Dr. D.Y. Patil Pratishthan’s Dr. D.Y. Patil College Of Architecture, Akurdi, Pune.

CONSTRUCTION MANAGEMENT
Subject Code : 2019CM301
Subject Professor : Prof. Anagha Pathak
Submitted By :
Roll No – 1MA102 – Huzefa Chalisa
– 1MA105 – Muktai Gaikwad
– 1MA107 – Vaishnavi Jagtap
– 1MA108 – Akshay Joshi
– 1MA113 – Arsheen Palkar

Presentation 1 : PROJECT INTEGRATION

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 Unit 1 : Project Integration

Topics Covered :
1 – Introduction to Safety Management Plan : Ar. Arsheen Palkar

2 – Safety Management Plan : Ar. Arsheen Palkar

3 – Safety Training & Monitoring : Ar. Akshay Joshi
4 – Insurances / Policies : Ar. Vaishnavi Jagtap

5 – Difference in different Sites : Ar. Huzefa Chalisa

6 – Difference in Workers : Ar. Muktai Gaikwad
7 – Safety Management wrt cost Management : Ar. Vaishnavi Jagtap
8 – Justification wrt to issues identified : Ar. Vaishnavi Jagtap
9 – Examples of Safety Management : Ar. Huzefa Chalisa
10 – Case studies : Ar. Muktai Gaikwad
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 CASE STUDY 1
Thermal Power station Simhadri, Andhra
Pradesh.
1MA108 - Ar. Akshay Joshi

1MA108 - AR.AKSHAY JOSHI

 Thermal Power station Simhadri, Andhra Pradesh.

Nature of the project – Coal Based Power plant

Capacity – 1000 MW (2x500 MW)
Location – Vishakhapatnam AP
Approved Cost as per techno economic clearance – ₹ 41
billion
Actual project cost on completion - ₹37 billion

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 ABOUT NTPC
 
 NTPC Limited is the largest thermal power generating
company of India.

 NTPC's core business is engineering, construction and

operation of power generating plants and also providing
consultancy to power utilities in India and abroad.

 NTPC has set new benchmarks for the power industry both in
the area of power plant construction and operations.

 It has been observed that most of the thermal power projects of KEY SUCCESS FACTORS
National Thermal Power Corporation Ltd. (NTPC) was
 Active involvement, support, commitment
successful implemented by the organisation within the
and cooperation of all the take holders.
scheduled time.
 Active role of top management, Decision
making.

 Motivated and dedicated project team

 Effective use of resources.

 Integrated Project Management.

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  Contractual relationships of project participants

 
The client's organisation of the
project under study was divided
into several departments, and three
entities were directly involved in
the development of the new power
plant; Management, Project Group
and Operation and Maintenance
(O&M) Group.

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 Project Integration management information system
followed by NTPC during life cycle .

1. Conception and feasibility study

 The feasibility study of the projects is done by the PMC appointed by NTPC
 PMC reports to the management.
 Management studies and discuss the proposal with the board of directors.
 And then it gets sanctioned by the ministry of power government of India.
 Once the project is approved then it moves to the next phase.

2. Project Planning and implementation

 The Integrated project management and control system is developed for project planning, scheduling and
monitoring and control using CPM and PERT.
 This system is flexible and allowing total independence to each functional centre to schedule and control its
own activities in greater details within the overall plan called the Master Network Schedule (MNS) or
schedule at Level1.
 Even though the system permits total independence to each control centre for scheduling its respective
activities, tying up the scheduling of interface events so as to adhere to the end goal set by central planning
group located at corporate centre.

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3. Engineering Management
 For all NTPC projects, the basic engineering studies are identified as soon as feasibility report is submitted and all
major technical parameters of the project are finalised and documented as part of the detailed project report (DPR)
along with the detailed estimate of cost and quantities.
 The project management consultants (PMC) for the project are appointed well in time to take care of basic design,
systems and equipment specifications, detailed design and drawings, scrutiny of construction drawings, field
supervision, testing and commissioning.

