V3i3 Ijertv3is030286 PDF

International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
Vol. 3 Issue 3, March - 2014
Project Management Information Systems for Construction of Thermal

Power Plant : A Case Study with Special Reference to National Thermal
Power
Corporation Ltd.,India
Dr. D. K. Choudhury
Dean & Professor
Gitarattan International Business School, Delhi
(Affiliated to Guru Gobind Singh Indraprastha University, Delhi, India)
Abstract
In construction management, it is imperative to have an unique project management

information system(PMIS) for completion of the project without any time and cost overrun. In
this study, we have illustrated the project management models and PMIS suggested by
different researchers. National Thermal Power Corporation Ltd.(NTPC) is the main power
producer in India. The organisation has set up 16 thermal power plants in the country and
most of the plants were set up within the scheduled time. A case study was conducted at
NTPC to find out the PMIS used by the organisation for implementing their project and to
what extent this PMIS fulfils the basic requirements laid down by different researchers. The
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second purpose of this study was to empirically assess the quality of the PMIS used by NTPC
in the light of the evaluation parameters suggested by researchers and mentioned in this
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research paper.
Key words :Information, system, project, management
1. Introduction different phases : Pre-project activities,

Project implementation, Project
A project is an endeavour to translate a commissioning, and Project evaluation.
plan into reality. Like every thing in life, For completion of any project without any
each project has a lifecycle. Prior to the time and cost overrun, it is most essential
beginning is the pre-planning or to have very effective project management
conceptual stage of any project, followed information system.
by activity phase of project management.
This is followed by the actual Project management is the most significant
implementation including monitoring and development in organisational systems
control. And finally the project is wound management. It is an organisational
up, audited and handed over to the client structuring concept designed to obtain
or end-user.A project consists of several more effective and efficient utilisation of
activities. Each activity may be further companys resources of manpower,
divided into task and each task into sub- money, information, equipment, facilities
task. From the conception to and materials.
implementation, a project passes through
IJERTV3IS030286 www.ijert.org 2352

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The project management must be backed wholly owned company of the

up by effective project management Government of India. It has been observed
systems such as planning, budgeting, that most of the thermal power projects of
analysis and control systems to assist the National Thermal Power Corporation Ltd.
management in its function. If the (NTPC) was successful implemented by
management does not have this back up, the organisation within the scheduled time.
the planning and budgeting will be too NTPC expressed that their PMIS played
slow, and they will not be used to help the key role in commissioning of Singrauli,
management organise and control the Korba and Ramagundam Thermal Power
work. Plants within the scheduled time [4]. The
All project managers have back up systems objective of this study is to present the
of one kind or another, ranging from the project management system model and
most elementary manual systems to PMIS suggested by different researchers,
extremely sophisticated computer based the PMIS designed and used by NTPC for
system. There may be from hundreds to implementation of their thermal power
thousands of activities involved in a large projects and to assess the quality of the
project with a tremendous amount of data PMIS (used by NTPC) and its impact on
produced which is analysed and filtered in project success.
a systematic manner to produce
meaningful information for the project For better exposition, the subject matter of
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manager in a summerised way. this paper is divided into following 4
sections :
In project management, it is more
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important to have approximate information SECTION-A: This section gives the

quickly than accurate information when it literature review and research
is too late to take any corrective action. methodology for conducting the study.
The project manager must have SECTION-B :This section explains the
information in a summerised form on characteristic of project management
slippages to schedule, variance from information system(PMIS), information
budget, delays in procurement and system structure and information system
escalation of costs etc., otherwise he will success.
not be able to manage and control his
project. Important points should be SECTION-C :This section describes the
highlighted automatically in a digestible development process of power plant
form. Once a deviation is identified, the project in the light of project life-cycle.
management must be able to trace it to its
SECTION-D :This section presents the
source and produce further information
case study conducted at NTPC to find out
right down to the relevant raw data.
the PMIS used by the organisation for
implementation of thermal power projects.
NTPC Limited is the largest thermal
power generating company of India. It is a SECTION-E :This section provides the
public sector company which was evaluation technique used to ascertain the
incorporated in the year 1975 to accelerate
power development in the country as a

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quality of PMIS of NTPC and its impact Interdependence between information

on project success. technologies and project management has
reached its highest level since many years.
SECTION - A It is perceptible in the increased number of
2. Literature review project management packages and the
adoption of various management solutions
In project management literature, the such as Executive Support System (ESS),
definition of project has been discussed by Decision Support System (DSS),
numbers of literatures, for instance, PMI Knowledge Management System (KMS),
(2000)[12] define projects as a temporary Management Information System (MIS),
(definitive beginning and definitive end) Supply Chain Management (SCM),
endeavour undertaken to create a unique Business Intelligent Systems(BIS), virtual
(projects involve doing something that has reality (VR), and risk management (RM)
not been done before) product or service. tools (Akram Jalal Karim, 2011 [3]).
Dave Cleland and Lew Ireland(2004) [5] Meredith and Mantel(2006)[10] found that
describes a project as a combination of utilising information technology (IT) has
organisational resources pulled together to major impact in solving all difficulties,
create something that did not previously which may appear during project life cycle
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exist and that will provide a performance phases, by presenting a crucial computer
capability in the design and execution of application, project management software
organisational strategies. such as, which may help in decreasing the
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time and cost that are required to use

