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

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 Activity 2.1: Environment studies permit. Activity 2.1.1: Plant Activity 2.1.2: transmission. 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

Task 3 IT Jobs Activity 3.1: Data gathering Activity 3.2: Data requirement and Planning. Activity 3.3: Software Construction

Task 1

Activity 1.1

Activity 1.2

Activity 1.3

Task 2

Activity 2.1

Activity 2.2

Activity 2.4

Activity 2.5

Task

3

Activity 3.1

Activity 3.1.1

Activity 1.3.2

Activity 1.3.1

Activity 3.1.1.1

Activity 2.1.1

Activity 2.1.1.1.1

Activity 2.1.1.1

Activity 1.3.1.2

Activity 1.3.1.1

Activity 2.2.1 Activity 2.2.2

Activity 2.4.1.1

Activity 2.4.1

Solar Power Plant

Activity 2.3

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Responsibility Matrix:

Writing Project Plan

System Architecture

Supervision & Quality Assurance

Budgeting Scheduling Plant Construction

System and Data Monitoring

Electrical Installation

Safety Analysis Report

Project Engineer

P P P P

Design Engineer

P P

System Analyst

P C E P

Civil Engineer

C C

Electrical Engineer

E E

IT Engineer P

Finance Manager

P

Quality Assurance Auditor

P P

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Resource Allocation Matrix:

SOLAR POWER PLANT, JODHPUR, BAP

RESOURCE ALLOCATION MATRIX

ID RESOURCE NAME

WORK HRS May10-Jul10

Aug10-Oct10

Nov10-Jan11

FEB11-APR11

MAY11-JUL11

Aug11-Oct11

Nov11-Jan12

FEB12-APR12

MAY12-JUL12

Aug12-Oct12

Nov12-Dec12.

1 Project Engineer 1650

Basic and detailed design engineering.

480 480

Safety Analysis Reports and licensing application.

240 240

System Architecture

480 480

Supervision & Quality Assurance

450 90 90 90 90 90

2 Design Engineer 1080

Design engineering

720 240 480

Inspection and control during manufacturing.

360 120 120 120

3 System Analyst 720

System commissioning tests.

480 480

System and plant acceptance and turnover to operation.

240 240

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4 Environmental Specialist

720

Environmental Studies Permit for Steam Production Unit (Solar Dish).

240 240

Environmental Studies Permit for Transmission Line

240 240

Environmental Studies Permit for Plant.

240 240

5 Civil Engineer 1280

Civil works and plant erection

1200 240 720 240

Site acceptance test before operation of systems

80 80

6 Electrical Engineer

5700

Repairing, refurbishment, inspections and maintaining of equipments and systems.

2160 240 720 1200

Installation and Commencement for 9MV.

2880 720 720 720 720

Inspection and testing (pre-

660 220 220 220

commissioning) of equipments and components.

7 IT Engineer 1680

Data Requirements and Planning

480 480

Data Gathering and Evaluation

480 240 240

Software Construction

720 240 480

8 Finance Manager 960

Budgeting 960 200 180 80

9 Quality Assurance Auditor

1320

Supervision & Quality Assurance

960 90 90 90 90 90 90 90 90 90 90 60

Safety Analysis Report

360 120 120 120

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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

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

phase-1(1MW) 2300

1 Project Cost

1.1 Imported Component 16884.62 1876.07

1.2 Local Component including EPC charges

2430.0 270.00

2 preoperative costs 36.0 4.00

3 Interest During Construction (IDC)

1132.03 125.78

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

Sr. No. Particulars Hardware Cost (INR)

EPC Charges (INR)

Remarks

1 Power Distribution Cables 44052500 4184988

2 Power Distribution Panels 75425000 5656875

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

4 Transmission Line (11 kV) 819000 102375 Total length of the internal transmission line is approximate 2.3 km.

5 EMIS 36850000 1289750 Individual generator level and data communication line

6 Other Electrical Work 2500000

Include the panel earthling of generation and transmission facility, ground mat and trenches.

7 Civil Works (Electrical System)

5500000

Substation rooms and generation station along with the basic equipments like area lighting, safety and security system, power backup to the facility etc.

8 Civil Works (Generator) 35000000 Generators and Invertors foundation

9 Land Planning and Civil 1500000 Land planning, contour survey, leveling, soil testing, area fencing

10 Misc. expenses 12275000

Necessary facilities for the operation and maintenance team like accommodation, main 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)

1. Project Approval by SLEC with all prior approvals.

2. Tariff petition.

3. Environmental Studies Petition for Steam Production Unit (Solar Dish).

4. Environmental Studies Petition for Plant.

5. Environmental Studies Petition for Transmission Line

6. Tariff approval by RARC.

7. Environmental Approval

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).

15. Commencement of commissioning (1MV)

16. Extension of transmission line.

17. Construction of Substation.

18. Installation and Commencement for 9MV.

19. Data Gathering.

20. Data Requirement and Planning.

21. Software Construction

1/90

2/30

7/30

3/30

4/30

5/30

12/120

11/210

10/120

9/120

8/120

END

6/90

13/60

14/90

15/60

16/120

17/150

18/360

19/60

20/60

21/90

START

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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

Activity Time Early Start

Early Finish

Late Start Late Finish Slack

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 (days)

Crash Cost (INR) Normal Time (days)

Normal Cost (INR)

Partial 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

Activity May-Jul 2010

Aug-Oct, 2010

Nov-Jan, 2010

Feb-Apr, 2011

May-Jul, 2011

Aug-Oct, 2011

Nov-Jan, 2011

Feb-Apr, 2012

May-Jul, 2012

Aug-Oct, 2012

Nov-Jan, 2013

Jan-Mar,

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.

Environmental Studies Petition for Transmission Line

22. 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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