Workshop on Capital Projects

Approval, Execution and Post-

Completion

Project Planning and Review

NS Salar, Chief Project Planning

17th March16
1
Portfolio
PACE - coverage
Manage
Project

Manage Stage Gate Governance

Assessment

Engineering
& Business

Review &
Feasibility

Formulate Manage Basic

Manage
Prepare Develop Develop and Manage Detailed Manage
Case

Project Project Review Engineering Engineering and

Engineering Engineering
Definition Estimate Business Case Strategy FEED
Performance
Procurement
Sourcing &
Manage

Formulate Review & Manage

Manage Capital Project Lifecycle

Source & Manage Manage Requisition Manage Vendor

Procurement Procurement
Categories to Payment Relations
Strategy Performance
Construction

Commissio

Close-out
Manage Pre-
Manage

Manage
Formulate Manage Review and Manage Prepare

ning &
Manage Site commissioning
Construction Materials at Manage Handover to Project Close-
Contractors &
Strategy Site Construction Operations out Report
Commissioning
Resources
Manage

Manage Manage Manage Prepare

Manage Land
Statutory Human HSEQ Prepare Review Quality
Project HSE
Review HSE
Acquisition Quality Plan Performance Performance
Approvals Resources Plan
Management

Define
Controls
Project

Project

Contracting & Manage Manage Manage

Manage Scope Manage Costs Manage Risks
Execution contracts Schedule Project Review
Strategy
Projects
Support
Capital

Business Process
Finance & IT Hardware &
HR & Admin Lifecycle
Accounts Application
Management
2
Portfolio
Manage schedule
Manage
Project

Manage Stage Gate Governance

Assessment

Engineering
& Business

Review &
Feasibility

Formulate Manage Basic

Manage
Prepare Develop Develop and Manage Detailed Manage
Case

Project Project Review Engineering Engineering and

Engineering Engineering
Definition Estimate Business Case Strategy FEED
Performance
Procurement
Sourcing &
Manage

Formulate Review & Manage

Manage Capital Project Lifecycle

Source & Manage Manage Requisition Manage Vendor

Procurement Procurement
Categories to Payment Relations
Strategy Performance
Construction

Commissio

Close-out
Manage Pre-
Manage

Manage
Formulate Manage Review and Manage Prepare

ning &
Manage Site commissioning
Construction Materials at Manage Handover to Project Close-
Contractors &
Strategy Site Construction Operations out Report
Commissioning
Resources
Manage

Manage Manage Manage Prepare

Manage Land
Statutory Human HSEQ Prepare Review Quality
Project HSE
Review HSE
Acquisition Quality Plan Performance Performance
Approvals Resources Plan
Management

Define
Controls
Project

Project

Contracting & Manage Manage Manage

Manage Scope Manage Costs Manage Risks
Execution contracts Schedule Project Review
Strategy
Projects
Support
Capital

Business Process
Finance & IT Hardware &
HR & Admin Lifecycle
Accounts Application
Management
3
 Key inputs and outputs
Project execution lifecycle
Study approval CEP inclusion Execution Handover to Post completion
approval operations review
Concept Study Design Project
Identification Execution Closure, G5
G1 (FEL 2) G2 (FEL 3) G3 (FEL 4) G4
(FEL 1) Ramp-up

Document schedule Establish Schedule Management Plan

management plan
Detail out how
different schedules will
be generated and
managed across
project lifecycle
Highlight purpose and
content of each
schedule
Input WBS, TEFR
Output Early Works Schedule, Milestone Schedule,
Schedule Management Plan Generate project schedule
Provide basis for monitoring
Establish Baseline Schedule the project progress
Input WBS, Risk Register, throughout project lifecycle
Establish mechanism to
Milestone Schedule
capture functional progress
Output Baseline Schedule,
Function Trackers

Update Schedule Update Schedule

Establish mechanism to Input Last updated Schedule,
update schedule by Updated functional
incorporating all functional progress trackers
inputs
Output Updated schedule

Analyse Schedule Schedule Analysis

Establish mechanism to Input Updated Schedule
analyse schedule for critical
path, forecasting, etc. Output Critical Path, Forecasted
schedule 4
Schedules..
1. Schedule preparation process
Inputs from all sources DPR, consultants, project team.
Collaboration to co-create schedule
Iterative process lead by PM
2. Types of schedule
Milestone schedule
Early works schedule
Baseline schedule
3. Tools
Scheduling software MS Project, Primavera
MS Excel
4. Gantt Chart / Bar-chart
5. S-curve click
6. Critical path
5
Checklist to ensure coverage Non-Exhaustive

1. Complete scope (feasibility report, input output document, approved PRG

note)
2. All key contractual milestones, approved project timelines
3. Key external interfaces/ dependencies
4. Early work activities (for e.g., construction power, site readiness related,
grading, excavation, etc.)
5. Vendor data incorporation (especially for long lead materials)
6. Mobilization timeframes
7. Operational and Start-Up Requirements

6
Scheduling common mistakes
1. Lack of ownership by project team prepared by planning engineer not
by team (creation v/s co-creation)
2. Infrequent reference not being referred in reviews & reports
3. Reviews & reports not based on schedule
4. Incomprehensive schedules
5. Lack of sponsorship/ leadership support

7
Planning, scheduling some quotes

A good plan today is better than a perfect

plan tomorrow.

