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(MAHATRANSCO) MSETCL PROJECT

PROJECT OBJECTIVE:
EPC project for 36no. 220/132/33kv substations along with associated lines that will strengthen the national grid & cater to electricity needs of Maharashtra region.

JV PARTNER: Jyoti Structures ltd.

23-Aug,2011

CONTRACT SUMMARY COST REIMBURSIBLE MIN. 60% OF SCOPE COMMITTED TRANSMISSION LINES IN SCOPE OF JV PARTNER 33KV SWITCHYARD EQUIPMENTS IN THE SCOPE OF JV PARTNER DEPENDENCY CLAUSE FOR PAYMENT

23-Aug,2011

SCHEDULE INPUTS Contracts WBS Stakeholder Management Make or Buy decision Supply lead times Risk Register & Contingency reserve Communication Management plan

23-Aug,2011

RESOURCES, TOOLS, TECHNOLOGY Areva PMH handbook. Primavera P6 v7, MS Office. SAP for cost accounting. Historical data for critical equipment & activities, templates available in Arevas PMH Standard formats

23-Aug,2011

CHALLENGES & CONTRIBUTIONS


Schedule logic must be robust to duration changes. (min. SS, FF, schedule log)

Identified risk due to safety & changed sequencing of activities to avoid safety risk.
Identified key success factors of the project which were collection of accurate data, financing, communication with customer (functional org) & JV partner. Subsequently, various external milestones were identified & tracked. Analyzing root cause of critical activities where actual duration exceeds 25% of OD. External milestone lags were revisited & revised. Implemented 80/20 principle to identify major causes of project delay.
23-Aug,2011

CHALLENGES & CONTRIBUTIONS

contd..

Sensitivity analysis to identify Highest risk path, risk criticality. Correlation of activity durations for the activities influenced by common risk to arrive at reasonable time contingency. Challenged engineered qty of earthing & revised the BOM for a customer-critical-project. Subsequently, PM team was asked to check all other BOMs & revise the quantities, if required.

Due to time taking billing procedure of customer & to improve cash flow of the company, standard schedule template was not used. Instead, new sequence was identified, analyzed & implemented.
Conducted root cause analysis for delay in payment of subcontractors. Preventive action is still a challenge. Fostering Areva value charter & code of ethics by maintaining ethical & professional behavior.
23-Aug,2011

LESSONS LEARNED & REFLECTIONS Revisit the assumptions Extremely proactive in submissions of dwg approvals & revised the estimated duration for the same. After analyzing schedule risk, shifted major time contingency to external milestones. Proposed to client regarding single point approvals for design/dwgs. This reduced our overhead cost. Due to inconsistency of data from remote sites, planners were deputed at zone level. This helped in reducing unnecessary logistics cost also.

23-Aug,2011

Ado be D e s ign e r

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23-Aug,2011