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15Jun

A Project Management Report

A Project Management Report
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A Project Management Report

 Identification of the Project and Its Business Need

I am the project manager for the project of A New Central EIL[1] Warehouse construction at Jebel Ali, Dubai. EIL is a subsidiary of ENOC[2] located in UAE[3] and deals with the domestic fuels such as gasoline, Fuel oil, diesel and asphalt products. EIL represents various business chains in the form of trading for petroleum products, tar, asphalt, fuel and oil products. Also, EIL deals with the supplies for the oil companies along with the terminal storage. In this regard, EIL assists in the specific development of both the upstream and downstream activities of the oil sector. There are various high-end customers of EIL such as Aviation sector of Northern UAE and Dubai along with the strategic defence oil storage companies. Therefore, this is quite mandatory to construct a central EIL warehouse as the storage of oil is strategic and crucial to the business operations of EIL.

The gist of this project is based upon the EIL’s futuristic expansion roadmap. The selection of Jebel Ali port is essential for its location due to majority of trading and exporting operations. The estimated budget for the project is 1,200,000 AED and is expected to be completed in calculated time duration of 13 months.

2) Project Initiation and Definition

2.1) Project Roles and Responsibilities

Stake Holder Roles and Responsibilities
ENOC Project Management Team

 

–          Providing proper guidance to the project manager

–          Handling and implementing management tools for guiding the project manager and other team members

Procurement Controller –          Heading the EIL central warehouse after its construction

–          Allocating standard location to the tools and equipment of all the four departments

ENOC Engineering Team –          Designing and finalizing the architectural as well as other engineering parameters

–          Providing technical support to the project team

 

Project Manager –          Planning and executing the whole project from beginning to the ending phase

–          Following up with all the departments for discussing various obstacles in the project

–          Assigning project roles and responsibilities with proper force field analysis

–          Defining project scope, goals and objectives

–          Creating work breakdown structure

EIL Operations Department –          Executing the ground work responsibilities of the project
EIL EHS[4] Department –          Looking after the ISO[5] standards for Environment, Health and Safety

–          Developing the scope of work in compliance with the defined ISO standards

EIL Maintenance Department –          Providing technical support in terms of routine and special maintenance purposes

2.2) Testing Feasibility (Force Field Analysis)                      

 

Driving Forces
Resisting Forces
Strong                                   Weak                                     Strong
Economic Development
Change management
Future expansion and growth of ENOC and EPPCO
Increase in trading and supply of oil
Environmental Compliance
Safety Norms

Force Field Analysis

As the aforementioned figure, there is a continuous increase in the demand for the trading and supply of oil. According to the recent statistics, there is an increasing trend in the international and domestic customers of oil. Thus, there is a stipulated vision for the economic development of the company. Oil export is a clear indicator for the future expansion and growth of both ENOC and EPPCO.

The basic aim of this project surrounds safe construction of the central warehouse for EIL which in turn, demands for increased attention towards health, safety and environment factors. Central warehouse is located near the port and any accidental spillage will definitely endanger the lives of surrounding personnel and other organisms. It can also lead to the deterioration of nature and surrounding atmosphere. These factors will be under the scrutiny of EIL EHS department where every project member will be provided proper training regarding the HSE policy. EHS department is also supposed to get the ISO certification on common HSE policy grounds and norms.

Change management is another stringent factor where EIL Engineering and Operations team is supposed to ensure the successful implementation of the project with a motive to achieve long-lasting benefits. Organization change directly affects the employees from the entry level to the senior management. Therefore, this is highly recommended to confirm certain aspects of the project before executing it. These aspects are predefined goals, levels plus strategies, sequence of steps, measurement system and implementation changes.

Tool Assessment

Force field analysis is a significant tool for assessing the driving and restricting forces of the project. It can be considered as a topological assemblage of constructs. There are positive as well as negative aspects in a project and force field analysis helps in highlighting the hindering factors. Thus, we can quickly overhaul and troubleshoot the problem. It leads to the construction an efficient plan covering all the encumbering aspects.

