Biomass Power Generation Plant Installation Project Report

8/8/2019 Biomass Power Generation Plant Installation Project Report

1/30

[1]

INTRODUCTION

PURPOSE OF THE PLAN

This Bio-diesel Project Plan will provide a definition of the project, including the

projects goals and objectives. Additionally, the Plan will serve as an agreement

between the following parties: Project Sponsor, Steering Committee, Project

Manager, Project Team, and other personnel associated with and/or affected by the

project.

The Project Plan defines the following:

Project purpose Business and project goals and objectives Scope and expectations Roles and responsibilities Assumptions and constraints Project management approach Ground rules for the project Project budget Project timeline Organizational Design

BACKGROUND INFORMATION/AVAILABLE ALTERNATIVES

An inspection of the saline lands around Srikakulam was conducted and found

suitable for Jatropha plantation. This has led to the idea of a bio-diesel unit.

The alternative technologies available are:

Trans-esterification and Dilute-acid esterification

This project employs the Trans-esterification technology due to the easy availability

of raw material and lower fixed costs.


2/30

[2]

PROJECT APPROACH

The project is decomposed into the following phases:

Phase I: Feasibility Study

Phase II: Licensing & Registration

Phase III: Project Planning

Phase IV: Supplier Service Level Agreements

Phase V: Order/Install Equipment

Phase VI: Test Run

Figure 1 Project Approach


3/30

[3]

GOALS AND OBJECTIVES

BUSINESS GOALS AND OBJECTIVES

The business goals and objectives for this project will focus on production of bio-

diesel from Jatropha which:

Is an additive in commercial and industrial diesel Is cheaper than diesel Is environment friendly Has lower flash point than diesel Has higher lubricity hence increasing engine life Does not require engine modification

PROJECT GOALS AND OBJECTIVES

Project goals and objectives include:

Define planning requirements of the system by 10/08/2010. Define user needs in terms of inputs and outputs by 12/08/2010. Conduct user and stakeholder meetings along the PLC. Complete erection of a 500 liter/day capacity bio-diesel production unit by

16/02/2011.

Complete commissioning of the unit by 05/03/2011. Complete system acceptance and user documentation by 20/03/2011. Achieve Project closure by 01/04/2011.


4/30

[4]

STRATEGIC FIT ANALYSIS

VALUE CHAIN ANALYSIS

Figure 2 - Porter's Value Chain

1. The Inbound Logistics of the RM into the production unit will be outsourced toprivate transporters.

2. The production operations of the bio-diesel will be the core competency of thecompany. It will include full-time employees and contract labors.

3. The Outbound Logistics of bio-diesel from the production unit to the OMCs willbe outsourced to private transporters.

4. Marketing & Sales of bio-diesel is limited to OMCs.

SWOT ANALYSIS

STRENGTHS

Suitable soil & climate Man power availability Waste land availability

WEAKNESS

Reluctant attitude of farmers Only 30% oil yield RM availability

OPPORTUNITIES

Subsidies Priority sector Attraction to green technology 0% excise duty & EPCG

THREATS

Alternative fuels Uncompleted legal environment Low R&D funding Not efficiently developed

business structure

Higher competitiveness of bio-fuels from other regions


5/30

[5]

