PROJECT MANAGEMENT ASSIGNMENT

Patna, Bihar

CHANDRAGUPT INSTITUTE OF
MANAGEMENT PATNA

Date of submission- 7th FEBRURY 2021

SUBMITTED BY:
SHILPA KUMARI 120101
SHILPI 120102
SHIVADHATRI 120103
SHIVAM PRIYA 120104
SHILPA KUMARI (A) 120045

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S.N TOPIC PAGE NO.
O
1 INTRODUCTION 3-4

2 PROJECT LIFE CYCLE 4-5

3 WORK BREAKDOWN STRUCTURE 6

4 BUDGETING 7

5 MONITORING AND EVALUATION 8-9

6 RISL MANAGEMENT 10

7 RECOMMENDATIONS 11

Introduction

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Many emerging economies have an excellent solar resource, and have adopted
policies to encourage the development of the solar industry to realize the benefits
that expanded use of PV technology can have on their economies and on
improving energy security, as well as on the local and global environmental. This
presents a major incentive in rapidly-growing, emerging markets with a high
unmet demand and urgent need for power. Assuming that PV technology prices
continue to fall relative to competing sources of electricity, the market penetration
rate of utility-scale solar power projects can be expected to continue growing
rapidly, including in emerging markets. . As of May 2015, IFC has made over 350
investments in power in more than 65 countries. IFC has invested in more than 55
solar projects, representing about 1,400 MW of capacity, with key transactions in
Thailand, the Philippines, India, China, Jordan, Mexico, South Africa, Honduras,
and Chile. The objective of the project implementation process is to complete the
project on schedule and within the allocated budget, with a PV power plant that
operates efficiently and reliably, and generates the expected volumes of energy and
revenue. In order to achieve this objective, a number of key activities need to be
completed successfully.
Developing a PV project is a process involving many stages and requires a
multidisciplinary team of experts. The project developer starts by identifying a
power market that offers adequate risk-reward opportunities, then identifies a
promising site and secures the land-use rights for this site, carries out two separate
rounds of technical-financial assessments (prefeasibility study and feasibility
study), obtains all required permits and licenses, secures power purchase and
interconnection agreements, arranges financing, and selects a team to design and
construct the project (often an EPC contractor), supervises plant construction, and
carries out testing and start-up. As the project moves from one stage to the next,
the technical-financial assessments become more detailed until a final design is
developed and construction starts. It is important to emphasize the back-to-back
nature of many project contracts and documents; a PPA is needed in order for
financing to be completed. However, this must be preceded by a grid connection
agreement, construction and site access permits, land lease agreement, etc.
Throughout this process, technical, commercial, and legal/regulatory experts are
involved, working in parallel on distinct yet interdependent activities. While clear
responsibilities can be identified for each expert, most project activities are related
and the work of one expert influences the work of other experts,

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most project activities are related and the work of one expert influence the work of
other experts; hence, close coordination is needed. It is crucial to emphasize is this
latter point.

PROJECT LIFE CYCLE:

DEFINING

Concept, feasibility study, financing & funding, permits end and licencing.
Specification outline & detailed design, energy estimates.

PLANNING

Plan, a day-by-day, week-by-week detailed plan. This plan takes into account our
clients' operational schedule, material lead-times, engineering, permitting,
construction crew scheduling, and utility interconnection requirements. Sometimes
the plan is put into immediate implementation, while other times, for reasons that
are disclosed to all and agreed to (like a need for variance, or a new roof),
implementation begins later.

At this point, with a schedule in hand and permits on the way, we also approach
this meeting as an opportunity for feedback. It's only a workable schedule if it
works for our clients, so we're looking for feedback on how we can minimize
disruption of our customers operations. We plan out timing, how the construction
crews stay out of the way, and how the photovoltaic system can be activated
without interrupting grid power.

EXECUTION:

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 There is, of course, no training plan that can force alignment and overlap to work
together s. Nor is there any guarantee that just because you have a map that it’s
going to steer you perfectly to your destination.  Quality control begins with the
company culture; management and everyone in the organization to foster
collaboration, support and dialog. Placing the project's successful outcome over
individual needs or ego is the ultimate definition for quality. Call it our solar
passion. The overlap in the illustration is the key feature; one can easily see that no
single person can accomplish the large-scale solar projects we deliver. The big
pay-off comes when you can build great, focused teams working on hundreds of
solar projects across the globe and deliver gigawatts of new solar capacity every
year. The transitions are achievable on a grand scale with strong cultural
alignment.

DELIVERING

Operating a power plant in order to deliver projected energy performance in

compliance with applicable rules and regulations. Compliance with end of life
regulations, reuse of material still unclear as existing power plant have not yet
reached.

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WORK BREAKDOWN STRUCTURE (NETWORK)

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BUDGETING OF PROJECT:

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MONITORING AND EVALUATION:

Risk Management:

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The risks associated with the project should be identified, assessed and managed
throughout the construction process. The hazards need to be incorporated in the
planning and scheduling of the project. Each aspect of the project should be
assessed for likelihood and impact of potential risks. The next step is to develop a
suitable action plan to mitigate identified risks. If a particular risk could affect the
delivery of the whole project, alternatives for contingency (in terms of time and
budget) should be included. Risk items may include timing delays, weather risk,
grid connection delays, staff and equipment availability, transportation, ground
conditions and environmental or health and safety incidents. Many of these risks is
mitigated during the planning and design stage, for example, by completing studies
and plant design. Some risks will remain until the equipment is on site: lost
equipment or equipment damaged in transport, for example. This risk is reduced by
selecting an experienced supplier with suitable transport equipment. Insurance will
cover the cost associated with sourcing replacement equipment, however if a key
component such as the grid transformer is lost, then insurance will not compensate
for the time delays and loss of generation associated with the component not being
available. Such risks should be considered when drafting the EPC contract terms.

RECOMMENDATIONS: