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PROJECT MONITORING SYSTEM IN NTPC

PROJECT MONITORING SYSTEM IN NTPC. THRUST IS ON . TIME COST QUALITY & PERFORMANCE. Project Management of Multi Projects by one Organisation requires different handling than the Project Management of only one Project .

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PROJECT MONITORING SYSTEM IN NTPC

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  1. PROJECT MONITORING SYSTEMIN NTPC

  2. THRUST IS ON .. • TIME • COST • QUALITY & PERFORMANCE

  3. Project Management of Multi Projects by one Organisation requires different handling than the Project Management of only one Project . • In multi projects,Systems Approachin Project Management is essential. • NTPC follows Integrated Project Management & Control System

  4. INTEGRATED PROJECT MANAGEMENT AND CONTROL SYSTEM (IPMCS) THREE CONTROL CENTRES : • ENGINEERING MANAGEMENT • CONTRACTING, INSPECTION & EXPEDITING • FIELD OPERATION

  5. INTEGRATION OF PLANNING, REVIEW AND CONTROL SYSTEM Top Management Reviews Pre Order Net Work L-1 TierPlanning L-1 Project MNW ContractL2 Network(Manf. & Dely) L2 Network(Site Act.) MonthlyExceptionReport L-2 TierPlanning Engg.L2 SCH. Manf. & Dely L-3 Program SiteL-3 Program L-3 TierPlanning Engg.L-3 Program FortnightlyReviewsGM / HOD FortnightlyReviewsGM / HOD WeeklyReview byHOD L-3 TierReview L-2 TierReview Fortnightly Site Proj. Rev. (HOP) T.C.M. C.R.M. L-1 TierReview Monthly Project Review (PRT)

  6. IPMCS PROJECT SCHEDULING COMPRISES OF : • Pre order network for each projects • L1-Master network • L2- Network of each Package • Working Level Programme for each package (L2) - This is Prepared within the Overall Framework of Master Network • Post award execution and expediting • L3- Rolling programme for site activities. • All these Networks & Programmes are Computerised and Intregrated using appropriate Software.

  7. PRE ORDER NETWORK I : Preparation of feasibility report and various statutory clearances • Statutory clearance (central & State) • Project design memorandum / technical specifications • Techno Economic Clearance • Fund tie-ups • Land acquisition proceedings • Investment approval Contd..

  8. Contd.. II : Infrastructural development Various activities at site to create required infrastructural facilities. III :Tendering of major packages Programme for tendering of major packages is included.

  9. Pre-Order Network

  10. L1- MASTER NETWORK (MNW) • Master Network identifies the milestones for key events for each package in the areas of engineering, procurement, manufacturing, despatch, erection and commissioning. • Interrelationship between various activities is clearly identified in the Master Network. • Master Network also contains interface tie ups for inputs to be given to NTPC and required from NTPC.

  11. MasterNetwork SimhadriTPP

  12. L2 NET WORK 2. L-2 Network gives the Schedule for Starting/Completion of Activities • L2 network indicates the time frame of various activities within the package, from start to completion, within the frame-work of Master Network (L1). • L2 network for each package is finalised by Corporate Monitoring Group in association with Engineering Dept., Contract Services, Quality Assurance, Inspection and site. • It also includes manufacturing & delivery schedule of major shop manufactured items & materials and bought out items.

  13. L2 Network - Civil Work Simhadri TPP

  14. 3. L3 is a rolling programme for execution at site • The L3 programme is a three monthly rollingprogramme prepared by site within the time frame of L2 schedule indicating various items and quantity to be executed in each month. • The resources and all other inputs to execute these quantities are clearly mentioned. • From the three monthly programme, a monthly programme is prepared, which is further broken into weekly targets to be executed. Availability of drawings, materials, fronts and resources is also reviewed.

  15. REVIEW & CONTROL SYSTEM • Site Review Meetings • Weekly Reviewby concerned Package Engineer at site with Contractors. Critical & Major Packages. by HOD. • Fortnightly Review of project by Head of Project/GM. (Contd...)