PROJECT WBS AND LRC MATRIX

TAG LEGEND

WPI WORK PACKAGE DONE INTERNALLY

WPC WORK PACKAGE SUB-CONTRACTED

TASK ID TASK DESCRIPTION TAG RAVI PAWAN VISHAL

1.1 FEASIBILITY STUDY

1.1.1 RM AVAILABILITY

1.1.1.1 LOCAL SUPPLIERS

1.1.1.1.1 COST WPI C1 R C1

1.1.1.1.2 QUALITY WPI C1 R C1

1.1.1.1.3 TRANSPORT WPI C1 R C11.1.1.2 NON-LOCAL SUPPLIERS

1.1.1.2.1 COST WPI C1 C1 R

1.1.1.2.2 QUALITY WPI C1 C1 R

1.1.1.2.3 TRANSPORT WPI C1 C1 R

1.1.1.2.4 LEAD-TIME WPI C1 C1 R

1.1.1.3 SELF

1.1.1.3.1 COST WPI R C1 C1

1.1.1.3.2 LAND AVAILABILITY WPI R C1 C1

1.1.1.3.3 WATER AVAILABILITY WPI R C1 C1

1.1.2 CAPITAL AVAILABILITY

1.1.2.1 KHADI BHANDAR

1.1.2.1.1 INTEREST RATE WPI R C1 C1

1.1.2.1.2 LOAN PERIOD WPI R C1 C1

1.1.2.1.3 LOAN AMOUNT WPI R C1 C1

1.1.2.1.4 COLLATERAL WPI R C1 C1

1.1.2.2 IDBI

1.1.2.2.1 INTEREST RATE WPI C1 C1 R

1.1.2.2.2 LOAN PERIOD WPI C1 C1 R

1.1.2.2.3 LOAN AMOUNT WPI C1 C1 R1.1.2.2.4 COLLATERAL WPI C1 C1 R

1.1.2.3 SSI FINANCE

1.1.2.3.1 INTEREST RATE WPI C1 R C1

1.1.2.3.2 LOAN PERIOD WPI C1 R C1

1.1.2.3.3 LOAN AMOUNT WPI C1 R C1

1.1.2.3.4 COLLATERAL WPI C1 R C1

1.1.3 LAND AVAILABILITY

1.1.3.1 PLANTATION LOCATION


6/30

[6]

1.1.3.1.1 LEASE OR BUY WPI R C1 C1

1.1.3.1.2 WATER AVAILABILITY WPI R C1 C1

1.1.3.2 PROCESSING UNIT LOC.

1.1.3.2.1 POLLUTION WPI R C1 C1

1.1.3.2.2 ROAD CONNECTIVITY WPI R C1 C1

1.1.3.2.3 LEASE OR BUY WPI R C1 C1

1.1.4 POWER AVAILABILITY

1.1.4.1 EXISTING LINES

1.1.4.1.1 TRANSCO PERMISSION WPI C1 C1 R

1.1.4.1.2 COST/kWh WPI C1 C1 R

1.1.4.1.3 TRANSFORMER WPI C1 C1 R

1.1.4.2 NEW LINES

1.1.4.2.1 TRANSCO PERMISSION WPI C1 C1 R

1.1.4.2.2 COST/kWh WPI C1 C1 R

1.1.4.2.3 No. OF POLES WPI C1 C1 R1.1.4.2.4 WIRING LENGTH WPI C1 C1 R

1.1.4.2.5 TRANSFORMER WPI C1 C1 R

1.1.5 MANPOWER AVAILABILITY

1.1.5.1 FOR PLANTATION

1.1.5.1.1 No. OF MEN WPI C1 R C1

1.1.5.1.2 No. OF WOMEN WPI C1 R C1

1.1.5.2 FOR PROCESSING UNIT

1.1.5.2.1 SKILLED WPI C1 R C1

1.1.5.2.2 UNSKILLED WPI C1 R C1

1.2 LISCENSING & REG.

1.2.1 SINGLE WINDOW @ DIC

1.2.1.1 NAME OF FIRM WPI R A A

1.2.1.2 TYPE OF FIRM WPI R C1 C1

1.2.1.3 OUTPUT WPI R C1 C1

1.2.2 MRO PERMISSION WPI R C2 C2

1.2.3 POLLUTION PERMISSION

1.2.3.1 LAND INSPECTION WPI R C2 N1.2.3.2 DISTANCE CALCULATION WPI R C2 N

1.2.4 SARPANCH WILLING LETTER WPI R C2 N

1.3 FINANCE AND BUDGETING

1.3.1 FIXED COST

1.3.1.1 LAND WPI C1 C1 R

1.3.1.2 BUILDING WPI C1 C1 R

1.3.1.3 MACHINERY WPI C1 C1 R

1.3.1.4 PLANT WPI C1 C1 R

1.3.1.5 VEHICLES WPI C1 C1 R

1.3.2 VARIABLE COST


7/30

[7]

