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Task B (1600 words)

Background of the project (project location, requirements and outcomes)

The project chosen was the construction of a Solar Chimney Power Plant. This project was

based on the technology called Solar Chimney Technology that primarily will produce bulk

electricity in areas that are hot enough and utilised 20-30 kph wind to operate turbines

connected with generators. This technology is considered simple and reliable. It can be used

to areas that have no water for cooling and are environmentally friendly. A solar chimney

power plant involves with a solar hot air collector, a solar chimney and a turbine with

generator. The solar chimney plant combines all of these elements as shown in

Solar radiation is used to heat up air in a circular cover and the ground below will serve as a

hot air collector. A vertical chimney is at the middle with airtight joints between the cover.

Since hot air is lighter it will rise up and more hot air from the collector is sucks. Constant

up-draught is produced and that energy is transformed into mechanical energy using the

turbines and converted into electrical energy by using the generators.

To construct a Solar Chimney Power Plant expected to generate electricity for some areas in

North-western China. The plant will able to produce 110-190 kW monthly all year round.This objective is expected to be sufficient to address the power requirement of the said region.

Other objective of this project aside from generating electric power is to use the solar

collector of the plant as a greenhouse for the agricultural sector.

One requirement of this project is a better solar radiation which can be found in this region

compared to other parts of China. The solar power plant was constructed with a chimney of a

height at 200 meters and a diameter of 10 meters. The diameter of the solar cover is 500

meters in order to produce electric power of 110-190 kW.

The production of electric power of 110-190 kW of the plant is highly dependent of the

regions solar irradiance and ambient temperature. Since the solar radiation of North-western

China is better compared to other parts of the country, the plants component efficiency is

higher in terms of power generation. Although the ambient temperature of the region did not

have a pronounced effect of the plants power generating performance.

The project was defined based on what kind of technology was used which is Solar ChimneyTechnology and its required performance characteristics which is also the production of 110-

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190 kW electric power for North-western China. Its dual functions which are the production

of significant amount of electric power and the project can also be used as greenhouse for

agriculture purposes.

Project Control System

A week progress report is submitted to the project managers from each department head in

order to determine the weekly status of the project. This was considered as the over-all

project control system that was adapted. The reports was designed and formatted to precisely

evaluate and accurately gave out important information that the project manager required. As

a result, the project manager can monitor and keep well track the progress of the whole

project. On the other hand, the project manager can control in terms of time, cost and quality

performance that led to the success of the project.

Parameters were measured in order to indicate and quantify the specific performance of the

project staffs. Various techniques were used to facilitate that monitoring of the project.

Aside from this, the over-all control system included a well-designed management

information system, communication system, risk management system and audit system what

all were reported to the project manager and top management of the organisation.

Tools and techniques used in project control

Earned Value Analysis (EVA)This is the report that will indicate project progress. Final cost and completion date is

forecasted, variances for budget and schedule were considered, and thus, control is

indicated in terms of numerical data. These important variances and their causes drew

immediate attentions from the project manager because theses will lead to projects delays.

This performance reporting was an effective control tool for the project. This is based on

the beliefs that performance can be quantify in terms of financial value and in the end will

measure project performance efficiency. Therefore, the earned value is the value of work

at budgeted rate.

Key performance indicators (KPI)This tool aimed to generate continuous improvement in the execution of the project. The

KPI was expressed in terms of ratios and percentages that in the long run the project

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manager kept track trends in work performance. In this case several KPIs were used to

control and manage individual and group performance. Clear standards and requirements

were used to base key job performances.

Microsoft ProjectIn order to control schedule during the duration of the project, Microsoft Project was the

software used. Costs and schedule was encoded daily to the system. All factors the will

affect over-all costs were considered. This is a software program that was developed by

Microsoft in order to assist project managers in establishing the weekly project plans,

properly distributing resources for tasks, project budgeting, monitoring progress and

workload analysis. On the other hand, by using this tool, the original schedule and

forecasted schedule can be seen. Therefore, project scheduling can be appropriately

achieved. Aside from monitoring critical tasks, this tool also determines project durations.

This was the most effective tool in the management of the project.

Control ProcessGo/no-go control system was the control process adapted by the system. The established

project plan parameters were always compared to the weekly collected parameters. This

was in addition to the weekly progress reports that were submitted to the project manager

and top senior managers of the parent organisation.

In the first phase of the project, the comparison of the project forecast and tasks

accomplished were met. At that phase, everything was completed according to the

project plan. However, considering the isolation of the project location, supplies were not

delivered on time the causes delays. Several planned procedures were cancelled due to

these delays.

Project Control System Analysis

The entire project control system was developed that was mainly focused on project

scheduling, cost control and reporting. Initially, an engineering estimate was prepared for the

project as reference for the top managers of the parent organisation as well as for the project

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manager. This estimate was used for the parent organisations project cost in the purpose of

budgeting and funding.

The project control system was effective in regards to cost control since it identified potential

problems such as delays very well before it will happen and at the same time evaluated the

effect of these problems. In this regard, the project manager can then proposed actions to be

taken to alleviate the condition and can do regular monitoring of project situations to

effectively prevent uncertainty. The project control system in this case was more on the

keeping the project in a no surprises situation.

One of the elements of the project control system is the development of the project schedule

that essentially was developed for monitoring the scope of the operations. This system was

developed under project control. In the weekly report to the project manager, this was based

on the scope of the operations and was open for review and comments. Coordination

meetings were held with the project manager and other workers concern following the

weekly reports.

Figure 2. Earned Value Analysis Scenario (Panawatwanich 2011, Lectures Notes)

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In the implementation of the Earned Value Analysis (EVA) as shown in Figure 2, the

schedule variance and actual cost are shown. This indicated that the project is on the right

track in terms of budget. The report means that the project is under schedule and represented

in the graph as negative schedule variance. In relation with the planned value, the actual cost

to accomplish the task was stated. The Earned Value relates the planned cost and the status

date.

Although, the project experienced delays due to the delivery of materials, there were no

major problems regarding not meeting cost objectives. The project control system was also

effective in terms of holding down costs, delivering faster project schedule aside from

anticipating problems. In this project, it was necessary to accomplish cost estimate before

project execution. After performing the magnitude estimate, the cost values was corroborated

and detailed cost estimate was established.

Project schedule in Microsoft Project was adjusted and in the Earned Value Analysis

forecasted project completion date and project cost was evaluated. In the middle of the

project by using these tools, the project schedules and work schedules were adjusted to arrive

with the acceptable completion date.

Microsoft Project and Earned Value Analysis were used in the improvement of the projectcontrol system during the duration of the project. As a result of this system, problems

encountered were appropriately evaluated and actions taken to solve these problems were

more on a team work approach. Over-all, the project control system was deemed successful

in achieving the projects goal and objectives.

Conclusion

To summarised, the project control system used techniques and tools to appropriately

implement the system. Primarily the submission of weekly progress report to the project

manager was done to emphasise regular monitoring in terms of percent complete and earned

value. This empowered the project manager to focus resources toward achieving project

goals. These reports also enabled the project manager to anticipate problems before it will

happen. In response, the system helped provides the development of the solutions of these

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problems. The process control system also facilitated to meet the cost and schedule

requirements that were established before project execution.

In order to improve the process control system in this case, project risk assessment should be

integrated to the project weekly progress report. Since the delays of the delivery of several

importance materials were the primary factor and other related logistics problems that is

basically due to the projects location, risk management will be a great advantage for process

control.