4/26/2010

Solar Power Plant at Bap,

Jodhpur
Project Management Detailed Project Report 2010

Abhishek Bansal (7503869)

Anurag Kushwaha (7503855)
Anubhav Goyal (7503854)
Pankaj Bansal (7503858)
Batch B10
Solar Power Plant at Bap, Jodhpur
Project Management Detailed Project Report 2010

ABSTRACT
With depletion of fossil fuels and need for the requirement for renewable source of energy, many
alternatives are thought of. One such alternative it the utilization of the vast solar power available at no
cost. Solar power is the conversion of sunlight to electricity. Sunlight can be converted directly into
electricity using photovoltaics (PV), or indirectly with concentrating solar power (CSP), which normally
focuses the sun's energy to boil water which is then used to provide power, and technologies such as the
Stirling engine dishes which use a Stirling cycle engine to power a generator. Photovoltaics were initially
used to power small and medium-sized applications, from the calculator powered by a single solar cell to
off-grid homes powered by a photovoltaic array.

Solar power plants can face high installation costs, although this has been decreasing due to
the learning curve. Developing countries have started to build solar power plants, replacing other sources
of energy generation.

Solar power has great potential, but in 2008 supplied only 0.02% of the world's total energy
supply. However, use has been doubling every two, or less, years, and at that rate solar power, which has
the potential to supply over 1,000 times the total consumption of energy, would become the dominant
energy source within a few decades.

Since solar radiation is intermittent, solar power generation is combined either with storage or
other energy sources to provide continuous power, although for small distributed
producer/consumers, net metering makes this transparent to the consumer. On a larger scale, in
Germany, a combined power plant has been demonstrated, using a mix of wind, biomass, hydro-, and
solar power generation, resulting in 100% renewable energy.

This project is based on innovative parabolic dish sterling technology, and it proposes to build a
10 MW plant at Bap, Jodhpur. This project is a landmark project and the company plans to build a 400
MW plant at a large scale after the successful completion of the project. This project discusses the various
planning and scheduling activities which must be performed for the project’s success.

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ACKNOWLEDGEMENT
This report involves hard work of many people .We would like to express my gratitude to our surveying

team who collected various important valuable information which helped us a lot in presenting the report

.We are grateful to our friends who helped us in thick as well as in thin time. They whispered the words of

encouragement and made helpful suggestions from time to time. We are indebted to the various books of

reference on Project Management which helped us to come up with fresh and innovative .

We would like to thank our faculty Ms. Monika Choudhary (Lecturer,Project Management, JIIT, Noida)

who spent their valuable time in discussing our problems and providing concrete suggestion for them .

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TABLE OF CONTENTS

PROJECT OBJECTIVE……………………………………………………………………….. 4

PROJECT LIFE CYCLE……………………………………………………………………….. 7

PROJECT PLANNING……………………………………………………………………….. 9

Work Breakdown Structure………………………………………………………….. 11

Responsibility Matrix: ………………………………………………………………………..12

Resource Allocation Matrix………………………………………………………………..13

BUDGETING AND COST ESTIMATION…………………………………………………..16

PROJECT SCHEDULING………………………………………………………………………..18

Pert Diagram………………………………………………………………………………………..19

Slack - Activity by Activity………………………………………………………………… 20

GANTT CHART………………………………………………………………………………………22

PROJECT MONITORING AND CONTROL……………………………………………….23

REFERENCES………………………………………………………………………………………...25

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PROJECT OBJECTIVE
The company proposes to set up a 10MW capacity concentrating solar power plant based on innovative
parabolic dish sterling technology developed by a US based company. The company intends to implement
this nest generation technology now. In this context the company has following plans for assimilation of
the aforesaid technology:

1. To start with installing Solar Power Plant based on this technology imported from the original
Technology provider.

2. Install manufacturing facility in India to drive down the costs with the indigenization and by going
along the learning curve with volume growth.

3. Install large size Solar Power Projects in India based on this. The company is looking at 400 MW
installed capacity in next 5 years.