In project management, the decision precise clarifications for project planning,
making ability of project manager plays a scheduling, monitoring, and controlling.
very important role. Davenport and Harris Thus, retailers provided extra support for
(2007) [6] implies that there is research the key phases of the project life-cycle
evidence suggesting that better use of such as project risk management and
information can improve decision making. created knowledge management to
strengthen not only individual but the
Some authors described Project monitoring and controlling the whole
Management tool as software for project organisation (Ahlemann, 2008 [1] ).
management(Fox, Marry et al., 2003 [7]
), while others view them as systematic Essentially, the risk of Project
procedures or practices that project Management Information System (PMIS)
managers use for producing specific has been described as subsequent to the
project management deliverables(Akram attainment of project goals and the
Jalal Karim, 2011 [3] ).. Thus the core of a implementation of project strategies, it
PMIS is usually project management provides project managers with essential
software which involves wide alteration, information on the cost time performance
configuration or customization before it is parameters of a project and on the
applied. interrelationship of these parameters

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(Raymond L.,1987[13] ). speeding the handling of information. The

Ahlemann(2008)[1] presented an extensive system here refers more to a set of
research about requirements of PMIS in operational procedures for the collection of
data from a range of different sources, the
which he recommends the M-model as a
processing of that data to produce useful
support for the requirement description in information, and the application of that
different phases of project life-cycle. information to improve the project
outcomes. A more precise definition puts a
3. Research methodology system as a group of interacting,
The project management and management interrelated, or interdependent elements
information systems when clubbed forming a complex whole. This system is
formed by the different processes around
together, the combination gives birth to a
information dimensions required to
concept called project management monitor a project. The information
information system(PMIS). Through management process relates to the steps
literature review, the project management that a project needs to gather, store,
models generated and PMIS designed by analyze and report information, as well as
different researchers were noted and identify type, sources and uses of
presented in this paper. Next, the PMIS information. A system may not be
necessarily a computer based system but a
used by NTPC was collected from the
set of related processes that form a
report published by NTPC [4]. For whole[16] .
assessing the quality of the PMIS (used by
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NTPC) and its impact on project success, The project management information
the questionnaire survey was conducted at system (PMIS)should work as a reporting
the corporate office and different sites of mechanism and serves as a management
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NTPC; the data were collected based on tool for taking decision on analysing the
informations furnished to the project
different criteria laid down by researchers
management manager. A good PMIS
with respect to quality of PMIS and its needs to contain the following
impact on project success. The data were characteristics:
analysed mathematically to draw the
conclusion. a. The PMIS should incorporate both
quantitative and qualitative data and
SECTION - B feedback from the project management
team through every phase of the project.
4. Characteristics of project b. For project monitoring, the PMIS must
management information system provide with the necessary information
A system is an assembly of procedures, and feedback so that potential problems
processes, methods and techniques are identified and solutions are
united by some form of regulated implemented before the problems become
interaction to form an organisational constraints. The system is to be developed
whole. But often, the term information in such a way which is capable of
system gets mixed up with concepts of generating enough information to initiate a
information technology, and is understood corrective action.
to refer to a computer system. Computers 5. Information system architecture
certainly have a role in most project A conceptual information system
information systems, but they are merely architecture was developed by
one component of the system, a tool for

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Ahlemann(2009) [2] which is called M- planning, execution, and termination of

Model (figure 1). The M-Model is the projects. It describes the process of
outcome of an examination of existing enterprise-wise project management
research results and an analysis of project (project life-cycle) and explains the
management case studies. The M-Model management levels involved.
embraces all tasks related to the initiation,
Top Management
Portfolios
Strategy Definition
Portfolio Portfolio
Planning Controlling
Project
Office, Idea Project Project External
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Committees: Evaluation Preparation Controlling Project
Projects, Termination
Programs
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Project
Manager : Idea Detailed Project Internal
Projects Generation Planning Execution Project
Termination
Personnel and Financial Management
Processes
Data Structure
Figure1. The M-Model

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6. Information system success The basic function of a PMIS was to

provide managers with essential
Project management information systems information on the cost-time performance
(PMIS) are meant to provide managers parameters of a project and on the
with the decision-making support needed interrelationship of these parameters. The
in planning, organizing, and controlling nature and role of a PMIS within a project
projects. A successful PMIS should have management system, as presented in Fig.2,
satisfied users and effective use; it should have been characterized as fundamentally
facilitate project success in terms of subservient to the attainment of project
adhering to the project budget, schedule, goals and the implementation of project
and specifications. strategies[14].
PROJECT MANAGEMENT SYSTEM
Decisions
Project
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(Planning, Decision (Evaluating,

Organising, Reporting)
Control, System
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Monitoring (Project Manager)
Environmental/ Top-management/
Organisational data customer information
Project Management Information
System
Project Project Project

1 2 n
Project life cycle (Objective system)
Figure 2. The PMIS within the project management system

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The PMIS functions may be divided into based on the perceived contribution of the
five categories : PMIS with regard to three performance
criteria: respecting deadlines, respecting
The planning function tools aim at budgets, and respecting quality
preparing the overall project plan; they specifications.
include work breakdown structure,
resource estimation, overall schedule,
Gantt, PERT, and CPM. SECTION C
The monitoring function tools are used to 7. Project life-cycle

regularly assess project progress; they are Projects undergo a series of phases that
used for progress reports and curves, and
constitute the project life-cycle
to update operational reports such as
completed tasks, percent project (Ahlemann, 2009 [2]). At a high level of
completed, effective schedule, remaining abstraction, this life cycle can be divided
tasks and remaining days to complete. into following phases :
Initiation : In the initiation phase,
The controlling function tools are used to project ideas are generated,
make specific changes to the project; they collected, recorded, and examined
allow the project manager to fine-tune
forecasts, modify tasks, reassign resources (Idea Generation). Their feasibility,
to lower the costs, cancel tasks, and profitability, and strategic impact
modify the cost of resources. are analysed so that a final decision
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can be made regarding their
The evaluating function tools are targeted implementation (Idea evaluation).
towards project auditing; these tools allow This phase ends with a formal
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the identification of cost and schedule

