Unit 303 Assignment - Project Managment

UNIT 303 – PROJECT MANAGEMENT

ELECTRICAL SUBSTATIONS FOR MAFRAQ HOSPITAL

PROJECT DONE BY ABC COMPANY.

LECTURER NAME: NAJMUL HUSSAIN SUBMISSION DATE: 1st April 2014

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STUDENT NAME :STUDENT ID: 866187

2 Unit 303 – Project Management

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EXECUTIVE SUMMARY

ABC Company was contracted to supply all the equipment required for Mafraq

hospital’s Electrical substations, including the Generators with all their

accessories, Switchgear panels, control panels and all the required power

and control cables.

The First section of the report provides an introduction to the project’s

stakeholders such as the contractors, consultant and end-user

The second section addresses the project definition stage including

project’s scope, customer’s specifications, ABC Company stakeholders’

activates and responsibilities

The third section represents the project’s planning stage including

project’s Schedule, Budgeting, Resources and risks.

The fourth section represents the project’s execution stage including

project’s Status reports, change management and quality management.

The fifth section represents the project’s delivery stage including

project’s Site Acceptance Test (SAT) , customer training and creation of

the As-built drawings & the Operation and Maintenance manuals.

The Sixth section addresses the lessons learnt from the project


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TABLE OF CONTENTS

1 Introduction ……………………….…………………...……………………………… 4 1.1 Introduction to Project Management……………………………………………. 4

1.2 Mafraq Hospital project overview………………………………………...………..

4

2 Project Definition…………………………… …...........................................................

5

2.1 Scope………………………………………………………………..………. 52.2 Specifications……………………………………………………..……..…. 62.3 Tasks …………………………………………………...……………..……. 72.4 Responsibilities ……………………….….…………...……………..…….. 8

3 Project Planning……………………………………….................................................

10

3.1 Schedule………………………..…………………………………..………. 103.2 Budget……………………………………………………………..……..…. 123.3 Resources ……………………………….……………...……………..……. 133.4 Risks ……………………………….……………...……………..…………. 14

4 Project Excection………………………………………................................................

16


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________________3.1 Status reports………………………..……………….……………..………. 163.2 Change management……………………………………….……..……..…. 173.3 Quality management ……………………………….….....…………..……. 17

5 Project Delivery.………………………………………................................................

18

3.1 Customer hand-over………………..……………….……………..………. 183.2 Customer training………………………………………….……..……..…. 203.3 As-built drawings & Manuals delivery ………………………….…..…….

20

6 Lessons Learned.………………………………………................................................

21

7 Refrences.………………………………………………................................................

22

8 List of Figures

Fig (1) ABC Company Electrical Substations solution for Mafraq Project ……....….

5

Fig (2) C&E Matrix for the functional operation of ElectricalSubstations -Mafraq Project...

6

Fig (3) RACI Matrix Definition……………………………………………………………… 8Fig (4) RACI Matrix Benefits………………………………………………………………. 8Fig.(5) Mafraq hospital Electrical Substation Project RACI Matrix…………………………

9

Fig.(6) Mafraq hospital Electrical Substation project’s WBS structure……………………...

11

Fig.(7) Mafraq hospital Electrical Substation project’s Milestones………………………….

11

Fig.(8) Mafraq hospital Electrical Substation project’s Budget……………………………...

12

Fig.(9) Resource planning and budgeting for Mafraq Project………………………………..

13

Fig (10) Fish bone diagram for project’s……………………………………………………..

14


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________________Fig (11): Mafraq hospital project’s status report…………………………………………….

16

Fig (12) Mafraq hospital Handover SAT report……………………………………………..

