AMBUJA FINAL REPORT

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STUDY OF A PROJECT MONITORINGSYSTEM IN AMBUJA REALTY, IN

KOLKATA

S005

ARIJIT DAS

ESHITASADHUKHAN

JHUMJHUM GUHA

RAHUL MITRA

TITHI SAHOO



ACKNOWLEDGEMENT

This project study is the outcome of a lot of contribution and motivation of Tapos Roy at IIPM, KOLKATA. We sincerely acknowledge and thank allthose people who are instrumental in supporting, assisting and guiding mein preparing this report.

We are highly thankful to my mentor who has guided me all through mytenure of Project Trimester.

Last but not the least, we are hugely indebted to all, my colleagues, friends,

parent and relatives who have supplemented my study and work with theirpriceless inputs.



CERTFICATE OF APPROVAL

The following report titled “Study of a project monitoring system in

Ambuja Realty, in Kolkata” is hereby approved as a certified study in

management carried out and presented in a manner satisfactory to warrant its

acceptance as a prerequisite for the award of MBA for which it has been submitted.

It is understood that by this approval the undersigned do not necessarily endorse

or approve any statement made, opinion expressed or conclusion drawn thereinbut approve the Project Report only for the purpose it is submitted.

Name Signature

Faculty Examiner Tapos Roy ___________________



DECLARATION

We are, ARIJIT DAS,ESHITASADHUKHAN, JHUMJHUM GUHA,RAHUL MITRA,TITHI SAHOO, are bonafide students of IIPM KOLKATA, herebydeclare that this Project titled “Study of a project monitoring system inAmbuja Realty, in Kolkata” submitted by me to IIPM KOLKATA is in partialfulfillment of requirements of MBA carried out by me under the guidance of Tapos Roy. The information provided here are true to the best of myknowledge and belief.

Signature

Place: KOLKATA

Date: 24/12/2010



CONTENT

SL NO. TOPIC

1PROJECT TITLE

2PROJECT DEFINATION

3ABOUT THE COMPANY

4THEORITICAL ASPECT OF THE PROJECT

5MEASUREMENT OF THE PROBLEM

6 CAUSE OF PROBLEM

7

DATA REQUIRED FOR SOLVE THOSE PROBLEMS

8 USE OF THE MS PROJECT

9 DATA COLLECTION AND INTERPRETATION

10 CONCLUSION

11 BIBLIOGRAPHY



PROJECT TITLE

Study of a project monitoring system in Ambuja

Realty, in Kolkata. Of their integrated commercial

building projects with a particular reference to the

planning of Service Functions scheduling, usingMS Project software.



PROJECT DEFINATION

Project Planning of Service facilities has both the features of a large

independent project along with the constraint of a dependant activity

function, which carries all the features of planning in an environment

of uncertainty in the areas of integration with the main project.

In a large Project, planning of Civil and Service works are itself

complicated and are largely independent functions within their own

with single commands. They have their own nature of complications of delays and tools for crashing with cost optimization to stick to target

time schedules.

Service functions suffer from an additional inherent contradictions of

keeping close tabs of the other major independent Civil functions to

plan its schedules and to avoid late procurement and/or holding up of

project for late starting of installation and commissioning work .

The above multi-dimensional requirement of the Service Function

planning needs more intense planning and integration system. The

project aims at mapping of the existing system and attempts to suggestimprovements.

OBJECTIVE OF THE PROJECT:

1. To map the existing planning system

2. Suggest improvements

PROCESS APPROACH

To be developed under the guidance of Ambuja Realty management

using MS Project tools and optimisation models.



ABOUT THE COMPANY

HISTORY

The Kolkata-based Ambuja Realty ,on of the city’s most well known

&respected group has been an integral part of the business scene for

over a century.

The Company was incorporated in the year 1993 to meet the housing

demand in West Bengal over all levels of the society.

Ambuja Realty is now a joint venture between WBHB and AmbujaHousing and Urban Infrastructure Company Ltd. (Consequent upon

the divestment of GACL's Stake) both enjoying equal equity

participation.

