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NICMAR- SODE/May 2011

ASSIGNMENT: MANAGEMENT IN ORGANISATION (NCP 21)

SCOPE OF WORK:

1. Bungalows for Senior Executives 10 nos. @1200 sq.ft. each.Total built-up area = 1200 X 10 = 12000 sq.ft.

2. Apartments 5 blocks of 4 apartments each = 20 nos.Area of each apartment = 700 sq.ft.

Each Apartment block (4 apartments) = 3650 sq.ft. (approx.)

Total built-up area = 3650 X 5 = 18250 sq.ft.

3. Dwellings for White-collar workers- 100 nos. @ 480 sq.ft. each.Total built-up area = 480 X 100 = 48000 sq.ft.

4. Dwellings for Blue-collar workers- 300 nos. @ 300 sq.ft. eachTotal built-up area = 300 X 300 = 90000 sq.ft.

5. Market and Entertainment Complex = 20000 sq.ft.6. Electrical Transformer yard = 900 sq.ft.7. Landscaping (Garden,childrens play areas, etc.) = 10000 sq.ft.

FUNCTIONS:a) Project Governance: Project Management, Equipment & Materials Management, Support.b) Conceptual Design: Massing, Site & Space, Estimating & Scheduling.c) Technical/Engineering: System performance specification, Design & outputs, Coordination.d) Fabrication & Construction: Biddings, Fabrication, Site Management.e) Operations: Monitoring, Maintenance, Moves, Add/Change, Services (I.T., Health, Safety etc.)

The organisation must ensure that the business needs of the project are well established

and understood by the client and supplier alike. The right people are given the roles of

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senior responsible owner SRO (that is, the individual responsible for the success of the

project) and project sponsor (empowered to take decisions on behalf of the SRO role),

with the knowledge of the desired outcome for the business, experience, skills and

commitment to achieve success. The right suppliers are selected to act as partners

organisations with the capability and capacity to deliver; and compatible objectives to

ensure project success. Everyone involved in the project works together as an integrated

team (client, designers, contractors and specialist suppliers), with effective

communication and coordination across the whole team. The right person is assigned

the role of project manager with the ability to create and lead the project team.

Structure of Roles & Responsibilities:

Project management leading, managing and coordinating the integrated project team on a

day-today basis (the project manager, who may be independent of the supplier team and

seconded to the client).

Supply team delivers the required outputs or deliverables. The team may include

designers and other consultants (cost consultants, engineers, etc), contractors and specialist

suppliers (such as manufacturers). They should be an integrated team with collective

responsibility for project delivery and management of risks (including health and safety

aspects). Its members should be brought together at the earliest opportunity to work with

the client's project members as a single team, preferably during the planning stages of the

project.

Other consultants (cost consultants, engineers, etc), contractors and specialist suppliers

(such as manufacturers). They should be an integrated team with collective responsibility

for project delivery and management of risks (including health and safety aspects).

The functions belonging to the Project Management team are the following:

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Integrated Project Management, including

general management of the project, with all powers to manage the contracts

with all the involved parties and without the power of modifying those

contracts,

operating management of the construction contracts,

planning, scheduling, progress monitoring and project control,

cost control (limited to construction),

co-ordination of head-office activities,

management of site activities,

co-ordination of site engineering,

quality assurance.

Training of the personnel of the Owner (administrative, management).

Assistance to the Owner in relationship with other Govt. Bodies or Authorities.

The functions belonging to Contractors are:

Engineering, purchase of material to be imported, transportation to FOB.

Technical supervision to site warehousing.

Technical supervision to the construction works (to assure that the works were

executed as designed and engineered), site engineering.

Technical supervision to precommissioning and commissioning.

-Minor local civil contractors whose task is construction of ancillary buildings, roads, fencing,

etc.

INPUT/COMMUNICATION REQUIREMENT AND FLOW:Planning and project control

The planning and project control procedure would include:

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Master plan and a detailed scheduling,

Weekly progress monitoring procedure and report,

Monthly complete project control procedure and report,

Monthly cost control procedure and report,

Updating of scheduling whenever needed.

AUTHORITY TO CARRY OUT FUNCTIONS:Project manager with full power of representation, regarding the project, towards external

parties.

Project Co-ordinator who should be real governing authority on the site.

The Site Organisation is to be composed by:

- The Manager(Administration) and his staff (Accounting, Site Treasury, Personnel,Local general services)

- The Planning & Project Control Dept. consisting of the Planning & Quality Engineers,one Billing & Estimation Engineer & 2-3 assistants.

- The Contract Administrator,- The Material Manager (transportation, warehousing etc.)- The Data Processing Dept.,- The Construction Site Manager with a matrix of Functional depts. (civil, mechanical,

electrical, painting, instrumentation, pre-commissioning, landscaping, road works

etc.)

RECOMMENDATIONS. The project sponsor should ensure that stakeholders, including user representatives,

provide important input in developing the outputs required from the project.

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There may also be a requirement for a project board an advisory panel including atechnical adviser and business adviser, to address strategic issues and ensure

stakeholder buy-in at a high level. The key delivery roles will be those of the senior

responsible owner (responsible for project success), project sponsor and project

manager (responsible for project delivery).

The roles of project sponsor or project sponsor/project manager can be combinedwhere a single individual can fulfil the responsibilities of both roles. Where roles are

combined, the allocation of the functions must always be absolutely clear. Where two

roles are combined, the person appointed must have at least the authority and status of

the 'higher' role.

BIBLIOGRAPHY/READINGS.i. Harol Koontz, Heinz Weihrich/Essentials of Management-An International

Perspective/8th

Ed.,Tata McGraw Hill (2010)