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ROLE OF COMPUTER COMMUNICATION NETWORK IN PROJECT MANAGEMENT

ROLE OF COMPUTER COMMUNICATION NETWORK IN PROJECT MANAGEMENT. ALL INDIA COURSE ON PROJECT PLANNING, MONITORING AND CONTROL SYSTEM RK GUPTA Senior Technical Director Head, Analytics & Modelling Division National Informatics Centre New Delhi- 110003 Email: rkg@hub.nic.in. GENERAL CONCEPT.

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ROLE OF COMPUTER COMMUNICATION NETWORK IN PROJECT MANAGEMENT

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  1. ROLE OF COMPUTER COMMUNICATION NETWORK IN PROJECT MANAGEMENT ALL INDIA COURSE ON PROJECT PLANNING, MONITORING AND CONTROL SYSTEM RK GUPTA Senior Technical Director Head, Analytics & Modelling Division National Informatics Centre New Delhi- 110003 Email: rkg@hub.nic.in

  2. GENERAL CONCEPT PROJECT MONITORING -MACRO MONITORING -STATUS MONITORING PROJECT MANAGEMENT -MICRO MONITORING & CONTROL -OPERATIONAL MONITORING DIFFERENT LEVELS OF MONITORING ON-LINE COMMUNICATION SYSTEM • COMPUTER AIDED PM MODEL(S) USING NICNET

  3. SUMMARY STATUS AS ON 31ST MAR, 1998 STATUS OF ORIGINAL LATEST PROJECTS #OF PROJECTS 461 461 #OF PROJECTS 241 284 WITH NO COST OVER-RUN #OF PROJECTS 245 251 WITH NO TIME OVER-RUN #OF PROJECTS WITH 33 6 NO TIME & COST OVER-RUN

  4. STATUS OF CENTRAL SECTOR PROJECTS AS ON 31.3.1998 TOTAL PROJECTS(461) COST OVER RUN (37.4 %) TIME OVER RUN (1-171 MONTHS) APPROVED COST 128122.6cr ESTIMATED COST 176098.8cr MEDIUM MAJOR MEGA 3830.03cr 22731.32 cr 50099.36cr

  5. MEGA BEHIND SCHEDULE ON SCHEDULE ORIGINAL APPROVED ANTICIPATED COST COST

  6. TREMENDOUS GROWTH • -INFORMATION TECHNOLOGY • -COMPUTING POWER • -COMPUTER COMMUNICATION • -INTERNET & SERVICES • * MULTI-MEDIA • * EDI • * WEB-SURVEYING • * ARTIFICIAL INTELLIGENCE • * NEURAL NETWORKS • TIME, COST SAVING, INCREASING EFFICIENCY AND EFFECTIVENESS • WHAT WAS NOT POSSIBLE- NOW POSSIBLE

  7. STATUS SOFTWARE CONTRACTS IN US I:OF THE SAMPLED PROJECTS -50% HAD COST OVERRUNS -60% HAD TIME OVERRUNS -29% NEVER DELIVERED OF THE DELIVERED, -REQUIRE MAJOR ‘REWORK’ OR MODIFICATIONS Contd:

  8. STATUS SOFTWARE CONTRACTS IN US II. SOFTWARE PROJECTS BY IBM BUDGET > US $6.2 MILLION -29% OF THE S/W DEVELOPERS WERE PAID, BUT NEVER DELIVERED -47% OF THE S/W DELIVERED BUT NEVER USED -19% OF THE PROJECTS WERE ABONDENED OR REWORK -3% OF THE PROJECTS COULD BE USED ONLY AFTER CONSIDERABLE CHANGES -JUST 2% USED AS DELIVERED SOFTWARE PROJECTS BY INDIAN COMPANIES INDICATES A RELATIVELY BETTER PERFORMANCE

  9. MAJOR FACTORS RESPONSIBLE FOR OVERRUNS -CHANGE IN SCOPE OF PROJECTS OVER A PERIOD OF TIME -UNDER ESTIMATION OF COST AND TIME AT THE TIME OF PROJECT FORMULATION -INFLATION CAUSING PRICE CHANGES OF ITEMS AND THUS COST OVERRUN -EXCHANGE RATE VARIATIONS (ONLY FOR PROJECTS WHICH REQUIRE IMPORT OF EQUIPMENT/MATERIAL)