  16. CONTD.. • Project Review Team (PRT) • PRT for each project comprising executives from three Control Centres, viz. Engineering, Contracts & Site. Also has members from service functions. • Project Review Teammeetings take place every month chaired by the Head of the project/ GM. Detailed agenda issued in advance. (Contd...)

  17. Contd.. • PRT Meeting ensures : • Resolve inter control centre problems • Identifying constraints & hold ups for present and future • Taking corrective action on various critical items. • Corporate Monitoring Group, • Issues MOM of PRT Meetings • identifies critical and major issues. • Puts up exception report to top management. (Contd...)

  18. TECHNICAL CO-ORDINATION MEETINGS (TCM) • Technical Coordination Meetings take place with vendors to discuss on various engineering requirements, finalisation of engineering details within the time frame and schedules of engineering activities. TCM is convened by Engineering Control Centre. • Frequency of TCM is minimum once in a month. In initial stages of project frequency is high (2 to 4) depending on the requirement.

  19. Contract Review Meetings(CRM) • Contract Review Meetingsare convened by Contract Services with the vendors • Reviews progress of manufacturing & despatch • Resolves various contractural issues for expediting supplies. • Progress of manufacturing is reviewed w.r.t. L-2 Network. • CRM are generally held at manufacturing works to ascertain the status of the manufacturing. • CRM is held atleast once in a month for major packages.

  20. Management Reviews • Regional Executive Director reviews the Critical Packages and the progress of Project . • Director (Project) reviews the progress of the project as per requirement. • Other functional Directors also review project progress from time to time during their visit to site.

  21. Management Information System (MIS) • From Site • Package wise weekly review at site: P&S Dept’ at site generates report and puts up to Head of Project/GM. • Fortnightly Project Review at Site by HOP/ GM- Action plan by P&S. • Monthly Progress Report from Site: • P&S compiles progress- actual vis-à-vis targets.This is a detailed Quantified progress report. • This also indicates rolling programme for next 3 months Contd..

  22. Contd.. • Vendor’s Monthly Progress Report: • Each vendor submits monthly progress report. • The report is in pre-decided formats. • It covers all areas such as Engg., Ordering, Manfg., Quality & Despatch. • It is sent to CMG, Site, Engg. & Contracts. Contd..

  23. Contd.. • Minutes& Exceptionof Monthly PRTMeeting: CMG circulates MOM to all control centres for actions. Based on PRT meeting, Site progress report & CRM, CMG prepares every month exception report highlighting critical issues requiring immediate attention of Management. Contd..

  24. Contd.. • Monthly Progress Report from Contract Services: Report on pre-award activities is prepared by CS. • Monthly Report from Regional EDs : Report from Regional Executive Director for CMD covering all aspects viz Operation, Projects, Commercial etc . • Minutes of Management Committee Meetings & Top Management Review :Action plan based on these reviews are prepared.

  25. PROJECT IMPLEMENTATION CONCEPTS IN NTPC • QUALIFICATION TO ENSURE COMPETITION FROM • COMPETENT PARTIES • BROAD BASED SPECIFICATION TO GENERATE • COMPETITION • CLEARLY DEFINED EVALUATION CRITERIA • CONTRACTORS SELECTION BY PRICE & • CAPABILITY CONSIDERATION • DEDICATED PROJECT TEAM IN ALL FUNCTIONAL • AREAS

  26. PROJECT ACTIVITIES PROJECT PROPOSAL PROJECT APPRAISAL PACKAGING MANUFACTURE & DELIVERY INSTALLATION PROCUREMENT COMMISSIONING PERFORMANCE TESTING OPERATION

  27. PROJECT PROPOSAL • PROCESSES • TECHNOLOGICAL OPTIONS • DATA COLLECTION & ANALYSIS • TECHNO ECONOMIC EVALUATION • COST ESTIMATION • TARGET SETTING & REVIEW FORUM • INFORMAL AT DIRECTOR or CHAIRMAN LEVEL • PRESENTATIONS MADE TO MANAGEMENT • APPROVAL • PROJECT SUB COMMITTEE OF BOARD

