INTRODUCTION

PURPOSE OF THE PLAN

This Bio-diesel Project Plan will provide a definition of the project, including the
project’s goals and objectives. Additionally, the Plan will serve as an agreement
between the following parties: Project Sponsor, Steering Committee, Project
Manager, Project Team, and other personnel associated with and/or affected by the
project.

The Project Plan defines the following:

 Project purpose
 Business and project goals and objectives
 Scope and expectations
 Roles and responsibilities
 Assumptions and constraints
 Project management approach
 Ground rules for the project
 Project budget
 Project timeline
 Organizational Design

BACKGROUND INFORMATION/AVAILABLE ALTERNATIVES

An inspection of the saline lands around Srikakulam was conducted and found
suitable for Jatropha plantation. This has led to the idea of a bio-diesel unit.

The alternative technologies available are:

 Trans-esterification and
 Dilute-acid esterification

This project employs the Trans-esterification technology due to the easy availability
of raw material and lower fixed costs.

[1]
PROJECT APPROACH

The project is decomposed into the following phases:

Phase I: Feasibility Study

Phase II: Licensing & Registration
Phase III: Project Planning
Phase IV: Supplier Service Level Agreements
Phase V: Order/Install Equipment
Phase VI: Test Run

Figure 1 – Project Approach

[2]
GOALS AND OBJECTIVES

BUSINESS GOALS AND OBJECTIVES

The business goals and objectives for this project will focus on production of bio-
diesel from Jatropha which:

 Is an additive in commercial and industrial diesel

 Is cheaper than diesel
 Is environment friendly
 Has lower flash point than diesel
 Has higher lubricity hence increasing engine life
 Does not require engine modification

PROJECT GOALS AND OBJECTIVES

Project goals and objectives include:

 Define planning requirements of the system by 10/08/2010.

 Define user needs in terms of inputs and outputs by 12/08/2010.
 Conduct user and stakeholder meetings along the PLC.
 Complete erection of a 500 liter/day capacity bio-diesel production unit by
16/02/2011.
 Complete commissioning of the unit by 05/03/2011.
 Complete system acceptance and user documentation by 20/03/2011.
 Achieve Project closure by 01/04/2011.

[3]
STRATEGIC FIT ANALYSIS

VALUE CHAIN ANALYSIS

Figure 2 - Porter's Value Chain

1. The Inbound Logistics of the RM into the production unit will be outsourced to
private transporters.
2. The production operations of the bio-diesel will be the core competency of the
company. It will include full-time employees and contract labors.
3. The Outbound Logistics of bio-diesel from the production unit to the OMCs will
be outsourced to private transporters.
4. Marketing & Sales of bio-diesel is limited to OMCs.

SWOT ANALYSIS

STRENGTHS
 Suitable soil & climate
 Man power availability
 Waste land availability
OPPORTUNITIES
 Subsidies
 Priority sector
 Attraction to green technology
 0% excise duty & EPCG
WEAKNESS
 Reluctant attitude of farmers
 Only 30% oil yield
 RM availability
THREATS
 Alternative fuels
 Uncompleted legal environment
 Low R&D funding
 Not efficiently developed
business structure
 Higher competitiveness of bio-
fuels from other regions