2.3) Agreeing the Vision and Objectives (SMART Criteria)

Element Description
Specific The objective Specifically states the construction of a warehouse would significantly contribute towards establishing EIL and ENOC as the major oil trade players in UAE.
Measurable The storage capacity for the warehouse will be around 50,000 cubic meters.
Achievable The objective will be achieved by properly defining the project roles and responsibilities. There will be a proper assessment of the driving and restricting forces in the project.
Realistic It has been properly studied that the warehouse will be beneficial for the economic development of the organization. The project is set to be executed within a fixed budget of 1,200,000 AED
Time-bound The project objective is set to a time-frame of 13 months.

Tool Assessment

SMART represents a mnemonic providing a specific set of criteria for guidance in setting the objectives. The letters can be expanded to Specific, Measurable, Achievable, Realistic and Time-bound. The gist behind the implementation of SMART is based upon two criteria namely evaluate and re-evaluate so that the actual targets of the project are not forgotten.

2.4) Scope, Constraints and Deliverables

Scope

Each and every project is planned for meeting certain requirements and needs. These operational needs are delineated as the scope of the project. EIL central warehouse at Jebel Ali would have a capacity of 50,000 cubic meters equipped with 50 tanks. Jebel Ali has been chosen as an understandable location for both export and inland consumption. There will be supplementary facilities in the warehouse such as heat treatment of liquid products and nitrogen treatment for the pigging operation. There will be loading and unloading vessels along with a circulation facility equipped with over 100 cubic horizontal buffer storage tanks.

EIL Central Warehouse  
Products Bulk Liquids and Petroleum Products
Tanks 50 (Sizes –  500 m3, 750 m3, 1000 m3 and 2000 m3)
Berths for Containers 20,000 to 40,000 DWT

EIL Warehouse exhibits certain uniqueness in standardized storage of fluids and chemicals. Considering the current level and future expansion of ENOC, the scale of operations and daily capacity requirements should be predefined. The aforementioned table lies out the material specification for the warehouse. Apart from these considerations, project also includes the environmental concerns. It should abide by the environmental regulations of the local government and free from the factors capable of deteriorating the environment. Proper mitigation steps should be taken if there are negative implications regarding the environmental hazards. The project should consider the government authority’s checklist for the evaluation of potential impacts.

A below mentioned outline can be best described by keeping in mind the strategic goals and vision of EIL. Safety should be the prime aspect of consideration while executing the operations.

EIL Warehouse Construction

ENOC engineering and project management estimates the project cost to be around 1,200,000 AED. The funds will be provided by both EIL and ENOC on 50% partnership. EIL would outsource the construction work for the tanks to the third party vendors. Moreover, the mechanical as well as electrical work would be subcontracted with vendor provided fabrication of pipelines. These vendors and subcontractors would directly work under the guidance of EIL operations department holding responsibility for the quality of work from these vendors.

Deliverables

After specific demonstration of the scope for the project, there is a need to stipulate the deliverables with the broader prospective for project planning. At the initial level of systems planning and feasibility analysis, the major deliverables are:-

  • Project goals
  • Planning studies
  • Site investigation
  • Environmental clearances
  • Addressing the challenges

At design level, following deliverables are of vital significance:-

  • Design management
  • Design standards finalization
  • Design
  • Design reviews
  • Construction Reviews

Construction level represents the most significant stage in terms of completing the project within a standard timeframe. Following deliverables can be laid down for construction level:-

  • Field inspection report
  • Third party evaluation and selection
  • Construction (Tanks, berths, pipelines etc.)
  • Construction safety
  • Design support

Regular operations can be initiated after the completion of construction stage. Its deliverables are as follows:-

  • Testing and start-up of the operations
  • Staff training
  • Contract closure with the vendors and subcontractors

Constraints

EIL central warehouse can be successfully completed if project scope and deliverables are equally balanced against the project constraints. This is mandatory to identify the project constraints in the early stage of the project for meeting the project requirements within the planned timeframe and budget. Scope creep is the biggest constraints here at both overall project level and detailed individual partner level. Any change management should be taken into account in the early phase so that minimum changes are made considering the future demand and business situation. This is highly necessary to have clarity over the project goals and objectives considering the long term strategic vision of the company.

The other major project constraint is related to the proper funding and coordination between multiple parties. Every vendor should be kept in close coordination so as to avoid any kind of tiffs in terms of funding and delays. A single delay in the whole process can increase the lead time of the whole project. There should be synchronization in the scope, time and cost estimates of the project. EIL warehouse construction involves large number of vendors and subcontractors participation with increased tendency for delays in the scope of the project for the individual partners. This may lead to the extra time and expenditure for the completion of the project.