go/no-go decision made by the
variations, and tracking the use of
resources. man-management team (Portfolio
Planning).
The reporting function tools give Planning : In this phase, the project
information on the most basic aspects of idea is translated into a project plan
the project; they include an overview of and the necessary resources
the project as well as reports on work-in-
(financial, human, and other
progress, budget overruns and task and
schedule slippages. resources) are provided (Project
Preparation). The project manager
For testing the information system success also refines the project plan
model, Raymond L, Bergeron F (2008) (Detailed Planning).
[14] measured the quality of the PMIS Execution : In this phase, the
with eight items: accessibility, response project idea is realised through the
time, flexibility, ease of use, querying
resources assigned to the project
ease, learning ease, systems integration
and multi-project capability ;they (Project Execution). Information
measured the quality of information with regarding the project execution is
six items: availability, relevance, collected and analysed for
reliability, precision, comprehensiveness, controlling purposes (Project
and security. Shenhar AJ, Levy O, Dvir D Controlling). Information is then
(1997) [15] stated that the impacts of the
aggregated to obtain an overall
PMIS on project success may be found out

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view of the project situation development process of power plant.

(Portfolio Controlling). While making a case study on the
Termination : In the termination management of the development of a
phase, the project results are large-scale power plant, Ling YT and Lau
submitted to the project sponsor BSY (2002) [9] reported that the
(Internal Project Termination).In development process of the project is
addition, the enterprise closes the divided into four stages : conception and
project and endeavours to learn feasibility studies; project planning;
from the experiences (External bidding and contracting; and project
Project Termination). implementation (Table 1). For each phase,
8. Development process of power plant a specific task team is formed to carry out
project the required activities.
In order to develop a PMIS, it is required

to have complete knowledge of
Table 1. Project development process
Phases Activities Task team

Conception and feasibility 1. Define the need for Project development
studies the development committee comprising :
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2. Evaluate plant (a) Client Management
capacity Group and Project
3. Analyse technology Group
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4. Evaluate site(s) (b) Project Manager

5. Environment impact
assessment
6. Obtain permits and
regulatory approvals
7. Prioritise project
objectives
8. Analyse project tasks
9. Prepare conceptual
scopes and estimates
10. Prepare preliminary
design options
11. Define project
implementation
approach
12. Establish project
control approaches
Project planning 1. Plan and develop (a) Project development
project requirements committee
2. Process requirements (b) Clients O&M Group
and prepare design provides inputs on
brief specific requirements
3. Prepare conceptual
design and

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specification
4. Prepare bid
documents and RFP
5. Establish pre-
qualification
evaluation criteria
Bidding and contracting 1. Conduct pre- Contract committee
qualification exercise comprising :
2. Shortlist pre-qualified (a) Project development
contractors for tender committee
3. Contractors submit (b) Legal and other
bids and proposals advisors
4. Evaluate bids
5. Negotiate contracts
6. Appoint contractors
Project implementation 1. Administer contract Project Management Team
2. Contractors develop comprising of :
detailed design (a) Clients Project
3. Review design and Group
give approvals (b) Project Manager
4. Approve sub-vendors
and sub-contractors
5. Contractors proceed
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with construction and
commissioning
6. Control quality on
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site
7. Commissioning
8. Training operators
The contractual relationship of the project also participated in the commissioning of

participants is illustrated in figure 3. The the facilities.
clients organisation of the project under
study was divided into several The Management appointed a Project
departments, and three entities were Management Consultant(PMC) to be its
directly involved in the development of the project manager. The roles of the PMC
new power plant; Management, Project included performing feasibility studies,
Group and Operation and Maintenance preparing the clients requirements, basic
(O&M) Group. The Management was the design and request for proposal (RFP),
project sponsor, which provided project formulating contract strategy, obtaining
funding and made the relevant strategic and evaluating proposals, and advising the
decisions. The Project Group and the clients on the appointment of contractors.
O&M Group provided specific inputs and The PMC also reviewed designs and
comments to the design. The O& M Group undertook the coordination of different

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Client
Management
Project Group O&M Group
Project Manager
Sub-Consultant
(Technical support)
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Contractor Contractor Contractor Contractor

(K1) (K2) (K3) (KN)
Sub-vendors
Similar for other
contractors
Sub-
contractors
Figure 3. Contractual relationships of project participants
contractors. It was responsible for project planning, co-ordinating and

monitoring progress, budget and quality of controlling the contractors.
the works. It was also responsible for

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sector. In this process, it has built a strong

SECTION - D portfolio of coal and gas/liquid fuel based
generation capacities. The company has
9. An overview of NTPC made initial forays in the area of
hydropower development and plans to
NTPC Limited is the largest thermal have a significant share of hydro power in
power generating company of India. It is a its future generation portfolio. Although
NTPC is also offering technical services,
public sector company which was
both in domestic and international markets,
incorporated in the year 1975 to accelerate through its Consultancy Wing, the
power development in the country as a generation business would continue to be
wholly owned company of the the single largest revenue generator for
Government of India. NTPC's core NTPC.
business is engineering, construction and
operation of power generating plants and Recognizing its excellent performance and
vast potential, Government of the India
also providing consultancy to power
identified NTPC as one of the jewels of
utilities in India and abroad. NTPC has set Public Sector Navratnas- a potential
new benchmarks for the power industry both global giant. Inspired by its glorious past
in the area of power plant construction and and vibrant present, NTPC is well on its
operations. way to realize its vision of being A world
class integrated power major, powering
Present installed capacity of NTPC is Indias growth, with increasing global
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41,184 MW (including 5,364 MW through presence[18],[17]).
JVs) comprising of 23 NTPC Stations (16
Coal based stations, 7 combined cycle
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10. PMIS followed by NTPC