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Fig. (13) Mafraq hospital Handover Punch list MOM………………………………………

19

Fig (14): Mafraq hospital training acceptance report 20

1- INTRODUCTION1.1-Introduction to Project Management

A project is temporary in that it has a defined beginning and end in time,

and therefore defined scope and resources. And a project is unique in that

it is not a routine operation, but a specific set of operations designed

to accomplish a singular goal. So a project team often includes people who

don’t usually work together – sometimes from different organizations and

across multiple geographies. (http://www.pmi.org/About-Us/About-Us-What-is-Project-

Management.aspx)

Project management life cycle has got four main stages:

Defining

Planning

Executing

Delivering and Closing

1.2-Mafraq Hospital Project overview

Mafraq Hospital is a 500-bed tertiary hospital situated on a prominent

site in Abu Dhabi within 35 kilometers from the future Abu Dhabi Central

Business District. Mafraq Hospital is part of the SEHA Health System and

is owned and operated by Abu Dhabi Health Services Company PJSC (SEHA)


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________________which is responsible for the curative activities of the

public hospitals and clinics of the Emirate of Abu Dhabi.

(http://www.ae-7.com/mafraq.html)

Project size: XXX

Estimated construction cost: XXXX

End user: XXX

Consultant: XXX

Main contractor: XXX

Electrical substations sub-contractor: ABC Company (CME)

Project commencement year: 2011

Project completion year: 2014

2- PROJECT DEFINITION 2.1-Scope

The consultancy group has taken all these project requirements into

consideration during the design stage of the Electrical substations of the

hospital and has defined the project deliverables as below:

1- The hospital has got five Electrical Substations

2- Each substation has got a certain number of backup generators withspecific requirements

3- The subcontractor is responsible for delivering , installing ,

commissioning and testing the whole Electrical system


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________________4- The substations are turnkey project were the subcontractor is

responsible for handing over all the electrical substations

requirements including the Generators , Electrical Switchgear ,

Control Panels and cables after being commissioned and tested in the

presence of the consultant and the end user.

ABC Company has won the bid of Mafraq hospital Electrical substations,

providing a complete package turnkey project

Fig. (1): ABC Company Electrical Substations solution for Mafraq Project

2.2-Specifications


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________________The consultant has provided not only specifications for the project

deliverables (Diesel Generators, Switchgear panels, control panels, power

and control cables, etc…), but has also provided a detailed functional

specification that describes how the Electrical substations will operate

in various operation scenarios so as to ensure the availability of

electric power to the hospital during Utility power failure.

One of the functional specification sections was the Cause and Effect (C&E

Matrix). This method is used to narrow a long list of suspected X’s

(inputs) against Y’s (outputs).Accordingly the long list of probabilities

is reduced down to a more manageable list.

ABC Company has provided the technical proposal that complies with the

technical and detailed functional specifications provided by the

consultant, based on that technical proposal in addition to the commercial

terms and conditions CME has won the bid against the competitors.

Fig. (2): C&E Matrix for the functional operation of Electrical

Substations -Mafraq Project-


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2.3-Tasks

Engineering design

team

Prepare the Generators and Switchgear designs

based consultant's specifications and site

requirements.

Engineering ManagerReview & approve the designs and support the

Engineering team when required.

Production Team

Manufacture the Generators and Switchgears

based on the designs received from the

Engineering design team.

Inspection team

After the manufacturing process completed ,

the inspection team start testing the

Generators and Switchgears to ensure that they

comply with the International standards and

the customer's specifications

Planning team

Follow up the Generators and switchgears

manufacturing progress in the factory in order

to meet the target delivery dates. Planning

manager has to take necessary actions in case

the manufacturing process is behind schedule.Purchasing team Purchasing the products from the market that


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________________are not manufactured by ABC Company e.g.

cables.

Finance department

Follow up the payment received from the

customer and Release the payments to market

suppliers.

Contracts & Legal

Director

Ensure that the contracts' terms and

conditions with the customer and the suppliers

are followed and take necessary actions in

case these terms are breached.

Freight forwarding

team

Freight forwarding team arranges the best

means of transport for the Generators and the

Switchgear from the factory to site. They use

the services of shipping lines, airlines and

road and rail freight operators.

Project Manager

The Project Manager then ensures that the

project is delivered on time, to budget and to

the required quality standard (within agreed

specifications). He ensures the project is

effectively resourced and manages

relationships with a wide range of groups

(including all project contributors).