Therefore, it is highly recommended that there should be proper management of factors leading to the high level of dependency. A below mentioned diagram can provide a basic insight for constraints against the project completion.

 

2.5) Risk Analysis and Contingency Planning

A construction project is always jam-packed with unpredictable outcomes. There are various sources of the risks and this is really important to efficiently manage these risks for attaining the process objectives at defined time, cost and quality standards. The first step for the risk analysis is the project risk identification with proper evaluation. Basically, risk can be analysed on the basis of the probability of its occurrence and the intensity of its impact over the project.

After risk identification and its other assessment parameters, a mitigation strategy is supposed to be defined for laying down a one-word strategy for the risk management. Finally, a contingency plan can be used as a backup plan for dealing with the risk if it comes up expected or unexpected. The whole risk analysis and contingency plan in the warehouse construction can be represented by a risk assessment table as specified below:-

Categories Probability Impact intensity Mitigation Strategy Contingency Plan
Design risks
1.1 Committing design errors High High Detection Implementation of extra design
1.2 Slow design process Medium High Sharing Increase in the number of project design team members
1.3 Change requests in design Medium High Re-planning Backup designer/Outsourcing agencies for design modification
External risks
2.1 New stakeholders Low Medium Control Immediate inclusion in the project commitment matrix
2.2 Public objections Low Low Strategy Conducting meetings with the public representatives for dealing with the objections
2.3 Changes in law and standards Low High Awareness Quick adaption of the changes
2.4 Changes in tax Low Low Awareness Quick adaption of the changes
Environmental risks
3.1 Incomplete environment studies Medium Medium Re-assessment Project team meeting
3.2 Organizational risks High Medium Discussion Top Management and Project Manager Meeting
3.3 Inexperienced workforce Medium Medium Training Operations department meeting
3.4 Delay in delivery/approvals High Medium Control Third party inclusion for outsourcing operations and approvals
3.5 Lack of safety measures at construction site Medium Medium Detection Training and awareness
Project management risks
4.1 Failure to adhere to quality standards High High Monitoring Acceptance and initiation of insurance claim procedure
4.2 Scheduling errors and delays in contractor work Very High Very High Monitoring Re-scheduling and cost estimation
4.3 Conflicts in project team High High Control Group meeting

Tool Assessment

Risk assessment table provides an insight to the project team where all the risk factors are noted along with the mitigation methods and contingency plans. Risks are also assessed on the basis of their probability of occurrence and impact intensity over the project. A risk assessment table factors can be explained as:-

Categories: Operations or stages during the project execution which may confront with the expected risk.

Probability: Anticipated possibility of risks affecting the project implementation. The probability is categorized as Very High, High, Medium and Low based upon the likelihood of occurrence.

Impact Intensity: The level of impact of the risk on the project activities is categorized as Very High, High, Medium and Low.

Mitigation Strategy: These are the preventive measures which can be exercised to avoid the risk to the extent possible.

Contingency Plan: An action or group of actions designed to deal with the risk-affected operations or phases to carry out the project activities as per the plan.

 

3) Project Planning

3.1) Team Roles (Belbin Team Inventory)

This is highly recommended to employ a dedicated set of people for executing the critical task of constructing central warehouse at EIL. As an enthusiastic Project Manager, I am expected to carry out the project plan along with its smooth execution at all the work levels. In the planning phase, it is mandatory to allocate specific roles to all the key members of the project. This is necessary to give them a timeframe for selecting their team and providing their views regarding the project. With reference to the Belbin Team Inventory theory, project manager represents the people oriented role of a co-ordinator. A co-ordinator has the capability to stay back and analyse the big picture. They can assess the right candidate for a specific type of job.

Commission Manager represents the role of an implementer which would work as a bridge between the internal and external stakeholders. An implementer represents an action oriented role where commission manager would listen to the suggestions of the stakeholders and turn them into constructive action. Another important role is represented by the Operations Manager who would co-ordinate with all the outsourcing vendors while leading the construction phase of the project. Operations Manager represents the action oriented role of a shaper filled with tremendous energy and dynamism regarding the project. A shaper always reduces the possibility of complacence in the team by considering all the possible factors and challenging the team to take up the challenge.