Currently, the Ambuja Realty group is being led by Shri Harshvardha

n Neotia under the guidance of group patriarchs Shri Suresh Neotia

and late Sri Vinod Neotia.

VISION

We believe a strong, stable and secure home is the answer to many

problems we face today. Our dream is to built homes, not just for a selected

few but for everyone. Affordable homes built on strong foundations, to bring

you closer to nature, to happiness and to yourself.

MISSION

To make the difference to the way people live

FOUR VERTICLES

REAL ESTATE

HOSPITALITY

HEALTHCARE

EDUCATION



REAL ESTATE

RESIDENTIAL

• Udayan, Kolkata

• Ulhas, Barddhaman

• Urvashi, Durgapur

• Uttorayon, Siliguri(upcoming)

• Upovan, Shantiniketan(upcoming)

• Dream city, Amritsar(upcoming)

RETAIL

• City Centre Salt Lake, Kolkata

• City Centre New Town, Kolkata

• City Centre Siliguri (upcoming)

• City Centre Haldia(upcoming)

• Swabhumi Kolkata

OFFICE SPACE

• Ambuja IT Park I, Kolkata(upcoming)

• Ambuja IT Park II, Kolkata (upcoming)

• Ambuja IT Park Nagpur(upcoming)



HOSPITALITY

RESORTS AND HOTELS

• Shyamolima, Raichak, Kolkata

• The Ffort Raichak, kolkata

• Ganga Kutir, Raichak, Kolkata

• Swissotel, City Centre New Town ,Kolkata

• Hotel , City Centre, Siliguri (Upcoming)

FOOD & BEVERAGE

• The Conclave, Kolkata

• Afraa Resturant and lounge ,Kolkata

• Tea Junctions, Kolkata

HEALTH CARE

• Bhagirathi Neotia Women and Child Care Centre, Kolkata

• Upcoming Hospital in Siliguri

• Upcoming hospital in Kolkata

EDUCATION

• Institute of Technology and Marine Engineering, 24 Parganas South,

West Bengal



AWARDS AND RECOGNITIONS

The prestigious Times Food Award to Afraa in the Best Mediterranean

restaurant category for its excellent cuisine and amb

Most Admired Shopping Centre at Images Shopping Centre Award (ICSA) for

City Centre Salt Lake 2008 & 2009.

Suresh Kumar Neotia being conferred the Padmabhusan by the Hon'ble

President of India, Smt Pratibha Patil in 2008.



THEORITICAL ASPECT OF THE

PROJECT

PROJECT MANAGEMENT TOOLS

PERT

CPM

CPM DEFINITION

The critical path method (CPM) is a mathematically based algorithm for

scheduling a set of project activities. It is an important tool for effective

project management.

CRITICAL PATH

A sequence of activities is called a 'path,' and the longest-path in the

diagram is the critical path. It is 'critical' because all activities on it must be

completed in the designated time, otherwise the whole project will be

delayed. Also called critical path analysis or critical path methodology.

SUB CRITICAL PATH

A project can have several, parallel, near critical paths. An additional

parallel path through the network with the total durations shorter than the

critical path is called a sub-critical or non-critical path.

CPM FEATURES

CPM helps us to identify the critical activities of the project and thereby the

duration of the project. We carry out the forward-pass and the backward-

pass to compute the project duration.

FORWARD PASS

In forward-pass we begin at the start event of the project and add theduration needed by each activity to the date on which the start event would





the expected time is the average time the task would require if the task were

repeated on a number of occasions over an extended period of time).

ADVANTAGES

PERT chart explicitly defines and makes visible dependencies

PERT facilitates identification of the critical path and makes this

visible

PERT facilitates identification of early start, late start, and slack for

each activity,

PERT provides for potentially reduced project duration due to better

understanding of dependencies leading to improved overlapping of

activities and tasks where feasible.

The large amount of project data can be organized & presented in

diagram for use in decision making.

