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Table of Contents
Introduction of the Organization.....................................................................................................................................5
1.1. Mission..........................................................................................................................................................5
1.2. Organizational Culture:.................................................................................................................................6
1.3. ORGANOGRAM..........................................................................................................................................9
PC - 1................................................................................................................................................................................
1. Name of the project:.............................................................................................................................................10
2. Location................................................................................................................................................................10
3. Authorities responsible for...................................................................................................................................10
i) Sponsoring.......................................................................................................................................................10
ii) Execution.........................................................................................................................................................10
iii) Operation and maintenance.............................................................................................................................10
4. Provision Planning:..............................................................................................................................................10
5. Project objectives:................................................................................................................................................10
6. Description, justification and technical parameters and technology transfer aspects..........................................11
7. Capital cost estimates...........................................................................................................................................12
8. Annual operating and maintenance cost:.............................................................................................................13
9. Demand and supply analysis................................................................................................................................13
10. Financial plan and mode of financing.............................................................................................................14
11. Project benefits and analysis............................................................................................................................14
i) Financial:.........................................................................................................................................................14
ii) Economic:........................................................................................................................................................15
iii) Social benefits with indicators.........................................................................................................................15
iv) Employment generation...................................................................................................................................15

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12. Implementation schedule:................................................................................................................................15

13. Management structure and manpower requirements.......................................................................................15
Requirements during Development:.........................................................................................................................15
Requirements during Operations..............................................................................................................................15
14. Additional projects/decisions...........................................................................................................................15
PROJECT MANAGEMENT PLANS..........................................................................................................................16
1. PROJECT SCOPE MANAGEMENT PLAN......................................................................................................17
2. SCHEDULE MANAGEMENT PLAN................................................................................................................20
3. CHANGE MANAGEMENT PLAN....................................................................................................................23
4. STAFF MANAGEMENT PLAN........................................................................................................................25
5. COMMUNICATION MANAGEMENT PLAN..................................................................................................26
6. COST MANAGEMENT PLAN..........................................................................................................................28
7. PROCUREMENT MANAGEMENT PLAN.......................................................................................................29
8. RISK MANAGEMENT PLAN...........................................................................................................................30
9. QUALITY MANAGEMENT PLAN...................................................................................................................33
10. Work Breakdown Structure....................................................................................................................34 & 35
11. OBS..................................................................................................................................................................36
12. EPS..................................................................................................................................................................37
13. WBS DICTIONARY.......................................................................................................................................38
14. PRIMAVERA REPORT (OPTEMIZED PLANNING)..................................................................................39
15. RESOURCE DICTIONARY REPORT..........................................................................................................40
16. PRIMAVERA REPORT EXECUTION..........................................................................................................41
17. TIME SCALE LOGIC REPORT....................................................................................................................42
18. PRIMAVERA REPORT S CURVE................................................................................................................43
19. PRIMAVERA REPORT EV...........................................................................................................................44
20. PROJECT WEBSITE......................................................................................................................................45

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1. Introduction of the Organization:

Naveena Steels intends to construct 132 KV Grid Station (28 MW) to meet their electricity
requirements for this purpose they have invited several EPC companies to bid for this Project. After
several meetings and brainstorming session of Naveena Steel Management it was decided that they
would award the project to M/s Siemens Pakistan as a Turnkey Project. The Contactor shall work in
accordance to highest international standards. The contactor would mobilize its qualified and
experienced consultant from the date of start till completion.
The contactor shall submit all the drawings, documents within respective phases of Engineering,
Procurement & Construction. The Start date of the Project is 1-Jan 2021 and it should be completed
by 26th Oct 2021.

1.1. Mission Statement:

“To lead Pakistan’s steel industry by creating unparalleled value for our customers through
responsible and innovative processes; and adding momentum to the country’s growth and
prosperity”.

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1.2. Organizational Culture:

The Plant is located at Karachi on 50 acres of land. The need of installation for 28 MW Grid station
came into the mind of the management when the Plant Load increased by 5MW. The Organization
follows Functional Matrix. GM Projects chairs all weekly meeting with contactors and Project team

CEO:
Mr. Haris is the CEO who looks after the technical as well as the financial aspects of the company.

General Manager Project:

Mr. Jahangir is working as the GM Projects

Project Manager
Mr. Nadeem is working as the Project Manager for this Project

Manager Civil:
Mr. Suleiman is working as the Manager Civil.