[4]
PROJECT WBS AND LRC MATRIX

TAG LEGEND
WPI – WORK PACKAGE DONE INTERNALLY
WPC – WORK PACKAGE SUB-CONTRACTED

TASK ID TASK DESCRIPTION TAG RAVI PAWAN VISHAL

1.1 FEASIBILITY STUDY
1.1.1 RM AVAILABILITY
1.1.1.1 LOCAL SUPPLIERS
1.1.1.1.1 COST WPI C1 R C1
1.1.1.1.2 QUALITY WPI C1 R C1
1.1.1.1.3 TRANSPORT WPI C1 R C1
1.1.1.2 NON-LOCAL SUPPLIERS
1.1.1.2.1 COST WPI C1 C1 R
1.1.1.2.2 QUALITY WPI C1 C1 R
1.1.1.2.3 TRANSPORT WPI C1 C1 R
1.1.1.2.4 LEAD-TIME WPI C1 C1 R
1.1.1.3 SELF
1.1.1.3.1 COST WPI R C1 C1
1.1.1.3.2 LAND AVAILABILITY WPI R C1 C1
1.1.1.3.3 WATER AVAILABILITY WPI R C1 C1
1.1.2 CAPITAL AVAILABILITY
1.1.2.1 KHADI BHANDAR
1.1.2.1.1 INTEREST RATE WPI R C1 C1
1.1.2.1.2 LOAN PERIOD WPI R C1 C1
1.1.2.1.3 LOAN AMOUNT WPI R C1 C1
1.1.2.1.4 COLLATERAL WPI R C1 C1
1.1.2.2 IDBI
1.1.2.2.1 INTEREST RATE WPI C1 C1 R
1.1.2.2.2 LOAN PERIOD WPI C1 C1 R
1.1.2.2.3 LOAN AMOUNT WPI C1 C1 R
1.1.2.2.4 COLLATERAL WPI C1 C1 R
1.1.2.3 SSI FINANCE
1.1.2.3.1 INTEREST RATE WPI C1 R C1
1.1.2.3.2 LOAN PERIOD WPI C1 R C1
1.1.2.3.3 LOAN AMOUNT WPI C1 R C1
1.1.2.3.4 COLLATERAL WPI C1 R C1

1.1.3 LAND AVAILABILITY

1.1.3.1 PLANTATION LOCATION

[5]
 1.1.3.1.1 LEASE OR BUY WPI R C1 C1
1.1.3.1.2 WATER AVAILABILITY WPI R C1 C1
1.1.3.2 PROCESSING UNIT LOC.
1.1.3.2.1 POLLUTION WPI R C1 C1
1.1.3.2.2 ROAD CONNECTIVITY WPI R C1 C1
1.1.3.2.3 LEASE OR BUY WPI R C1 C1
1.1.4 POWER AVAILABILITY
1.1.4.1 EXISTING LINES
1.1.4.1.1 TRANSCO PERMISSION WPI C1 C1 R
1.1.4.1.2 COST/kWh WPI C1 C1 R
1.1.4.1.3 TRANSFORMER WPI C1 C1 R
1.1.4.2 NEW LINES
1.1.4.2.1 TRANSCO PERMISSION WPI C1 C1 R
1.1.4.2.2 COST/kWh WPI C1 C1 R
1.1.4.2.3 No. OF POLES WPI C1 C1 R
1.1.4.2.4 WIRING LENGTH WPI C1 C1 R
1.1.4.2.5 TRANSFORMER WPI C1 C1 R
1.1.5 MANPOWER AVAILABILITY
1.1.5.1 FOR PLANTATION
1.1.5.1.1 No. OF MEN WPI C1 R C1
1.1.5.1.2 No. OF WOMEN WPI C1 R C1
1.1.5.2 FOR PROCESSING UNIT
1.1.5.2.1 SKILLED WPI C1 R C1
1.1.5.2.2 UNSKILLED WPI C1 R C1
1.2 LISCENSING & REG.
1.2.1 SINGLE WINDOW @ DIC
1.2.1.1 NAME OF FIRM WPI R A A
1.2.1.2 TYPE OF FIRM WPI R C1 C1
1.2.1.3 OUTPUT WPI R C1 C1
1.2.2 MRO PERMISSION WPI R C2 C2

1.2.3 POLLUTION PERMISSION

1.2.3.1 LAND INSPECTION WPI R C2 N
1.2.3.2 DISTANCE CALCULATION WPI R C2 N
1.2.4 SARPANCH WILLING LETTER WPI R C2 N
1.3 FINANCE AND BUDGETING
1.3.1 FIXED COST
1.3.1.1 LAND WPI C1 C1 R
1.3.1.2 BUILDING WPI C1 C1 R
1.3.1.3 MACHINERY WPI C1 C1 R
1.3.1.4 PLANT WPI C1 C1 R
1.3.1.5 VEHICLES WPI C1 C1 R
1.3.2 VARIABLE COST