DISADVANTAGES

There can be potentially hundreds or thousands of activities andindividual dependency relationships

The network charts tend to be large and unwieldy requiring several

pages to print and requiring special size paper

The lack of a timeframe on most PERT/CPM charts makes it harder to

show status although colours can help (e.g., specific colour for

completed nodes)

When the PERT/CPM charts become unwieldy, they are no longerused to manage the project.

DIFFERENCE BETWEEN PERT AND CPM

Both Pert and CPM tools lead to the same end: a critical path and critical

activities with slack time equal to zero.

The differences between these tools come from how they treat the activity

time.



PERT treats activity time as a random variable whereas CPM requires

a single deterministic time value for each activity.

Another difference is that PERT focuses exclusively on the time

variable whereas CPM includes the analysis of the Time/Cost Trade-

off.

NODES AND ACTIVITY

In the network diagram shown below, for the problem we considered before,

each node (circle) represents an activity and is labelled with the activity

number and the associated completion time (shown in brackets after the

activity number).

Use of nodes and arrows

Arrow- An arrow leads from tail to head directionally

Indicate ACTIVITY, a time consuming effort that is required to

perform a part of the work.

Node- A node is represented by a circle

Indicate EVENT, a point in time where one or more activities start

and/or finish.

Activity on Node

- A completion of an activity is represented by a node

Activity on Arrow

- An arrow represents a task, while a node is the completion of a task

- Arrows represent order of events

http://people.brunel.ac.uk/~mastjjb/jeb/or/netanal.html

http://people.brunel.ac.uk/~mastjjb/jeb/or/netanal.html



PERT

CPM

In constructing the network we draw a node for each activity



Add an arrow from (activity) node i to (activity) node j if activity i must be

finished before activity j can start (activity i precedes activity j). Note here

that all arcs have arrows attached to them (indicating the direction the

project is flowing in).

Crashing: Reducing project time by expending additional resources.

Crash time: An amount of time an activity is reduced.

Crash cost: Cost of reducing activity time.

NORMAL

ACTIVITY DESCRIPTION COST($) DURATION(WEEKS)

1-2 Product design 300 3

2-3 Market research 30 3

2-4 Productionanalysis

420 7

2-5 Product model 720 9

3-5 Sales brochure 250 5

4-5 Cost analysis 100 3

5-6 Product testing 320 6

6-7 Sales training 400 4

6-8 Pricing 780 13

7-8 Project report 1000 10











CALCULATION:

Let, Indirect cost = $ 50 per week.

Total cost = Direct cost + Indirect cost for 33 weeks

= 4320 + (50*33)

= 4320 + 1650

= $ 5970

TOTAL FLOAT:

Activities Total Float (Lj - Ei) - tij

1-2 (3-0)-3 = 0

2-3 (8-3)-3 = 2

2-4 (10-3)-7 =0

2-5 (13-3)-9 = 1

3-5 (13-6)-5 = 2

4-5 (13-10)-3 = 0

5-6 (19-13)-6 = 0

6-7 (23-19)-4 = 0

6-8 (33-19)-13 = 1

7-8 (33-23)-10 = 0



CRASH COST SLOP:

Critical Path is = 1-2-4-5-6-7-8

Activities Crash Cost / Week($) [( crash cost – normal cost)/(normal time- crash time)]

1-2 (400-300)/(3-2) = 100

2-4 (580-420)/(7-5) = 20

4-5 (130-100)/(3-2) = 30

5-6 (410-320)/(6-4) = 45

6-7 (470-400)/(4-3) = 70

7-8 (1200-1000)/(10-9) = 200



CRASH COST SLOP:

Critical Path is = 1-2-4-5-6-7-8

Activities Crash Cost / Week($) [( crash cost – normal cost)/(normal time- crash time)]

1-2 (400-300)/(3-2) = 100

2-4 (580-420)/(7-5) = 20

4-5 (130-100)/(3-2) = 30

5-6 (410-320)/(6-4) = 45

6-7 (470-400)/(4-3) = 70

7-8 (1200-1000)/(10-9) = 200

CONCLUSION:

• PERT is Probabilistic tool.

