TEO12 Final Report Template

8/7/2019 TEO12 Final Report Template

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[Type the document subtitle]

H

| Paschal

[TYPE THE

COMPANY

NAME]

PROJECT PLAN ON INSTALLATION CABLE CAR

NEAR JOG FALLS Prepared by:

Guru

Stephane

Sundas

Bharath

Paschal


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2

T

l of Contents.

1.Executive Summary .

2.Background.

2.1. roject Background/Introduction

2.2. roject Objectives.

2.3. roject goals

2.4. i itations .

3.Requirement specifications

3.1. roduct requirements..

3.2. roject requirements.

3.3. rerequisites

4.Handover and implementations.

5.Situational analysis and stakeholders

5.1. WOT-anal sis..

5.2. takeholders mapping.

6.Milestones,activities and schedule

6.1.

ilestone plan .6.2. ctivity list

6.3.Barchart/Gantt chart .

7.Organization and Staffing ..

7.1. Roles,resiponsibilies and authorities..

7.2. Staffing plan ..

8.Project budget .

9.Communication and quality assurance.

9.1.Reports and documents ..

9.2. Communication plan .

9.3.Quality assurance .9.4.Change management .

10.Risk analysis and response

planning

11.Work break down structure

12 References

13.Appendices..

13.1. ppendix 1

Milestone flow chart.

13.2. Appendix 2..

Activity list.

13.3.Appendiix3

Gantt Chart.

13.4. Appendix4

Organizational structure.

13.5.Appendix 5

Tabulation of budget plan

13.6.Appendix 6

Work break down structure.


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1.ExecutiveSummary

The project,installation ofcable car at Jog fall,is aimed at making tourists have a clearview

ofJog fall. It is expected to be completed in.months at an estimated budget of In the

project, priority isgiven to quality and completion time of the project ,thuscost overrun of

25% may be accepted for the sake of quality and early completion.The scope of the project

includes preparation of the worksite,installation ofcable car, training of operators,

implementation and handover of the completed work. The cable car will be consisting of

two fixed cables and 3 passenger cabins each holding a capacity of 10 persons (max of 700kgper cabin).The fixed cables provide support for the cabins while the cables, by means of a

grip, is solidly connected to the wheel set that rolls on the track cables. An electric motor

drives the cable which provides propulsion.Jog falls is the highest plunge of water fall in

India. It falls from a height of 253 meters and attract potential tourists around the world.

2. Background.

2.1. Project Background/Introduction.

Jog fall has been known to be a very big tourist attraction in India for many past years.

Thousands of people from all over the world visit the place for sightseeing or tourism.

Record shows that the number of tourist visiting the Jog fall has been decreasing for the past

two years. Investigation on the reason for the continuous drop showed that tourists are not

satisfied with the level ofview they have on Jog fall, thus making them to patronize other

tourist sites.

Following the result of the investigation, the management of..has approved the

installation ofcable car at Jog fall.The project is expected to be completed inmonths,

that is before the commencement of next holiday season.

2.2. Project Objectives.

-Increase the number of tourists that visit Jog fall.

-To ensure that tourists have adequate view of the tourism site, thus have value for their

money.

-To increase revenue from the tourism site.

-To restore Jog fall to its formerstatus as one of the most visited tourist centre in the world.

2.3. Project goal.

-Installation of a high quality cable car within stipulated time of 7 months.


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-To train local resources for efficient operation of the cable car.

2.4. Limitations.

-Cable cars are built by another company

-Both downstream and upstream stations are built by another company

3. Requirement specifications.

At the completion of the project, it is expected to give the following results and have thespecifications stated below

3.1.Product requirements.

-Completed project should enable tourists to have scenic view of Jog waterfall.

-The cable car should consist of two fixed cables and one moving cable for propulsion.

-Three passenger cabins with a capacity of 10 persons each will be required.

-The maximum weight per cabin is 7000kg.

-The project will deliver a dual cable car.

Exploitation: 10 hours /day, 365 days/year

Travel duration: 20 minutesDownstream altitude: 810m

Upstream altitude: 810m

Distance:1.6

materials and component specifications.

Supporting cables: 2 x 56 mm per way

Width: 4 x 200 mm per way

Tractorcable: 48 mm per way.

Tractorcables tension: dynamic, 1 counterweight 40 t per way

Main engines: 2 electrical engines 500 kW.

Rescue engine:1 electrical engine 75 kW per way engaging a ring gear on the drive pulley

Recovery engine:1 electrical engine 55 kW per way engaging a ring gear on the pulley

recovery

Rescue engine: 4 generators of 560 kW

Numberof cars: 2*3 (group of 3 cars per way)

Carcapacity: 10 persons or 800 kg.

3.2.Project requirements.

The three major issues to be considered in the execution of the project are

1.Cost 2.Quality 3.Time

Time: The project has to be completed in four months and put into service by May

2011.Thus, the project must commence in June, 2011.

