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 What is a Project ?

‡ Unique in nature
‡ Have a defined timescale
‡ Have limited resources
‡ Involve an element of risk
Àtages of a Project
 Project Management

Project management is the application of knowledge,

skills, tools and techniques to
project activities to meet project requirements. Project
management 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 Àcope 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 LVÀ in drawing Preparation /Review and

Approval
‡ Àingle point document preservation with multiple
backups.
‡ The availability LVÀ in construction site for onine
view of big drawings.
‡ The availability of large size Printers at site for
easy availability of latest drawings.
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Cost / Time overrun of
Infrastructure Projects
 6

w |ut of 905 projects monitored, 454 projects are
contributed time over run w.r.t original schedule
which is >50%, and the time over run range
from 1-324 months.
w The original cost of 454 projects is `311828.16
and with time over run the cost increased to
`356971.98 which is `45143.82Cr of original
cost.
‡ 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.
6acts:
‡ The Time |ver 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 |ver run in Railways 82.33%
‡ The Cost |ver run in Power sector is 3.86%
 Infrastructure Projects ± Causes for
Delay 





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1 Coal 1 12 1 2 2 2 13
2 Àteel 0 0 0 1 0 0 7
3 Petroleum 0 0 0 6 2 0 7

        
5 Railways 28 12 1 63 1 5 8
Road
Transport
6 0 0 0 0 0 0 4
&
highways
Àhipping &
7 0 0 0 0 0 0 2
ports
8 Heath& 0 0 0 0 0 0 1
6W
 Major risks of Projects

‡ Time slippage /Delay :

‡ Cost |verrun/Escalation :
 Time overruns of projects
wPaucity of 6inancial resources,
wDelay in obtaining clearances,
wDelay in acquisition of land,
wPoor performance of
Consultants, Vendors and
Contractors
wDispute and court cases,
wInadequate infrastructure
support, in adequate
technology
wResistance by land losers
wPoor law and order situation0
 Cost overruns of projects
Delay in execution of the projects:

wIncrease in the scope

during construction
wHigher compensation for
rehabilitation
wHigher cost incurred on the
environmental
protection measures
wJudicial awards in
contractual disputes
  



 
 
 




Planned Achieved Capacity Percentage
Capacity addition in MW addition in MW achievement
6 -08 12039 9263 77%

6 -09 7530 3454 46%

6 -10 7530 6000 80%

w|rder placed during 11th plan is 62374 MW

w24,232 MW is commissioned
w38142 MW to be added in the next 24 months.
1 |rganizational 6und Constraints
Technology selection and agreements
Award of Contracts
Delay in start of Civil works
Àlow Progress of execution
2 Clearances and External factors Land acquisition
Àtatutory clearances from government
Law and order
Bad weather
Court cases
Inadequate infrastructure
Political issues.
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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 Team
7. Decentralized decision making
8. Àystems approach to planning and management
9. Àelect the most appropriate technology
10.Mobilize participation of local community
½

    

w Tax holiday for large infrastructure Projects

and declare as ÀEZ.

w Increase in the sealing limits to PÀUs to

raise syndicated loan through ECB

wInfrastructure bonds are to introduced.

 º   


w Timely distribution of compensation to the

PAPs by project owner for the land acquired
through local authorities.
   



w|ptimize the lay out of the plant
wClarity in requirement, specification and Àcope of
work to be detailed.
wDetailed Àite survey are to be carried out before the
project is taken up
w In the specification the tests to be conducted,
codes to be followed are to be specified
wÀtandardization of equipments specification and
design parameters.
wHigh level of computerization in design
 ^  
 


’ Bulk tendering
’ Motivate the suppliers
’ Views and feedbacks of long term suppliers
and associates.
’ Qualification requirements ( QR) & number of
prospective bidders .
   !   

wAdequate number of Project Managers

are to be trained.

wProvide Incentive schemes to

Knowledge management initiatives.

wProvide an atmosphere to learn from

the mistakes.

wM|U with Premiere educational

institutions.
 ½ 
 


Explore the possibility of new joint

ventures with major equipment
manufactures for capital equipments.
Long term association with suppliers of
infrastructure materials like Àteel, Cement,
Paints etc to be explored to ensure the
timely supply of materials.
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wÀtandardization of QAP¶s & and field quality plan

(6QP)
wÀtandardization of approved vendor list
wThird party inspection for quality checks
 


wPrepare a Micro level master network

wUse of GPÀ ( Global positioning system ) for
material tracking
wClearly define the delegation of powers for
decision making
  

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 Logistics Management
wThe site selection for the Project is not in
the control of Project |wner, Project owner
has to build the stakeholder confidence to
implement project in any green-field location.

wAssociating with major logistic supporting

companies enable the Project owner to do
transportation and installation of equipments
on time.

wThe use latest logistic equipments can

enable us to construct the Projects at a faster
Phase
 º
  

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Typical Requirement of Material Handling
Equipments at Project site
‡ Portal 360 tone crane
‡ 325 MT 6MC crane
‡ 150 MT crane
‡ 100 MT crawler crane
‡ 75 T crawler crane
‡ Winches
 º
  

3PL (3rd Party Logistics Provider).

Guaranteeing accurate risk assessment when lifting
heavy loads
Innovations in transport/lifting to reduce construction
schedule and costs
|vercoming infrastructure challenges when
transporting heavy loads to the site
Maximizing the efficiency of cranes for power plant
applications
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Proposed Association with Logistics Provider

Package Package Package

EPC-1 EPC-2 EPC-3

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Role of 3PL Provider

‡ PRE-PLANNING AÀPECT
‡ ÀA6ET MATTERÀ
‡ TIME AND M|TI|N PLAN
‡ ENGINEERING ÀTUDIEÀ
Project Communication Management


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6IELDBUÀ/ PR|6IBUÀ TECHN|L|G
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 |verall Àystem
Both time and Cost of the Project is get reduced.
This technology is a reality in more than 100 power
plants.
Àichuan Guang'an Power Plant in China , using
Profibus fieldbus protocol to follow the L2-DP network
technology.
   


  

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Àteel Moment Resisting Àpace 6rame (ÀMRÀ6)

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.
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Unlike typical structural steel construction, which

usually takes seven to eight months using traditional
methods, the Àteel Moment Àpace 6rame system
allows to cut structural erection time to less than two
weeks.
ConXtech UÀA
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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.
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