Installation and

Commissioning team

Install and commission all the equipment in

the Electrical substations as per customer's

specifications. Then perform commissioning and

testing for all the equipment and then hand

over the project to the customer.

2.4-Responsibilities


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________________The RACI matrix is a type of responsibility assignment matrix which is

used to delegate tasks, activities, milestones, or decisions to project

team members in order to clarify expectations on their level of

participation. Each team member is designated a role in the RACI hierarchy

which is an acronym that stands for Responsible, Accountable, Consulted &

Informed. (http://www.brighthubpm.com/templates-forms/53552-constructing-a-raci-matrix/)

Fig. (3):

RACI

Matrix Definition

Source:( http://www.dennis-yu.com/help-how-to-succeed-as-a-first-time-project-manager/)

Fig. (4): RACI Matrix Benefits


http://www.brighthubpm.com/templates-forms/53552-constructing-a-raci-matrix/

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________________

Source:(http://www.slideshare.net/anandsubramaniam/raci-matrix)

Fig. (5): Mafraq hospital Electrical Substation project RACI Matrix


http://www.slideshare.net/anandsubramaniam/raci-matrix

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3- PROJECT PLANNING3.3.1-Project Schedule

Developing a project schedule requires the combination of activities,

resources, and performance sequences that gives the project manager the

greatest chance of meeting the customer’s requirements with the least

amount of risk.

Project’s Schedule Importance

They provide a basis for the project manager to monitor and

control project activities.

They help the project manager to determine how best to allocate

resources to achieve the project’s goal.

They help the project manager to assess how time delays will

impact the project.

The project manager can figure out where excess resources are

available to allocate to other projects.

They provide a basis to help the project manager to track project

progress. (http://www.mindtools.com/pages/article/newPPM_71.htm)

3.1.1- Work Breakdown Structure (WBS)


http://www.mindtools.com/pages/article/newPPM_71.htm

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________________A work breakdown structure (WBS) is a chart in which the critical work

elements of a project are called tasks, generally the WBS is shown a

graphical representation of the relationships between the stakeholders

working in the project. The graphical nature of the WBS helps the project

manager predict outcomes based on various scenarios, which can ensure that

optimum decisions are made about whether or not to adopt suggested

procedures or changes. (http://searchsoftwarequality.techtarget.com/definition/work-

breakdown-structure)

Fig. (6): Mafraq hospital Electrical Substation project’s WBS

structure


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3.1.2- Mafraq Hospital project’s Milestones

A milestone is an event during the life cycle of a project that signifies

the end date of one stage. The milestones are considered to be reached

when the required tasks are completed on the required dates.

Fig. (7): Mafraq hospital Electrical Substation project’s Milestones

2.3.


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________________3.1-3.2-Project Budget

Preparing a project budget involves collecting data, consolidating

information and generating the results. Using organized steps generates

not only the total cost of the project but also defines how much money is

needed at which phase of the project. Inputs for human resources are labor

rates and hours committed. For equipment and supplies, the inputs are cost

per unit and number of units. (http://www.ehow.com/info_7759972_project-budget.html)

The figure below represents the budget arranged by the Project manager for

all project’s activities, the budget also includes safety risk factors

used to cover project delay, failure to meet some customer’s

requirements , etc..

Fig. (8): Mafraq hospital Electrical Substation project’s Budget


http://www.ehow.com/info_7759972_project-budget.html

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3.3-Project Resources

The project manager has to get the estimated hours required to complete

each activity from all the teams involved in the project, these hours are

converted into cost ($) by multiplying the number of hours by the cost per

hour.


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________________From the resources cost allocation table below , the project design stage

consumes 746 hours, these hours are multiplied by the labor cost of

50$/hours, the Project manager calculates the resources cost for the

project design stage to be $37,300

The same method is used to calculate the resources cost for all the other

stages of the project by multiplying the estimated working hours by the

corresponding labor cost/hour.