Manager Procurement
Mr. Yahya is looking after the local & International Purchases

Manager Design
Mr. Khalid is the Manager Design who is looking after Mechanical, Civil & Electrical Design
works

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Manager Electrical
Mr. Khurram is the Manager Electrical who is responsible for overall Electrical works

Commissioning Manager
Mr. Khalil is the Commissioning Manager for this Project

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1.1. ORGANOGRAM:

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PC - 1

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1. Name of the project:

28 MW Grid Construction Project

2. Location:
Karachi, Pakistan

3. Authorities responsible for:

i) Sponsoring:
Banks

ii) Execution:
Siemens Pakistan

iii) Operation and maintenance:

Naveena Project Team

4. Provision Planning: -
The main strategic purpose is the progress of current project for the management and quality

control purposes through various technical solutions and procedures.

The project will cost PKR 400,000,000 for the financial year 2021.

5. Project objectives:
 To timely commission the Grid and provide uninterrupted electricity to plant

 To complete the Project within the timelines agreed.

 To Identify bottlenecks and inefficiencies proactively that will help to streamline the processes
more effectively

 To create an environment where the team will effectively collaborate and achieve Project
milestones.

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Quantifiable Objectives of the project:

 PKR 2,000,000 is dedicated for the initial installation and hardware expenses

 PKR 2,000,000 is dedicated for the commissioning of plant.

 All drawings to be as built when the Project is complete and to be handed over to the Naveena
Steel Electrical team.

6. Description, justification and technical parameters and technology

transfer aspects:

The Construction of Grid will help to supply electricity to the Steel plant without any

interruption and the production target can be met. Naveena Steel is the first of its kind in

Pakistan to be powered by this state-of-the-art equipment producing superior efficiency along

with the highest quality steel rebar’s. Naveena Steel intends to transform Pakistan’s steel

industry, investing in cutting-edge Italian technology from Primetals Technologies Limited.

We guarantee high productivity, cost efficiency and environment-friendly processes, giving

us a competitive edge over existing set-ups. On ident with its advanced Continuous Casting

Production Process, Naveena Steel is the first of its kind in Pakistan to be powered by this

state-of-the-art equipment producing superior efficiency along with the highest quality steel

rebar’s. Naveena Steel intends to transform Pakistan’s steel industry, investing in cutting-

edge Italian technology from Primetals Technologies Limited.

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advanced 2020 green-field project in the

TPA of steel bars.
1971 1989 1995 2003 2006 2010 2013 2017 2019 2020
Capital cost estimates:
PKR 400,000,000

7. Annual operating and maintenance cost:

PKR 1,000,000 is dedicated for maintenance cost

8. Demand and supply analysis:

With the construction industry booming the demand of steel is increasing which is dependent solely
amount electricity.

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9. Financial plan and mode of financing:

The funds are being arranged from different Bank

10. Project benefits and analysis

i) Financial:
CPEC projects, dam’s projects & High rise buildings will be targeted.

Economic:

The rate of returns of this Project is forecasted to be by the year 2023

Social benefits with indicators:

 Schools.

 Hospitals.

ii) Employment generation:

A lot of job opportunities will be generated who are connected to the Plant.

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11. Implementation schedule:

As per the kick off meeting and initial planning report, the starting date of the project is

January 1st, 2021 and it must be completed by October 26th, 2021.

12. Management structure and manpower requirements:

Requirements during Construction:
 Cement
 Rebar
 Piping Material
 Cables
 Panels

Miscellaneous:

 Team of 4 workers must on duty

 12 working hours daily.

 7 working days weekly.

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13. Additional projects/decisions:

 All changes in drawings to be shared by Siemens with Naveena Steels.

 The cash flow that is prepared by GM Projects to be followed.

 All equipment’s testing should be done at vendor facility.

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PROJECT
MANAGEMENT
PLANS

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1. PROJECT SCOPE MANAGEMENT PLAN

In Scope Management Plan, we would deal with the basic requirement of the software. We

will decide what is included or not. For this purpose, WBS and Scope statement is defined.

Scope Management Approach:

The project manager will formulate the strategy and measurement documentation for

assessment and of project scope related deliverable. The template of Requirement

Traceability Matrix is given below:

Levels of Work Breakdown Structure will be as follows:

 1st level – Projects

 2nd level – Work Packages

 3rd level – Activities

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Following template of WBS will be used:

Template of WBS Dictionary is as under:

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Scope Change Control Process

Change control policies are made in this process. If there is any change, it must be confirmed

from the team in US.

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2. SCHEDULE MANAGEMENT PLAN

Road Map:

The schedule of project is like a way for executing the project. This is a critical phase for any

project to provide status / picture to team members, stake holders and sponsor about project

at any time during the project lifecycle. Project team creates the schedule of a project by

utilizing the schedule management plan method.

Guidance for Project Scheduling Process:

Following may be form basis of scheduling process:

 Work package as per WBS to be breakdown in activities.