Project implementation period:- 32 months from date of approval.

Estimated project cost:- Rs 230 crore

Detailed study of the proposed site for setting up The Solar Power Plants.

The Company proposes to set up the solar power plant based on Dish-Sterling technology at a location
which is near village Bap in Phalodi Tahsil (latitude 27°06’ to 27°09’ North and 72°20’ to 72°23’ East) of
Jodhpur district of Rajasthan state. Bap town is situated at distance of 140 km. from Jodhpur and
connected to Jodhpur-Jaisalmer railway line.

Assessment of Solar radiation resource

Rajasthan receives maximum solar radiation intensity in India. In addition the average rainfall is
minimum in the state, hence best suited for solar power generation. Resource assessment is the primary
and essential exercise towards project evaluation. The parabolic Dish-Sterling technology utilises infrared
component of direct normal component of global solar radiation. The best way of carrying out the solar
radiation resource assessment is to use TMY (Typical Meteorological Year weather data files) data files for
selected location.

Proposed technology

All CSP are based on four basic essential sub systems namely collector, receiver (absorber), transport/
storage and power conversion. Following four CSP technologies have either reached commercialization
stage or are near it:

� Parabolic Trough

� Power towers

� Parabolic Dishes (Dish-Sterling)

� Compound Linear Fresnel Reflectors (CLFR)

Taking in to account all advantages and limitations of all CSP technologies Shi Rangam Brokers &
holdings Limited (Dalmia cement [Bharat] Ltd.) has selected parabolic-dish sterling technology which is

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modular and requires no water and heat transfer fluid etc. Presently there are three major companies
worldwide who are manufacturing parabolic dish-sterling systems of different capacities. These are M/s
Infinia Solar Systems, M/s Sterling Energy Systems and M/s Sun Power.

Performance curve of the system

Control, internal transmission and evacuation of Power

Energy Management Information System (EMIS) is a hardware interconnection of energy meter installed
at PH bus bar of 11 kV in phase I and 33 kV in phase II, and power distribution panel to PC based data
acquisition system for report generation and analysis of energy generation profiling of the solar power
generation system. The meter will communicate on RS – 485 modbus/RS - 232 protocol. The data
communication may be the Power Line Communication (PLC) or RF communication over the plant. The
power generated from the power plant will be transmitted through the grid of JdVVNL. JdVVNL operates
a high voltage transmission and distribution network in the Jodhpur, Rajasthan. Energy management and
control system will be installed in the solar plant which will monitor and record the performance at each
power generator and each 1 MW module.

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Preparation of Project implementation schedule

Based on international practices and technological advancements, it is estimated that 1 MW capacity

phase of the project will be supplied, installed and commissioned in 13 months from project approval and
additional 9 MW of phase–II of the project will be installed and commissioned in 26 months from project
approval.

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PROJECT LIFE CYCLE
The development of Solar Plant at Bap will follow the following phases:

1) INITIATION

 Business Case

The proposal or the objective is to set up a 10MW capacity concentrating solar power
plant based on innovative parabolic dish sterling technology. This project will help in exploiting the vast
solar energy for electricity, a step towards cleaner fuel requirements in India.

 Feasibility Study

Here, the project’ s feasibility analysis is done. This project is an environmental friendly
project and has been deployed by many nations. The technology is stand alone type which needs no
external power or water source and hence is most appropriate for desert region of Rajasthan. Small
amount of processed water is required only for cleaning of the system. Rajasthan receives maximum solar
radiation intensity in India. In addition the average rainfall is minimum in the state, hence best suited for
solar power generation.

 Project Team

In this phase a sample list of skills and experience required is made. The Key
performance criteria and salaries and working conditions are also evaluated. This project will require
experts from the fields of electrical department, civil department, software department, finance and
management department.

2) PLANNING PHASE

This is a crucial phase in which the project is planned and resources and budget estimates are made.

 Resource Plan:

The Project Resource Management Plan helps to identify all of the resources required to
complete the project successfully. Using this Resource Plan, the quantity of labour, equipment and
materials needed to deliver the project are identified.

