CASE STUDY ON

St. Lucie Plant, Unit-2

Executive Post Graduate Program in Quantity Surveying & Services

Batch 6

ACHINTA DUTTA
SUNNY KUMAR
HARI MENON N
GYANARANJAN DEY
RAMKUMAR M
 PROJECT BRIEF
Overview:
 Location: Jensen Beach, FL (10 miles SE of Ft. Pierce, FL) in Region II

 Operator: Florida Power & Light Co.

 Reactor Type: Pressurized Water Reactor

 Architect : Ebasco

 Licensed MWt: 3,020

 Planned Construction Schedule : 65 Months (Against industry avg of 120

months)
 Actual Construction Schedule : 62 Months

 Cost of Construction : 1.42 billion $ against Industry standard of 2-5 Billion $)

 Reactor Vendor/Type: Combustion Engineering

 Containment Type: Dry, Ambient Pressure

 Operating License: Issued - 04/06/1983

 Renewed License: Issued - 10/02/03

 License Expires: 04/06/2043

 STUDY QUESTION

How does the MAPQ process assist the scope

management function?
 Project Scope Management
Project Scope:
Scope refers to details set of deliverables or features of a project.

Scope management is the process whereby the outputs, outcomes and benefits are identified, defined and
controlled.

Project Scope Verification

Even though you may define project scope, it is critical to verify it. The objective of project scope is to ensure all
components as specified in work-breakdown-structure (WBS), identified resources, delivery timeline, quality
levels are aligning with the objective of the project and in turn aligning with the goals of the organization and
project scope verification is a good mechanism to ensure that.

You can identify internal (team members/SME) as well as external stakeholder (project sponsor, customer) to carry
out project scope verification. You can organize and facilitate meetings to verify scope. It will also help you
understand, realize that project scope definition, project planning and project scope change verification are also
interdependent processes. If you organization has a good mix of these processes ensure lesser scope creep.
 Project Scope Management
Scope Creep:
The PMBOK® Guide describes scope creep as “adding features and functionality (project scope) without
addressing the effects on time, costs, and resources, or without customer approval” (PMI, 2008, p 440)

We don't mean to imply that additional functionality or work is not desirable on projects. We also don't
mean that scope creep occurs just because requirements change. The key part is whether changes are
authorized or not. If an expansion of scope is approved, then it is not scope creep..

What is Wrong with Scope Creep?

By working on unapproved features of a product, a project team devotes time to the unauthorized changes.
The work to incorporate these changes must usually be done within the original time and budget estimates,
leaving less time for approved parts of the scope. That could mean approved features don't get completed,
and the end-product is not what was chartered. Or, it can mean that time and cost overruns to finish the
authorized parts of the scope will occur.
 Current Scenario in Domestic Projects

 Scope creep is a common phenomenon in current project scenario

 The main reason for this is simultaneous Engineering and Construction

 Lack of scope clarity on part of the owner and tendency to pass on risk related to scope changes to the
contractor/sub-contractor has a severe trickle down effect and is detrimental to the industry at large.

 Assessing the performance and quality at every level is top driven initiative and in the long run is
imbibed in the culture of any organization. It can be an important instrument of scope managing when
integrated with Engineering and Construction practices can become an effective tool for project scope
management

 Close monitoring hold the key to successful delivery of projects within stipulated time and budgeted
cost
 Management Assessment Performance and Quality
(MAPQ)
 Design and administration was involved by Top management in the project to determine the project
objectives and possible indicators (→) for the objectives.

 Interviewed key personnel to determine the performance and Quality to develop goals and target for
each objective.

 Development of coordinated program including method groups to maximize productivity

 Establishment of management by objective.

 Assigning individual responsible for progress of each chart.

 Accomplish study of problem areas and present findings to the site manager and the site quality review
board.
 Management Assessment Performance and Quality
(MAPQ)
Efficiency Utilization Effectiveness
Quality Impact Internal Impact External
indicator measures Indicators goals

• Productivity • Work sampling • Absenteeism • Rework Indicator • Safety • Fuel savings loss
indicator • Budget
• Delay indicators performance • QC Holds • Quality of • News media
• System turnover working life
performance • NCRs
• Tool cost direct Performance • Attitude,
labor motivation,
• License schedule • Audit Findings morale
• Schedule
performance • Newsletter
• Partial system
turnover
 Role played by MAPQ in Scope Management

 The organizational framework was such that the upper level management was closely monitoring all key
activities such as design which is a major contributor in project scope change.
 All problem areas were identified and present findings immediately so that the problems can be
immediately rectified.
 Detailed multilevel WBS meant that even the minutest of the activities were taken into consideration to
avoid scope creep
 Quantities were regularly compared against forecasted quantities. Also completed quantities were
compared to scope quantities so that variation to scope could be easily analyzed and corrected.
 Management by object allowed all individuals to set their own future goals with past data.
 External critique through out the life cycle of the project allowed better assessment of the project at
different phases.
 Key Learnings

 Before proposing any project, do proper feasibility study to avoid scope change, cost over run etc.
 Micro Level activity scope to be arrived to have better control over the scope management
 For successful completion of project the performance assessment should done in a proper manner
without any compromise.
 Top to Bottom Approach was seen and this to be implemented for better control & role clarity in
construction projects
 Bibliography
 The 2-St Lucie Unit 2 - A case Study (NICMAR Study Material)
 Internal Analysis Report on St. Lucie Plant Uint 2 by Florida Power & Light Company
 The PMBOK® Guide
Thank You.
ACHINTA DUTTA
SUNNY KUMAR
HARI MENON N
GYANARANJAN DEY
RAMKUMAR M