1.3.2.1 RAW MATERIAL WPI C1 R C1

1.3.2.2 POWER WPI C1 R C1

1.3.2.3 WAGES WPI C1 R C1

1.3.2.4 ADMIN WPI C1 R C1

1.4 LAND ACQUISITION

1.4.1 FOR PLANTATION

1.4.1.1 PURCHASING

1.4.1.1.1 NEGOTIATE WPI R C1 C1

1.4.1.1.2 PAYMENT & REG. WPI R C1 C1

1.4.1.2 DEVELOPING

1.4.1.2.1 LEVELLING WPC R C1 C1

1.4.1.2.2 PLOUGHING WPC R C1 C1

1.4.1.2.3 SOWING WPC R C1 C1

1.4.1.2.4 TREATING WPC R C1 C1

1.4.2 FOR PROCESSING UNIT1.4.2.1 PURCHASING

1.4.2.1.1 NEGOTIATE WPI R C1 C1

1.4.2.1.2 PAYMENT & REG. WPI R C1 C1

1.4.2.2 DEVELOPING

1.4.2.2.1 LEVELLING WPC R C1 C1

1.4.2.2.2 LAYOUT PLANNING WPI R C1 C1

1.4.2.2.3 FENCING WPC R C1 C1

1.5 PLANT ERECTION

1.5.1 CIVIL WORKS

1.5.1.1 ADMIN BUILDING WPC C1 R C1

1.5.1.2 FABRICATION WPC C1 R C1

1.5.1.3 FOUNDATION WPC C1 R C1

1.5.2 ELECTRICAL

1.5.2.1 TRANSFORMERS WPC C1 C1 R

1.5.2.2 WIRING WPC C1 C1 R

1.5.2.3 EARTHING WPC C1 C1 R

1.5.2.4 SUB-STATION WPC C1 C1 R

1.5.2.5 GRID CONNECTION WPC C1 C1 R

1.5.2.6 MACHINERY CONNECTION WPC C1 C1 R1.5.2.7 ILLUMINATION WPC C1 C1 R

1.5.2.8 GENERATOR SETUP WPC C1 C1 R

1.5.3 MECHANICAL

1.5.3.1 RMH

1.5.3.1.1 RM PROCESSING WPC R C1 C1

1.5.3.1.2 BELT CONVEYORS WPC R C1 C1

1.5.3.1.3 STORAGE BUNKERS WPC R C1 C1

1.5.3.2 FAT EXTRACTOR

1.5.3.2.1 PIPING WPC C1 R C1

1.5.3.2.2 VESSEL WPC C1 R C1


8/30

[8]