4. Engineering review, monitoring and control

 Departmental reviews are conducted by the head of respective engineering disciplines.
 Work performed is compared with the detailed schedules and corrective actions within the scope of the departmental head
are indicated and the plans are updated.
 The engineering status appraisals from the head of different engineering disciplines are then reviewed by General Manager
(Engineering) to check the release of specifications and drawings of various areas against the target level-2 programme
dates.
 If any delays are expected then it is updated in the Master Network Schedule
 The engineering programme at level-2 shows the dates of data availability, tender drawing release, specification release,
bid evaluation and construction drawing release etc.

5. Contracts planning
 The entire project work is broken into well-defined contract packages
 All contracts having long equipment delivery periods or requiring intense engineering coordination and specialised
engineering and procurement knowledge are handled from corporate centre.
 Planning and controlling for all the identified contracts is already stats form the pre-award contract planning stage.
 Based on the key event dates in the master network schedule (MNS), detailed plan for pre-award activities up to award of
every contract is finalised and monitored vigorously.
 At the time of each contract award, detailed manufacturing/field activities schedule are tied up with the contract for
subsequent monitoring and control purpose;

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1MA108 - AR.AKSHAY JOSHI
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6. Inspection and expediting
 To expedite supplies from the vendors, expeditors are posted at work of major equipment suppliers or visits arranged
periodically from corporation centre or regional office to ensure that the work progresses as per schedule and contract
agreement.
 The inspection reports are analysed and schedule variances are reviewed for decision on the course of action to be taken
to achieve the overall project commissioning schedule.
 

7. Quality assurance
 An independent quality assurance group for ensuring the quality during the project engineering, procurement and
manufacturing has been organised in the corporate office

8. Construction management
 Site activities start once the contract packages are awarded.
 As per previous record, around 57 major packages are identified for setting up of 2 x 500 MW units Power plants.
 Execution group at site starts interacting with the contractors/vendors soon after the receipt of the letter of award to establish
the site office.
 Based on the level-2 network, site planning and site engineering groups
 interact with corporate engineering group to get the required drawings in the sequence in which they are required for
continuous work for the next six months

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1MA108 - AR.AKSHAY JOSHI
 9. Project monitoring
 Monitoring is the process of routinely collecting, storing, analysing and reporting project information used to make
decisions for project management.
 

10. Project monitoring system at site

The monitoring and control at project site of NTPC is carried out in six ways as out lined below:
1.Site inspection - Fortnightly: Every 1st and 3rd Monday of each month
2.Weekly progress review: One fixed day of every week
3.Fortnightly progress review meeting: Every 2nd& 4th Friday of each month
4.Project review team monthly meeting: 3rd& 4th week of each month

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1MA108 - AR.AKSHAY JOSHI
  
11. Site inspection
 The main purpose of this site inspection is to interact between various agencies at the
work site to visualise the problem faced by each one due to number of activities going on
simultaneously.

`12. Project review team meeting

 During the third week/fourth week of every month, this meeting is conducted.
 This is chaired by the project head and participated by different departments of corporate
centre and site

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1MA108 - AR.AKSHAY JOSHI
 KEY SUCCESS FACTORS
 Active involvement, support,
commitment and cooperation of all the
take holders.
 Active role of top management, Decision
making.
 Motivated and dedicated project team
 Effective use of resources.
 Integrated Project Management.