gas/liquid fuel based stations), 7 Joint The PMIS followed by NTPC during life-
Venture stations (6 coal based and one gas cycle of the project is reported below[4] :
based) and 2 renewable energy projects.
(i) Conception and feasibility
By 2017, the power generation portfolio is studies
expected to have a diversified fuel mix The feasibility study of the projects are
done by the PMC engaged by NTPC. The
with coal-based capacity of around 27,535
PMC submit their report to the
MW, 3,955 MW through gas, 1,328 MW Management which is put up for
through hydro generation, about 1,400 discussion by the project committee. The
MW from nuclear sources and around project proposal as discussed and agreed
1,000 MW from Renewable Energy by the project committee is submitted to
Sources (RES). NTPC has adopted a the Board of Directors for their approval.
multi-pronged growth strategy which The project proposal duly approved by
Board of Directors is submitted to the
includes capacity addition through green Ministry of Power for Government
field projects, expansion of existing approval. Once the project is cleared by
stations, joint ventures, subsidiaries and the Ministry of Power, Government of
takeover of stations. . India, the project moves to the next phase
of the project life-cycle.
Over the last three decades, NTPC has
spearheaded development of thermal
power generation in the Indian power

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(ii) Project planning and to achieve the end target. However, lot of
implementation conflicting activities were observed when
Once a project is approved after all the it was considered in isolation. Thus the
statutory, financial and other integrated project management and control
appraisals, it enters the realm of system has been developed for project
detailed planning where the work planning, scheduling, monitoring and
breakdown structure is developed, control using PERT/CPM network as the
responsibilities for different tasks are basic management tool.
decided upon, a timetable for doing
various jobs is prepared, the resource
requirements of men, machines, The system evolved keep in view all the
materials, and money are determined requirements of effective working, flow of
and suitable provisioning for the key information, feedback communication, and
resources is done so that organisation structure. It enables the
implementation could be carried out. involvement of all concerned in the
Project planning is the active phase of development of an agreed project
project management in which the programme, while at the same time
project manager and his team have an allowing total independence to each
opportunity to contribute their functional centre to schedule and control
experience and learning in the its own activities in greater details within
development of a realistic project plan. the overall plan called the Master Network
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A large number of networking Schedule (MNS) or schedule at Level-

techniques, analysis, simulations and 1,consisting of about 600 activities, which
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analytical models can provide very identifies the milestone dates for each
suitable clues to some of the typical package in the areas of engineering,
problems that a project manager may procurement, manufacturing, despatch,
be facing at this stage. The major construction, erection, testing and
phases of the project planning and commissioning, starting from the ordering
implementation can be classified as of the main plant equipment as the zero
under : date. The major control centres which have
been identified pertain to :
Design and engineering
phase, Engineering management,
Tendering and award phase, Bidding and contracts
Inspection and expediting management
phase, Site construction and
Manufacturing and erection of equipments and
despatch phase, structures
Construction phase, and
Even though the system permits total
Commissioning phase independence to each control centre for
NTPC developed system manual for each scheduling its respective activities, tying
phase furnishing the detailed procedures to up the scheduling of interface events so as
be adopted so that the best effort is made to adhere to the end goal set by central
planning group located at corporate centre.

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10.1 Engineering Management The engineering services plans and

schedules the project engineering activities
For all NTPC projects, the basic within the time frame specified for the
engineering studies are identified as soon engineering milestones in the finalised
as feasibility report is submitted and all master network schedule(MNS). The
major technical parameters of the project engineering programme at level-2 shows
are finalised and documented as part of the the dates of data availability, tender
detailed project report (DPR) along with drawing release, specification release, bid
the detailed estimate of cost and quantities. evaluation and construction drawing
The project management consultants release etc. The schedule drawn up by each
(PMC) for the project are appointed well engineering discipline takes into
in time to take care of basic design, consideration the assistance from external
systems and equipment specifications, engineering consultants that can be
detailed design and drawings, scrutiny of advantageously supplemented to the
construction drawings, field supervision, internal resources depending on the
testing and commissioning. complexity of an equipment system, the
Coordinated procedures between the need for inducting latest available
consultants, in-house engineering centre, technology, the large quantum of fairly
project sites and various other agencies are simple engineering work etc. The
well documented indicating the formats in engineering manpower resources are
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which informations are to be exchanged allocated depending upon the priorities in
among them. the schedule of each engineering
discipline. The IPMS of Engineering
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Services of NTPC is given in figure 4.
10.2 Engineering Planning
10.3 Engineering review, monitoring control centres, the corrective action to

and control rectify the situation by either reallocating
priorities of internal resources, or by
Departmental reviews are conducted by seeking the assistance of external
the head of respective engineering engineering agencies is resorted to.
disciplines. Work performed is compared
with the detailed schedules and corrective 10.4 Contracts planning
actions within the scope of the
departmental head are indicated and the The entire project work is broken into well
plans are updated. The engineering status defined contract packages. All contracts
appraisals from the head of different having long equipment delivery periods or
engineering disciplines are then reviewed requiring intense engineering coordination
by General Manager (Engineering) to and specialised engineering and
check the release of specifications and procurement knowledge are handled from
drawings of various areas against the target corporate centre. For all the contracts
level-2 programme dates. If any delay is identified by the Contract group,
expected to affect the schedule of other planning and control starts from the