[6]
 1.3.2.1 RAW MATERIAL WPI C1 R C1
1.3.2.2 POWER WPI C1 R C1
1.3.2.3 WAGES WPI C1 R C1
1.3.2.4 ADMIN WPI C1 R C1
1.4 LAND ACQUISITION
1.4.1 FOR PLANTATION
1.4.1.1 PURCHASING
1.4.1.1.1 NEGOTIATE WPI R C1 C1
1.4.1.1.2 PAYMENT & REG. WPI R C1 C1
1.4.1.2 DEVELOPING
1.4.1.2.1 LEVELLING WPC R C1 C1
1.4.1.2.2 PLOUGHING WPC R C1 C1
1.4.1.2.3 SOWING WPC R C1 C1
1.4.1.2.4 TREATING WPC R C1 C1
1.4.2 FOR PROCESSING UNIT
1.4.2.1 PURCHASING
1.4.2.1.1 NEGOTIATE WPI R C1 C1
1.4.2.1.2 PAYMENT & REG. WPI R C1 C1
1.4.2.2 DEVELOPING
1.4.2.2.1 LEVELLING WPC R C1 C1
1.4.2.2.2 LAYOUT PLANNING WPI R C1 C1
1.4.2.2.3 FENCING WPC R C1 C1
1.5 PLANT ERECTION
1.5.1 CIVIL WORKS
1.5.1.1 ADMIN BUILDING WPC C1 R C1
1.5.1.2 FABRICATION WPC C1 R C1
1.5.1.3 FOUNDATION WPC C1 R C1
1.5.2 ELECTRICAL
1.5.2.1 TRANSFORMERS WPC C1 C1 R
1.5.2.2 WIRING WPC C1 C1 R
1.5.2.3 EARTHING WPC C1 C1 R
1.5.2.4 SUB-STATION WPC C1 C1 R
1.5.2.5 GRID CONNECTION WPC C1 C1 R
1.5.2.6 MACHINERY CONNECTION WPC C1 C1 R
1.5.2.7 ILLUMINATION WPC C1 C1 R
1.5.2.8 GENERATOR SETUP WPC C1 C1 R
1.5.3 MECHANICAL
1.5.3.1 RMH
1.5.3.1.1 RM PROCESSING WPC R C1 C1
1.5.3.1.2 BELT CONVEYORS WPC R C1 C1
1.5.3.1.3 STORAGE BUNKERS WPC R C1 C1
1.5.3.2 FAT EXTRACTOR
1.5.3.2.1 PIPING WPC C1 R C1
1.5.3.2.2 VESSEL WPC C1 R C1

[7]
 1.5.3.2.3 COMPRESSOR WPC C1 R C1
1.5.3.3 CATALYZER
1.5.3.3.1 PIPING WPC R C1 C1
1.5.3.3.2 VESSEL WPC R C1 C1
1.5.3.3.3 CATALYZER PUMP WPC R C1 C1
1.5.3.4 EXTRACTOR
1.5.3.4.1 INPUT PIPING WPC C1 C1 R
1.5.3.4.2 REACTOR VESSEL WPC C1 C1 R
1.5.3.4.3 EXTRACTION SYSTEM WPC C1 C1 R