 Activities duration to be more than eighty hours (80) and not less than eight (8) hours.

 Software experts / professional of P6 (Primavera) to be used for scheduling in

software.

 Network diagram and Gant Chart to be used for schedule Precedence Diagramming

Method (PDM) to be utilized for activity sequencing.

 PERT to be used as tool for scheduling.

 Backup to be done on fortnightly basis.

 Activities resources to be estimated by using bottom up estimation.

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3. CHANGE MANAGEMENT PLAN

Change Management Plan should be properly configured to all other management plans so

that it would be consistent with the Project Management Plan. Change can happen

throughout the project life cycle but it depends further either to accept the change or reject it.

Acceptance and rejection of any change strongly depends on the nature of the particular

change. It should be highlighted that what would be the impact of that particular change on

the project objectives and constraints. Like if the change occurs at the end of the project and

it is of greater potential value and impact is higher on project basic objectives and constraints

that would possibly meant to let this change happen means to change the entire project that

shouldn’t be acceptable in any case because this causes failure of the current project that

would result in applying poor project management principles.

If the change is of higher potential value that means to must accommodate this change

further to move onwards, then multiple alternatives should be defined against this change so

that the analysis would be implemented properly to accommodate that change in the project.

Change Management Plan has all the information relevant to all the roles and responsibilities,

also the work activities that are included in the project management plan. Once any change is

occurred and implemented then it should be configured to all other sub-management plans to

make the whole project consistent otherwise the things will be messed up and difficult to

manage and stick to the main project goals, objectives and constraints.

Every implemented change effect the execution and controlling stages of the project life

cycle.

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Change Methodology:

Change Methodology consist of the following processes mentioned below:

 Project Manager is the responsible to establish change request log and changes

are evaluated in terms of the impact of the change.

 To determine the all possible alternatives and costs, all change requests should be

submitted by inputting the realistic information in Change Request Form.

 The Change Control Board is the mediator authority that analyse the change

request and then approve / disapprove it accordingly.

 Approved change requests effects on the scope and schedule of the project that will

be further on resulted in Project Management Plan updates.

 Change Request Log would be gradually updated when changes occurred

throughout the project life cycle.

In Valid Claims Application, we accommodate the changes according to the customer

demand and maintain all the approved changes in the request log.

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4. STAFF MANAGEMENT PLAN

In the Staff Management Plan, the details of all human resources involved in the project are

given. There is a need to guide about the requirements of the customer to those human

resources that would help in providing the valid product according to the customer needs. In

Staff Management Plan, the Project Manager and the Project Sponsor are involved.

Following are things that need to be considered as important things in Staff Management

Plan:

 Staff Expertise

 Quality Staff

 Staff Quantity

 Roles and Responsibilities

 Guidelines and Procedures

 Training of the Staff

All the things related to the project must be properly communicated to the staff involved in

the project. The purpose of communicating each and everything to the staff is that everybody

would be on the same stage of understanding the things regarding the project what is new,

and what is going on with the project to make the things consistent.

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The Staff required in using this application to maintain the record of each hospital, their

patients, insurance companies and their billing system i.e. all payments processes must be

trained to run these things.

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5. COMMUNICATION MANAGEMENT PLAN

Communication Management Plan (CmMP) plays an extremely significant role in Project

Management Plan (PMP). The project team members must effectively communicate with the

Project Manager as the Project Manager has to communicate the assessment reports timely to

the higher authorities. CmMP is used to transmute the communication with the help of

multiple methods in order to achieve certain goals of the project.

CmMP sets a conceptual model according to which the project is communicated. It is the

CmMP in which, the information is distributed among the stakeholders and Project

Manager’s responsibility is to manage the communication channel.

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6. COST MANAGEMENT PLAN

Cost associated activities of a project are controlled through Cost Management Plan (CMP).

A CMP that illustrates the variations in cost and how to manage them is developed by the

Project Manager. The Project Manager actually signs to develop this plan. It is the

responsibility of the Project Manager to present the Cost Management Plan (CMP) along

with complete Earned Value Calculations of the project to the project sponsor.

Cost Management Approach:

At the fourth level of the work breakdown structure (WBS), project control accounts are

going to be managed. The reason to create control accounts is to find and track the cost

performance in respect to the project. The Earned Value (EV) calculations for control

accounts are then used to determine the financial performance. At what point in time the

project activities will start, this is defined by the work packages.

