Fast track projects experiences and overview by Rajesh Prasad

Implementing Fast Track Projects – Experiences and Overview

by

Rajesh Prasad, CPM/RVNL/KOLKATA

Keywords

Project

Implementation

Fast Track

Experience & Overview

Thought…….

Time is the coin of your life. It is the only coin you have, and only you can determine how it will

be spent. Be careful lest you let other people spend it for you. ~Carl Sandburg

Time is what we want most, but... what we use worst. ~Willaim Penn

Time n Tide wait for NONE

Implementation success..Implementation success..

Diesel Loco Component Factory at Dankuni.

DMU Factory at Haldia

Electric Locomotive Factory at Dankuni.

Health of Railway Projects....Health of Railway Projects....

• There has been focus on sanctioning projects rather than completing them. In the last 30 years, as many as 676 projects were sanctioned worth Rs 1,57,883 crore. Of these, only 317 projects could be completed and 359 projects remain to be completed which will now require as much as Rs 1,82,000 crore.

Health of Railway Project ....Health of Railway Project ....

• In the last 10 years, 99 new line projects worth Rs 60,000 crore were sanctioned out of which only one project is complete till date. In fact, there are 4 projects that are as old as 30 years, but are still not complete for one reason or another. The more projects we add, the thinner we spread our resources and longer it takes to complete them.

• Railways have been suffering heavily because of time overrun and cost overrun due to poor project management. In order to overcome delays in project execution, I propose to set up Project Management Group at the level of Railway Board.

Health of Railway Projects....Health of Railway Projects....

Project Status DeterminationProject Status Determination

Under Budget & Behind Schedule

Under Budget& Ahead of Schedule

Over Budget& Behind Schedule

Over Budget& Ahead of Schedule

2

1.5

1.0

.5

0

.5 1.0 1.5 2

What is a Project?What is a Project?

Means of converting Vision to Reality

A set of activities undertaken to meet specific objectives for changes

"A temporary endeavor undertaken to create a unique product, service or result "

What is a Project?What is a Project?

• Temporary - have a definite beginning and an end

• Unique - no two projects are identical

• Predefined goals & objectives - financial/ social /economic

• Budgets & schedules - prefixed budget and timeframe

• Uses Resources & Manpower - both are limited

• Quality / Performance - determined at beginning

• Face Risks - known and unknown risks

• Have a Project Life cycle - many phases from start to end

Projects can be defined as:

Project Life CycleProject Life Cycle Project Life Cycle (PLC):

A PLC is a sequence of phases from project start to project end - a start, a middle and an endEach phase associated with major processes and deliverables

Length of each phase will varyStart or Concept phase, Intermediate phases & a Closeout phaseNumber of Phases in PLC may vary depending on the industry or sector

Project Life CycleProject Life Cycle

Project Life CycleProject Life CycleSome Advantages of a Project Life Cycle:

Allows progress review by stakeholders before going to next phase - go/no-go decision gates

Different options can be evaluated

Allows for better risk management

Tasks are identified more easily

Fast Track Project Management- not an easy task....

Projects having Projects having cost over-run cost over-run and and time over-runtime over-runContractual complication: Because of the time over-run and cost over-run there is always possibility of contractual complication and many a times it goes to a vicious cycle and disputes remain unresolved. Timely completion of projects, timely preparation of completion reports are very rare.

Construction of Opera House was delayed by more than 10 years and cost escalation was $ 7 million to $ 102 million i.e. by 1400%.

Salient features of Opera…Salient features of Opera…Planning started in 1940.

Basic design conceived & contract given :1957

Site handed over to commence work: 12/1958

Original cost: $ 7 million, DOC: 01/1963

Final Cost: $ 102 million, Final DOC: 02/1973

On 3 occasions, project was likely to be dropped.

Opera house - one of wondersOpera house - one of wonders

Achievements: A wonder, Expressionist Modern

Design, Most distinctive and famous 20th century building, Concert halls, Theatres, Conference

Halls, Restaurants

Problems: Design & drawing-12 alterations, Weather, Storm water, change of contractual

document, DOC extended by 10 years. Cost

increased by 1400%

Bandra-orly sea link – cost escalation was from Rs 300 crores to Rs 600 crores with 5 years of delay.