1.5.4 INSTRUMENTATION
1.5.4.1 PLC FOR THERMOCOUPLES WPC C1 C1 R
1.5.4.2 PLC FOR COMPRESSORS WPC C1 C1 R
1.5.4.3 PLC FOR FEED CHEMICALS WPC C1 C1 R
1.5.4.4 PLC FOR RMH WPC C1 C1 R
1.5.4.5 PLC FOR VALVES WPC C1 C1 R
1.5.5 PILOT TEST WPI C1 C1 R
1.5.6 IT
1.5.6.1 SYSTEM INSTALLATION WPC C1 R C1
1.5.6.2 OS & SOFTWARE WPC C1 R C1
1.5.6.3 ERP WPC C1 R C1
1.5.6.4 NETWORKING WPC C1 R C1
1.5.6.5 FIREWALL WPC C1 R C1
1.6 MARKTING & DISTRIBUTION
1.6.1 MARKET RESEARCH WPI R C1 C1
1.6.2 SWOT & 4Ps WPI C1 R C1
1.6.3 STP WPI C1 C1 R
1.6.4 LOGISTICS
1.6.4.1 INTERNAL
1.6.4.1.1 No. OF VEHICLES PURCHASED WPI R C1 C1
1.6.4.1.2 No. OF VEHICLES LEASED WPI C1 R C1
1.6.4.2 EXTERNAL
1.6.4.2.1 TRANSPORTERS WPI R C1 C1
1.6.4.2.2 3PLs WPI C1 C1 R

[8]
WORK PACKAGE TIME, COST BUDGETING AND SCHEDULING

[9]
[10]
[11]
[12]
[13]
[14]
WORK PACKAGE SEQUENCING

Figure 3 - PERT

[15]
FINANCIAL PLANNING

Construction Period 7 months

Source of Finance 30% equity
70% debt
Tax Holidays 3 years
Bank Interest 13.5%
Discount Cash Flow 13.5%

WORKING CAPITAL

INITIAL INVESTMENT COST

S.No. COST ITEM TOTAL COST (Rs.)

1. Land 2,450,000
2. Building & Civil Cost 985,000
3. Plant & Machinery 1,455,000
4. Over Heads 38,900
5. Working Capital 919,780
TOTAL COST 5,848,680

[16]
 PRODUCTION COSTS

COST OBJECT (per Kg) PRICE (Rs.)

Seed 16.40
Collection & Oil Extraction 2.48
Cake Produced (-) 2.23
Trans-esterification 8.77
Glycerin (-) 3.80
Overheads 1.35
Cost/Kg 22.97
-------------------------------------------------------------- -----------
Cost/L 19.52

Selling Price of bio-diesel = Rs. 32/L

BEP = 468,644 units
- 100% Capacity Utilization (Optimistic), BEP after 468 days.
- 70% Capacity Utilization (Pessimistic), BEP after 669 days.

