EDPM Report # 1_ Pankaj Shukla

EDPM TRAINING REPORT 15-17 JUNE,2012 NEW DELHI

1 PANKAJ SHUKLA, AIIL MUNDRA

Subject Project Management Report - 1( PMR-1)

as part of EDPM training

Name Pankaj Shukla

Organisation Adani Infra ( India) Limited)



PROJECT MANAGEMENT IS THE ART OF

MANAGING UNCERTAINTIES & POSSIBILITIES

WITH THE TOOLS & TECHNIQUES OF SCIENCE

TO UNDERTAKE. 1. Management of Stake holders 2. Management of Scope 3. Management of Schedule 4. Management of Cost 5. Management of Resources 6. Management of Risks

. . . & achieve Project Goals

‘‘ PROJECT MANAGER is

The Captain of the ship ( PROJECT) He need not row but anticipate the WIND, direct the SAILS

& detect the ICEBERGS’’



Contents

1. ADANI VISION

2. Introduction

3. Mapping of 8 Project Life Cycle Phases pertaining to

Adani Infra (India) Limited

4. Recommendation to Management to improve PM

maturity in Adani Infra (India) Limited



From being a new entrant in India’s power sector in 2006, Adani group has taken rapid strides and has achieved

several path breaking Milestones during its journey of becoming the largest private thermal Power Producer in the

country as well as becoming the largest coal based single location private thermal Power Plant in the world.

Presently the group is working towards the vision 2020 of ADANI GROUP by Chairman Mr Gautam Adani.

“ To be the admired leader in integrated infrastructure business

with a deep commitment to nation building. We shall be known

for the scale of our ambition, speed of execution and quality of

operation ’’

Towards this vision ,Adani Group has set up the target to achieve generation capacity of 20,000 MW by the year 2020. In order to realize this, the group is working on several coal based power project. Total work commissioned / under execution / development stage is around 16,500 MW.

First in the seires of these projects( Mundra) with capacity of 4620 MW is commissioned.

It has 4 units of 330 MW each( sub-critical) and 5 units of 660 MW each( supercritical). All the 09 units are commissioned with the 9

th unit commissioning in March’12.

4 X 330 MW + 5 X 660 MW TPP at Adani Power Limited , Mundra

1. ADANI VISION:



Adani Target / Performance : ( Vision 2020)



2. Introduction:

The Adani Power Project at Mundra, Gujarat has a special place in history of Power Sector in India as its first 660

MW unit commissioned in December 2010 became the 1st unit of 660 MW Capacity in India. These 660 MW

units are based on Supercritical Technology. Hence, commissioning of this unit also marked the milestone of

introduction of Supercritical Technology in India.

Further, by establishing 1000 km of HVDC ( High Voltage Direct Current ) transmission line from

Mundra(Gujarat )to Mahendragarh ( Harayna), Adani Group took lead in private sector in the field of DC mode of

power transmission. The DC transmission line with the capacity of 2500 MW is strategically established to

cater to the power requirement of regions such as Delhi, West Uttar Pradesh besides Haryana.

2x330 MW June 2006 (Synchronized in May’09 and January’10)

2x330 MW December 2006 (Synchronized in July’10 and November’10)

2x660 MW September 2007 (Synchronized in December’10 and June’11)

3x330 MW January 2008 ( Synchronized in Oct’11, Feb’12 and March’12)

This project was undertaken with the challenges of implementing improved technology ( supercritical) and larger

unit size( 660 MW) to set precedent in the country. Prior to it, the thermal power generating units in the country

were of sub-critical with maximum capacity of 500 MW.

The successful commissioning of all the 9 units was achieved and attributed to the exemplary leadership ,

teamwork and whole hearted support from our top management.

Apart from the geographical constraints and site remoteness , other challenges such as language barrier with the

Chinese counterparts, huge skilled manpower requirement and timely cash flow were faced and were managed by

project team at site with active support and guidance from HO effectively and efficiently.

In line with the EDPM course undertaken ( 15

th – 17

th June’12) , the following report has been prepared to review

& analyse the Project management concepts implemented during the course of this project.

Additionally, effort has been made to identify few suggestions / improvements for future projects. It is in line

with the management initiatives already undertaken for implementing continuous learning and improved project

management practices in consultation with renowned consultants in the field of performance monitoring &

management.



3. Mapping of 8 Project Life Cycle Phases Pertaining to Adani Infra ( India) Limited Project Life Cycle Phase PM Method Present Practice

Knowledge Leverage Formal and strategic Gradual implementation

Conceptualise Formal, strategic in line with

business case

Done in informal way.

Documentation of Project

Charter, Stakeholders

expectations and risks with

mitigating measures to be

implemented in formal way.

Plan Formal Management Processes Yes.

Risk assessment & change

scope documentation to be

implemented to match

international bench-mark and

practices.

Organise Formal Management Processes Yes

Implement Formal Management Processes Yes

Control Formal Management Processes Yes

Integrate Formal Management Processes Yes

Deliver & Close Out Formal Management Processes Yes



3.1 Knowledge Leverage :

“ Strength of Project is the leverage obtained out of the complementary skills &

competencies of project team ’’

PLC Phase #1 Contents PM Method Present Practice

Education in PM Yes In practice

Experience in PM Yes In practice

Certification Yes In practice

Implementation of PM practices Yes Gradual implementation

Training Yes In practice

Knowledge sharing/Lessons

Learning from past projects

Yes Gradual implementation



3.2 Conceptualise :

PLC Phase # 2 Contents

PM Method

Present Practice

SWOT Study Yes Gradual implementation

Business case Formal & Documented Implemented at HO level

Project Charter Formal & documented Implemented at HO level

Stake holders expectation Formal & documented Implemented at HO level

for major groups.