1.5.3.2.3 COMPRESSOR WPC C1 R C1

1.5.3.3 CATALYZER

1.5.3.3.1 PIPING WPC R C1 C1

1.5.3.3.2 VESSEL WPC R C1 C1

1.5.3.3.3 CATALYZER PUMP WPC R C1 C1

1.5.3.4 EXTRACTOR

1.5.3.4.1 INPUT PIPING WPC C1 C1 R

1.5.3.4.2 REACTOR VESSEL WPC C1 C1 R

1.5.3.4.3 EXTRACTION SYSTEM WPC C1 C1 R

1.5.4 INSTRUMENTATION

1.5.4.1 PLC FOR THERMOCOUPLES WPC C1 C1 R

1.5.4.2 PLC FOR COMPRESSORS WPC C1 C1 R1.5.4.3 PLC FOR FEED CHEMICALS WPC C1 C1 R

1.5.4.4 PLC FOR RMH WPC C1 C1 R

1.5.4.5 PLC FOR VALVES WPC C1 C1 R

1.5.5 PILOT TEST WPI C1 C1 R

1.5.6 IT

1.5.6.1 SYSTEM INSTALLATION WPC C1 R C1

1.5.6.2 OS & SOFTWARE WPC C1 R C1

1.5.6.3 ERP WPC C1 R C1

1.5.6.4 NETWORKING WPC C1 R C1

1.5.6.5 FIREWALL WPC C1 R C1

1.6 MARKTING & DISTRIBUTION

1.6.1 MARKET RESEARCH WPI R C1 C1

1.6.2 SWOT & 4Ps WPI C1 R C1

1.6.3 STP WPI C1 C1 R

1.6.4 LOGISTICS

1.6.4.1 INTERNAL

1.6.4.1.1 No. OF VEHICLES PURCHASED WPI R C1 C1

1.6.4.1.2 No. OF VEHICLES LEASED WPI C1 R C1

1.6.4.2 EXTERNAL1.6.4.2.1 TRANSPORTERS WPI R C1 C1

1.6.4.2.2 3PLs WPI C1 C1 R


9/30

[9]

WORK PACKAGE TIME, COST BUDGETING AND SCHEDULING


10/30

[10]


11/30

[11]


12/30

[12]


13/30

[13]


14/30

[14]


15/30

[15]

WORK PACKAGE SEQUENCING

Figure 3 - PERT


16/30

[16]

FINANCIAL PLANNING

Construction Period 7 months

Source of Finance 30% equity

70% debt

Tax Holidays 3 years

Bank Interest 13.5%

Discount Cash Flow 13.5%

WORKING CAPITAL

INITIAL INVESTMENT COST

S.No. COST ITEM TOTAL COST (Rs.)

1. Land 2,450,000

2. Building & Civil Cost 985,0003. Plant & Machinery 1,455,000

4. Over Heads 38,900

5. Working Capital 919,780

TOTAL COST 5,848,680


17/30

[17]

PRODUCTION COSTS

COST OBJECT (per Kg) PRICE (Rs.)

Seed

Collection & Oil Extraction

Cake Produced

Trans-esterification

Glycerin

Overheads

Cost/Kg

--------------------------------------------------------------

Cost/L

16.40

2.48

(-) 2.23

8.77

(-) 3.80

1.35

22.97

-----------

19.52

Selling Price of bio-diesel = Rs. 32/L

BEP = 468,644 units

- 100% Capacity Utilization (Optimistic), BEP after 468 days.- 70% Capacity Utilization (Pessimistic), BEP after 669 days.


18/30

[18]

FACILITY AND LOCATION PLANNING

PROPOSED LOCATION

PROPOSED FACILITY LAYOUT


19/30

[19]

RISK ANALYSIS & MANAGEMENT

INITIAL PROJECT RISK ASSESSMENT

Risk Risk LevelL/M/HLikelihood of

EventMitigation Strategy

Project Size

Person Hours H: Over 20,000 Certainty Assigned Project Manager, engagedconsultant, comprehensive project

management approach and

communications plan

Estimated Project Schedule H: Over 7 months Certainty Created comprehensive projecttimeline with frequent baseline

reviews

Team Size at Peak H: Over 15 members Certainty Comprehensive communicationsplan, frequent meetings, tight