[17]
FACILITY AND LOCATION PLANNING

PROPOSED LOCATION

PROPOSED FACILITY LAYOUT

[18]
RISK ANALYSIS & MANAGEMENT
INITIAL PROJECT RISK ASSESSMENT
Risk
Project Size
Person Hours
Estimated Project Schedule
Team Size at Peak
Project Definition
Narrow Knowledge Level of
Users
Available documentation
clouds establishment of
baseline
Project Scope Creep
Consultant Project
Deliverables unclear
Vendor Project Deliverables
Cost Estimates Unrealistic
Timeline Estimates
Unrealistic
Number of Team Members
Unknowledgeable of Business
Project Leadership
Steering Committee
existence
Absence of Commitment
Level/Attitude of
Management
Absence of Mid-Management
Commitment
Risk Level Likelihood of Mitigation Strategy
L/M/H Event
H: Over 20,000 Certainty Assigned Project Manager, engaged
consultant, comprehensive project
management approach and
communications plan
H: Over 7 months Certainty Created comprehensive project
timeline with frequent baseline
reviews
H: Over 15 members Certainty Comprehensive communications
plan, frequent meetings, tight
project management oversight
M: Knowledgeable of Likely Assigned Project Manager(s) to
user area only assess global implications
M: More than 75% Likely Balance of information to be
complete/current gathered by consultant
L: Scope generally Unlikely Scope intially defined in project plan,
defined, subject to reviewed monthly by three groups
revision (Project Manager and Steering
Committee) to prevent undetected
scope creep
L: Well defined Unlikely Included in project plan, subject to
amendment
M: Estimated, not clearly Somewhat Included in project plan, subject to
defined likely amendment
L: Thoroughly predicted Unlikely Included in project plan, subject to
using proven practices to amendment as new details regarding
15% margin of error project scope are revealed
M: Timeline assumes no Somewhat Timeline reviewed monthly by three
derailment likely groups (Project Manager and
Steering Committee) to prevent
undetected timeline departures
L: Team well versed in Unlikely Project Manager and consultant to
business operations identify knowledge gaps and provide
impacted by technology training, as necessary
L: Identified and Unlikely Frequently seek feedback to ensure
enthusiastic continued support
L: Understands value & Unlikely Frequently seek feedback to ensure
supports project continued support
L: Most understand value Unlikely Frequently seek feedback to ensure
& support project continued support
[19]
 Risk
Project Staffing
Project Team Availability
Physical Location of Team
prevents effective
management
Project Team’s Shared Work
Experience creates poor
working relationship
Weak User Participation on
Project Team
Project Management
Procurement
Methodology Used foreign to
team
Change Management
Procedures undefined
Quality Management
Procedures unclear
Software Vendor (ERP)
Number of Times Team Has
Done Prior Work with Vendor
Creates Foreign Relationship
Team’s Lack of Knowledge of
Package
Poor Functional Match of
Package to Initial System
Requirements
Team’s Involvement in
Package Selection Impacts
Success of Implementation
Risk Level Likelihood of Mitigation Strategy
L/M/H Event
M: Distributed team Somewhat Continuous review of project
makes availability likely momentum by all levels. Consultant
questionable to identify any impacts caused by
unavailability. If necessary, increase
committmment by participants to full
time status
L: Team works in Unlikely Use of comprehensive
complete co-ordination Communications Plan
M: Some have worked Somewhat Comprehensive Communications Plan
together before likely
L: Users are part-time Unlikely User Group Participants coordinated
team members by full time employee
L: Procurement Unlikely N/A
Methodology familiar to
team
L: Well-defined Unlikely N/A
L: Well-defined and Unlikely N/A
accepted
H: Never Certainty A comprehensive vendor evaluation
and selection process (incorporated
into Project Plan) will be employed to
predict and define the relationship
between the department and the
vendor
M: Conceptual Somewhat Comprehensive vendor evaluation
understanding likely and selection process incorporated
into Project Plan will assist the team
in better understanding the package
offering(s)
L: Minimal customization Unlikely Although a package has not yet been
required selected, the Consultant has
compared the initial requirements
with available functionality and
determined that a functional match to
the initial requirements is very likely.
Vendor selection will be based, in
part, on how well the proposed
application matches defined
functional specifications.
L: High involvement in Unlikely Comprehensive vendor evaluation
selection and selection process incorporated
into Project Plan
[20]
SENSITIVITY ANALYSIS

∆SP (%) ∆VC (%) BEP ∆BEP (%)

0 0 468644.2 0

-1 0 480977 2.631579

-5 0 537562.5 14.70588

-7 0 571160.2 21.875

-10 0 630245.7 34.48276

-12 0 676930.6 44.44444

-15 0 761546.9 62.5

-20 0 961953.9 105.2632

-25 0 1305509 178.5714

0 1 476090.8 1.588955

0 3 491717.1 4.923325

0 5 508404 8.484006

0 7 526263.3 12.29485

0 10 555535.7 18.54103

0 12 576929.5 23.10606

0 15 612299 30.65327

-1 1 488823.9 4.305964

-5 3 568141.9 21.23096

-7 5 631334.2 34.71503

-10 7 739066.9 57.70319

-12 10 874503.6 86.60287

-15 12 1095751 133.8129

-20 15 1855546 295.9391

[21]
 SP vs BEP
200
180
160
140
120
100
SENSITIVITY TO SP
80
60
40
20
0
-30 -25 -20 -15 -10 -5 0

VC vs BEP
35

30

25

20

SENSITIVITY TO VC
15

10

0
0 2 4 6 8 10 12 14 16

[22]
PROJECT CONTROL

Once a project is running it is important that the project manager keeps control. This is
achieved by regular reporting of issues, risks, progress and constant checking of the
business case to ensure that the expected benefits will be delivered and are still valid. All
proposed changes should be assessed, logged and appropriate action taken.