Quality: The project is expected to be of very high quality, thus the execution processes are

required to pass through thorough quality inspection and assurance. Materials and skills of

very high standard will be preferred irrespective of the cost.

Cost: The execution of the project is estimated to cost 1000000 SEK. However, cost over run

of 25% will be accepted for the sake of achieving high quality and early delivery of the


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project. Thus, during the project execution, the quality issue ranks 50% followed by the

delivery time,40% and cost 10%,in the priority of the project execution.

All contracts should be awarded only to first class companies.

Supplied materials should be subjected to adequate test and inspection for quality before they

can be used for project work.

3.3. Prerequisites.

In order to achieve expected result and have smooth execution of the project, the project

sponsor local government needs to meet up the following demand.

-Adequate funding of the project.

-Give the experts free hand to make decision on the technical issues.

-Sponsors decision on choice of suppliers and sub contractors should not be sentimental, but

must base on competency.

-Timely release of funds for project execution.

-Provision of adequate security for equipments and inventories at the project site.

4.Handover and implementations.

4.1. Implementations:

-Train operators and maintenance engineers: At the completion of the project, operators and

maintenance engineers will be trained on how to operate and maintain the cable car .

-.In collaboration with sponsors choice of external experts, acceptance test will be carried out

on the performance and functionalities of the completed project work with reference to the set

requirement specifications. The cable car will be test run under stressed condition for two

weeks, if the completed project did not show any sign of defect during the two weeks of

rigorous test, it will be confirmed alright for handover.

-Maximum exploitation speed: 4meters/second.

-The cable car is designed only for group of 3 cars per way.

-The car capacity must not exceed 800kg.

-Every operation should be performed only by trained personnel

-Strict adherence to the operation instructions and safety is required.

-There is need for monthly routine check maintenance and biannual overhaul maintenance.

4.2. Handover

-Major stake holders agreed on the handover date.

-The completed project will be totally handed over to the client (the local government). Thus,

the client will be responsible for the daily administration of the project result including

engineering maintenance and repairs. Thus, on the handover day, the sponsor receives a 3


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passenger cabins, dual way cable car, upstream and downstream stations equipped with

control equipments and power source.

-Preparation of project delivery document which should be signed by the project manager and

sponsor.

-The sponsor takes over the completed project.

5. Situational analysis and stakeholders.

5.1.SWOT analysis

In order to identify the external and internal factors that might effect the execution of the

project, we have made a SWOT analysis which is presented in the table below.

The external factors are opportunities and threats and they are positioned outside the project

and the executing organization. On the contrary, internal factors, strengths and weaknesses,

are inside and can be influenced.

After analyzing the SWOT we can see that there are two main weaknesses. The first one is

hard to influence and some time will be lose because of the inconvenient field. For the second

one, the project manager can for example propose some vacations in the middle of the project

to let some managers go back in their countries to see their families.

Table 1: SWOT analysis

Helpful Harmful

InternalOrigin

- The company is highly experimented for

this kind of cable-cars installation. Some

installations have already been done in

harder environment.

- The company has agreements with local

workers and companies with whom she has

already worked with.

- The installation site is difficult to access:

problems for materials transportations and

for building.

- Some project managers are not from India

and will have to stay close to the project site

for the whole project duration.

ExternalOrigin

- Train local resources to operate the project

efficiently.

- Some help from local government can be

provided because the project will attract

tourists from around the world and will

increase the gross income to local

government.

-Climatic conditions: strong wind, rain.

- Disagreement of people for the

environmental protection.


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5.2. Stakeholders mapping.

The company CEO: He decides if the company accept the project and in which price.

Project managers: They build the project proposal (they study the project offer, estimate the

overall cost and the expected benefice, study the feasibility, etc.) and lead the project.

Workers: They work on the installation and will determine if the projects durations will be

respected.

Local resources: They can be trained to work on the installation.

Local government: He asks for the project, which will create local employment and an

increase of the gross income.

Local trade: Once the project over, there will be more tourists who will boost the economy.

Organizations for environmental protection: They can slow down the project.

6.Milestones, activities and schedule.

6.1.

ilestone plan.

The milestone flow chart, in appendix 1, shows which are the different deadlines of the

project. It would help us to check if the project progress correctly and on time.

6.2.Activity list.

We have written all the activities used in the Gantt chart in a table, in appendix 2, with some

other information as the duration of each activities, the dependencies, the responsible and the

resources needed, and the cost.

6.3.Barchart/Gantt chart

Using the previous table, we have made a Gantt chart, in appendix 3, which shows the

repartition and dependencies of activities in time. We have considered 5 working days per

week and we have set the duration of each activity by considering 8 working hours per day.

7.Organization and Staffing.

7.1. Roles,responsibilities and authorities.

The organizational structure of the company follows a project organization. Indeed, the

company deals only with big projects so the project managers must have the strongest

authority. For the project we are interesting for, the organizational structural diagram is given

in appendix 4.


