Project Management basic componentss.ppt
- 2. Agenda What defines Project Management Project Complexities & Why Project Management ? Project Management-Desired outcome Project Management- Existing PLL framework Release of Integrated Project Management Manual (IPMM) Review Mechanism Project Progress Reports Best Practices to be adopted for profitability Conclusion
- 3. Published guides/ Standards •Project Management Book of Knowledge- PMBK •PMP USA •ISO 21500- 2012 •BS-6079 •IS-15883 •ICB 3-IPMA •ASNI/PMI-99-001 •German Standard Standards can improve the effectiveness of project management by drawing attention to the key principles and activities required to deliver a successful project outcome What defines Project Management
- 4. Project Complexities & Why Project Management • Any Project execution have various factors with its own unique complexilities required to be identified, resolved while its execution within specified cost, quality , time and highest level of customer satisfaction. Project complexities are mainly due to : Objectives ? Stakeholders ? Control ? Methods ? Project complexities Management complexity Technical complexity Human Difficulty Task clarity External factors Internal factors Suppliers/ Subcontractor Customer Requirements
- 5. Project Complexities & Why Project Management-Project Management Life cycle phases • Supports bid manager • Participation in pre-bid meeting • Indirect cost estimation • Planning & scheduling • Negotiations • Risk Management • Participation from all the concerned stakeholders • Handover of necessary documents along with contracts copy by BD team • Developing Execution plans • Planning & scheduling • Procurement strategy • Site centric focus • Project progress review • Resource Management • Risk Management • Formation of project team • Participation from all the concerned stakeholders • Handing over of O&M documents along with As -Built drawings • PG test • Reconciliation of financial records and instruments • Punch list • Closing of contracts • Lesson learnt Pre-award Handover Kick-off Meeting Execution Close Out
- 6. Why is Project Management ICB3 introduced behavioural competences and in doing so proposed the ‘Eye of Competence Eye of Competence represents the integration of all the elements of project management as seen through the eye of the Project Manager. The eye represents the clarity and vision
- 7. Why Project Management Technical Competence Behavioral Competence Contextual Competence This range covers the projects management technical content, sometimes referred to as the solid elements. The NCB contains 20 technical competence elements This range covers the projects management behavior and skills. The NCB contains 15 behavioral competence elements This range covers the projects management competence in managing relations with the permanent organizations and the ability to function in a project focused organization. The NCB contains 11 contextual competence elements 1 Project management success 1 Leadership 1 Project orientation 2 Interested parties 2 Engagement & motivation 2 Programme orientation 3 Project requirements & objectives 3 Self-control 3 Portfolio orientation 4 Risk & Opportunity 4 Assertiveness 4 Project, programme & portfolio implementation 5 Quality 5 Relaxation 5 Permanent organisation 6 Project Organization 6 Openness 6 Business 7 Teamwork 7 Creativity 7 Systems, products & technology 8 Problem resolution 8 Results orientation 8 Personnel management 9 Project structures 9 Efficiency 9 Health, security, safety & environment 10 Scope & deliverables 10 Consultation 10 Finance 11 time & project phases 11 Negotiation 11 Legal 12 Resources 12 Conflict & crisis 13 Cost & finance 13 Reliability 14 procurement & contract 14 Values appreciation 15 Changes 15 Ethics 16 Control & reports 17 Information & documentation 18 Communication 19 Star-up 20 Close-out
- 9. Project Management- Existing PLL framework • Departmental procedures/formats for some of the functions like CPG, Contracts, Inventory, HSE, Business development, Quality and Project review. • Documents reflect to have been generated periodically built on need base . • A varied approach of project execution and implementation - a shift from procedural requirements • Integrated document on Interface management is missing
- 10. HSE Quality Finance CPG Engg Planning Site Customer Sub- contractors PMG Statutory Bodies HR Why Project Management Interface Integration ISD PLE
- 11. Release of Integrated Project Management Manual (IPMM) 1. Top Management revisited the existing framework of Project Management and defined for need of Integrated Project Management Manual (IPMM). 2. IPMM has been prepared with the inputs from all the CEOs/Functional Heads keeping in view of the business requirements of restructure organisation 3. The IPMM on approval is rolled out for implementation on 05.01.2016 & is made available in Intranet server for reference and use. 4. The IPMM shall supersedes the existing documents. 5. The IPMM will be subjected to revision with the concurrence of all concerned based on the outcomes of Audit
- 12. Highlights of IPMM • Roles & Responsibilities of the functions are defined for Business Development, Proposal and Estimation, Planning, Project Management, Engineering, Quality, CPG, Contracts & Commercial, Finance & Accounts, Human Resource and Inventory. • Standard procedures are defined for Business development, Proposal & cost estimation, Project management including construction management, Logistics management, Claim Management, Project Commissioning, Insurance claim, Contract closing • Typical organization structure suggested • Review mechanism- Adherence to Agenda & MOM as per formats • Standard Formats • Periodic Audits
- 13. Review Mechanism L1 Planning L2 Planning L3 Planning Technical Review Meeting Contract Review Meeting Construction Review Meeting Project Director Review - PMG & Site Project Review Team- PMG & Site Planning, Engineering, CPG, Finance, HSE, Quality, HR CEO Review TOP Management Weekly Fortnightly Monthly Frequency Monthly Review wrt Schedule L3 L2 L1 Exception Report
- 14. Project Progress Reports requirement S.N o. Description Frequency Submissio n to Responsibility 1 Daily Progress Report by Site based on rolling programs broken up into weekly & daily targets (Schedule Vs Actual) Daily PMG & Planning Site Planning 2 Monthly Progress Report capturing the monthly site progress against the target set with client along with overall Project schedule agreed with client Monthly (25th of every month) Client HO Planning 3 Monthly Exception Report highlighting deviation w.r.t target and issues which are affecting the Project progress Monthly (10th of every month) Top Managem ent Planning in consultation with Project Director 4 Monthly report on Project cash flow and utilisation of funds Monthly (10th of every month) Project Director Planning
- 15. Project Progress Reports S.N o. Description Frequency Submissio n to Responsibility 5 Monthly Cost Sheet update for margin analysis Monthly (25th of every month) Project Director Planning 6 Supply Status Report Monthly (10th of every month) PMG CPG 7 Engg Status Report Monthly (10th of every month) PMG Engineering 8 Financial Status Report Monthly (18th of every month) PMG F&A 9 Productivity report Monthly (25th of every month) Managing Director HO Planning 10 MD report Monthly (25th of every month) Managing Director HO Planning 11 Chairman Report Monthly (25th of every month) Chairman HO Planning
- 16. If followed • Sound systems & procedures • Well defined clear roles & responsibilities of the officials • Extensive use of Project Management software like Primavera etc. • Project tracking & monitoring mechanism with an escalation matrix • Focus on learning through capturing and analysing of the past data • Feedback mechanism • Focus on need based training • Risk Management • Formulation of Productivity norms Result in – Effective Planning & Monitoring – Enhance Productivity – Better Cost Control/Avoid Rework – Claim Management – Cash flow Management – Improve Customer satisfaction – Mitigation of Risk t – Desired Quality – Desired result in HSE – Value engineering – Best Practices to be adopted for profitability
- 17. Conclusion SOUND PROJECT MANAGEMENT IS THE ONLY WAY FOR ACHIEVING EXCELLANCE IN EPC BUSINESS
- 18. THANK YOU