Scope for setting priorities

in expectation for an

individual stakeholder and

also within the stakeholder

group .

Scope for greater analysis

of the subsequent effect of

the above point on the

project.

Possibilities & Uncertainties Non-formal / brain-storming Continuous process

undertaken at HO .

Scope for in-depth

analysis with documented

cause- effect study.



3.3 PLAN :

PLC Phase # 3 Contents PM Method Present Practice

Requirement Management Plan Yes Defined & documented

Scope Management Plan Yes Defined & documented

Schedule Management Plan Yes Defined & documented

Cost Management Plan Yes Undertaken at HO by budgeting &

continuous cost monitoring

Quality Management Plan Yes Guidelines , PQPs & inspection

procedures for various works are

established and in practice.

Procurement Management Plan Yes Major contracting procurement is

done at HO.

PROJECT

Requirement

Scope

Schedule

Cost

Quality

Resource

Procurement

Risk

Configuration

Process Impr.

HSE

Communicati

on




Risk Management Plan Yes Assessment of risk

undertaken in formal way.

The risk analysis procedure

should have greater thrust

Risk anticipation,

mitigation measures ,

cause-effect analysis &

project-wise risk register to

be established for regular

assessment.

Configuration Management Yes Main Plant layout finalized

Aux. facilities engg &

design standardized for use

in future projects for

expedite and cost benefit

Design / Scope change is

documented & stored on

company’s server for easy

and fast accessibility,

approval & retrieval.

Process improvement

Management

Yes Continuous improvement process

and several initiatives underway

under the guidance of the business

transformation consultants.

HSE Management Yes Documented and

established corporate

guidelines.



3.4 ORGANISE :


Internal / External Resources Yes Staff recruitment & training

plan established

Plan for acquiring critical

inland & overseas

resources established.

Productivity norms for

critical construction

equipments to be

established & documented

Roles & Responsibilities Yes Roles & responsibilities

with KRAs /KPIs defined.

System for recognition &

reward established

Information System Yes IT based information flow &

sharing process established.

Digitiation process of documented

information initiated

Communication Yes Protocols & procedures

established.

Inter-project/ Intra-project

communication sessions

are in practice



3.5 IMPLEMENT :

PLC Phase # 5 Contents PM Method Present Practice Risk & Opportunity Yes.

Identification done

during business plan

development stage

Informal study is presently

done

Risks & opportunities to be

documented at the project

inception Risk Management Yes

Analysis of various risk probability

& impact studied. Implication &

mitigation plans developed

More impetus to be

provided in analysis

along with

documentation of cause-

effect analysis

Issue Management Yes Issue identification &

monitoring guidelines in

place.

Greater impetus is

required in analysis wrt

stakeholders

expectations, time, cost,

quality.

Documentation of plan

of action / alternative

action plan required to

be done at greater detail.



3.6 CONTROL :


Control Formal system Formal system

Procurement and Contract Administration

Yes Well organized contract & procurement management system established at site & HO. IT enabled tendering & bidding process in place.

Change Management Yes Well defined procedure & delegation of approval & authority is established.

Configuration Management Yes IT enabled drawing storage & distribution system established. Design & lay out for common infra facilities are standardized for time and cost benefit in other projects

Earned value Management Yes Informal way is established. Need to implement and measure performance parameters based on Earned Value measuring system.

Team Performance, Leadership, Motivation, Conflict resolution and problem solving

Yes Well defined procedures and guidelines are established



3.7 INTEGRATE :


Integrate

Formal System

The project scope, deliverables & schedule for different packages are integrated .

Conformance to the approved specifications

Yes

Incorporated in different work packages along with performance and guarantee parameters

Identifying, Defining, Combining, Unifying and Coordinating various project management activities done in the Project

Yes

Co-ordination at various stages of project including procurement, construction, testing & commissioning and subsequent handover for operation are done thro’ protocols.

Issue Register, Issue Histogram

Yes

Presently undertaken in informal way. Detailed documentation with analysis report and log register to be implemented.



3.8 DELIVER & CLOSE OUT :


Deliver and close out

Formal System

In practice

Project/Product Delivery

Yes

System / subsystem commissioning and handover along with drawings & documents, spares etc are delivered with formal documentation

Project & product deliverable are defined as per scope & specifications

Contract Close out

Yes

Guidelines & procedures are in place for techno- commercial closure of contract including reconciliation and final billing.

Lessons Learnt

Yes

Compilation of lessons learnt for 330MW units done and shared with the project team. Continuous learning sessions are organized at site for implementation in future projects.



4. Recommendation to Management to improve PM maturity in Adani Infra ( India ) Limited

Based on the understanding gained from EDPM project management module training

undertaken, the areas marked as “RED” require greater thrust & implementation.

The major area identified for further review, analysis and implementation are as below:

1. Formal documentation of Project Charter, Risk register, scope change

2. Formal documentation of issues , their analysis and techno-commercial implications

3. Establishing productivity norms for major equipments

4. Acquiring greater expertise for undertaking EPC project outside group projects

5. Implementation of Earned Value system for measuring project performance from the

inception of any project.

“ Our aspirations are our possibilities”

Pankaj Shukla Adani Infra( India) Limited Mundra

EDPM Report # 1_ Pankaj Shukla

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