The total cost of resources in addition to safety risk factor calculated

by the project manager was $913,160; the risk calculation was performed

based on the project’s complexity and the previous experience with similar

projects

Fig. (9): Resource

planning and

budgeting for Mafraq

project


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3.4-Project Risks

3.2.

3.3.

3.4.

Project Risk Management is the process associated with identifying,

monitoring, developing appropriate responses to risks and risk triggers.

It is the responsibility of the project manager to ensure that risk

management is done and that risk triggers are being monitored.

3.4.1- Risk Register

The Risk Register is a spreadsheet that tracks the management of risks,

both threats and opportunities, through the project lifecycle. The

register not only aids the project manager in the process of risk

management, it creates a document for archiving with the project files

that can be used for Lessons Learned and a historical record.

The Risk Register is structured so that each row is a risk and the columns

track information associated with the various risk management processes.

(http://www.projectmanagementguru.com/risk.html)


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________________Fig. (10):

Sample Project’s risks register spreadsheet

Source: (http://www.projectmanagementguru.com/risk.html)

3.4.2- Risk Identification

There are many methods to identify risks, one of the methods used to

identify risks in Mafraq hospital project was Fishbone diagram.

The Project manager started with major project’s impacts such as, "major

schedule delay" or "test failure." Then identified the possible risks

that might face the project during the implementation phase, these risks

are placed on the diagram as fish bones.

(http://www.projectmanagementguru.com/risk.html)

Fig. (10): Fish bone diagram for project’s risk

Source: (http://www.projectmanagementguru.com/risk.html)

3.4.3- Risk Response Techniques


http://www.projectmanagementguru.com/risk.html

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________________Based upon the analysis, some risks will require a response in the project

plan, some will only require a response in the project monitoring, and

some will not require any response at all. If a risk is deemed to be high,

it needs a response. Responses to negative risks – threats are one or a

combination of these five responses:

Avoid - the project plan is changed so that it is impossible for the risk

to occur because the project is never susceptible to that type of risk.

Some risks cannot be avoided.

Mitigate - the project plan is changed so that when or if the risk occurs

it will only have minor effect because the threat has been anticipated and

provisions for addressing it are in place.

Transfer - the project plan is changed so that an outside agency assumes

responsibility for addressing a portion of the risk impact.

Accept - the project plan is not changed because the risk is so

insignificant or the risk is so improbable that no change is needed.

Contingency Plan - the project plan is not significantly changed, although

a risk trigger is established that can be used to indicate whether the

risk will occur and if so in what fashion will it impact the project. If

possible a "Plan B" is developed, or at least has been considered. If the

trigger occurs, the "Plan B" is put into effect and the project is changed

at that time. (http://www.projectmanagementguru.com/risk.html)


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4- PROJECT EXECUTION4.1-Project change management

Managing Change is vital for project’s success. Because if the project

manager allows for too many changes to be implemented without asking the

customer for cost impact. This will lead to decreasing the overall

project’s profitability.

4.

4.1.

4.2.

The purpose of the Scope Change Management Plan

1. Manage and control scope change during the Implementation Project.

2. Ensure that the project is implemented on time and within the approved

budget and scope.

3. Evaluate and prioritize all changes to the project implementation plan

at the institutional level.


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________________4. Provide a process for implementing change required by the system.

(http://www.collegiateproject.com/articles/Preliminary%20Change%20Management%20Plan.pdf.)

4.2-Project Quality management

Mafraq project’s deliverables were subjected to quality inspection on two

stages, the first quality inspection stage was performed in the factory by

the inspection team who have inspected the generators and switchgears in

the factory and ensured that they were manufactured as per the IEC

standard as well as Mafraq Project’s specifications.

The second quality inspection stage was done at site by the commissioning

team who has ensured that the generators and switchgear are installed and

operating as per detailed specifications.

5- PROJECT DELIVERY5.


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________________5.1-Customer handing-over

After having all the Electrical substations’ equipment installed and

commissioned by the commissioning team, the project manager arranged

handing over demonstration meeting in order to test the Electrical

substations’ operation in the presence of the end user, consultant and

ADDC’s representative (Abu Dhabi Distribution Company).