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Finalised
MNW Allocate LEGEND : **
Engg. resources
Network L2 & schedule ** Activity ++
++Performed by
DGM(P&E) GM(E ) : General manager(Engineering)
CE(D) DGM(P&E) DGM(P&E) : Deputy General Manager
(Planning &Engg.)
CE(D)
L2 : Level 2 CE(D) :Chief Engg. Design
L3 : Level 3
Detailed Engineering
Reallocate work plan
Engg. network
L2
Respective
Respective
Engg.Deptt.
Engg. Deptt.
Heads
Heads
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Engg. status
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Work plans L3
Resource
Departmental reviews
Availability
General Respective Engg. department heads

Manager (E)
Decision
Departmental
Engg.review
Progress report
GM(E)
Engg. monthly progress report
Figure 4. PMIS Engineering services

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pre-award contract planning stage i.e. from manufacturing and quality status.
the preparation of specifications up to the Specified reports at regular intervals are
stage the equipments/materials are submitted indicating the areas of schedule
delivered to the respective sites by the variance, if any, their likely impact on
contractors. delivery status and any recommendation
given to the contractor and/ or
Based on the key event dates in the master suggestions for implementation. The
network schedule (MNS), detailed plan for inspection report, apart from the inspection
pre-award activities up to award of every status, also indicates deviations, if any,
contract is finalised and monitored from the quality plans. The expeditors are
vigorously. At the time of each contract conversant with production planning and
award, detailed manufacturing/field project engineering as well as
activities schedule are tied up with the manufacturing techniques. The expeditors
contract for subsequent monitoring and ensure that the delivery of components and
control purpose; the networks so finalised equipments are in the sequence of erection
become the level-2 network for controlling required at site.
the respective packages.
The inspection reports are analysed and
10.5 Contracts monitoring and control schedule variances are reviewed for
Contracts coordinators of each package decision on the course of action to be taken
to achieve the overall project
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monitor the progress for each work
package against the schedules drawn up. commissioning schedule.
Such evaluation indicates the cause of
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10.7 Quality assurance

delay, if any, in meeting the schedule and
suggest actions to be taken for rectifying An independent quality assurance group
this delay. Monthly progress reports on for ensuring the quality during the project
identified reporting heads reflect the engineering, procurement and
corrective action taken in areas of delay. manufacturing has been organised in the
The IPMS of contracts services is given in corporate office. Before the award of any
figure 5. contract the Quality Assurance department
discusses with the prospective contractors
10.6 Inspection and expediting and finalises the mutually acceptable
To expedite supplies from the vendors, inspection programme and detailed quality
expeditors are posted at work of major plans. In the post contract stage, the
equipment suppliers or visits arranged inspection reports generated by the
periodically from corporation centre or inspectors are reviewed to evaluate the
regional office to ensure that the work quality status with respect to the specified
progresses as per schedule and contract levels and necessary coordination of all
agreement. The manufacturing programme actions necessary to ensure the
and the quality plans finalised at the time achievement of the required
of contract award are utilised by the
expeditors/inspectors for monitoring the

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Finalised MNW
Contracts L2 Allocate Awarding Inspection &

Network resource & contracts Expediting
(Pre-award) schedule
Inspection
DGM(CS) DGM(CS) Manager(CS) Engineers
Quality
surveillance
Manufacturing report
status
Reallocate Quality
Manufacturing Assurance
programme
Contract Quality
schedule Assurance
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Deptt. Head
Contract Materials
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status despatch clearance
Monitoring
Resource Monitoring (Post-award)
availability (Pre-award)
Contracts
Planning Head(Inspection
DGM(CS) Engineer & Expediting)
Decision Inspection status
LEGEND :
Contracts review **
++
DGM : Dy. General Manager
CS : Contracts services Executive Director ** Activity
(Commercial & Contracts
L2 : Level 2 ++Performed by
Management)
Figure 5. PMIS Contracts services Contracts monthly progress report

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quality levels is taken by the department. interact with corporate engineering group
The quality plans after discussion and to get the required drawings in the
finalisation form part of the contract sequence in which they are required for
document. continuous work for the next six months.
There is a close interaction among Major problems to be sorted out for

engineering, contract services, inspection, smooth execution of work at site are
expediting and quality assurance groups identified and mentioned below.
and the project site in arriving at the
quality plan and manufacturing and Sufficient drawings are made
delivering programme. available in time
Sufficient resources are mobilised
To ensure that only technically competent by the contractor
parties are awarded the contract, including Sufficient work fronts are made
those for major civil works, a system of available to contractors for
pre-qualification of contractors based on uninterrupted progress of work at
their technical competence, financial site
capabilities, past performance has been Sufficient materials are brought by
adopted by NTPC. The selection of the suppliers in sequence
qualified contractors assures the timely
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execution of projects as per construction The IPMS at site is presented in figure 6 .
schedules and attaining desired quality.
10.81 Monthly execution programme
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10.8 Construction management

As per the system developed, Planning
Site activities start once the contract Engineer at site, in consultation with
packages are awarded. As per previous Engineer-in-Charge and contractor,
record, around 57 major packages are convene a monthly review meeting .
identified for setting up of 3 x 200 MW Planning month starts on 26th of every
units Power plants. As earlier mentioned, month and ends on 25th of next month.
based on the Master Network Schedule Level-1 and level-2 network finalised at
(Level-1 network) during the award, level- corporate centre by contract group
2 network is finalised, keeping in view the indicates the monthly progress to be
interface events needed to be achieved for each activity. During the
accomplished. Execution group at site monthly meeting, around third week of
starts interacting with the each month, a three monthly execution
contractors/vendors soon after the receipt programme is prepared. First month
of the letter of award to establish the site programme is normally firm according to
office. Based on the level-2 network, site the availability of drawing, material,
planning and site engineering groups manpower resources and site front
clearance.