If you fail to plan you are planning to fail.

Planning without action is futile, action

without planning is fatal

Plans are nothing; planning is everything

8
Portfolio
Progress review
Manage
Project

Manage Stage Gate Governance

Assessment

Engineering
& Business

Review &
Feasibility

Formulate Manage Basic

Manage
Prepare Develop Develop and Manage Detailed Manage
Case

Project Project Review Engineering Engineering and

Engineering Engineering
Definition Estimate Business Case Strategy FEED
Performance
Procurement
Sourcing &
Manage

Formulate Review & Manage

Manage Capital Project Lifecycle

Source & Manage Manage Requisition Manage Vendor

Procurement Procurement
Categories to Payment Relations
Strategy Performance
Construction

Commissio

Close-out
Manage Pre-
Manage

Manage
Formulate Manage Review and Manage Prepare

ning &
Manage Site commissioning
Construction Materials at Manage Handover to Project Close-
Contractors &
Strategy Site Construction Operations out Report
Commissioning
Resources
Manage

Manage Manage Manage Prepare

Manage Land
Statutory Human HSEQ Prepare Review Quality
Project HSE
Review HSE
Acquisition Quality Plan Performance Performance
Approvals Resources Plan
Management

Define
Controls
Project

Project

Contracting & Manage Manage Review Project

Manage Scope Manage Costs Manage Risks
Execution contracts Schedule Performance
Strategy
Projects
Support
Capital

Business Process
Finance & IT Hardware &
HR & Admin Lifecycle
Accounts Application
Management
9
Key inputs and outputs
Project execution lifecycle
Study approval CEP inclusion Execution Handover to Post completion
approval operations review
Concept Study Design Project
Identification Execution Closure, G5
G1 (FEL 2) G2 (FEL 3) G3 (FEL 4) G4
(FEL 1) Ramp-up

Define Performance Metrics

Establish Progress Measurement Philosophy
Input Functional inputs for
Identify project performance measurement performance monitoring,
areas Cost Baseline, Baseline
Establish basis for reporting project progress Schedule
and performance Output Progress Measurement
Philosophy

Establish review timelines

Establish structure and timeline for Define Project Calendar
generating information to support various
Input Function Plans
action oriented project reviews
Output Structure and Content of Project
MIS, Project Calendar

Report Project Progress

Report Metrics
Define reporting requirements which shall
act as basis for project review and follow-on Input Function Progress
corrective actions Trackers
Output Project MIS Reports
10
Reviews at E&P
Reviews at
E&P

Project reviews Functional reviews Special reviews

1. Project progress is Reviews for respective These are need based
reviewed periodically function by HOD reviews triggered by some
2. Reviews focus on 1. Risk reviews special events, situation or
project performance i.e. initiative. e.g. ABP, LTP
2. Project Safety at
time, cost, progress,
divisional level (DIC) and
safety and quality etc.
project level (Mini DIC)
3. Hierarchical review and 3. Functional reviews by
various levels
respective Chiefs e.g.
Budgeting, Compliance
Monitoring & Cost
Control
Engineering Review
Procurement

11
Project review..
1. All projects executed by E&P are reviewed periodically
2. Hierarchical periodic project review
3. Specific reviews are organised as and when required
4. Review contents is a mix of pre-defined and undefined to suit project stage
and criticality of the item
5. Reviews along with customers are arranged as and when requested/ required
either jointly or independently
6. Based on criticality reviews are attended by Corp. Gp also
7. E&P level reviews e.g. functions & risk review are held separately

12
Project reviews..
Review Chaired Review
Frequency Review Contents Outcome
Forum by Coverage
Corporate
These reviews are held as decided by Corp. Groups
reviews
Safety, time, cost, Project specific
VP E&P All projects of quality, work progress, decision or
VP E&P Monthly
reviews E&P critical action items, general
look ahead etc. guidelines

Projects Project/
Chiefs Safety, progress, look
Chiefs Weekly handled by package
reviews ahead
Chief specific actions

Weekly/ Project Expediting

PM review* PM Package progress
daily packages actions

VP E&P review sample

* PM reviews frequency and contents are adjusted to suit the project stage
13
Project progress MIS..

Report Objective Frequency Item covered Remarks

Corp.
E&P provided inputs to Corp. Deptt. as & when asked
Report
To keep all internal
Monthly Safety, % progress, Prepared for all
stakeholders informed
project progress narrative, S- projects.
about all aspects of Monthly
status curve, visuals, quality, Sample-1
project being
report look ahead Sample-2
executed by E&P
Weekly To keep project team Prepared for
Safety, work-progress,
Progress informed about Weekly specific projects
mobilisation, issues
Report project progress only. Sample..

Daily Prepared in
Purpose specific Mainly work progress
Progress Daily special cases only.
report & mobilisation
Report Sample

14
Review & MIS common mistakes
1. Not being able to maintain
Credibility dependence of stakeholders
Consistency information, presentation , timeline.
Relevance timeliness, contents, language, information flow ..
2. Misaligned expectation
3. Lack of focus
4. Lack of visual appeal

15
Thank you

16