• CPM is Deterministic tool.



MEASUREMENT OF THE PROBLEM

Increase the time duration of Project.

Increase the project cost which is not supporting the Visionof Ambuja Realty.

Dependent variables like service is being neglected in

Ambuja Realty.

EXAMPLE:

Before connecting the Cable line Company has installedTransformer for 4B but building is not yet completed .So,

Company is blocking its capital. In this way many item of the

service department has been blocked.



CAUSES of PROBLEMS

Fish-bone diagram





Lack of planning

Lack of co-ordination

Fund allocation

Wrong progress management

Fund resources

Forecasting error

It can be done by statistical method

It can be done based on the past experience

It can be done based on the heuristic method

It can be done based on the mathematical through

simulation

Problems with the resource levelling

Equipments

Lack of planning

Forecasting error

Sensitivity of communication gap



DATA REQUIRED FOR SOLVE THOSE

PROBLEMS

The terms "dependent variable" and "independent variable" are used in

similar but subtly different ways in mathematics and statistics as part of the

standard terminology in those subjects. They are used to distinguish

between two types of quantities being considered, separating them into

those available at the start of a process and those being created by it, where

the latter (dependent variables) are dependent on the former (independent

variables).

I. Dependent Variable

Statistical models normally specify how one set of variables,

called dependent variables.

A dependent variable is exactly what it sounds like. It is

something that depends on other factors.

Eg:

Finish Work

Servicing Work

Electrical

Internal Electrical

External Electrical

Electrical Higher Side

DG Set

VCB

Transformer

PHE (Public Health Engineering)

Internal Plumbing

http://en.wikipedia.org/wiki/Mathematics

http://en.wikipedia.org/wiki/Statistics

http://en.wikipedia.org/wiki/Statistics

http://en.wikipedia.org/wiki/Mathematics



External Plumbing

HVAC

Lower Side

Higher Side

Lift

Fire Fighting

Final Finishing Work

II. Independent Variable

Functionally depend on another set of variables,

called independent variables.

An independent variable is exactly what it sounds like. It is

a variable that stands alone and isn't changed by the other

variables you are trying to measure.

Eg: Super Structure



USE OF THE MS PROJECT

We have used MSP version 2007

Microsoft Project's purpose and functionality is best described by

the definition of a project: A project is a unique undertaking that

has a clearly defined start and finish, and requires the

management of time, resources, cost and quality.

Project management is defined as a broad set of skills to properly

initiate, plan, execute, control and close a project. The primary

skills are scoping (i.e., describing and agreeing on project objectives

and requirements), scheduling, and estimating. Added to these

core skills are managing risk and uncertainty, managing quality,

communicating, managing ourselves, and collaborating with

others, including suppliers of goods and services and everyone elsewho works on or is affected by the project.

MS Project has been designed to assist project managers in the

development of plans, to assign resources to tasks, to track

progress, to manage budgets and to analyse workloads. As a

comparison, let's look at the difference between production and

project management.

With production management, the objective is to achieve a

succession of consistent products. With project management theend result is less clearly defined and the certainty around its



achievement not assured, thereby turning it into a bit of an art

form. In some ways the dividing line between projects and

operational activities, such as production management, is not

clear; often an operational activity is a series of small projects.

However, what is clear is that a healthy project has a finite endthat is reached either when the project objectives have been met or

when the project is cancelled.





4B

Variable Work / Equipment Startdate

StartTime

FinishDate

FinishTime

Duration(days)