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Finalised MNW Quality agreement with contractor

Site Contracts Field Quality Materials
L2 Schedule for Procure/Store
Assurance Plan Indent
Site execution
Site Head CCM/CEM

Site Planning CCM
CCM (Quality Control)
D
e Construction Execution Erection Execution
c L3 Network L3 Network
i
s CCM CEM
i
o
n L2 Construction Quality report L2 Erection schedule
Schedule L3
o L3 Updating Up dating
n
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Weekly Weekly
c Construction Erection
r Progress Progress
i Review Review
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t
i CCM CEM
c
a
l
Materials report
a
c Evaluation of construction
t progress with respect to L2 Evaluation of erection with
i schedule respect to L2 schedule
v
i Site Planning Site Planning
t
i
Construction progress Erection progress
e
s
Site review
General Manager(Site)
CEM : Chief Erection Manager

CCM : Chief Construction Manager Site Progress Report
L2 : Level 2
L3 : Level 3
Figure 6. PMIS - Project

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The programme for subsequent two implementation in relation to the agreed

months becomes tentative for initiating plans and the agreed provision of services
action for ensuring availability of required to project beneficiaries. As such project
monitoring provides valuable information
materials, equipments, and erection fronts
to managers and other project stakeholders
to meet the schedule. One of the major on the progress of the project and
reasons for delay of a project as identifies potential successes or problems
experienced by NTPC is non-completion to facilitate timely adjustments to project
of civil work in time. NTPC keeps very operations.
frequent check on following to avoid such
situation : Usually, the project managers do not have
immediate access to accurate information
a. Required materials and manpower on many aspects of the project. It is not
are made available in time by the always easy to find out what is going
civil contractor, and on? Records are frequently incomplete,
b. The required drawings and site in error or somewhere else when needed.
fronts are made available by It is important to ensure that all parties
project site authority so that the set interested in the project have available, on
targets are met without any a timely basis, the right type of
difficulty. information needed to exercise effective
and efficient control over the project [15].
Thus, the starting point for construction
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management at site is to prepare level-3 Hence the need to create an information
network for each major package. system that gives project manager and
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executives/ decision makers wherever

10.9 Project monitoring
they be, the right information they need so
Monitoring is the process of routinely as to make well informed, timely decision
collecting, storing, analysing and reporting that will keep project performance as close
project information used to make decisions as possible to project plan. First step in
for project management. Monitoring setting up any monitoring system is to
provides project management and project
identify the key factors to be controlled.
stakeholders the information needed to
evaluate the progress of the project, Obviously the project manager wants to
identify trends, patterns or deviations, keep monitor performance, time and cost.
project schedule and measure progress Hence it is important to have or refer to a
towards the expected goals. Monitoring project action plan that describes what is
information allows decisions regarding the being done, when and the planned level or
use of project resources (human, material resource usage for each task/work
and financial) to enhance its effectiveness.
When the right information is available at package/work unit in the project.
the right time and to the right people it can
10.91 Project monitoring system at site
support decisions, like changes in the
implementation strategies, that can help The monitoring and control at project site
the project reduce costs and increase its
of NTPC is carried out in six ways as out
outputs. Project monitoring is the
continuous assessment of project lined below :

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1.Site inspection - Fortnightly : 3.Fortnightly progress review meeting :

rd
Every Ist and 3 Monday of each month Every 2nd& 4th Friday of each month
4.Project review team monthly meeting :
2.Weekly progress review : One fixed 3rd& 4th week of each month
day of every week
An overview of project monitoring system the problems related to payment of bills,

is given in figure 7. labour act, steel, cement, and other general
material requirements are raised by the
10.92Site inspection execution group.
The main purpose of this site inspection is
to interact between various agencies at the 10.93 Project review team meeting
work site to visualise the problem faced by
each one due to number of activities going During the third week/fourth week of
on simultaneously. By identifying the every month, this meeting is conducted.
priorities, the General Manager at site This is chaired by the project head and
takes a decision so that the target fixed a participated by different departments of
week back is not hampered. During this corporate centre and site. Depending upon
site inspection, the progress for the first the requirement, this meeting is conducted
week after the monthly execution twice consecutively at site and the third
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programme is reviewed and shortfall, if meeting is held at corporate centre. Major
any, are assessed and a decision is taken problems such as non-availability of
accordingly. Mostly, problems related to desired drawings, clarification on
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the facilities of workforce are discussed to documents from various disciplines of

improve upon wherever the problems are corporate engineering group, non-receipt
expected to arise. Thus, the management of required materials from various
takes advance steps so that unwanted vendors, reasons for the
stoppages of work at site is eliminated and same, remedial measures initiated, how
a peaceful atmosphere is created which in much delays will affect the project
turn helps achieving targets. One of the progress and delay in awards are
major reasons attributed for non- discussed.
compliances of schedules, is the labour Inter-departmental problems among
unrest and union strike. engineering and contractor group, contract
group and lnspection group, inspection
Very important point to be noted is that in group and engineering group, engineering
all these meetings as stated above, are group and site, contracts group and site are
attended by representatives from also reviewed and a suitable decision is
personnel, finance and materials taken to expedite the release of drawings,
departments, other than various materials and such other requirements.
engineering disciplines. This enables the
management to take spot decision instead
of referring to various departments. Once

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LEGEND :
Monitoring tool :
PROJECT
Corporate Planning,
Involvement : Contracts and Engineering
Contract Packages
Output :
MNW/Level 1
Corporate Planning
Network
Level 2 Network
Corporate Planning and

Procurements and Project Site
Level 3 Network
Manufacturing
Programmes
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Project site and Corporate Monitoring Project Site and

Contractors
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Project Report
Decision/Actions
And Management
Project site
summary of corporate
Monthly
Progress Report
1.Corporate
2.Contractors
3.Different departments
at project site Critical area identification
1.Site Contracts
Site management
Department
summary
2.Site Inspection
Department
Figure 7.Project monitoring system
Pre-award status is also discussed covering faced due to the delay, if any, so that a
the remedial measures needed and proper tie up with the vendor before award
identifying the types of problems to be of contract can be taken up.