Final key role is of the Procurement Manager required for co-ordination with all the suppliers to ensure the right-on-time availability of all the supplies. This is a people oriented role of a resource investigator with a wide range of external contacts and prospects. All the other roles would be assigned by these three key members other than the Project Manager. However, this is mandatory to keep Project Manager in loop during any assignment for his understanding of a specific position.

Tool Assessment

Belbin Team Inventory theory represents the nine behavioural styles of all the team members of a project. These nine roles can be categorized in three types as action oriented, people oriented and cerebral oriented roles. Action oriented roles are of the Shaper, Implementer and Completer Finisher. People oriented roles are defined for the co-ordinator, Team Worker and Resource Investigator. Finally, cerebral oriented roles are played by the Plant, Monitor Evaluator and Specialist. A Project Manager is always the co-ordinator and can utilize this theory for proper allocation of the team roles.

3.2) Work Breakdown Structure (Level 3 WBS Assignment)

1.0 EIL Central Warehouse Construction:

1.1 Project initiation

1.1.1 Group meeting with the project team members

1.2 Design finalization

1.2.1 Meeting with all the stakeholders

1.2.2 Finalization over the project goals and objectives

1.2.3 Site clearances

1.2.4 Equipment design and its timeline

1.2.5 Installation design and its timeline

1.3 Vendor evaluation and selection

1.3.1 RFPs for the construction of tanks, berths and pipelines

1.3.2 Receipts of the proposals

1.3.3 Preliminary short listing and evaluation

1.3.4 Vendor assessment and selection

1.3.5 Award of contract

1.4 Vendor contracts

1.4.1 Co-ordination with the respective companies

1.4.2 Completion of official formalities

1.5 Licensing and compliance

1.5.1 Co-ordination with the local government agencies

1.5.2 Certification from the ISO and other associated certification bodies

1.6 Construction and operations

1.6.1 Complete testing of the installed equipment

1.6.2 Staff training

1.6.3 Regular check-ups for the loading and unloading of the fluid

1.7 Closing

1.7.1 Reporting of the project success factors

1.7.2 Highlighting the challenges for the team and the stakeholders

1.7.3 Project archiving

Tool Assessment

WBS represents the incremental and hierarchical breakdown of the project in terms of work packages, deliverables and phases. A general outline for WBS can be commenced with the final objective and its successive subdivision into controllable factors in terms of responsibility, duration and size. A level 3 WBS coding scheme can provide an esoteric insight related to various project phases in clear incremental structure. Here, sub-categories are further subdivided in order to plainly describe the operational hierarchy of the project. Level 1 is always designated as 1.0 and it is the topmost level of WBS representing the project name. All the other levels are secondary to Level 1. Level 2 is represented as 1.X (where X = 1, 2, 3, 4…….) and it is the summary level of the project. Level 3 is depicted as 1.X.Y (where both X, Y = 1, 2, 3, 4……) and all the factors mentioned here are subordinating the Level 2 summaries. The WBS represented above is the process-oriented WBS and it focuses upon the phases and steps rather than the deliverables of the project.

 3.3) Resource Plan and the Commitment Matrix (Bruce and Langdon – 2000)

A thorough assessment of the resources can be completed by reviewing people, money and other related resources. An activity in the commitment matrix is in direct relation with the codes of the WBS Structure mentioned above. All these factors are tabulated below in the form of a commitment matrix:-

Commitment Matrix

Activity People Cost (AED[6]) Other Resources
Person Responsible Person Involved   Training Needs Facilities Equipment Materials
1.1.1 PM[7] (3 Days) PM (3 Days) 5000 NA[8] Conference Room (3 Days) OHP (3 Days)

Computer (3 Days)

List of Project Members and their roles
1.2.1 CM[9] (7 Days) PM (7 Days) 5000 NA Conference Room (7 Days) OHP (7 Days)

Computer (7 Days)

List of internal and external stake-holders
1.2.2 PM (2 Days) PM (2 Days) 5000 NA Conference Room (2 Days) OHP (2 Days)

Computer (2 Days)