Independence BLOCK- 4B 15-06-2010

08:00 10-06-2011

17:00 361

Independence SUPER-STRUCTURE: 15-06-2010

08:00 06-04-2011

17:00 296

Dependence FINISHING WORK: 15-08-2010

08:00 10-06-2011

17:00 300

Dependence SERVICING WORK: 26-08-2010

08:00 02-06-2011

17:00 281

Dependence Electrical: 26-08-2010

08:00 31-05-2011

17:00 279

Dependence InternalElectrical

28-09-2010

08:00 13-04-2011

17:00 198

Dependence External

Electrical

26-08-

2010

08:00 31-05-

2011

17:00 279

Dependence ElectricalHigherSide

08-11-2010

08:00 31-05-2011

17:00 205

Dependence DG Set 08-11-2010

08:00 21-05-2011

17:00 195

Dependence VCB 02-01-2011

08:00 31-05-2011

17:00 150

DependenceTransformer

08-11-2010

08:00 21-05-2011

17:00 195

Dependence PHE 23-09-2010

08:00 31-05-2011

17:00 251

Dependence InternalPlumbing

23-09-2010

08:00 13-04-2011

17:00 203

Dependence ExternalPlumbing

18-12-2010

08:00 31-05-2011

17:00 165

Dependence HVAC 20-09-2010

08:00 31-05-2011

17:00 254

Dependence LowerSide

20-09-2010

08:00 14-04-2011

17:00 207

Dependence HigherSide

23-12-2010

08:00 31-05-2011

17:00 160

Dependence Lift 08-12-

2010

08:00 02-06-

2011

17:00 177

Dependence Fire Fighting 29-09-2010

08:00 19-04-2011

17:00 203

Dependence FINAL FINISHING WORK 22-04-2011

08:00 10-06-2011

17:00 50



4A 4B

Variable Work / Equipment Duration(Days)

Duration (days)

(4B-4A)Days

Comparison of Duration

Independence

BLOCK 358 361 3 0.84%

Independence

SUPER-STRUCTURE: 283 296 13 4.59%

Dependence FINISHING WORK: 284 300 16 5.63%

Dependence SERVICING WORK: 273 281 8 2.93%

Dependence Electrical: 273 279 6 2.20%

Dependence InternalElectrical

177 198 21 11.86%

Dependence ExternalElectrical

266 279 13 4.89%

Dependence ElectricalHigher Side

220 205 -15 -6.82%

Dependence DG Set 195 195 0 0.00%

Dependence VCB 165 150 -15 -9.09%

Dependence Transformer

195 195 0 0.00%

Dependence PHE 245 251 6 2.45%

Dependence InternalPlumbing

182 203 21 11.54%

Dependence ExternalPlumbing

180 165 -15 -8.33%

Dependence HVAC 248 254 6 2.42%

Dependence Lower Side 186 207 21 11.29%Dependence Higher Side 160 160 0 0.00%

Dependence Lift 190 177 -13 -6.84%

Dependence Fire Fighting 182 203 21 11.54%

Dependence FINAL FINISHING WORK 60 50 -10 -16.67%

ANALYSIS

Duration taken for 4A and 4B.After comparing between 4A(358) and 4B(361)

there is no so much difference. The difference is 3(0.84%) it meansestimation of 4B is almost accurate.



CONCLUSION

ERP MODULE

Short for enterprise resource planning, a business management system that

integrates all facets of the business, including planning, manufacturing,

sales, and marketing. As the ERP methodology has become more popular,

software have emerged to help business managers implement ERP in

business activities such as inventory control, order tracking, customer

service, finance and human resources.

MS Project is intended for project management. ERP is intended for all

operations internal to a business, including accounts payable and

receivable, stock control, manufacturing, risk management, supply

chain, etc, etc, etc. It often includes project management as well.

Being able to track them requires a useful tool to manage all the

tasks. This is different than Microsoft Project. MS Project is a great

planning tool. But to manage the various sub-projects and tasks, we

have started using ERP.

Reduce capital block.

Reduce the Forecasting error.

Increase Productivity & Efficiency.

Reduce the Project cost.



BIBLIOGRAPHY

www.ambuja.com

http://en.wikipedia.org

http://pom-mn313pm.tripod.com

http://www.netmba.com

http://www.envisionsoftware.com

http://www.ambuja.com/

http://en.wikipedia.org/

http://pom-mn313pm.tripod.com/

http://www.netmba.com/

http://www.netmba.com/

http://pom-mn313pm.tripod.com/

http://en.wikipedia.org/

http://www.ambuja.com/

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AMBUJA FINAL REPORT