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Budget review is also made during this project sites of NTPC. The feedback from
meeting and shortfall, if any, is identified 42 survey participants from both corporate
and responsibility centre is fixed to get the and project site at different level and
different functional area were collected
commitment.
and analysed in the following way.
10.94 Monthly progress report The quality of the PMIS was measured
with eight items: accessibility, response
As per the system, a monthly progress time, flexibility, ease of use, querying
report is generated from site indicating the ease, learning ease, systems integration
quantitative progress and physical progress and multi-project capability. Each of the
items was measured on a five-point scale (
achieved, shortfalls, reason for shortfalls,
Very high quality : 5, High quality : 4,
measures taken to overcome the shortfall, Moderately high quality : 3, Less than
further help needed, if any, from top level, moderate quality : 2, and Low quality : 1).
various achievements and targets and plans The result of the questionnaire survey is
for the next month. furnished in Table 2.Under ideal condition,
maximum point to be earned against each
Very important point to be noted is the characteristic is 220 [5(maximum point as
per likert scale chosen) x 44(Number of
column items requiring prompt attention
survey participants)]. For total 8
through which site expresses its difficulties characteristics, maximum points to be
for the management at corporate centre in earned is 1760 (220 x 8). Total points
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achieving the proposed plan for the next gained as per questionnaire survey result is
and the help needed in overcoming the 1408.Therefore, the quality of PMIS is
problem. 80% effective as per the users feedback.
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The quality of information was measured

In this manner, monitoring and controlling with six items: availability, relevance,
of the project from the site is being done to reliability, precision, comprehensiveness,
identify and ascertain problems, which and security. Each of these items was
requires a timely solution from various measured on a five-point scale (Very high
control centres. The gravity of problems, quality : 5, High quality : 4, Moderately
their impact on project completion are high quality :3, Less than moderate quality
:2, and Low quality :1). The result of this
identified well in advance so that
evaluation has been presented in Table
management is able to tackle since 3.Under ideal condition, maximum point
sufficient time is available. Problems are to be earned against each characteristic is
escalated through various forums to take 220 [5(maximum point as per likert scale
timely corrective action. chosen) x 44(Number of survey
participants)]. For total 6 characteristics,
maximum points to be earned is 1320 (220
x 6). Total points gained as per
SEACTION E questionnaire survey result is 1182.
Therefore, the quality of information is
11. Evaluation of quality of PMIS and 89.54% effective as per the users
its impact on project success feedback.
For evaluation of quality of PMIS of The impacts of the PMIS on project

NTPC, a survey was conducted at different success was based on the perceived

ISSN: 2278-0181
contribution of the PMIS with regard to against each characteristic is 220

three performance criteria : respecting [5(maximum point as per likert scale
deadlines, respecting budgets, and chosen) x 44(Number of survey
respecting quality specifications [13], participants)]. For total 3 criterias,
using a five-point scale varying from 1 maximum points to be earned is 660 (220
(null contribution : 1, moderate x 3). Total points gained as per
contribution : 2, average contribution : 3, questionnaire survey result is 618.
high contribution : 4, very high Therefore, the contribution of PMIS on
contribution : 5). The result of evaluation project success is 93.83% effective as per
has been presented in Table 4.Under ideal the users feedback.
condition, maximum point to be earned
Table 2. Evaluation of quality of PMIS
Criteria Very high High Moderately Less than Low Total

for quality quality high moderate quality(1) Points
measuring (5) (4) quality(3) quality(2) = (No. of
quality Respondents)
of PMIS x (point as
per scale)
Accessibility 10 34 - - - 151
Response 17 27 - - - 193
time
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Flexibility - 34 10 - - 166
Ease of use 29 15 - - - 205
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Querying - 32 9 3 - 161
ease
Learning 26 16 - - - 194
ease
System - 26 12 6 - 152
integration
Multi- 12 30 2 - - 186
project
capacity
Total points : 1408
Note : Figure under each column (column No.2-6) indicates number of respondents opted
against criteria mentioned in each raw.