project management oversightProject Definition

Narrow Knowledge Level of

Users

M: Knowledgeable of

user area only

Likely Assigned Project Manager(s) toassess global implications

Available documentation

clouds establishment of

baseline

M: More than 75%

complete/current

Likely Balance of information to begathered by consultant

Project Scope Creep L: Scope generally

defined, subject to

revision

Unlikely Scope intially defined in project plan,

reviewed monthly by three groups

(Project Manager and Steering

Committee) to prevent undetected

scope creep

Consultant Project

Deliverables unclear

L: Well defined Unlikely Included in project plan, subject toamendment

Vendor Project Deliverables M: Estimated, not clearly

defined

Somewhat

likelyIncluded in project plan, subject to

amendment

Cost Estimates Unrealistic L: Thoroughly predicted

using proven practices to

15% margin of error

Unlikely Included in project plan, subject toamendment as new details regarding

project scope are revealed

Timeline Estimates

Unrealistic

M: Timeline assumes no

derailment

Somewhat

likelyTimeline reviewed monthly by three

groups (Project Manager and

Steering Committee) to prevent

undetected timeline departures

Number of Team Members

Unknowledgeable of Business

L: Team well versed in

business operations

impacted by technology

Unlikely Project Manager and consultant toidentify knowledge gaps and provide

training, as necessary

Project Leadership

Steering Committee

existence

L: Identified and

enthusiastic

Unlikely Frequently seek feedback to ensurecontinued support

Absence of Commitment

Level/Attitude of

Management

L: Understands value &

supports project

Unlikely Frequently seek feedback to ensure

continued support

Absence of Mid-Management

Commitment

L: Most understand value

& support project

Unlikely Frequently seek feedback to ensurecontinued support


20/30

[20]

Risk Risk LevelL/M/H

Likelihood of

EventMitigation Strategy

Project Staffing

Project Team Availability M: Distributed team

makes availability

questionable

Somewhat

likelyContinuous review of project

momentum by all levels. Consultant

to identify any impacts caused by

unavailability. If necessary, increase

committmment by participants to full

time status

Physical Location of Team

prevents effective

management

L: Team works in

complete co-ordination

Unlikely Use of comprehensiveCommunications Plan

Project Teams Shared Work

Experience creates poor

working relationship

M: Some have worked

together before

Somewhat

likelyComprehensive Communications Plan

Weak User Participation on

Project Team

L: Users are part-time

team members

Unlikely User Group Participants coordinatedby full time employee

Project ManagementProcurement

Methodology Used foreign to

team

L: Procurement

Methodology familiar to

team

Unlikely N/A

Change Management

Procedures undefined

L: Well-defined Unlikely N/A

Quality Management

Procedures unclear

L: Well-defined and

accepted

Unlikely N/A

Software Vendor (ERP)

Number of Times Team Has

Done Prior Work with Vendor

Creates Foreign Relationship

H: Never Certainty A comprehensive vendor evaluationand selection process (incorporated

into Project Plan) will be employed to

predict and define the relationshipbetween the department and the

vendor

Teams Lack of Knowledge of

Package

M: Conceptual

understanding

Somewhat

likelyComprehensive vendor evaluation

and selection process incorporated

into Project Plan will assist the team

in better understanding the package

offering(s)

Poor Functional Match of

Package to Initial System

Requirements

L: Minimal customization

required

Unlikely Although a package has not yet been

selected, the Consultant has

compared the initial requirementswith available functionality and

determined that a functional match to

the initial requirements is very likely.

Vendor selection will be based, in

part, on how well the proposed

application matches defined

functional specifications.

Teams Involvement in

Package Selection Impacts

Success of Implementation

L: High involvement in

selection

Unlikely Comprehensive vendor evaluationand selection process incorporated

into Project Plan


21/30

[21]

SENSITIVITY ANALYSIS

SP (%) VC (%) BEP BEP (%)

0 0 468644.2 0

-1 0 480977 2.631579

-5 0 537562.5 14.70588

-7 0 571160.2 21.875

-10 0 630245.7 34.48276

-12 0 676930.6 44.44444

-15 0 761546.9 62.5

-20 0 961953.9 105.2632

-25 0 1305509 178.5714

0 1 476090.8 1.588955

0 3 491717.1 4.923325

0 5 508404 8.484006

0 7 526263.3 12.29485

0 10 555535.7 18.54103

0 12 576929.5 23.10606

0 15 612299 30.65327

-1 1 488823.9 4.305964

-5 3 568141.9 21.23096

-7 5 631334.2 34.71503

-10 7 739066.9 57.70319

-12 10 874503.6 86.60287

-15 12 1095751 133.8129

-20 15 1855546 295.9391


22/30

[22]

0

20

40

60

80

100

120

140

160

180

200

-30 -25 -20 -15 -10 -5 0

SP vs BEP

SENSITIVITY TO SP

0

5

10

15

20

25

30

35

0 2 4 6 8 10 12 14 16

VC vs BEP

SENSITIVITY TO VC


23/30

[23]

PROJECT CONTROL

Once a project is running it is important that the project manager keeps control. This is

achieved by regular reporting of issues, risks, progress and constant checking of thebusiness case to ensure that the expected benefits will be delivered and are still valid. All

proposed changes should be assessed, logged and appropriate action taken.