Project Management Project Management

Project Management manages and controls the project work by:

Understanding specific requirements of all Stakeholders that may be conflictingIdentifying the Scope, Time, Cost and Quality/performance criteria and potential risksPlanning the work in detail : 'Why', 'What', 'Who', 'When', 'Where', 'How' and 'How Much‘Making one person, generally the project manager accountable for the project

That is why it is necessary to understand

Project Triangle

Project Life cycle

Project constraints have been listed as “scope," "time," and "cost“. These are also referred to as the "Project Management Triangle," where each side represents a constraint. One side of the triangle cannot be changed without affecting the others.

Project Management TriangleProject Management Triangle

Project Triangle tells us how to implement and what to monitor

Time

F.T.P.I.Scope Cost

Quality

Fast Track Projects Executed BY Fast Track Projects Executed BY RVNL, Kolkata PIURVNL, Kolkata PIU

Diesel Loco Component Factory at Dankuni.

DMU Factory at Haldia

Electric Locomotive Factory at Dankuni.

Diesel Loco Component Factory, Dankuni.Diesel Loco Component Factory, Dankuni.Foundation stone laid by the then Hon’ble Minister for Railways : 26.12.2009

Work intended to be transferred to RVNL : 15.04.2010Work sanctioned by Rly. Boardand formally transferred : 30.04.2010

Tender floated on : 30.04.2010

Tender opened on : 10.06.2010

LOA issued on : 26.07.2010

Commencement of work : Sep.,2010 (after mobilization period)

Completion of work (Phase-I) : 20.10.2011

Completion of work : 31.05.2012

Total area of factory – 85,500 Sqm. (21 acres) Covered area – 23,682 Sqm. (28% of total area) Covered sheds – 12,528 Sqm Buildings – 7,122 Sqm Boundary wall length – 2080 metres Length of road inside factory – 1,100 metres Overhead water tank – 50,000 gallons (height 20 metres)

Diesel Loco Component Factory, Dankuni (conceived, executed, handed Diesel Loco Component Factory, Dankuni (conceived, executed, handed over, final bill paid, completion report drawn) in record time.over, final bill paid, completion report drawn) in record time.

PROBLEMSPROBLEMS Local Problem.

Syndicate

Non availability of approach road

Encroachments

Court case (PIL)

Pollution control

Political Problem

Temple

Tree cutting

COMPRESSOR ROOMA VIEW OF FACTORY DURING CONSTRUCTION

CANTEEN BLOCK SHOP

TOOL ROOM WITH GANTRY ADMINISTRATIVE OFFICE

AERIAL VIEW OF FACTORY

Local Disturbance

Boundary wall work stopped by Local inhabitants

ENCROACHMENTS AT DIESEL LOCO COMPONENT ENCROACHMENTS AT DIESEL LOCO COMPONENT FACTORY, DANKUNIFACTORY, DANKUNI

ENCROACHMENTS AT DIESEL LOCO COMPONENT FACTORY, ENCROACHMENTS AT DIESEL LOCO COMPONENT FACTORY, DANKUNIDANKUNI

ENCROACHMENTS AT DIESEL LOCO COMPONENT FACTORY, ENCROACHMENTS AT DIESEL LOCO COMPONENT FACTORY, DANKUNIDANKUNI

About 500 nos. of hutments at Dankuni factory site were rehabilitated on about 10m wide strip of land along the boundary wall. Some of this area included such land which would otherwise would also have gone away because of sand filling required for construction of wall in water body area.

Encroachments at SiteEncroachments at Site

Commissioning the Factory in two phases so that the assets created could be immediately utilized and those affected by encroachments could take some time.