 Financial Plan

A Financial Plan enables to set a budget, against which expenditure is measured. To

deliver you project "within budget", you need to produce the project deliverables at a total cost which does
not exceed that stated in the budget.

The cost pertaining to the use of resources must be within budget. Thus, this plan must be drafted and
approved to ensure that the deliverables are within the stated budget.

3) EXECUTION

Here, in this phase the actual project work starts. Here is the need to monitor and control various
activities and to make sure that the project is completed within the time limit specified in the schedule

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made in the planning phase. This will include the construction of various equipments including the
construction of substation and extension of the transmission line.

4) CLOSURE

 Project Closure

This is last phase and includes Project Closure. Here a listing is made for any outstanding
activities or deliverables.

A Plan for the electricity supply is to be made.

Closing supplier contracts and agreements.
And Communication for the closure of the project which may include the inaugural
ceremony.

 Review Project completion

By performing a post project review, the project successes, deliverables, achievements

and lessons learned are identified. The post project review is the last critical step in the project life cycle,
as it allows an independent party to validate the success of the project and give confidence to the
stakeholders that it has met the objectives it set out to achieve.

This will be achieved by:

Measuring the benefits and objectives

Deciding whether the project was within scope
Assessing the final deliverables produced
Reviewing the project against schedule
Comparing the expenditure against budget
Stating the final outcome of the project

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PROJECT PLANNING
Project Planning is a very basic and an initial step which aims at determining the project
requirements and its needs. The resource requirement, both human and material is discussed in the phase
of the project. Initially, the project scope is defined and the appropriate methods for completing the
project are determined. Following this step, the durations for the various tasks necessary to complete
the work are listed and grouped into a work breakdown structure. The logical dependencies between tasks
are defined using an activity network diagram that enables identification of the critical path. Then the
necessary resources can be estimated and costs for each activity can be allocated to each resource, giving
the total project cost. At this stage, the project plan may be optimized to achieve the appropriate balance
between resource usage and project duration to comply with the project objectives. Once established and
agreed, the plan becomes what is known as the baseline. Progress will be measured against the baseline
throughout the life of the project.

The inputs of the project planning phase include Project Charter and the Concept Proposal. The
outputs of the Project Planning phase include the Project Requirements, the Project Schedule, and the
Project Management Plan.

1.) The Project Team

The project requires specialists from the area of electrical, financial, civil and management and
finance. Additionally, environmental specialist has been taken to ensure the project is in accordance
with Environmental Laws.
1. Project Manager
2. Project Engineer
3. Design Engineer
4. System Analyst
5. Finance Manager
6. Quality Assurance Auditor
7. Electrical Engineer
8. Civil Engineer
9. Environmental Specialist

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2.) Project Plan

The proposed solar parabolic Dish-Sterling power project is of 10 MW capacities. Estimate cost of
the project is Rs. 23.0 crores per MW. The total project cost is Rs. 230 crores. Gross aggregate
electricity generation has been arrived at 22.27 million kWh per annum at 3 kW sterling engines’
terminals at the proposed site at Bap, Jodhpur. The plant load factor is 25.42%. There will be
losses between Sterling engines and substation output, which is estimated at 4% maximum.
Therefore, total annual sellable electricity has been estimated as 21.379 million kWh. There will
be deterioration of 0.5% every year due to the aging of the plant Total project can be completed
within 32 months from date of sanction of the project. The proposed Work Break Down Structure
is shown below.