CHANGE MANAGEMENT

The information contained within the Project Plan will likely change as the project
progresses. While change is both certain and required, it is important to note that
any changes to the Project Plan will impact at least one of three critical success
factors: Available Time, Available Resources (Financial, Personnel), or Project Quality.
The decision by which to make modifications to the Project Plan (including project
scope and resources) should be coordinated using the following process:

Step 1: As soon as a change which impacts project scope, schedule, staffing or

spending is identified, the Project Manager will document the issue.

Step 2: The Project Manager will review the change and determine the
associated impact to the project and will forward the issue, along with
a recommendation, to the Steering Committee for review and
decision.

Step 3: Upon receipt, the Steering Committee should reach a consensus

opinion on whether to approve, reject or modify the request based
upon the information contained within the project website, the
Project Manager’s recommendation and their own judgment. Should
the Steering Committee be unable to reach consensus on the
approval or denial of a change, the issue will be forwarded to the
Project Sponsor, with a written summation of the issue, for ultimate
resolution.

Step 4: If required under the decision matrix or due to a lack of consensus,

the Project Sponsor shall review the issue(s) and render a final
decision on the approval or denial of a change.

Step 5: Following an approval or denial (by the Steering Committee or Project

Sponsor), the Project Manager will notify the original requestor of the
action taken. There is no appeal process.

[23]
 ASSESS ORGANIZATIONAL CULTURE

The Project Organizational Culture will be assessed along the following dimensions:

 Positive work environment:

- Openness to new ideas,
- Employees feeling valued as individuals,
- Open discussion with superiors encouraged etc.
 Management leadership: this includes factors such as
- Clear goals set and responsibilities delegated,
- Employees have input in decision making,
- Incentives offered to work on new ideas,
- High-risk high-return projects encouraged etc.
 Results orientation: this includes factors such as
- Employees are pressured to finish work,
- Correct procedures more important than correct results etc.

[24]
ORGANIZATIONAL DESIGN

ORGANIZATION STRUCTURE

SPONSOR

STEERING COMMITTEE

PROJECT
MANAGER

WORK WORK SUBJECT

PACKAGE PACKAGE MATTER
MANAGER MANAGER EXPERTS

SITE SUB
EMPLOYEES CONTRACTORS

[25]
PROJECT TEAM AND ADMINISTRATION POLICIES

Role Scope Of Administration Participant(s)

 Ultimate decision-maker and tie-breaker XYZ Ltd.
Project
 Provide project oversight and guidance
Sponsor
 Review/approve some project elements

 Commits department resources Mr. A

Steering
 Approves major funding and resource Mr. B
Committee
allocation strategies, and significant Mr. C
changes to funding/resource allocation Mr. D
 Resolves conflicts and issues
 Provides direction to the Project Manager
 Review project deliverables

Project  Manages project in accordance to the Mr. Ravi Jain

Manager project plan
 Serves as liaison to the Steering Committee
 Receive guidance from Steering Committee
 Supervises consultants
 Supervise vendor(s)
 Provide overall project direction
 Direct/lead team members toward project
objectives
 Handle problem resolution
 Manages the project budget

Project  Understand the user needs and business Mr. Pawan Akella
Participants processes of their area Mr. Vishal Chandra
 Act as consumer advocate in representing Mr. B.K.Dheeraj
their area Mr. Krishna Chandra
 Communicate project goals, status and Mr. Gautam Kumar
progress throughout the project to
personnel in their area
 Review and approve project deliverables
 Creates or helps create work products
 Coordinates participation of work groups,
individuals and stakeholders
 Provide knowledge and recommendations
 Helps identify and remove project barriers
 Assure quality of products that will meet
the project goals and objectives
 Identify risks and issues and help in
resolutions

