PROJECT KEY PERFORMANCE INDICATORS (KPI)

Division: EPC BU: Power

As of : April-18
Target EPGL BWEL INDUS

Category
Sr. No Description Unit of Measure Remarks
2018 FTM PTD FTM PTD FTM PTD

GENERAL
1.01 Client satisfaction - no. of major issues No. <=10 - - - - - -

2.01 Overall actual vs planned Ratio >=1.0 0.62 0.93 NA NA NA NA Based on revised Plan

2.02 Engineering actual vs planned. Ratio >=1.0 0.70 0.94 NA NA NA NA

PROGRESS
2.03 Procurement actual vs planned. Ratio >=1.0 0.63 0.95 NA NA NA NA

2.04 Construction actual vs planned. Ratio >=1.0 0.52 0.89 NA NA NA NA

2.05 Commissioning actual vs planned. Ratio >=1.0 0.00 0.00 NA NA NA NA

2.06 Schedule performance index -SPI.(earned value vs planned value) Ratio 1.00 0.62 0.93 NA NA NA NA

EPGL: FTM KPI is below zero because actual

3.01 Revenue - budgeted (applicable budget) vs actual. Ratio 1.0 -0.35 0.49 NA NA NA NA revenue is negative in April-2018 due to
reversal of Sponsorship fee
FINANCIALS

3.02 CAC (cost at completion)-Budgeted vs actual Ratio <=1.0 1.00 1.00 NA NA NA NA

3.03 PAT budget vs actual Ratio >=1.0 NA NA NA NA NA NA

3.04 Cost performance index -CPI.(earned value vs actual cost) Ratio 1.00 NA NA NA NA NA NA
ORGANIZ-
ATION

Vacant Slots of *Key Critical positions in Organization Chart as per

4.01 Numbers 0 2 2 NA NA NA NA
deployment plan.

5.01 Utilization - consumed man-hours vs available(budgeted) man-hrs %age 0.83 0.94 0.99 NA NA NA NA ut=consumed mnhrs x100/available mnhr
ENGINEERING

Productivity - budgeted man-hours vs consumed man-hours (for the given productivity=budgeted mnhrs x progress/
5.02 Ratio 0.95 1.71 0.97 NA NA NA NA
planned progress) consumed mnhrs x 100

5.03 Cost savings by design improvement (EPC project) %age >5% NA NA NA NA NA NA Reference cost will be the Rev 0 budget

EPGL: FTM KPI is zero because PO's of all

6.01 LLI PO issuance Planned vs Actual Ratio >=1.0 0.0 1.0 NA NA NA NA LLI's already issued.
PROCUREMENT

6.02 Total PO issuance Planned vs Actual Ratio >=1.0 0.50 0.80 NA NA NA NA Based on revised Plan

6.03 Equipment delivery at site Planned vs Actual Ratio >=1.0 0.0 0.0 NA NA NA NA Partial shipments of Boiler not considered.

6.04 Procurement actual costs within budget %age 100% 100 100 NA NA NA NA

Construction - internal sub-contracting -

CONSTRUCTION

7.01 Ratio >=1.0 0.65 0.94 NA NA NA NA

budgeted vs actual cost
Construction - external sub-contracting -
7.02 Ratio >=1.0 NA NA NA NA NA NA
budgeted vs actual cost
7.03 Test packs completed vs total planned ratio >=1.0 0.0 0.0 NA NA NA NA
COMMISSION

8.01 No. of systems commissioned - (planned vs actual) Ratio >=1.0 0.0 0.0 NA NA NA NA
-ING

8.02 Vendor dossiers- submitted vs total ratio =1 0.0 0.0 NA NA NA NA

* Critical positions as identified

*Project timelines are to be derived from the approved baseline plan.