  10. MANAGEMENT LEVELS FUNCTIONAL CO-ORDINATE THE PROJECT WITH OUTSIDE AGENCIES MAIN CO-ORDINATOR OF PROJECTS TECHNICAL ASPECTS BETWEEN TOP AND OPERATIONAL LEVEL EXECUTIVE ACTUALLY EXECUTE THE PROJECTS AND RESPOSIBLE FOR MEETING OBJECTIVE(S) V IV III II I TOP MIDDLE OPERATIONAL APEX ORGANIZATION(S) (CABINAT SECTT., FIN. COMM. , MPI) FLOW OF INFORMATION ACTUAL FIG ACHIEVEMENTS ETC. FLOW OF OBJECTIVE(S BUDGET(S) PLAN(S) ETC. ADMINISTRATIVE MINISTRY (CENTRAL/STATE MINISTRY) DUTIES CORPORATE LEVEL (PUS’s-CORPORATE OFFICE) REGIONAL LEVEL (PROJECT REGIONAL HQS) ROOT LEVEL (PROJECT SITE) LEVELS OF MONITORING IN GOVT. ENVIRONMENT

  11. TODAY’S PROJECT MANAGEMENT ENVIRONMENT • MULTI-PROJECT SITES(GEOGRAPHICALLY DISTRIBUTED) • MULTI-LOCATION OF PROJECT(S) • MULTI-EXECUTING AGENCIES • MULTI-COLLABARATION ENVIRONMENT • MULTI-PRODUCTS • MULTI-LEVELS OF MONITORING • MULTI-PROCUREMENT SOURCES • MULTI-CULTURE HUMAN RESOURCES • MULTI-DIVISIONS • MULTI-PROJECT MANAGER • TO EFFECIENTLY MANAGE PROJECT(S) IN SUCH A COMPLEX AND DYNAMIC ENVIRONMENT IS A REAL CHALLENGE TO PROJECT LEADER

  12. IMPORTANT COMPONENT OF PROJECT MANAGEMENT BODY OF KNOWLEDGE COMMUNICATION MANAGEMENT BESIDES, .SCOPE MANAGEMENT .TIME MANAGEMENT .COST MANAGEMENT .RISK MANAGEMENT .HUMAN RESOURCE MANAGEMENT .CONTRACT MANAGEMENT AND QUALITY MANAGEMENT

  13. -NEED FOR CAPMS • MULTI LOCATIONAL PROJECT SITES • (VAST GEOGRAPHICAL SPREAD) • MULTI LEVEL MONITORING • MULTI EXECUTION AGENCIES • SCENARIO GENERATION ANALYSES

  14. -NIC STRENGTH EXPERTISE & INFRASTRUCURE NEEDED FOR DEVELOPMENT & IMPLEMENTATION OF ‘CAPMS’ EXISTS

  15. IMPORTANT FOR ANY PROJECT MANAGEMENT APPLICATION MOST IMPORTANT .TIME HORIZON .IMPLEMENTATION STRATEGY MOST CRUCIAL -CONSISTENT AND REGULAR FLOW OF INFORMATION -FROM WHERE, WHAT INFORMATION AND WHEN, - AVAILABLE FLOW .COST BENEFITS OF MANUAL VS ‘CAPMS’ -DIFFICULT TO QUANTIFY? -EXPERIENCE

  16. -MODERN PROJECT MANAGEMENT TOOL - E- MAIL -IT IS IMPORTANT IN THE PRESENT CONSTRAINT ENVIRONMENT OF TIME, COST AND RESOURCE -EFFICIENT, TIMELY AND CLEAR COMMUNICATION IS KEY TO THE SUCCESS OF A PROJECT COMPLETION

  17. -ADVANTAGES CONCISE; EFFICIENT; ON-LINE; HIGHLY RELIABLE SIMPLE AND VERIFIABLE MINIMAL TRAINING; COST-EFFECTIVE; MINIMAL OPERATING COST, FAST AND USER-FRIENDLY

  18. - SELECTION FROM VARIETY OF SERVICES -NECESSARY -RECOMMENDED -GOOD TO HAVE

  19. NECESSAY: ON-LINE: DIRECTORY; MESSAGE FORMATTING; AVAILABILITY ON MULTI-PLATFORMS RECOMMENDED: ON-LINE MESSAGE STORAGE; ON-LINE HELP

  20. SPECIFIC EVALUATION • E-MAIL ONLY IF PROJECT MEETS MIN-CRITERIA • EVALUATE COST-BENEFIT VIS-A-VIS CURRENT COMMUNICATION SYSTEM • COST-BENEFITS COMPARISON FEATURE DESIRED VS CURRENT COMMUNICATION SYSTEM