The commissioning team has prepared handing over test procedure document

that represents all the testing procedures steps, each test step is having

check boxes (PASS / FAIL), the SAT (Site Acceptance Test) report is

represented in figure (12)

Fig. (12): Mafraq hospital Handover SAT report


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________________

During the SAT, the end user has indicated some comments; these comments

were captured in the Minutes of meeting of the SAT in a document tagged as

“Punch list”

The following action done by the project manager is working with the

responsible teams in order to get the comments resolved at the due dates

Fig. (13): Mafraq hospital Handover Punch list MOM

Having all the comments resolved, the project manager invited all the

parties again to inspect the modifications done as per the comments

mentioned in the punch list MOM; having all the comments resolved, the

project manager ensures that all parties signed the SAT report.


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________________

5.2-Customer Training

ABC Company commissioning team has provided technical hands-on training

for the Electrical substations’ operation team for two weeks as per the

contract, the Project manager has followed the training progress to ensure

that the training was successfully done and the trainees have signed the

training acceptance report which enabled ABC Company to invoice the last

10% of the project’s value after conducting the site training as per the

contractual payment terms.

Fig. (14): Mafraq hospital training acceptance report


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5.3-Handing over the Project As-built drawings and manuals

During the commissioning stage, there were some modifications required by

the customer in the generators installation due to the site conditions,

all the As-built updates were captured during the installation and

commissioning stage by the Commissioning team and then handed over to the

project manager.

The Project managers worked with the Engineering team in order to create

the As-built drawings and operation manuals as per the current status of

the project and ensured the soft and hardcopies are handed over to the

operations team on the hospital and they’ve signed on the receipt form of

these documents.

6- LESSONS LEARNED


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________________There are some important lessons learnt from Mafraq hospital Electrical

substations project, some lessons are:

1- All communication between stakeholders have to be documented without

depending on any verbal communication, because verbal communications

are always missed during the project execution phase.

2- The project manager has to work to all the stakeholders to set the

priority of each activity based on the customer requirements, in

order to avoid missing the project’s milestones.

3- The handover between the sales, Engineering and project management

teams have to capture all the project details in order not to lose

any important detail.

4- The customer modifications have to be managed by the Project

manager , the major modifications have to be done against OCR (Order

Change Request) , where the customer has to pay additional cost for

the modifications


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7- REFERENCES

- Project Management Institute, Inc. www.pmi.org , 20th March. 2014

<http://www.pmi.org/About-Us/About-Us-What-is-Project-Management.aspx

>

- AE7 Inc. www.ae-7.com, 20th March. 2014

<http://www.ae-7.com/mafraq.html >

-Bright Hub Inc. www.brighthubpm.com , 21st March 2014

<http://www.brighthubpm.com/templates-forms/53552-constructing-a-

raci-matrix/>

- Dennis-yu Inc. www.dennis-yu.com , 22nd March 2014

< http://www.dennis-yu.com/help-how-to-succeed-as-a-first-time-

project-manager >

-Slideshare Inc. www.slideshare.net , 22nd March. 2014

< http://www.slideshare.net/anandsubramaniam/raci-matrix>

-Mindtools Inc. www.mindtools.com , 23rd March 2014


http://www.slideshare.net/anandsubramaniam/raci-matrix



http://www.ae-7.com/mafraq.html%20%3E

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________________<http://www.mindtools.com/pages/article/newPPM_71.htm>

-Ehow Inc. www.ehow.com , 28th March. 2014

< http://www.ehow.com/info_7759972_project-budget.html>

-Product & Process Innovation, Inc., www.projectmanagementguru.com , 29th March. 2014

< http://www.projectmanagementguru.com/risk.html >

-Collegiate Project Services. www.collegiateproject.com , 30th March 2014

<http://www.collegiateproject.com/articles/Preliminary%20Change%20Management%20Plan.pdf.>


http://www.ehow.com/info_7759972_project-budget.html

http://www.mindtools.com/pages/article/newPPM_71.htm

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Unit 303 Assignment - Project Managment