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 Work Breakdown Structure

Solar Power Plant

Task 1 Task 2 Task

3

Activity 3.1
Activity 1.1 Activity 1.2 Activity 1.3 Activity 2.1 Activity 2.2 Activity 2.3 Activity 2.4 Activity 2.5

Activity 3.1.1
Activity 2.1.1 Activity 2.4.1

Activity 1.3.1 Activity 1.3.2 Activity 2.2.1 Activity 2.2.2 Activity 3.1.1.1
Activity 2.1.1.1 Activity 2.4.1.1

Activity 1.3.1.1 Activity 1.3.1.2 Activity 2.1.1.1.1

Task 1 Steam production unit and
radiation collection.
Activity 1.1: Environmental studies.
Activity 1.2: Operation Maintenance.
Activity 1.3: Dish Installing system.
Activity 1.3.1: Receiver.
Activity 1.3.2: Concentrator.
Activity 1.3.1.1: Backup
Activity 1.3.1.2 : Power commission System
Task2 Power plant Transmission Task 3 IT Jobs
Activity 2.1: Environment studies permit. Activity 3.1: Data gathering
Activity 2.1.1: Plant Activity 3.2: Data requirement and Planning.
Activity 2.1.2: transmission. Activity 3.3: Software Construction
Activity 2.2: Power plant transmission and
Design
Activity 2.2.1: Phase 1
Activity 2.2.2 Phase 2
Activity 2.3: Plant open and
Activity 2.4: Transmission system and design.
Activity 2.4.1: Transmission line
Activity 2.4.2: Substation
Activity 2.5: DM

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 Responsibility Matrix:

Writing System Supervision & Budgeting Scheduling Plant System and Electrical Safety
Project Plan Architecture Quality Construction Data Installation Analysis
Assurance Monitoring Report

Project P P P P
Engineer
Design P P
Engineer
System P C E P
Analyst
Civil C C
Engineer
Electrical E E
Engineer
IT Engineer P

Finance P
Manager
Quality P P
Assurance
Auditor

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Resource Allocation Matrix:

SOLAR POWER PLANT, JODHPUR, BAP

RESOURCE ALLOCATION MATRIX
ID RESOURCE WORK HRS May10 Aug10- Nov10 FEB11- MAY11- Aug11- Nov11- FEB12- MAY12- Aug12- Nov12-
NAME -Jul10 Oct10 -Jan11 APR11 JUL11 Oct11 Jan12 APR12 JUL12 Oct12 Dec12.
1 Project Engineer 1650
Basic and 480 480
detailed
design
engineering.
Safety 240 240
Analysis
Reports and
licensing
application.
System 480 480
Architecture
Supervision & 450 90 90 90 90 90
Quality
Assurance
2 Design Engineer 1080
Design 720 240 480
engineering
Inspection 360 120 120 120
and control
during
manufacturin
g.
3 System Analyst 720
System 480 480
commissionin
g tests.
System and 240 240
plant
acceptance
and turnover
to operation.

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4 Environmental 720
Specialist
Environment 240 240
al Studies
Permit for
Steam
Production
Unit (Solar
Dish).
Environment 240 240
al Studies
Permit for
Transmission
Line
Environment 240 240
al Studies
Permit for
Plant.
5 Civil Engineer 1280
Civil works 1200 240 720 240
and plant
erection
Site 80 80
acceptance
test before
operation of
systems
6 Electrical 5700
Engineer
Repairing, 2160 240 720 1200
refurbishmen
t, inspections
and
maintaining
of
equipments
and systems.
Installation 2880 720 720 720 720
and
Commencem
ent for 9MV.
Inspection 660 220 220 220
and testing
(pre-
 commissionin
g) of
equipments
and
components.
7 IT Engineer 1680
Data 480 480
Requirement
s and
Planning
Data 480 240 240
Gathering
and
Evaluation
Software 720 240 480
Construction
8 Finance Manager 960
Budgeting 960 200 180 80
9 Quality 1320
Assurance
Auditor
Supervision & 960 90 90 90 90 90 90 90 90 90 90 60
Quality
Assurance
Safety 360 120 120 120
Analysis
Report