Market Research Report
1.2.3 CM (30 Days) CM(30 Days) 10000 Rules and regulations knowhow NA Telephone for Communication ( 30 Days) ISO certificates list
1.2.4 PRM[10] (10 Days) PRM (10 Days) 20000 Convincing Skill Matrix NA Telephone for Communication ( 10 Days) Equipment and vendors list
1.2.5 OM[11](20 Days) OM (20 Days) 40000 Design Tools On site Telephone for Communication (20 Days) Plant layout and process sheet
1.3.1 OM (20 Days) OM (20 Days) 30000 NA OM Cabin(20 Days) Telephone for Communication (20 Days) RFP analysis sheets
1.3.2 OM (10 Days) OM (10 Days) 5000 Filing OM Cabin (10 Days) Files ( 10 Days)  NA
1.3.3 OM (10 Days) PRM (10 Days) 5000 NA OM Cabin (10 Days) Notepad (10 Days)

Computer (10 Days)

Vendor competency matrix
1.3.4 OM (7 Days) PRM (7 Days) 5000 NA OM Cabin (7 Days) Notepad (7 Days)

Computer (7 Days)

Vendor quotations
1.3.5 OM (7 Days) VR[12] (7 Days) 15000 NA Conference Room (7 Days) OHP (7 Days)

Computer (7 Days)

Revised vendor quotations
1.4.1 OM(15 Days) PRM (15 Days) 80000 NA NA Telephone for Communication (15 Days) NA
1.4.2 OM (7 Days) PRM (7 Days) 50000 NA NA Telephone for Communication ( 7 Days) NA
1.5.1 MR[13](20 Days) OM(20 Days) 20000 Basic ISO and other standards knowledge NA Telephone for Communication (20 Days) QMS report and master list of formats
1.5.2 MR (10 Days) OM (10 Days) 60000 Basic ISO and other standards knowledge Conference Room (10 Days) OHP (10 Days)

Computer (10 Days)

NA
1.6.1 OM (50 Days) LA[14](50 Days) 400000 Testing standards and techniques training Laboratory(50 Days) Measuring equipment(50 Days)

 

Testing standards and procedure
1.6.2 OM (10 Days) Op Team (10 Days) 20000 Process flow and delivery time detailing In-house workshop Notepad (10 Days)

 

Process Sheet and Setup file
1.6.3 OM (80 Days) Op Team(80 Days) 400000 Testing standards and techniques training Laboratory (80 Days) Measuring equipment(80 Days) Testing standards and procedure
1.7.1 PM (10Days) PM (10Days) 20000 Report Making Conference Room (10 Days) Computer (10Days)

Files (10 Days)

Project results
1.7.2 PM (3 Days) PM (3 Days) 5000 Report Making Conference Room (3 Days) Computer (3 Days)

Files (3 Days)

Project challenges sheet
1.7.3 PM (13 Days) MR (13 Days) 10000 Report Making, filing and Storage training Organization Documentation Store Files Project details book

 Tool Assessment

All the project team members are also bound to perform their responsibilities other than this project. A commitment matrix can effectively define their responsibilities for a specific time interval at a particular location. A written commitment matrix is always efficient than the verbal demonstration. Team members can assess their scope of work and feel important as per the level of involvement. They can also show this commitment matrix to their superiors in order to confirm their involvement in the project so as to avoid a future unavailability. They can also distribute their work to their team as per their capability index. They assess the type of training required along with the cost of the work and can plan their work well in advance so as not to get blamed at a later stage by the top management. Cost of the project is a major aspect of consideration and commitment matrix provides a baseline for the budget. Project team members can also suggest some ways to lower the cost of their particular assignment.

3.4) Project Network Techniques (Activity on Node – Table)

Activity Duration Start Finish Early Start Early Finish Late Start Late Finish Free Slack
1.1 3d Fri 15/11/13

 

Tue 19/11/13

 

Fri 15/11/13

 

Tue 19/11/13

 

Fri 15/11/13

 

Tue 19/11/13

 

0d
1.1.1 3d Fri 15/11/13

 

Tue 19/11/13

 

Fri 15/11/13

 

Tue 19/11/13

 

Fri 15/11/13

 

Tue 19/11/13

 

0d
1.2 37d Wed 20/11/13

 

Thu 09/01/14

 

Wed 20/11/13

 

Thu 09/01/14

 

Wed 20/11/13

 

Thu 09/01/14

 

0d
1.2.1 7d Wed 20/11/13

 

Thu 28/11/13

 

Wed 20/11/13

 

Thu 28/11/13

 

Wed 20/11/13

 