CHANGE MANAGEMENT

The information contained within the Project Plan will likely change as the project

progresses. While change is both certain and required, it is important to note that

any changes to the Project Plan will impact at least one of three critical success

factors: Available Time, Available Resources (Financial, Personnel), or Project Quality.

The decision by which to make modifications to the Project Plan (including project

scope and resources) should be coordinated using the following process:

Step 1: As soon as a change which impacts project scope, schedule, staffing or

spending is identified, the Project Manager will document the issue.

Step 2: The Project Manager will review the change and determine the

associated impact to the project and will forward the issue, along witha recommendation, to the Steering Committee for review and

decision.

Step 3: Upon receipt, the Steering Committee should reach a consensus

opinion on whether to approve, reject or modify the request based

upon the information contained within the project website, the

Project Managers recommendation and their own judgment. Should

the Steering Committee be unable to reach consensus on the

approval or denial of a change, the issue will be forwarded to the

Project Sponsor, with a written summation of the issue, for ultimate

resolution.

Step 4: If required under the decision matrix or due to a lack of consensus,

the Project Sponsor shall review the issue(s) and render a final

decision on the approval or denial of a change.

Step 5: Following an approval or denial (by the Steering Committee or Project

Sponsor), the Project Manager will notify the original requestor of the

action taken. There is no appeal process.


24/30

[24]

ASSESS ORGANIZATIONAL CULTURE

The Project Organizational Culture will be assessed along the following dimensions:

Positive work environment:- Openness to new ideas,- Employees feeling valued as individuals,- Open discussion with superiors encouraged etc.

Management leadership: this includes factors such as- Clear goals set and responsibilities delegated,- Employees have input in decision making,- Incentives offered to work on new ideas,- High-risk high-return projects encouraged etc.

Results orientation: this includes factors such as- Employees are pressured to finish work,- Correct procedures more important than correct results etc.


25/30

[25]

ORGANIZATIONAL DESIGN

ORGANIZATION STRUCTURE

SPONSOR

STEERING COMMITTEE

PROJECT

MANAGER

WORK

PACKAGE

MANAGER

WORK

PACKAGE

MANAGER

SUBJECT

MATTER

EXPERTS

SITE

EMPLOYEES

SUB

CONTRACTORS


26/30

[26]

PROJECT TEAM AND ADMINISTRATION POLICIES

Role Scope Of Administration Participant(s)

ProjectSponsor

Ultimate decision-maker and tie-breaker Provide project oversight and guidance Review/approve some project elements

XYZ Ltd.

Steering

Committee

Commits department resources Approves major funding and resource

allocation strategies, and significant

changes to funding/resource allocation

Resolves conflicts and issues Provides direction to the Project Manager Review project deliverables

Mr. A

Mr. B

Mr. C

Mr. D

Project

Manager

Manages project in accordance to theproject plan

Serves as liaison to the Steering Committee Receive guidance from Steering Committee Supervises consultants Supervise vendor(s) Provide overall project direction Direct/lead team members toward project

objectives

Handle problem resolution Manages the project budget

Mr. Ravi Jain

Project

Participants

Understand the user needs and businessprocesses of their area

Act as consumer advocate in representingtheir area

Communicate project goals, status andprogress throughout the project to

personnel in their area

Review and approve project deliverables Creates or helps create work products Coordinates participation of work groups,

individuals and stakeholders

Provide knowledge and recommendations Helps identify and remove project barriers Assure quality of products that will meet

the project goals and objectives

Identify risks and issues and help inresolutions

Mr. Pawan Akella

Mr. Vishal Chandra

Mr. B.K.Dheeraj

Mr. Krishna Chandra

Mr. Gautam Kumar

Subject

Matter

Experts

Lend expertise and guidance as needed Mr. Srinivas ReddyMr. Teja Manik


27/30

[27]