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BUDGETING AND COST ESTIMATION
The proposed solar parabolic Dish-Sterling power project is of 10 MW capacities. Estimate cost of the project is
Rs. 230 crore per MW. The total project cost is Rs. 230 crores. Apart from machinery, installation and commissioning
cost, interest during construction, financial institution fees and margin money for working capital is part of project cost.
Project Financial analysis has been carried out considering debt equity ratio of 70:30. Interest rate at debt part has been
considered at 12.5%. The total project cost and means of finance are summarized in following Table

phase-2(9MW) phase-1(1MW)
Sr. No. Particulars
20700 2300

1 Project Cost

1.1 Imported Component 16884.62 1876.07

Local Component
1.2 2430.0 270.00
including EPC charges

2 preoperative costs 36.0 4.00

Interest During
3 1132.03 125.78
Construction (IDC)

4 Financial Institution Fees 217.35 24.15

5 Project Cost 20700.00 2300.00

6 Total Project Cost 20700.00 2300.00

7 Sources of fund

7.1 Loan (70%) 14490.00 1610.00

7.2 Equity (30%) 6210.00 690.00

PROJECT COST: BREAK-UP (Cost, Rs. Lacs)

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Estimation of cost of electrical & civil works

EPC
Hardware
Sr. No. Particulars Charges Remarks
Cost (INR)
(INR)

1 Power Distribution Cables 44052500 4184988

2 Power Distribution Panels 75425000 5656875

1.6 MVA/0.208/11 kV 10
3 Power Transformers 42500000 2337500 Nos & 16 MVA/11/33 kV
02 Nos

Total length of the internal

4 Transmission Line (11 kV) 819000 102375 transmission line is
approximate 2.3 km.

Individual generator level

5 EMIS 36850000 1289750 and data communication
line

Include the panel earthling

of generation and
6 Other Electrical Work 2500000
transmission facility,
ground mat and trenches.

Substation rooms and

generation station along
Civil Works (Electrical with the basic equipments
7 5500000
System) like area lighting, safety
and security system, power
backup to the facility etc.

Generators and Invertors

8 Civil Works (Generator) 35000000
foundation
Land planning, contour
9 Land Planning and Civil 1500000 survey, leveling, soil
testing, area fencing
Necessary facilities for the
operation and
maintenance team like
accommodation, main
10 Misc. expenses 12275000 control station and other
necessary civil work. Land
acquisition, other
necessary construction for
the project.
Total, INR 199646500 70346488

Grand Total, Cr 27.0

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PROJECT SCHEDULING

The management of large projects requires analytical tools for scheduling activities and allocating resources. The
tools are collectively known as the Project Evaluation and Review Technique (PERT) and the Critical Path Method (CPM).
PERT was developed by the U.S. Navy and its consultants for the Polaris Missile Project, while the Critical Path Method
was created by DuPont and the Remington Rand Corporation for the management of large chemical plants. Applications
of these tools are pervasive, from construction to software development. These include the construction of network
diagrams, the calculation of feasible project schedules, determining the effect of uncertainty on project schedules, and
adjusting schedules to conform to time and resource constraints. The tools are important for planning a project and for
keeping it on track once it has begun.

The company proposes to set up concentrated solar power generation station using Stirling Engine technology.
This technology has been identified as a “technology of future” in the draft National Solar Mission. Therefore, it needs
careful planning and scheduling so that the project is not delayed or failed.

The project schedule has been prepared dividing it into 3 major activities i.e., taking of permits, construction &
design and software development for automated systems. The following is the PERT Diagram (AON). Next, Tables gives
the Early Start, Early Finish, Late Start, Late Finish and Slack for each activity on the PERT Diagram. This is followed by
the activity cash result.

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Pert Diagram (Activity no./days)

2/30 6/90

3/30
16/120
7/30
4/30
START

17/150
5/30 END

10/120
1/90 11/210
8/120
15/60 18/360
13/60
9/120
12/120
14/90

19/60 20/60 21/90

1. Project Approval by SLEC with all prior approvals. 15. Commencement of commissioning (1MV)
2. Tariff petition. 16. Extension of transmission line.
3. Environmental Studies Petition for Steam Production Unit (Solar Dish). 17. Construction of Substation.
4. Environmental Studies Petition for Plant. 18. Installation and Commencement for 9MV.
5. Environmental Studies Petition for Transmission Line 19. Data Gathering.
6. Tariff approval by RARC. 20. Data Requirement and Planning.
7. Environmental Approval 21. Software Construction
8. Site allotments and possessions.
9. Financial closures.
10. System Design
11. Equipment supply/Construction and supply (Concentrator).
12. Equipment supply/Construction and supply (Receiver).
13. Equipment supply/Construction and supply (Backup).
14. Equipment supply/Construction and supply (Power Conversion System). 19
Critical Path for the Project is : 1-8-10-11-15-18. Total Time required for project completion is
960 days.