Phase-1

Phase-2

Boundary

DMU Factory at HaldiaDMU Factory at HaldiaWork Transferred to RVNL August,2010

Contract Awarded for Factory at Sankrail Dec,2010

Factory Shifted to Haldia 02.02.2011

Foundation Stone Laid At Haldia 04.02.2011

Tender Closed for Factory At Sankrail 17.02.2011

Tender Floated for Factory at Haldia 18.02.2011

Turnkey Contract Awarded For Factory At Hadia 20.07.2011

Work commenced after initial mobilization Nov, 2011

Boundary Wall Along Peripheral road constructed Mar,2012

Peripheral road constructed Apr,2012

Major Filling Work Completed (about 3 lac cum) Apr,2012

Furnishing & Assembly Shop, ESS, Porta Blocks Oct,2012

Track work including Take off Point Insertion Oct,2012

Erection of Traversers & EOT Cranes Nov,2012

Electrical and S&T work Dec,2012

Joint inspection & Handing Over April, 2013

PROBLEMSPROBLEMS

Change of Site

Union Problem

Encroachments

Tree cutting

Road diversion

Pre-engineered buildings & sheds : 13110 sqmPorta blocks for canteen, administrative building, toilet blocks, etc,. : 678 sqmFlyash filling for land development : 185000 cumCoarse sand filling for road : 40000 cumSilver sand/earth filling over flyash : 100000 cumEarthwork filling for track : 37000 cumRailway track : 4.5 Tr.Km

(including 10 Nos. of turnouts)

Hume pipes (750 mm & 450 mm dia) for drainage system. : 1350 m

EOT crane (15 T) : 1 No.EOT crane (35 T) : 2 Nos.Traversers : 2 Nos.Load test box : 1 No.Electrical sub-station : 1 No.

DMU factory has been completed and handed over in record timeDMU factory has been completed and handed over in record time ..

TRACK LINKING

ASSEMBLY & FURNISHING SHOP

LOAD BOXTRAVERSER

ASSEMBLY SHOP EOT 15T

MACHINARY & PLANT

LOAD TEST OF EOT CRANES &TRAVERSERS

AERIAL VIEW OF FACTORY

Because of land related problem, the factory originally planned ayt Sankrail was shifted to Haldia. Contract awarded for Sankrail was immediately required to be closed so that fresh tender for new location could be awarded. This required a great management skill. The agency was called upon and convinced for closure of contract for Sankrail without any financial liability on either side. This enabled calling of fresh tender for the new site.

LOA was issued for Sankrail but could not be executed due to land dispute.

HUTMENTS AT DMU FACTORY, HALDIA

CHAINAGE 350M

CHAINAGE 400M

09.09.2011 : CME & DRM WERE REQUESTED FOR CLEARANCE OF 26 NOS. OF ENCROACHMENTS AND A PLAN OF HUTMENTS WAS ALSO SENT. However, 4 NOS. OF HUTMENTS REMAINED. ON BOTH SIDES, EMBANKMENT HAD BEEN CONSTRUCTED. THE 4 HUTMENTS WERE FINALLY REMOVED WITH GREAT EFFORT.

4 nos. HUTMENTS AFFECTING WORK OF EMBANKMENT. When project was nearing completion .

CH 350M

CH 260M

CH 300M

DECISION ON CHANGE THE OVER RUN FROM CHAINAGE 366M TO DECISION ON CHANGE THE OVER RUN FROM CHAINAGE 366M TO CHAINAGE 57M FOR DMU FACTIRY, HALDIACHAINAGE 57M FOR DMU FACTIRY, HALDIA

FOREST CLEARANCE FOR TREE CUTTING FOR DMU FACTORY, HALDIA

• Details Submitted as per format of Forest Deptt to SrDEN/KGP for forest clearance for cutting of 21 nos. of trees on 07.03. 12 with advance copy to DFO. Sr.DEN had completed the Rly`s formalities. However, permission required for forest clearance is not being given by Municipality. Matter became political and had to be settled with great effort.

Union Problem At DMU Factory, HaldiaUnion Problem At DMU Factory, Haldia

Electric Locomotive Factory at Dankuni.Electric Locomotive Factory at Dankuni.i) Finalization of scope of the

work and transfer by Railway Board by 30.04.2012

The work was transferred to RVNL by Rly. Board on 07.05.2012

ii) Completion of soil, investigation, survey, sanction of detailed estimate & BOQ by RVNL by 31.05.2012

Detailed estimate & BOQ work sanctioned on 23.05.2012

iii) Calling of Tender by RVNL by 15.06.2012

Tender was called on 28.05.2012

iv) Contract to be awarded and the work to commence in October, 2012 with date of completion of 2 years

Letter of acceptance issued on 02.10.2012 with time of completion of 18 month only Mobilisation period for this contract is 42 days

As on 31.10.14, more than 90% work with financial program of 170 crores completed..

Electric Locomotive Factory, Dankuni- In less than 2 years more than 90% work completed.Electric Locomotive Factory, Dankuni- In less than 2 years more than 90% work completed.