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includes environmentalcostssuch ascutting of trees for building upstream and downstream stations,

costs due to disturbing animals and nature in the range due to invasion of people. Rough estimation of

the project budget is mentioned in below table and detailed list ofcosts for the project is mentioned in

13.2 Appendix (2).

External costs (Sek/year) Total Internal costs for complete project (Sek)

Disposalcosts 8800 800000

Maintenance costs 12000

Overhaulingcosts 4000*

Othercosts 12000

Total External Costs/year 36800

*overhaulingchargesincludes one day inspection charge 1600Sek + costs for 1 engineer and 2 workers

9. Communication and quality assurance.

9.1. Reports and documents.

Reports and documents are very much important for smooth working of a project. OurProject

managers always communicate with the project team to know the development of project. It isalso necessary for the manager to communicate with the local government to create awareness

about the development of project because they are always cautious about smooth and quality

works as the end users are people directly. So the only way to communicate is through reports

and documents. Creating reports for each and every activity is time consuming process, so

mostly reports are created for a complete process. Often reports are created separately

depending on whether communication is between team mates with the project manager or

project manager with the sponsor.

Reports from team mates with the project manager includes the following

Reports from Project manager to the sponsor includes the following

9.2. Communication plan.

In order for a successful project, communication is most important. Communication involves

an interface between government and the project manager and team mates with the manager.

The following model represents a communication model.

Time consumed and

Time estimated

Actual and

Expected Result

List of Activities

Overall

development

Actual and

Expected result

Time consumed and

Time estimated

Actual Cost and

Estimated cost


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Communication is successful only when the purpose of the message is served.

Communication can be anything such as just informing or passing message to someone within

the group or outside, to necessary action that should be taken after receiving the message.

Message that is sent should always be clear so that the receiver should easily act according to

it and make necessary changes where ever is required. Another important factor for

communication is the language, both sender and receiver should contact each other in a

common language or else there are bright chances of someone interpreting the message

wrong. In our project we dont have any language problem as most of us speak the same

language.

9.3.Quality assurance.

-Our quality engineers work with quality assurance manager in order to ensure acceptable

level of quality. They establish standard for all materials and works. The established qualitystandard is according to internationally accepted standard for quality.

-All materials for the project work are subjected to thorough inspection and test being used in

the project work. Thus, they are checked against the established acceptable quality.

-Every activity in the project work is checked against the established quality standard, right

from the beginning to the end.

-Any activity that does not meet the set minimum quality standard is corrected. Also,

materials that do not meet up the set minimum quality requirement are not used.

9.4. Change management.

Change in project can be a requirement or just a wish. In our case change was forced and was

within the project team. The forced change was inclusion of a new member in the project

team, a logistic manager. As the change was within the team ourProject manager alone

handled it but if the change was more complicated then it required the involvement of

customer (government) as well as the stake holders if there were any.

This was one of the high profile projects to the local government, so extra attention was given

to every activity in the project. Meanwhile, some of the risk which could hinder project

progress has been tabulated below. Occurrence of risk has been identified with in the project

and also from outside. The probability of identified risk and its impact on the progress of the

project has been scaled to 1 to 5, which represent low to very high respectively. Risk value

greater than 5 will be sorted and discussed before the start of the project.

10.Risk analysis and response planning .

Project Risk Management

Who is the

sender?

What message is

to be sent?

How can it

be sent?

Who is the

receiver?


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Brief description of the table below is needed

especially on the rating values

Risk Proba

bility

Imp

act

Risk

value

Risk Response

Delay of contract signing

with government due to

political issue

3 4 12 Explain clearly the advantages of

the project

Delay of material

transportation to project site

3 2 6 Make use of safety stock

inventory

Protestation from local

environmentalist

3 1 3 Peaceful discussion and guarding

the project site

Illness of foreign project

managers

2 2 4 Transfer the responsibility to

lower subordinates

Worker undergoing strikes 3 4 12 Compromise the workers and

compensate through extra work

Harsh weather like heavy

rain or storms

2 3 6 Put off work and compensate

through extra work

broke down of installed

setups

1 4 4 Discuss within the organization

and find solution before installing

predecessor

Broke down of heavy duty

cranes

2 4 8 Add penalty to contractor

Severe quality issue with

incoming material

3 4 12 Switch to next competitive

supplier

11.Work break down structure.Brief written description of the WBS needed

here. Reference should be made to the

appendix number and page while making the


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description

12References.

13. ppendices.

13.1.Appendi ! 1: Milestone flow cha " t

10/03 Cont act Signing with subcont acto

17/03 P oject P oposal and Ag eement

23/03 Choice ofsoftwa e fo in ento y management.

19/05 All pylons installed enti ely

25/08 Installation ofengines completed


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13.2. Appendi # 2: Acti $ ity list

01/09 Both stations completed

10/10 hole installation completed


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Documents

TEO12 Final Report Template