  28. PACKAGING • PROCESSES • SELECTING THE OPTIMAL COMBINATION OF PACKAGING CONSISTENT WITH • TECHNOLOGY • TIME SCHEDULE • OPTIMAL COST • COMPETITION • INTERFACE • FUNDING • TARGET SETTING & REVIEW FORUM • PRE ORDER NETWORK OF THE PROJECT • INFORMAL AT DIRECTOR or CHAIRMAN LEVEL • APPROVAL • CHAIRMAN

  29. PROCUREMENT • PROCESSES • DESIGN MEMORANDUM • SPECIFICATIONS • COST ESTIMATES • QUALIFICATION REQUIREMENTS • BID INVITATION & EVALUATION • VENDOR ASESSMENT • PRE AWARD DISCUSSIONS • TARGET SETTING & REVIEW FORUM • PRE ORDER & L 1 NETWORK OF THE PROJECT • INFORMAL AT DIRECTOR or CHAIRMAN LEVEL • PRT MEETINGS START WITH MAIN PLANT AWARD • APPROVAL • AS PER DELEGATION OF POWERS

  30. MANUFACTURE & DELIVERY • PROCESSES • DOCUMENT APPROVAL • QUALITY PLAN APPROVALS • SUB VENDOR APPROVAL • IN PROCESS INSPECTION • FINISHED GOODS INSPECTION • TARGET SETTING & REVIEW FORUM • L 2 & L3 NETWORKS OF THE PACKAGE • PRT, TCM AND CRM MEETINGS • MONTHLY PROGRESS REPORT • DEVIATION DISPOSAL - APPROVAL • AS PER DELEGATION OF POWERS

  31. INSTALLATION • PROCESSES • FIELD QUALITY PLANS • INSPECTION ON RECEIPT • STORAGE • CONSTRUCTION & INSTALLATION ACTIVIES • TARGET SETTING & REVIEW FORUM • L 3 NETWORK OF THE PACKAGE • ENGINEER, HOD, GM, PRT, AND CRM • DAILY REPORTS • SITE VISITS BY CMD, DIRECTORS & ED • DEVIATION DISPOSAL - APPROVAL • AS PER DELEGATION OF POWERS

  32. COMMISSIONING • PROCESSES • PRE COMMISSIONING CHECKS • TARGET SETTING & REVIEW FORUM • L 3 NETWORK OF THE PACKAGE • COMMISSIONING TEAM, GM, PRT AND CRM • SITE VISITS BY CMD, DIRECTORS & ED • DEVIATION DISPOSAL - APPROVAL • AS PER DELEGATION OF POWERS

  33. PERFORMANCE TESTING • PROCESSES • TRIAL OPERATION • PG TESTS • TARGET SETTING & REVIEW FORUM • L 2 NETWORK OF THE PACKAGE • GM, ORT, PRT AND CRM • SITE VISITS BY CMD, DIRECTORS & ED • DEVIATION DISPOSAL - APPROVAL • AS PER DELEGATION OF POWERS

  34. Keys to Project Success Budget Success Performance Schedule

  35. Project Management “IN PROJECT MANAGEMENT, IT IS NOT A MATTER OF WHETHER YOU’LL GET INTO TROUBLE; RATHER, IT’S A MATTER OF HOW SOON YOU’LL GET INTO TROUBLE AND HOW FAST YOU CAN GETOUT OF IT.”

  36. Project Management “The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.” -- George Bernard Shaw

  37. THANKS

  38. World Bank’s Observations -June 2000(Completion Report of Loan No:3632-IN) “ The Project Management had effectively used an innovative approach to maintain industrial relations throughout the implementation of the Project ….Completion of the Project ahead of schedule bears testimony to the effectiveness of this approach.”

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