MAIN SHED (700M LONG)

ADMINISTRATIVE BUILDING

STORE WARD

ELECTRIC SUB-STATION

ESS HOWRAH ENDESS DELHI END

QUARTERS (G+3, TYPE-II)

AERIAL VIEW OF FACTORY AND LOCO INSIDE SHED

HANDLING HINDRANCES AT ELF, DANKUNIHANDLING HINDRANCES AT ELF, DANKUNI• Removal of HT wires in Delhi end – HT wire was removed by E.Rly through

WBSEDCL after 21 months of award of construction affect. It affected 36 piles. This badly affected the work as the machinery wad demobilized due to non-availability of site for a very long time. Activities were therefore planned such that all othr works could be completed and structural steel elements to be erected were kept fabricated for erection as soon as site becomes available. To commission the test shed before construction of 70m long area, some extra OHE masts were required to be erected. Height guages were also erected for safety of men and machinery.

• Removal of the existing traction sub-station – The structure could be dismantled by E.Rly in December, 2013,(15 months after award of LOA). It affected 101 piles and drainage system. This was a majour bottleneck. The work sequence was accordingly modified to ensure that this bottleneck affects least.

HANDLING HINDRANCES AT ELF, DANKUNIHANDLING HINDRANCES AT ELF, DANKUNI

• Removal of other LT line & HT line at Howrah end – These were removed respectively in the months of May & June, 2013( 8-9 months after award of LOA to contractor). Piling work and movement of machinery were badly affected due to these lines. Height guages were installed for ensuring safety while working in adjoining area.

• 54 Nos. of trees which could be cut and disposed of as late as in July, 2013 (9 months after award of LOA to contractor). Piling work at some locations was affected due to trees. To ensure speedy approval of tree cutting, meetings were held with Chief conservator of Forests on behalf of E.Rly and new planation schemes were submitted.

• Encroachments – There were some encroachments which could be relocated/ shifted only in November, 2013 (13 months after award of LOA to contractor). These affected the railway track construction apart from being a nuissance. Constant interaction with E.Rly was made for removal of hutments.

HANDLING HINDRANCES AT ELF, DANKUNIHANDLING HINDRANCES AT ELF, DANKUNI

• Abandoned Railway bridge – This is still existing and affecting part of the boundary wall. Road layout was changed due to this to ensure that main work is not held up on this account.

HANDLING HINDRANCES AT ELF, DANKUNIHANDLING HINDRANCES AT ELF, DANKUNI Underground HT cable at Howrah end entrance gate could be

got shifted only in June,2014 (after lapse of original DOC of contract). Because of this cable, the regrading of the approach road could not be done before monsoon. The work was finally taken up by RVNL itself.

The site for construction of quarters, which is a very time consuming activity, could not be made available in time by E.Rly. The layouts were slightly altered to ensure that construction can be taken up early. Blocks C & D- 07.02.2013 (After 4 months of LOA) Block E- 12.09.2013 (After nearly one year of LOA) Blocks A & B- 25.11.2013 (After nearly 14 months of LOA)

As a principal, addition/modification to originally planned work must be avoided as it adversely affects the scope-time-cost triangle. RVNL has been restricting the additions/ modifications to a large extent as far as possible. However, because of practical constraints some had to be accommodated such as :- Deployment of 2 nos. of additional cranes in the 30 M bay(majour and very costly item and

having cascading effect on other activities such as completion of shed. Constant Chasing of the contractor and his vendor were taken up as it was a critical item)

Provision of solar power plant (new contract was awarded as it was independent item)) Provision of roof covering with trusses in the administrative building and covering with green

colour polycarbonate sheet (Existing vendor was asked to provide color sheet and an in-house drawing was developed for early execution)

Provision of fountain and garden inside the administrative building (An in-house drawing was developed for early execution and a small quotation work was awarded to a specialist agency)

Provision of water treatment plant (Thorough study of water problem was taken up and a specialist agency awarded a small work for execution in 2 months)

Provision of 2 nos. of cross tracks(Work could be accommodated as flooring work in progress) Provision of office/conference room on the second floor open terrace area (It being a special

and urgent requirement, several changes were incorporated in drawings and work executed) 140 numbers of quick couplings (Meetings were held with contractor and his vendor for

incorporating higher specification) Change in name of the factory for display at entrance was which was altered even after

manufacture of the steel letters. (The matter went up to Member/ Electrical and finally was to be accepted. However, the new name being too big, only English version was displayed on specially designed structure and for Hindi and Bangla version, new structure has been planned alongside.)

