Project Delivery

 By learning from others: interaction with Mr. Ajit Dhavale (India Head Quality
Operations)

In this, Deputy General Manager & Quality Operation India Head Mr. Ajit Dhavale gave me
the brief idea about Jacob’s quality management system. The points discussed during
interaction are as follows,

 Quality in not an act, it is habit.

 Quality is continuous improvement process. So its important to follow good quality
practices in the organization.
 General customer expectations on quality are as below,
Minimum rework at site during construction
Accuracy in bill of quantity
Compliance budgetary constraints
Codes & statutory compliances
Sustainability to no added cost
Value Plus
Innovative Solutions
On time delivery
 To meet customers, client’s, stakeholders requirements more effectively and efficiently
standard internal and external audits are performed in the organization.
 Quality audit is a systematic, independent documented process to determine extent to
which planned arrangements are fulfilled and effectiveness of arrangements and their
suitability.
 Quality audits significantly contributes to continuous improvement.
 Jacobs is certified with ISO 9001 certification, which is the third-party external quality
audit performed in every three year.
 Other than this, yearly internal audits are performed by internal auditors to ensure every
SOP, work instruction are been followed in short to ensure quality before the external
audit. Few of the internal quality checks are as below,
 Competency Mapping
 Design Safety Reviews
 Project Initiation Audits
 Technical Audits
 Independent Design Reviews
 Design Safety Reviews
 Constructability Reviews
 Squad Checks

 Objectives for audit are as follows,

 Ealy detection and prevention of problems
 To determine extent of problems
 To verify that objective evidence is available to demonstrate conformity

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 Provide assurance that our system and results are effective and consistently
meet the requirements
 Quality auditing is a documented process which provide basis for analysis of non
conformance, follow-ups, accountability, change in progress and ensuring actions are
completed and are effective. The documents may be physical, material or factual.
Recorded observations or measurements and corroborated statements are also
considered as objective evidence for the auditing process.
 Before 2009 Jacobs use to follow BPS & QMS but now BMS is followed. This change
occurred due to various factors such as number of documents are not controlled,
different procedure for each office, no governance as BPS was the local system. So the
consistent use of standardized practices were very low.
 Business Management System (BMS) was implemented later because of following
reasons,
 Clients and opportunities have become global
 Legacy BPS culture promoted local entrepreneurship
 Culture of entrepreneurship led to inconsistency of products and platforms
 Complexity exacerbated by multiple acquisitions in recent years

 BMS provided one common platform providing Global Consistency facilitating Global
Integrated Delivery (GID).
 BMS predictable project execution enabling strategy for managing higher risk projects
with better returns.
 BMS establishes foundations required for improved role clarity, accountability,
knowledge sharing and innovation.
 With BMS number of documents significantly reduced and clarified authority. BMS
also provides global consistency with ISO 9001 certification.
 BMS enables policies and procedures applicable and mandatory to all LOBs.
 Below is Quality System Structure of Jacobs AF business,

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 Conclusion
From above discussion I can conclude below points,
 Safety comes with Quality
 Information on the performance and effectiveness of QMS
 Opportunities for improvement with every quality procedure implementation
 ISO 9001 certification gives the compliment as global consistency.
 Real and visible change - demonstrates commitment needed to make Jacobs a
great company
 Got the brief idea about role of Quality Management in successfully delivering
world class services and projects.

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 By learning from others: interaction with Mr. Mohan Joshi (General Manager,
Project Engineering)
Mr. Mohan Joshi (GM, Project Engineering) gave me the brief idea about Jacob’s entire
project management system. The points discussed during interaction are as follows,
 Initially enquires are generated with client requirements. Each of the Jacob office is
specialized in something like zero discharge policy is the expertise of Jacobs India
office. We utilize these all special expertise as a leverage to perform anywhere around
the globe.
 Offer comes based on RFP document where detailed scope is given.
 Then J steps are followed with project execution plan (PEP) and customer survey with
all this willing customer is finalized.
 Scheduling of project is very important activity to get better visibility. This is done in
a sessions with client, stake holders in the breakdown activities.
 Considering new project, new team project contingency is estimated.
 There are two types of projects namely,
 Lump sum project- Lump sum is price amount of entire project or scope of work
where no break down is given to individual identities. This type of projects are
done only if all the deliverables are clear.
 T&M basis project : This is the project where fees are based on billing hours
considering time limit. In this case scope is not very clear.
 Project occurs in three stages,
 Early Game- handles customer interactions
 Middle Game- client engagement
 End Game- proposal submissions
 Once the project code is generated projects get initiated. Project manager generates list
of deliverables to complete assigned scope, estimates hours for each deliverables and
makes quality plan.
 Once actual work starts people who are working in the project book the working billable
hours timesheet.
 Time sheet is a legal document so there should not be any cross booking. Based on
timesheet project manager tracks the project, scope of project, deliverables and hours
spent by the team.
 From this project manager gets to know that whether project is on overrun side or on
under run side, invoices are raised on time or no, billable and non-billable. This data is
collected with OPR 614 system which is reviewed on weekly basis. Due to this risk are
identified early and risk of overrun of the project mitigates.
 Every month Operational Process Review (OPR) is conducted to overview on ongoing
project to identify status of the project. Also in OPR current facing challenges are
addressed. For any changes on ongoing project change log is maintained. To study the
feasibility of the change.

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 As quality is important Jacobs follows checking process for entire project. Quality plan
will be given to Project Manager by all the disciplines.
 In lump sum project where invoices are generated based on the milestones can have
more probability of negative cash flow leading to loss side. This is because unless and
until mentioned milestone is not achieved company cant raise the invoice. When scope
is 100% clear then only lump sum project should be considered.
 When scope of the project is not clear or some development in project is required then
project should go under T&M basis.
 As project progresses every year LRQA audit is performed. All MOM, ideas, checking
procedures, OPR etc. are produced to the auditor in this audit.
 Confidentiality should be maintained thought the project. Each and every document
should be gone through JPI to the client as well as to external vendors, other
departments.
 After completion of project, Project Manager generates Project Closure Report. All the
deliverables are uploaded on JPI, invoice is done and finally project will be sealed in
the system.

 Below fig. shows the Project delivery work flow of Jacobs.

 Challenges faced during project:

 Extending the project schedule – This will affect the gross margin of the project.
To avoid this every project has some contingency percentage approved by top
management depending upon the risk of the project.
 Booking in wrong project or booking wrong hours.
 Changes required by the client on the ongoing project.
 Inter Discipline miscommunication.
 Responsibility by all of us as Jacobian:
 The success of the project should be for all of us including client.

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