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Table 3. Evaluation of quality of information

Criteria Very High Moderately Less than Low Total
for measuring high quality high moderate quality(1) Points
quality quality (4) quality(3) quality(2) = (No. of
of information (5) Respondents)
x (point as
per scale)
Availability 20 24 - - - 196
Relevance 30 14 - - - 206
Reliability 28 16 - - - 204
Precision 24 18 2 - - 198
Comprehensiveness 12 26 6 - - 182
Security 20 24 - - - 196
Total : 1182
Table 4.Evaluation of contribution of PMIS on project success

Criteria Very High Moderately Less than Null Total
for measuring high contri- high moderate contri- Points
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contribution of contribution contri- contri- bution = (No. of
PMIS on project bution (4) bution bution (1) Respondents)
success (5) (3) (2) x (point as
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per scale)
Contributed to meet 30 14 - - - 206
project deadlines
the budget
quality
specification
Total : 618
12. Conclusion conducted in NTPC to find out how the

organisation manages their projects, to
This research paper identified and what extent the project management
considered the project management models system used by NTPC conforms to the
and project management information project management model developed by
systems developed by researchers. To researcher and what type of project
verify how these theoretical concept fit management information system is used
into the real life situation, the study was

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by NTPC for monitoring and

implementing their projects. [4] Brief on construction, its management
and monitoring system at Farakka Super
Based on researchers recommendation, Thermal Power Project, November, 1986,
the criteria for assessing the quality of the published by NTPC.
PMIS followed by NTPC was done and
the study reveals that the employees of [5] Cleland, D.I., & Ireland, L.R.(2004).
NTPC strongly feel that their PMIS is very Project Management Strategic Design and
effective and successful for Implementation, 4th Edition, McGrow-Hill,
implementation of projects. New York, NY.
On a methodological level, the present
study has demonstrated use of statistical [6] Davenport, T.H. and Harris,
survey for collection and processing of J.G.(2007). Competing on analytics : The
data both from corporate office and new science of wining. Harvard Business
different project sites for obtaining mass School Press, Boston, MA.
feed back from all functional areas.
The outcome of this research paper is [7] Fox, J. and Murray, C. (2003).
determination of unique project management Conducting research using web-based
information system which can be useful questionnaires : Practical, methodological,
benchmark for any organisation for project and ethical considerations. International
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implementation purpose. Journal of Social Research Methodology,

6(2), pp 167-180.
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References : [8] Frederik Ahlemann (2009). Towards a

conceptual reference model for project
[1] Ahlemann F. (2008). Project management information system.
management software systems International Journal of Project
requirements, selection, processes and Management, 27, pp19 30.
products, 5th Edition, Wurzburg : BARC.
[9] Ling YY, Lau BSY (2002). A case
study on the management of the
[2] Ahlemann F. (2009). Towards a development of a large-scale power plant
conceptual reference model for project project in East Asia based on design-build
management information arrangement. International Journal of
systems.International Journal of Project Project Management, 20, pp 413-423.
Management, 27, pp19-30.
[10] Meredith, J.R., & Mantel, S.J.(2006).
[3] Akram Jalal Karim (2011). Project Project management : A managerial
management information systems(PMIS) approach, 6th Edition, New York : Wiley.
factors : An empirical study of their impact
on project management decision making [11] Murdick R.G. and Ross J.E.
(1982).Information systems for modern
(PMDM) performance. Research Journal
management, Prentice Hall of India Pvt.
of Economics, Business and ICT, Vol.2, Ltd., New Delhi.
2011, pp 22 27.

ISSN: 2278-0181
[12] PMI (2000). A guide to the project success. International Journal of Project
management body of knowledge, 4th Management, 26, pp 213220
Edition, Newton Square, PA : Project
Management Institute. [15] Shenhar AJ, Levy O, Dvir D (1997).
Mapping the dimensions of project
success. Project Management Journal,
[13]Raymond L. (1987). Information 28(2) pp 513.
systems design for project management : A
data modelling approach. Project [16] www.careclimatechange.org.accessed
Management Journal, 18(4), pp 94-99. on 12.05.2013.
[14] Raymond L, Bergeron F [17]

(2008).Project management information www.en.wikipedia.org/wiki/NTPC_Limite
d accessed on 24.04.2013
systems : An empirical study of their
[18] www.ntpc.co.in accessed on
impact on project managers and project
24.04.2013
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International Journal of Engineering Research & Technology (IJERT)

Project Management Information Systems for Construction of Thermal

In construction management, it is imperative to have an unique project management

Key words :Information, system, project, management

1. Introduction different phases : Pre-project activities,

IJERTV3IS030286 www.ijert.org 2352

The project management must be backed wholly owned company of the

important to have approximate information SECTION-A: This section gives the

IJERTV3IS030286 www.ijert.org 2353

quality of PMIS of NTPC and its impact Interdependence between information

time and cost that are required to use

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(Raymond L.,1987[13] ). speeding the handling of information. The

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Ahlemann(2009) [2] which is called M- planning, execution, and termination of

Personnel and Financial Management

Figure1. The M-Model

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6. Information system success The basic function of a PMIS was to

PROJECT MANAGEMENT SYSTEM

(Planning, Decision (Evaluating,

Monitoring (Project Manager)

Project Project Project

Project life cycle (Objective system)

Figure 2. The PMIS within the project management system

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The monitoring function tools are used to 7. Project life-cycle

the identification of cost and schedule

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view of the project situation development process of power plant.

In order to develop a PMIS, it is required

Table 1. Project development process

Phases Activities Task team

4. Evaluate site(s) (b) Project Manager

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The contractual relationship of the project also participated in the commissioning of

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Project Group O&M Group

Contractor Contractor Contractor Contractor

Figure 3. Contractual relationships of project participants

contractors. It was responsible for project planning, co-ordinating and

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sector. In this process, it has built a strong

10. PMIS followed by NTPC

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A large number of networking Schedule (MNS) or schedule at Level-

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10.1 Engineering Management The engineering services plans and

Services of NTPC is given in figure 4.

10.2 Engineering Planning

10.3 Engineering review, monitoring control centres, the corrective action to

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General Respective Engg. department heads

Engg. monthly progress report

Figure 4. PMIS Engineering services

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10.7 Quality assurance

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Contracts L2 Allocate Awarding Inspection &

status despatch clearance

Decision Inspection status

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There is a close interaction among Major problems to be sorted out for