ADDITIONAL WORKS IN ELF, DankuniADDITIONAL WORKS IN ELF, Dankuni

RVNL had also to accept several changes during the execution of the work such as :

• Shifting of the fire tank which led to considerable change in the layout including that of the car parking area and road

• Changes in the locations of doors, partition walls at several locations in the administrative building as asked from time to time

• Changes in the locations of doors and the addition of several partition walls and doors as asked from time to time

• Change in type of railing in administrative building

MODIFICATIONS EXECUTED IN ELF, DANKUNIMODIFICATIONS EXECUTED IN ELF, DANKUNI

Sl Project Name Cost of executio

n (Cr.)

Date of LOA *

DOC Completion date

Remarks

1. Diesel Loco Component Factory

at Dankuni.

91.05 26.07.2010 18 months

Phase I- 20.10.11 Phase-II 30.11.12

As per the original planned DOC %age progress 90. Cost overrun – 6%.

2. DMU Factory at Haldia

112.65 20.07.2011 18 months

30.01.13 As per the original planned DOC %age progress 92.Cost overrun – 5%.

3. Electric Locomotive Factory, Dankuni

200 (likely)

02.10.2013 24 months

10.11.14 As per the original planned DOC %age progress 90.Cost overrun – 9%(likely).

Final/likely status of the projectsFinal/likely status of the projects

Typical Problem in Project Management andTypical Problem in Project Management andTeam WorkTeam Work

This is what can happen without effective project

management

Why Define Scope ?Why Define Scope ?

Project Management Triangle- Scope remains unfrozen and the other two sides of the triangle get affected

Quality

Tim

e

There is a limit of changes in Drawing....

Not sure & clear

Time ManagementTime Management

To complete the project on time a schedule of the project work must be fully planned in detail

Tim

e Cost

Scope

Quality

Time ManagementTime Management

Work packages are further broken down to activities that are used to estimate, schedule, assign, implement and control project work

A project schedule developed of total work required to be done to plan and control the time

Time Buffers/Reserve/Contingency kept in schedule to meet unanticipated delay

The PM uses a formal change control process to control any changes in the schedule

Cost ManagementCost Management

Cost is the third leg of the Triple Constraints, and is a key aspect in planning, managing and controlling the project

Tim

e Cost

Scope

Takes place more quickly than normal A difficult and often stressful route to follow There is no boundary between a normal

project and a fast track project Project ranged from 4-36 months

– Schedule reduction 10-29 %– Cost increase 10-20%

Reasons for Fast TrackReasons for Fast Track

Urgent requirements by client – To maximize profit or limit loss

Imposed deadline – Start of academic lease– End of current lease– New legislation

Minimize disruption of services.

ObjectivesObjectives

To assist who are considering a fast track to make the right decisions

To help implement fast strategy successfully.

Key success factorsKey success factors

The calibre of individuals and their working relationships

The adequacy of the definition of the project Strategy adopted and systems for

implementation. The passion to succeed on the part of key

participants.

First stage after conception is to develop Model…

First stage after conception is to develop Model- Cable Stayed Bridge…

Aesthetics is commonly known as the study of sensory or sensori-emotional values, sometimes called judgments of sentiment and taste .

What is Aesthetics?What is Aesthetics?

It is a critical reflection on art, culture and nature

Aesthetics is a subdiscipline of axiology, a branch of philosophy, and is closely associated with the

philosophy of art .

Aesthetics is nothing but new ways of seeing and perceiving the world

Planning for Implementation….

ARCHITECTURAL CONCEPTS about DLW Factory

Elevation Style selected- Style chosen has straight forward lines of projections with continuous surfaces giving a look of massiveness compatible to factory elevation.

The elevation projections are sleek, stream-lined & modern without any extra attributes, making it maintenance friendly (no bent surfaces where dirt can accumulate, minimum washing with hose can bring back luster.

Convenience – Construction was made simple without hampering the quality of external look of the buildings.

Homogeniety of surfaces has been achieved by non broken members rendering a rhythmic and soothing effect to the eye.

All buildings have identical Elevation treatment giving it a campus look, thereby maintaining the homogeneous environment.