  21. A NATIONWIDE SATELLITE BASED COMPUTER COMMUNICATION NETWORK

  22. CPM/PERT BASED PROJECT MONITORING SYSTEM USING SATELLITE BASED COMPUTER COMMUNICATION NETWORK (NICNET)

  23. CPM/PERT BASED MONITORING SYSTEM FOR CONSTRUCTION OF FOODGRAIN STORAGES (FOR FOOD CORPORATION OF INDIA) CASE STUDY

  24. OBJECTIVES • TO MEET THE STORAGE DEMAND OF FOODGRAINS DURING VIII FIVE YEAR PLAN • APP. 100 STORAGE GODOWNS OF 5,000, 10,000 & 25,000 TONNES CAPACITY HAVE BEEN PLANNED • TO GENERATE 10 LAKH TONNES STORAGE CAPACITY WITH FINANCIAL OUTLAYS OF APP 100 CRORES • CONSTRUCTION BEING AN IMPORTANT ACTIVITY IS TO BE COMPLETED WITHIN DEFINED TIME FRAME • ->CLOSE COMPUTER BASED MONITORING AND CONTROLLING SYSTEM IS ESSENTIAL FOR DIFF. LEVEL OF MONITORING AGENCIES FOR MIN. TIME & COST OVERRUNS.

  25. CONSTRUCTION SITES SNO. SITE STATE CAPACITY(TONS) BADAMPAHAR ORISSA 10,000 PARSAKHERA UP 5,000 HAMIRPUR HP 1,600 SALEM TAMILNADU 15,000 RATNAGIRI MAHARASHTRA 10,000 GORAKHPUR UP 5,000 CHATHA J&K 5,000 SHOLAPUR MAHARASHTRA 5,000 DOWLESHRAM AP 10,000 ONGOLE AP 5,000 KHAMMAM AP 10,000 BELLARY KARNATAKA 25,000

  26. MANAGEMENT LEVELS FUNCTIONAL OVERALL CO-ORDINATION AND PLANNING MAIN CO-ORDINATOR OF PROJECTS TECHNICAL ASPECTS BETWEEN TOP AND OPERATIONAL LEVEL EXECUTIVES ACTUALLY EXECUTE THE PROJECTS AND RESPOSIBLE FOR MEETING OBJECTIVE(S) V IV III II I TOP MIDDLE OPERATIONAL CHAIRMAN/ EXEC DIR FCI FLOW OF INFORMATION ACTUAL FIG ACHIEVEMENTS THROUGH ON-LINE COMP COM.NETWORK NICNET) FLOW OF OBJECTIVE(S BUDGET(S) PLAN(S) ETC. DUTIES CORPORATE LEVEL (ED. ENGG. DIR) PID REGIONAL LEVEL (PROJECT REGIONAL HQS) ROOT LEVEL (PROJECT SITE) LEVELS OF MONITORING AT FOOD CORPN. OF INDIA

  27. MONITORING ON MONTHLY BASIS- • FLOW OF INFORMATION USING NICNET: • MONITORING LEVELS • 1. CHAIRMAN, FCI • 2. ED, ENGG DIVISION • 3. REGIONAL/PROJECT SITES

  28. IMPLEMENTATION OF MONITORING SYSTEM FOR ALL SITES • PERT NETWORK FOR REMAINING 26 SITES • INPUT FOR ALL 26 SITES • CHECKING OF NETWORK • STATUS AS ON DATE(INPUT) • GENERATION OF MONITORING REPORTS

  29. MONITORING REPORTS (TIME) • INTEGRATED SCHEDULES • GANTT/PERT CHARTS(THROUGH HPM) • MILE STONE PROGRESS • ORIGINALLY/UPDATED PROJECT SCHEDULES • COST SCHEDULES • TIME OVERRUNS WITH REASONING • ANALYSIS AND FEEDBACK TO PROJECT SITES

  30. IMPLEMENTATION LOGISTIC • IDENTIFICATION OF PERSONS AT • FCI PROJECT/REGIONAL SITES • NIC STATES/DISTRICT SITES • FCI HQS • FCI ENGG. DIVISION • HARDWARE/SOFTWARE • PC/AT OR HIGHER • HPM VER 3.0 • DOS VER 3.0 • MS-WINDOWS • NOTE:-SIX PERSONS (TECHNICAL) AT FCI, ENGG. DIVISION • FOR RUNNING THE SYSTEM ON MONTH TO MONTH BASIS • - INITIALLY THE SYSTEM COULD BE AT NIC, HQS FOR A PERIOD OF 3 TO 4 MONTHS

  31. MAIN MENU 1. ADD DATA 2. EDIT DATA 3. PREPARE DATA FOR TRANSMISSION 4. EXIT HIGHLIGHT OPTION WITH OR AND PRESS OR PRESS APPROPRIATE NO. MAIN MENU OF MODULE-1 IMPLEMENTED AT FIELD LEVEL.