Thu 28/11/13

 

Od
1.2.2 2d Fri 29/11/13

 

Mon 02/12/13

 

Fri 29/11/13

 

Mon 02/12/13

 

Wed 08/01/14 Thu 09/01/14 29d
1.2.3 30d Fri 29/11/13

 

Thu 09/01/14

 

Fri 29/11/13

 

Thu 09/01/14

 

Fri 29/11/13

 

Thu 09/01/14

 

0d
1.2.4 10d Fri 29/11/13

 

Thu 12/12/13

 

Fri 29/11/13

 

Thu 12/12/13

 

Fri 29/11/13

 

Thu 12/12/13

 

0d
1.2.5 20d Fri 13/12/13

 

Thu 09/01/14

 

Fri 13/12/13

 

Thu 09/01/14

 

Fri 13/12/13

 

Thu 09/01/14

 

0d
1.3 54d Fri 10/01/14

 

Wed 26/03/14

 

Fri 10/01/14

 

Wed 26/03/14

 

Fri 10/01/14

 

Wed 26/03/14

 

0d
1.3.1 20d Fri 10/01/14

 

Thu 06/02/14

 

Fri 10/01/14

 

Thu 06/02/14

 

Fri 10/01/14

 

Thu 06/02/14

 

0d
1.3.2 10d Fri 07/02/14

 

Thu 20/02/14

 

Fri 07/02/14

 

Thu 20/02/14

 

Fri 07/02/14

 

Thu 20/02/14

 

0d
1.3.3 10d Fri 21/02/14

 

Thu 06/03/14

 

Fri 21/02/14

 

Thu 06/03/14

 

Fri 21/02/14

 

Thu 06/03/14

 

0d
1.3.4 7d Fri 07/03/14

 

Mon 17/03/14

 

Fri 07/03/14

 

Mon 17/03/14

 

Fri 07/03/14

 

Mon 17/03/14

 

0d
1.3.5 7d Tue 18/03/14

 

Wed 26/03/14

 

Tue 18/03/14

 

Wed 26/03/14

 

Tue 18/03/14

 

Wed 26/03/14

 

0d
1.4 22d Thu 27/03/14

 

Fri 25/04/14

 

Thu 27/03/14

 

Fri 25/04/14

 

Thu 27/03/14

 

Fri 25/04/14

 

0d
1.4.1 15d Thu 27/03/14

 

Wed 16/04/14

 

Thu 27/03/14

 

Wed 16/04/14

 

Thu 27/03/14

 

Wed 16/04/14

 

0d
1.4.2 7d Thu 17/04/14

 

Fri 25/04/14

 

Thu 17/04/14

 

Fri 25/04/14

 

Thu 17/04/14

 

Fri 25/04/14

 

0d
1.5 30d Fri 29/11/13

 

Thu 09/01/14

 

Fri 29/11/13

 

Thu 09/01/14

 

Fri 29/11/13

 

Thu 09/01/14

 

0d
1.5.1 20d Fri 29/11/13

 

Thu 26/12/13

 

Fri 29/11/13

 

Thu 26/12/13

 

Fri 29/11/13

 

Thu 26/12/13

 

0d
1.5.2 10d Fri 27/12/13

 

Thu 09/01/14

 

Fri 27/12/13

 

Thu 09/01/14

 

Fri 27/12/13

 

Thu 09/01/14

 

0d
1.6 140d Mon 28/04/14

 

Fri 07/11/14

 

Mon 28/04/14

 

Fri 07/11/14

 

Mon 28/04/14

 

Fri 07/11/14

 

0d
1.6.1 50d Mon 28/04/14

 

Fri 04/07/14

 

Mon 28/04/14

 

Fri 04/07/14

 

Mon 28/04/14

 

Fri 04/07/14

 

0d
1.6.2 10d Mon 07/07/14

 

Fri 18/07/14

 

Mon 07/07/14

 

Fri 18/07/14

 

Mon 07/07/14

 

Fri 18/07/14

 

0d
1.6.3 80d Mon 21/07/14

 

Fri 07/11/14

 

Mon 21/07/14

 

Fri 07/11/14

 

Mon 21/07/14

 

Fri 07/11/14

 

0d
1.7 26d Mon 10/11/14

 

Mon 15/12/14

 

Mon 10/11/14

 