Identification Factor - is maintained by not repeating the treatments bluntly in all buildings but generally changing the faces minutely with a view to enhance the possessiveness of the users which partially may cast an impact on the nature of the workers.


Since most of the buildings are more horizontal than vertical, strategic broken members placed vertically which ultimately has formed a matrix harmonious to the eye.

Colors – Bright colors have been used to break away from the usual monotonous look of a factory. Orange signifies energy; green signifies unity & harmony and white signifies peace & tranquility. The combination of all three assures success & progress.


View of DLW Factory at DankuniPERSPECTIVE VIEW ACTUAL VIEW

View of DLW Factory at Dankuni

View of DMU Factory at Haldia

Planning with MS-Project

Assign Project Start Date

Define WBS(Work breakdown structure)

Add resources and work estimates Extended tools for

MS-Project

Establish Dependencies or precedence's

Excel

Save the plan as baseline MS-Project

Performance Measurement

Assign Project Start Date The first step in using MS-Project(MSP) is to assign the project start date.

The project start date will be the default start date for all tasks until you establish dependency relationships. If you don't put in a start date, MSP will put in the current date.

If yours is a long-term project, you may also want to adjust your project "Calendar" at this time to compensate for holiday times.

Define WBS

The next step is to write a list of tasks to fill the left column of the Gantt schedule and organize them in a deliverable-oriented work breakdown structure(WBS).

Avoid inputting end dates or task durations

Monitoring : Project Dashboard

What is needed in Team Work ?

Quality ManagementQuality Management

Good Physique

Regular Check ups

Preventive Measures & Medicines

Proper & Timely Cure & Restoration

Good Construction

Regular Inspections

Preventive Measures & Materials

Proper & Timely Repairs & Restoration

Quality work does not mean the work to stop or standstill…

Inspection and Test Plan (ITP)CONCRETE

Item Description Frequency of testTest Centre

Inspection Agency

Documentation No.

Approved by

Acceptance Criteria

Test MethodGPT-

RANHILL (JV)

RVNL/ PMC

1 Fresh Concrete

1.1) Slump TestFor each Concrete Transit Mixer Inhouse Testing Witness

Lab Register / Pour / Delivery Card

RVNL/PMC IS 1199

1.2) Temperature For each Concrete Transit Mixer

Inhouse Testing WitnessLab Register / Pour / Delivery Card

RVNL/PMC

IS 456

1.3) Air Content As directed by Engineer Inhouse Testing WitnessDOC/QA-QC-FORM

RVNL/PMC IS 456

1.4) Yield As directed by Engineer Inhouse Testing WitnessDOC/QA-QC-FORM

RVNL/PMC

IS 1199

1.5) Sampling of Cube As per IS 456 / MORTH Inhouse Testing Witness -RVNL/PM

CIS 456 / IS 4926

2 Hardened Concrete

2.1) Compressive strengthAs per IS 456 / MORTH Inhouse Testing WitnessDOC/QA-QC-FORM

RVNL/PMC

IS 516

2.2) Chloride Penetration Test

As directed by EngineerIndependent

houseTesting/ Review

Witness/ Review

DOC/QA-QC/ EXTERNAL

RVNL/PMC

IS 456

2.3) Permeability TestFor each Grade of Concrete (RCC) / As required

Independent house

Testing/ Review

Witness/ Review

DOC/QA-QC/ EXTERNAL

RVNL/PMC

MORT&H

QUALITY ASSURANCE - CONCRETE WORKQUALITY ASSURANCE - CONCRETE WORK

RAW MATERIAL

QUALITY ASSURANCE - FABRICATIONQUALITY ASSURANCE - FABRICATION

RAW MATERIAL

SCOPE AS PER BOQ (IN MT)

GRADE QUANTITY RECEIVED/

ACCEPTED. (IN MT)

VENDOR REMARKS

MS Plate 1720.000 IS-2062, 2006, E410 .Fe540 2040.000 SAIL Testing of material as per approved QAP

Rolled Section 150.000 IS-2062, 2006, E250 .Fe410 20.000 SAIL & RINL Testing of material as per approved QAP

Fastener 17450 Nos High Strength Friction Grip Bolt

Gr. 10.9

17450 UNBRAKO Material received at site.

Shear connector 31500 Nos IRC22-2008

BS 5400 ,P5, UTS-495

28000 UNBRAKO Material received at site.

Anchor Bolt 286 Nos Gr. 8.8 286 UNBRAKO Items already installed

END Plate machining

60 nos IS-2062, 2006, E410 .Fe540 34 Suprime Industry Howrah

Material received at site.