Slack - Activity by Activity

Early Early
Activity Time Late Start Late Finish Slack
Start Finish

1 90 0 90 0 90 0

2 30 90 120 90 120 0

3 30 90 120 150 180 60

4 30 90 120 150 180 60

5 30 90 120 150 180 60

6 90 120 210 120 210 0

7 30 120 150 180 210 60

8 120 90 210 90 210 0

9 120 90 210 90 210 0

10 120 210 330 210 330 0

11 210 330 540 330 540 0

12 120 330 450 330 450 0

13 60 450 510 480 540 30

14 90 450 540 450 540 0

15 60 540 600 540 600 0

16 120 330 450 840 960 510

17 150 330 480 810 960 480

18 360 600 960 600 960 0

19 60 90 150 330 390 240

20 60 150 210 390 450 240

21 90 210 300 450 540 240

Critical Path 1 8 10 11 15 18

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Crash Time and Cost:

It was found that only activities 11, 12, 14, 15 and 18 can be crashed to reduce the overall project completion time.
Activities 1 and 10 can’t be crashed, although they lie on the critical path. Crashing of other activities will not affect the
total completion time.

It was found that after crashing the critical path of the project doesn’t change from 1 – 8 – 10 – 11 – 15 – 18.

Activity Crash Time Crash Cost (INR) Normal Time Normal Cost Partial
(days) (days) (INR) Crashing
1 NIL NIL 90 200,000.00 no
2 NIL NIL 30 300,000.00
3 NIL NIL 30 500,000.00
4 NIL NIL 30 500,000.00
5 NIL NIL 30 500,000.00
6 NIL NIL 90 150,000.00
7 NIL NIL 30 650,000.00
8 NIL NIL 120 1,000,000.00
9 NIL NIL 120 5,000,000.00
10 NIL NIL 120 10,000,000.00
11 150 13,000,000.00 210 10,000,000.00 no
12 100 13,500,000.00 120 12,500,000.00 no
13 NIL NIL 60 100,000,000.00
14 80 8,000,000.00 90 7,500,000.00 yes
15 48 320,000,000.00 60 270,000,000.00 no
16 NIL NIL 120 10,000,000.00
17 NIL NIL 150 150,000,000.00
18 300 1,700,000,000.00 360 1,500,000,000.00 yes
19 NIL NIL 60 50,000,000.00
20 NIL NIL 60 60,000,000.00
21 NIL NIL 90 120,000,000.00

Crtical Path : 1-8-10-11-15-18

Total Cost of the Project after Crashing : 2,561,800,000.00 INR

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 GANTT CHART

Aug-
Activity May-Jul
2010
Oct,
Nov-
Jan,
Feb-
Apr,
May-
Jul,
Aug-
Oct,
Nov-
Jan,
Feb-
Apr,
May-
Jul,
Aug-
Oct,
Nov-
Jan,
Jan-Mar,
2010 2013
2010 2011 2011 2011 2011 2012 2012 2012 2013

Project Approval by SLEC with all prior

approvals
Tariff petition
Environmental Studies Petition for Steam
Production Unit (Solar Dish).
Environmental Studies Petition for
Plant.Studies Petition for
Environmental
22. Transmission Line
Tariff approval by RARC.
Environmental Approval
Site allotments and possessions.
Financial closures
System Designing.
Equipment supply/Construction and supply
(Concentrator
Equipment supply/Construction and supply
(Receiver).
Equipment supply/Construction and supply
(Backup).
Equipment supply/Construction and supply
(Power Conversion System).
Commencement of commissioning (1MV)
Extension of transmission line.
Construction of substation
Installation and Commencement for 9MV.
Data gathering
Data requirement and planning
Software Construction

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PROJECT MONITORING AND CONTROL

Controlling Changes

In order to provide stability to the project, project agreements must be recorded, and any changes to agreements
must be evaluated for their effects upon other agreements.