Mon 15/12/14

 

Mon 10/11/14

 

Mon 15/12/14

 

0d
1.7.1 10d Mon 10/11/14

 

Fri 21/11/14

 

Mon 10/11/14

 

Fri 21/11/14

 

Mon 10/11/14

 

Fri 21/11/14

 

0d
1.7.2 3d Mon 24/11/14

 

Wed 26/11/14

 

Mon 24/11/14

 

Wed 26/11/14

 

Mon 24/11/14

 

Wed 26/11/14

 

0d
1.7.3 13d Thu 27/11/14

 

Mon 15/12/14

 

Thu 27/11/14

 

Mon 15/12/14

 

Thu 27/11/14

 

Mon 15/12/14

 

0d

 Tool Assessment

Critical Path Analysis is a detailed and conceivable representation of famous Program Evaluation and Review Techniques. It was really difficult to create a flow diagram based upon AON due to increased number of activities. Thus, I decided to create the project network diagram with the help of critical path analysis table. This table can provide basic insight about the activity duration along with the free slack period. Free slack represents the excess time and resources available to complete a particular activity. Here, I also assessed the implications of late starting activities in case of operational bottlenecks.

3.4) Gantt chart

Tool Assessment

Microsoft Project 2010 represents a powerful project management program which is designed to help project manager in developing a software-oriented plan. This tool is mandatory for allocating resources to a particular task, budget management, progress tracking and workload analysis. This application software generates add-ons for critical chain, critical path scheduling and event chain method. The aforementioned picture is a snapshot of the Gantt chart prepared in MS Project 2010.

 3.5) Preparations for Initial Project Presentation

For effective initial project presentation, there is a need to create and maintain certain planning documents which are:-

  • Stakeholders’ details
  • Vision statement
  • Key objectives
  • Work breakdown structure
  • Risk assessment
  • Scope, deliverables and constraints of the work
  • Commitment matrix
  • Gantt chart
  • crCritical path analysis table

I have to work as a bridge between the EIL management team and the EIL warehouse construction project team by prolific communication and sharing techniques. There is a high risk of delays from the vendors and subcontractors operations. EIL management is not much concerned with this due to the final outcome orientation but commissioning and operations teams are highly concerned about it. My vision regarding the project provides me certain ideas which can prove beneficial for the project team at later stages. These ideas are based upon project management strategies and thereby, I shall be generating following documents through MS Project 2010 for future records:-

  1. Weekly project cost tracking with a comparison between planned and actual costs
  2. Work progress and task completion
  3. Regular generation of reports related to budget, task progression and resource availability for simple understanding of the team members who are not familiar with the MS Project files.
  4. After every meeting, minutes should be noted down and circulated for assessing the motions during the next meeting.
  5. 4) Putting the Plan into Action

4.1 Activities of the Project Manager

As a Project Manager, I needed to finalize certain activities for completing the project. These activities are planning, motivation, communication and monitoring. I created and documented a project plan with specific team roles and budget calculations. Another factor of consideration was the timeframe and scope of work. A kickoff meeting can be used a starter to trigger the communication and motivation among the team members. I assigned specific responsibilities to process leaders for explicit monitoring of all the process activities.

4.2 Building and Motivating the Team

Due to high level of outsourcing vendors and subcontractors, it was mandatory to allocate specific tasks to the specialists for avoiding the possible risks. After assigning the roles to the team members, it was necessary to give them freedom to choose any of their team members for using them in the sub-tasks. Another factor of team motivation was the budget and timeframe allocation to the particular department heads. They were entitled to utilize the resources in the best possible manner. Vendor development and follow-ups made it essential to allocate specialist commissioning and procurement managers.

4.3 Project Progress and Review

A careful assessment is provided to the risk assessment table where all the project leaders lay out their contingency plans. EIL warehouse construction is a risky project with delay causing activity in every process. All the risk factors were assessed and provided with a mitigation strategy and contingency plan. They were also analyzed on the basis of their likelihood of occurrence and impact intensity over the project. Special care was provided to highly probable and impacted risk factors.

Project review was done on the basis of report making and direct communication with the project leaders. Every actual activity timeframe and expenditure will be compared with planned timeframe and budget allocation respectively. A PDCA cycle can be used to deal with a particular problem.

4.4 Dealing with the Problems

A problem can be dealt by two steps named Problem Identification and Problem-Solving Techniques.

