECHNOLOGY

The Ethylene

Project

of SECCO

CHIN

Areduced

the

cab

le usage

by 57%

Introduction to New Concepts



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




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



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)




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.




Crawler Crane

LR 11350 is capable of hoisting over 1250 ton

and can reach a total lifting height of more than

200 mts.




I d i N C



Belgium,

tr anspor t of a

2,700 tonne cold

box




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.



THANK YOU

Faster Project

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