In order to control controlled documents in the project, it is proposed that there should be a change control
board to review changes. The change control board will include the overall project manager, phase project managers,
representatives of workers, users, the data processing group and business policy management, and change control
administration manager to update schedules and provide unbiased advice on technical and administrative decisions.
Problems arising in due course of the project will be forwarded to them for resolution.

As the project progresses, the responsibilities of the phase managers will be consolidated and the change control
board will grow smaller, eventually just handling maintenance changes rather than monitoring the project.

When the construction of solar system phase is completed, resulting automated systems should go into
maintenance mode. Changes to an automated system agreed upon by the change control board would be sent to a business
group for design and to a maintenance group for implementation in the automated system. The maintenance group is
often part or the entire group that did the development of the automated system.

Once a phase is implemented, a help desk should take telephone calls from users of an automated system. The
help desk would give advice on the use of the system and report on errors and suggested enhancements to the
maintenance group who would go through the change board for review.

Controlled Documents

Controlled documents will include the following:

· organizational objectives, priorities of objectives, strategies and goals

· project objectives, priorities of objectives, strategies, goals and constraints

· workflow requirements

· system requirements

· functional specifications

· internal design documents (programming specifications)

· databases and data dictionary

· test plans

Control of Change and Scope Creep

This can be done with a formal change control system that is able to:

Review all requested changes and identify all task impacts

Translate those impacts into project performance, cost, and schedule
Evaluate the benefits and costs of the requested changes
Accept or reject the changes and communicate to all concerned parties
Ensure that changes are implemented properly

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Monitoring the Project

The project manager monitors the overall project. A phase project manager monitors his/her phase. The phase
project manager reports to the overall project manager of any risks.
Jointly, phase project managers and overall project manager should
identify risks, potential project problems, as early as possible
identify when goals may not be met
identify when constraints may be violated
ensure that contingency plans occur before unrecoverable problems occur
provide and receive project status for the phases and total project.
When there is a significant chance that the goals of the project will not be met, this risk should be reported to
upper management. Also, when the constraints of the project may be violated, specifically, costs being overrun and
schedules significantly slipped, these risks will be reported. When there are disagreements between the phase project
manager and overall project manager, then resolution will be escalated to the change control board. Lack of resolution
there could escalate to upper management.

Project Monitoring will also use Gantt Chart technique to monitor the project for falling out of schedule, cost or
performance. Gantt Chart will be used to monitor the project for any default which may occur during the project progress.
The progress will be monitored on the basis of time and cost. Cashing Technique will be used to complete the task within
time.

Project Risks

The project is under the following risks and must be monitored and controlled to avoid them.

Project Risk Importance

Lack of top management commitment to the project 9

Failure to gain required power output 8
Lack of timely availability of funds 8
Misunderstanding the requirements 8
Lack of adequate user involvement 7.5
Failure to manage end user expectations 7
Change of transmission line route 7
Lack of required knowledge/skills in the project personnel 7
Contractor’s fault 6.5
Conflict between departments 5.5

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REFERENCES

[1] Jack R. Meredith, Samuel Mantel, “Project Management-A Managerial approach”.

[2] David Olson, “Practices In Project Management”

[3] http://en.wikipedia.org/wiki/Project_planning

[4] http://pesona.mmu.edu.my/~wruslan/SE1/Readings/detail/Reading-12.pdf

[5] http://en.wikipedia.org/wiki/Schedule_(project_management)

[6] http://www.dalmiacement.com/home/DPR_Dalmia_Solar_19-08-09.pdf

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