It is the responsibility of the Project Manager to present to Project Sponsor, the cost

performance index (CPI) and schedule performance index (SPI) on a regular basis as set by

the organization. Any change in these two indices will have an impact and will change

project cost plan. Project status will be changed into GREEN upon a change of 15% in the

ratio. Similarly, a change of 25% in the ratio may change the status into extremely critical. In

such cases, the Project Manager will be required to take necessary action in order to realign

these ratios. However, the project sponsor will approve the change first before the PM takes

any corrective actions.

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Guidelines for Cost Estimation:

The cost regarding each project activity is looked for in estimate cost process. This includes

material, labour, equipment and all the other tools which are used in project plan.

Cost Performance Indicators:

Below mentioned indicators are used to determine the performance of cost:

 Actual value of work will be calculated via CPI in this project. Schedule Performance

Index (SPI) indicates that how many work activities are being closed. This is

calculated based on planned value.

 Cost Variance (CV) measures the relationship between the earned value and

actual cost.

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7. PROCUREMENT MANAGEMENT PLAN

In this plan all the things required for a project are decided along with other details like if the

thing should be purchased or make with in the organization. Moroever, quantity of the

product or time of the product is also decided at which it is needed.

The project manager will make sure that specification in all the system to be used are same.

After the completion of the project, RFP would be developed in order to invite insurance

compnaies and hospitals and make them know about the valid claims software in order to

explain its importance for them. All the technical requirements will be mentioned in the

document. Project manager will be responsible for all the peocurements and he will make

sure the timely delivery of all the goods and services required.

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8. RISK MANAGEMENT PLAN

The risk can be identified as an event that must have a positive or negative impact on the

product, service or result. For the mitigation of risk, risk management plan is made including

qualitative and quantitave risk. Risk indentification is an ongoing porcess and performed

throughout the project. Following are the few techniques that are used in risk identification

process:

 SWOT Analysis

 Delphi Technique

 Brainstorming

 Interviewing

 Diagramming

 Delphi Technique

Risk Matrix Templete:

In this matrix, Risks are identified as per their impacts and categorize in the category of Red,

Green and Yellow lighted risks. Red area means that risks fall in the category of risks that

highly impacts the project and have high rate of occurance. While yellow area shows that

they have medium chance of occurance and impact will aslo be average. And Green area

shows the risks has very low impact and they have a little chance of occurance too.

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Risk Register:

In risk register, data is entered in the following table and then their qualitative and

quantitative analysis is performed as per their scores. Their criteria for the categorizing is

based on the risk action criteria which is given below:

RISK ACTION CRITERIA RISK SCORES

QUALITATIVE RISKS 15 – 20

QUANTITATIVE RISKS 7 – 14

WATCH LIST 1–6

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Contingency Plans:

The organization keeps a certain amount in reserve for risks. This contingency reserve is

usually 10% of total cost of the project. The main risk areas for which these contingencies

are kept are:

 Power supply failure

 Hardware failure

 Server issue

 Hardware vs. Software compatibility

 No system available

 End-user training regarding software usage

Monitoring and Control:

Due to the dynamic nature of risk, the organization reviews the processes for risk

identification continuously. The processes are studied iteratively so that if there are chances

of occurrence of new risks, they are identified on time and are dealt with accordingly.

As the risks occur, a close observation is needed so that it can be studied if the impact of risk

is the same as planned or deviated so that it can be noted for future. The responses planned

are implemented as the risks occur and it is seen if the effects of risks were accordingly

mitigated or not. In case of success, the same responses can be kept for similar risks in other

projects whereas; in case of failure new strategies are to be devised for future.

This step not only helps update the project documents but also becomes a part of

organizational documents that will be sought as reference guide in future.

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9. QUALITY MANAGEMENT PLAN

In Quality Management Plan, the test cases against the applications modules and scenarios

are written along with all the details of the major modules used in the Valid Claims

Application.

There are two main things defined in the quality management plan.

 To verify the processes that used to develop the application that lies in Quality

Assurance Manager.

 To validate scope that is defined in scope management plan and in charter. This is the

responsibility of Quality Control Manager.

The roles and responsibilities of Project Sponsor, Project Manager, Quality Managers, and all

the team members are defined in Quality Management Plan. All assigned work activities are

further reported to their concerned team members.

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10. Work Breakdown Structure

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11.OBS

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12.EPS

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13.WBS DICTIONARY

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14.PRIMAVERA REPORT (OPTIMIZED PLANNING)

1. PROJECT CONSTRAINTS

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2. RESOURCE DICTIONARY REPORT

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3. PRIMAVERA REPORT EXECUTION & Updated Schedule

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4. TIME SCALE LOGIC REPORT

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5. PRIMAVERA REPORT S CURVE (Resource Loaded Units)

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6. PRIMAVERA REPORT EV

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7. PROJECT WEBSITE

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