  32. MAIN MENU 1. ADD NEW PROJECT 2. EDIT PROJECT DATA 3. PROCESS MONTH’S DATA 4. POST EXPORTING JOB 5. PRINT REPORTS 6. EXIT HIGHLIGHT OPTION WITH OR AND PRESS OR PRESS APPROPRIATE NO. MAIN MENU OF MODULE-2 IMPLEMENTED AT PID OF FCI.

  33. REPORT MENU 1. INTEGRATED SCHEDULE OF CONSTRUCTION 2. GANTT CHART (THROUGH HPM) 3. MILESTONE PROGRESS 4. OVERALL PROJECT SUMMARY 5. ORIGINAL PROJECT SCHEDULE 6. PERT CHART (THROUGH HPM) 7. UPDATED PROJECT SCHEDULE 8. SUMMARY EXPENDITURE STATEMENT 9. RETURN TO MAIN MENU HIGHLIGHT OPTION WITH OR AND PRESS OR PRESS APPROPRIATE NO. MAIN MENU OF MODULE-2 IMPLEMENTED AT PID OF FCI.

  34. INTEGRATED REPORTS 1 FLOW OF INFORMATION FOR THE IMPLEMENTATION OF CPM/PERT BASED MONITORING SYSTEM (TIME MANAGEMENT) 2 CHAIRMAN FCI 1 1 A N 3 PHYSICAL ED (Engg) FCI ED (PID) FCI 2 I 2 B FCI Hqs 4 C DELHI (NEHRU PLACE) PROJECT SITES FCI 3 3 HANDLING N C 5 9 DELHI (BARAKHAMBA ROAD) REGIONAL SITES FCI 9 15 D EN T 10 10 NIC HQS 29 PC/XT ++ NIC STATE/DISTRICT CENTRES REGIONAL HQS PROJECT SITES

  35. APPRAISAL REPORT NATHPA JHAKRI POWER CORPORATION LIMITED TCS-ISP STUDY FOR PROJECT MANAGEMENT FUNCTION AUG.,93 GOVT. OF INDIA NATIONAL INFORMATICS CENTRE PLANNING COMMISSION NEW DELHI

  36. PRESENT MONITORING/INFORMATION FLOW AT NJPC .Targets . Plans . Schedules . Directions etc. CORPORATE OFFICE (DELHI) SITE OFFICES .Nathpa .Jhakri .Progress Reporting .Civil .Electrical Infrastructure Delay-reasons

  37. FREQUENCY OF PRESENT INFORMATION FLOW Shimla PPM CELL Design Progress (Design/Drawing - schedule) Design Office PPM CELL Monthly

  38. PPM CELL FREQUENCY OF PRESENT INFORMATION FLOW Contractor/njpc nathpa MONTHLY REVIEWS MEETINGS Corporate Office . . . CPD DELHI (Time & Cost Schedule) EXTERNAL AGENCIES (QUARTERLY) jhakhri Monthly Progress

  39. Progress Report (Time & Cost) CAPMS - TCS METHODOLOGY input output + Daily Weekly Progress Report BOQ %completion based on .quantities executed or .Time spent or .Time remaining .Revised Time Schedules .Cash-Flow Statements . Variance (Schedule and Cost) .Project Finish Dates .Cost to complete .Estimated Actual Cost etc Database CORE PROJECT MANAGEMENT SYSTEM A. Time Schedule & Financial Aspects +Contractors Project Sites Bill Tracking System

  40. CAPMS - TCS METHODOLOGY Design/ Drawing Mgt System Latest Design/Drawing Schedules Contractors b. Engineering - Planning & monitoring (Shimla Office) DESIGN PROGRESS For Execution FIG - 8b

  41. CAPMS-TCS METHODOLOGY Project Sites (Nathpa/Jhakri) RDBMS Progress .Construction .Quantity Executed (From measurement book) Corporate Office For Payment Bill Tracking System Contractors C. RDBMS - Bill Tracking System D. MMS- Material Monitoring System (For major raw materials)

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