1MA108 - AR.AKSHAY JOSHI

 TITLE : CASE STUDY 2
Narendra Modi Stadium, Ahemedabad,
Gujarat.
1MA108 - Ar. Akshay Joshi

1MA108 - AR.AKSHAY JOSHI

Key Highlights
• Project Start Date: 8 December 2016
• Project End Date: 24 February 2020
• Cost: US$ 8 billion
• Project Sponsor: Gujarat Cricket
Association
• Project Execution: Larsen and Toubro
(L&T)

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 ABOUT THE PROJECT

• The Narendra Modi Stadium at Ahmedabad in Gujarat, earlier known

as the Motera Cricket Stadium, was a dream project of the Indian
prime minister
• It took state-of-the art design, innovative thinking, and superior
engineering and project management skills to turn that dream into an
award-winning project
• L&T won the Project of the Year award in the medium category for
this project at the PMI South Asia Awards 2021.
• The stadium, constructed in place of a much smaller structure, has
superseded the Melbourne Cricket Stadium in Australia in size and
has asserted its new identity as the world’s largest cricket stadium. It
is currently the only green-rated cricket stadium in India.

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Contractual relationships of project participants

CLIENT

PMC (L & T)

OPERATION &
MANAGEMENT PROJECT GROUP
MAINTAINACE

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 Project Integration management information system
followed by L&T during life cycle –

Conception and feasibility study

Feasibility study of the project is done by L&T

Project Planning and

implementation

BIM CPM (PRIMAVERA) SAFETY APP L&T PRO-CUBE QUALITY APP L&T

Engineering review, monitoring and control

REGULAR MEETINGS,
PROCUBE,QUALITY APP

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 Best Practices and Innovative Approaches to Counter
Challenges
• L&T came up with advanced technology solutions and deployed
them seamlessly to bring more efficiency in project execution.
• Building Information Modelling (BIM) technology was used for
better communication between the design and execution teams.
• It enabled erection sequencing of the precast elements which were in
various sizes and appearances.
• It helped in understanding the possible risks, and mitigating them
before occurrence.

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• The Critical Path Methodology (CPM) tool in Oracle’s Primavera software was used to effectively optimize resources, track
project activities, and improve collaboration.

• L&T’s own safety app was used to monitor daily work activities, work permits, operational risk analysis, and material
tracking.

• It also helped in meeting its sustainability goal by reducing paperwork and completing the project faster.

• The app clocked in around 21 million human hours for the project.

• ProCube is another app created by L&T that tracks daily work progress and client co-ordination.

• Besides, the quality app was used for monitoring client requirements and quality checks/audits.

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Regular brainstorming sessions were held among team members, including
those from the Construction Methods and Planning Cell, and the Plant and
Machinery department, which contributed in generating innovative ideas for
executing the project across various phases.

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 Stakeholder Management
• One of the key factors was the effective communication and collaboration between the stakeholders and the L&T team.

• Since it was a high-profile project, it needed close supervision by the L&T team and regular communication with the
stakeholders.

• The team received advice and support from Union Home Minister Amit Shah and Parimal Nathwani, Member of
Parliament and vice-president of Gujarat Cricket Association (GCA), the project sponsor.

• . Weekly and monthly review meetings were conducted throughout the project by GCA officials

High on Sustainability, User Experience

• Innovative construction methods and the use of digital tools during the execution phase made it possible for L&T to
meet a tight timeline and complete the project in 38 months.

• L&T frequently monitored the air ambient quality during construction, that provided environmental impact data related
to construction activities. By controlling the amount of pollutants in the ambient air, it significantly contributed to
environmental sustainability, in line with the Indian Green Building Council (IGBC) guidelines.

• The project was also awarded the “Sword of Honour” in 2018 by the British Safety Council after having clocked in
21million safe humanhours with zero ‘loss of time’ injury

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 CONCLUSION

• Use of advance tools of project management helps in better

communication and faster information sharing.
• Along with the tools, coordination between different departments
involved in the project avoids the misunderstandings.
• That helps to avoid project cost and time over runs.
• Regular brainstorming meetings of all the departments will help to get
innovative ideas.
• Which can play a key role in project success.
• Keeping all stakeholders informed on a regular intervals will helps to get
the necessary approvals on time.

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THANK YOU

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