Problem Identification

A problem can be identified in the beginning, progress and after the project. All the potential risks are identified in the project planning phase along with their mitigation strategies and contingency plans. A regular contact with the team leaders is necessary for tracking the progress and motivating the team members to deal with all the coming problems.

Problem-solving Techniques

After problem identification, various problem solving techniques can be employed and the most applicable of them isPDCA cycle.

Tool Assessment

The PDCA cycle can be represented as Plan-Do-Check-Act cycle. This cycle was the result of a continuous improvement regime in 1930s. It focuses upon the improvement programs with efficient planning and effective implementation.

Plan

Highlight the incorrect factors and generate an idea for solving the problem

Do

Change implementation on the troubled activity on unitary scale

Check

Continuous tracking of the change implementation

Act

Change implementation on larger scale once the unitary scale experimentation is approved

5) Project Completion

5.1 Project Closure

A final settlement is highly mandatory to trigger the closure by focussing on the contract’s terms and conditions. This settlement is selected against the vendor employment for the construction of tanks, berths and pipelines. Funds allotment to the vendors can be completed by the direct involvement of the operations manager under the close scrutiny of the project manager. Stakeholders are also supposed to be managed by the commissioning manager. Major stakeholders are the sponsors in the form of ENOC and the user in the form of EIL. A formal agreement should be signed by both the stakeholders and documented by the project manager. Project manager is also bound to prepare the project closure report to compare with the planned goals and objectives. This project report should be submitted to the top management of both the companies. An official confirmation from the stakeholders will be taken by the project manager to handover the warehouse usage to the Procurement manager of the EIL.

 

 

 

5.2 Feedback from others

Apart from managing this project, I work in the operations department as the shift superintendent. Project closure report will bring a lot of reviews from the organization and the project team. Currently, I am geared up for further training to optimize my project management skills. I also went through the working methodologies of the project team leaders so as to understand the micro-procedural plan of different processes. With reference to my communication with the project team members, I generated certain feedbacks which are as mentioned below:-

  • All the stakeholders were precisely defined with their in-house and outsourced involvement with the project. Their clear contact details and assessment criteria helped me in laying down a plan to deal with them. (Commissioning Manager)
  • Freedom to choose my team and a clearly defined budget plan helped me in carrying out the tasks within the planned duration. Your regular visits to the vendors with me helped me to participate in the project enthusiastically. (Operations Manager)
  • Chain management between me and the Operation Manager helped me in exploring new vendor contacts for future company projects too. However, planned timeframe for the project was a bit inadequate due to vendor occupancy. (Procurement Manager)
  • All the master lists and formats were regularly provided to me by the operations team under your guidance. Project certification meeting involved all the key project members and you guided the certification body through the project very effectively (Management Representative)
  • Project closing report and presentation could have been represented in a more detailed and concrete manner (ENOC Top Management)

Based upon the aforementioned feedbacks, I could identify my strengths and weaknesses in own ability for planning and implementation of the project:-

Strengths:

  • Good understanding and knowhow about the Microsoft Office tools
  • Good project approach with latest project management tools
  • Good communication skills
  • Good resource planning and team motivation skills

Weaknesses:-

  • Lack of time management
  • Presentation Skills
  • HAZOP Skills

 

5.3 Self-improvement Plan(Individual Competency Development Plan)

After thoroughly assessing the feedback from other team members, I have managed to lay down an ICDP[15].

The ICDP is a continuously updated document for guiding the individual in developing competence, enhancing the contribution and improving the performance in the current goals. ICDP is more of a self-development process where individual is responsible for the own learning. Line Manager should provide complete support to the individual in accordance with the standard HR policy. However, ICDP does not guarantee advancement or promotion.

[1] EIL – Eppco International Limited

[2] ENOC – Emirates National Oil Company

[3] UAE – United Arab Emirates

[4] Environment/Health/Safety

[5] International Organization for Standardization

[6] AED – United Arab Emirates Dirham

[7] PM – Project Manager

[8] NA – Not Applicable

[9] CM – Commission Manager

[10] PRM – Procurement Manager

[11] OM – Operations Manager

[12] VR – Vendor Representative

[13] MR – Management Representative

[14] LA – Lab Attendant

[15] ICDP – Individual Competency Development Plan

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