COMMUNICATIONS PLANNING

AUDIENCE

Project Sponsor Steering Committee Project Manager User Group Participants Subject Matter Experts Secondary Stakeholders

COMMUNICATION METHODOLOGY

The communications methodology utilizes three directions for effective

communication:

Top-Down It is absolutely crucial that all participants in this project sense the

executive support and guidance for this effort. The executive leadership of

the organization needs to speak with a unified, enthusiastic voice about the

project and what it holds for everyone involved. This will be 'hands-on'

change management, if it is to be successful. Not only will the executivesneed to speak directly to all levels of the organization, they will also need to

listen directly to all levels of the organization, as well.

The transition from the project management practices of today to the

practices envisioned for tomorrow will be driven by a sure and convinced

leadership focused on a vision and guided by clearly defined, strategic,

measurable goals.

Bottom-Up To ensure the buy-in and confidence of the personnel involved in

bringing the proposed changes to reality, it will be important to communicate

the way in which the solutions were created. If the perception in the

organization is that only the Steering Committee created the proposed

changes, resistance is likely to occur. However, if it is understood that all

participants were consulted, acceptance seems more promising.


28/30

[28]

Middle-Out Full support at all levels, where the changes will have to be

implemented, is important to sustainable improvement. At this level (as with

all levels), there must be an effort to find and communicate the specific

benefits of the changes. People need a personal stake in the success of the

project management practices.

PMIS

The following is a list of communication channels that are established for this

project:

Monthly Status Reports

The Project Manager shall provide monthly written status reports to the

Steering Committee. The reports shall include the following information

tracked against the Project Plan:

- Summary of tasks completed in previous month- Summary of tasks scheduled for completion in the next month- Summary of issue status and resolutionsMonthly Steering Committee Meeting

These status meetings are held at least once per month and are coordinated

by the Project Manager. Every member of the Steering Committee

participates in the meeting. The Project Manager sends the status report to

each member of the team prior to the meeting time so everyone can review

it in advance.

Bi-Monthly Project Team Status Meeting

These status meetings are held every other month. Every member of the

Project Team will be invited to participate in the meeting. Project Manager

sends the status report to each member of the team prior to the meeting so

everyone can review it in advance.

Website Use

User Group Participants and Subject Matter Experts may be updated monthly

at the discretion of the Project Manager. Information will be posted to the

projects website.


29/30

[29]

STAKEHOLDER MANAGEMENT

ANALYSIS

1=None, 2=Minimal, 3=Average, and 4=Significant

STAKEHOLDER LEVEL OF

INTEREST

LEVEL OF

INFLUENCE

LEVEL OF

IMPACT

LEVEL OF

SUPPORT

TOTAL

SPONSOR 4 4 4 4 16

STEERING COMMITTEE 4 4 4 4 16

RAVI JAIN 4 3 3 4 14

PAWAN AKELLA 3 2 2 3 10

VISHAL 3 2 2 3 10

SUB-CONTRACTOR 3 1 1 2 8SUPPLIERS 1 1 3 3 8

SARPANCH 1 1 3 2 7

VILLAGERS 1 1 2 2 6

CUSTOMERS 3 2 1 2 8

FARMERS 2 1 2 2 7

MEDIA 1 1 2 2 6

MANAGEMENT

There are two tools and techniques used:

1. Communication methods - Communication methods are listed in thecommunication management plan.

2. Issues log

Issue

No.

Type Date

raised

Description Action

Required/Notes

Raised

by

Issue

Owner

Status Priority Closed

Date

Closure

Comments

001

002

003

004

005


30/30

REFERENCES

PMBOK Project Management Body of Knowledge Hand Book Microsoft Project Help Notes Project Management A Systems Approach, Harold Kerzner Class Notes http://www.onprojectmanagement.files.wordpress.com
http://www.onprojectmanagement.files.wordpress.com/http://www.onprojectmanagement.files.wordpress.com/http://www.onprojectmanagement.files.wordpress.com/

Documents

Biomass Power Generation Plant Installation Project Report