Protective coating

1870.000 Abrasive copper blasting , Epoxy zinc rich Primer ,

MIO, Polyslloxan paint –Total DFT -320 microns.

Sufficient quantity available at site.

AkzoNobel Pylon and Cross Girders – Blasting &painting under

progress.

QUALITY ASSURANCE PLAN ( QAP) Prepared based on project technical specifications and codal provisions

Approved by PMC, DDC & RVNL

WELDING PROCEDURE SPECIFICATION ( WPS)

PROCEDURE QUALIFICATION RECORD ( PQR)

As per AWS D1.1,

1.SAW (Submerged Arc Welding )

2.GMAW/ MIG ( Gas Metal Arc Welding/Metal Inert Gas)

3.SMAW ( Shielded Metal Arc Welding )

Approved by PMC/DDC/RVNL

Welding consumable.

Filler wire/ electrodes and Flux - By approved vendor - ESSAB

WELDER QUALIFICATION TEST ( WQT) Qualified welders

SAW : 5 nos

MIG/ SMAW : 7 nos.

SAW welders tested in 1G Position

MIG/ SMAW welders tested in 3G position

NDT (NON DESTRUCTIVE TEST) Tension Joints – 100 % UT

Compression Joints - 25 % UT

Double V butt joints – 100 % RT

Raw material Testing at Outside laboratory

49 nos HT Steel Plate Samples and 5 nos. Rolled Steel Sections Tested so far

NABL Accredited laboratory

QUALITY DOCUMENTS

QUALITY ASSURANCE-FABRICATIONQUALITY ASSURANCE-FABRICATION

Quality of Food is important for him. Quality of Construction is important for us.

How to switchover to Fast TrackHow to switchover to Fast Track

1. Estimate should be based on actual site data /drawings

2. Scope of work should be well defined & finalized in consultation with user Agencies

3. Presumptions should be minimized

120

4. Realistic time frame to be kept

5. Proper Market Survey for estimates

6. Proprietary / Imported items should be minimized.

7. Timely action for statutoryclearances 121


8. Technical Sanctioning Authority to ensure

availability of land

9. Advance / timely actions for diversion of services/ obstructions relocation of structures etc.

10. Proper Selection of Consultant & Contract agency

122


11. Regular monitoring of performance of consultants/contract agency

12. Yearly performance evaluation mechanism for timely action to weed out non-

performing contract agencies/consultants

13. Timely issuance of working drawings

123


14. Proper co-ordination among the disciplines & various functionaries

15. Penalty Clause for deficiency in services of Consultant/Contract Agency

16. Timely decisions/ approvals / sanctions

regular monitoring of Projects124


The Goal of Fast Track Implementation of

Project can be achieved if we have

“WILL,

COMMITMENT,

DEDICATION

PASSION”

to feel the need and purpose.

Decision Making Decision Making

Remote Eye Monitoring System in RVNL is one such initiative.

The Times of India, KolkataThe Times of India, KolkataMonday, October 27, 2014Monday, October 27, 2014

Handing over of the assets…

STARFISH One day a man was walking along the beach when he noticed a boy repeatedly picking things up and gently tossing them into the ocean. Approaching the boy, he

asked, "What are you doing?“

The youth replied, "Throwing starfish back into the water. The surf is up and the tide is going out. If I don’t throw them

back, they’ll die.“

"Son," the man said, "don’t you realize there are miles and miles of beach and thousands and thousands of starfish?

You can’t possibly make any difference!“

The boy bent down, picked up another starfish, and threw it back into the surf. Then, smiling up at the man, he said "It

sure made a difference to that one!"

The Boy throwing back the STARFISH

Each one of us can help the society and nation….

Everyone comes empty hand and goes like that. So everyone should contribute to the system and to the world. They need everyone’s droplets like saving STAR-FISH.

After thought….

Time is like the wind, it lifts the light and leaves the heavy.

~Doménico Cieri Estrada

Fast track projects experiences and overview by Rajesh Prasad

Education

Transcript of Fast track projects experiences and overview by Rajesh Prasad