Subject  Lend expertise and guidance as needed Mr. Srinivas Reddy

Matter Mr. Teja Manik
Experts

[26]
COMMUNICATIONS PLANNING

AUDIENCE

 Project Sponsor
 Steering Committee
 Project Manager
 User Group Participants
 Subject Matter Experts
 Secondary Stakeholders

COMMUNICATION METHODOLOGY

The communications methodology utilizes three directions for effective

communication:

Top-Down It is absolutely crucial that all participants in this project sense the
executive support and guidance for this effort. The executive leadership of
the organization needs to speak with a unified, enthusiastic voice about the
project and what it holds for everyone involved. This will be 'hands-on'
change management, if it is to be successful. Not only will the executives
need to speak directly to all levels of the organization, they will also need to
listen directly to all levels of the organization, as well.

The transition from the project management practices of today to the

practices envisioned for tomorrow will be driven by a sure and convinced
leadership focused on a vision and guided by clearly defined, strategic,
measurable goals.

Bottom-Up To ensure the buy-in and confidence of the personnel involved in

bringing the proposed changes to reality, it will be important to communicate
the way in which the solutions were created. If the perception in the
organization is that only the Steering Committee created the proposed
changes, resistance is likely to occur. However, if it is understood that all
participants were consulted, acceptance seems more promising.

[27]
 Middle-Out Full support at all levels, where the changes will have to be
implemented, is important to sustainable improvement. At this level (as with
all levels), there must be an effort to find and communicate the specific
benefits of the changes. People need a personal stake in the success of the
project management practices.

PMIS

The following is a list of communication channels that are established for this
project:

Monthly Status Reports

The Project Manager shall provide monthly written status reports to the
Steering Committee. The reports shall include the following information
tracked against the Project Plan:

- Summary of tasks completed in previous month

- Summary of tasks scheduled for completion in the next month
- Summary of issue status and resolutions

Monthly Steering Committee Meeting

These status meetings are held at least once per month and are coordinated
by the Project Manager. Every member of the Steering Committee
participates in the meeting. The Project Manager sends the status report to
each member of the team prior to the meeting time so everyone can review
it in advance.

Bi-Monthly Project Team Status Meeting

These status meetings are held every other month. Every member of the
Project Team will be invited to participate in the meeting. Project Manager
sends the status report to each member of the team prior to the meeting so
everyone can review it in advance.

Website Use
User Group Participants and Subject Matter Experts may be updated monthly
at the discretion of the Project Manager. Information will be posted to the
project’s website.

[28]
STAKEHOLDER MANAGEMENT

ANALYSIS

1=None, 2=Minimal, 3=Average, and 4=Significant

STAKEHOLDER LEVEL OF LEVEL OF LEVEL OF LEVEL OF TOTAL

INTEREST INFLUENCE IMPACT SUPPORT
SPONSOR 4 4 4 4 16
STEERING COMMITTEE 4 4 4 4 16
RAVI JAIN 4 3 3 4 14
PAWAN AKELLA 3 2 2 3 10
VISHAL 3 2 2 3 10
SUB-CONTRACTOR 3 1 1 2 8
SUPPLIERS 1 1 3 3 8
SARPANCH 1 1 3 2 7
VILLAGERS 1 1 2 2 6
CUSTOMERS 3 2 1 2 8
FARMERS 2 1 2 2 7
MEDIA 1 1 2 2 6

MANAGEMENT

There are two tools and techniques used:

1. Communication methods - Communication methods are listed in the

communication management plan.
2. Issues log

Issue Type Date Description Action Raised Issue Status Priority Closed Closure
No. raised Required/Notes by Owner Date Comments
001
002
003
004
005

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REFERENCES

 PMBOK – Project Management Body of Knowledge Hand Book

 Microsoft Project Help Notes

 Project Management – A Systems Approach, Harold Kerzner

 Class Notes

 http://www.onprojectmanagement.files.wordpress.com

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