Capstan Assembly (Installation Onboard)

Group(3) members; Moe Thu(0346999) Hnin Thiri(1151936) Mya Ye lai Khaing (1153181) Kong Yuan(1151949)

Contents
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

Project Background Project Objective Project Assurance Project Stakeholders Risk Management Project Lifecycle Project Proposed Design Project Planning Project Cost Budget Quality Management Communication Management Project Documentation Project Closure

1. PROJECT BACKGROUND
Organization :HALCYON Offshore is a multi-disciplinary engineering and

construction contractor for the offshore oil & gas industry. The company is certified ISO 9001:2008
Product :Capstans can be manufactured with a pull of 0.5 to 15 tonnes and can be

mounted vertically or horizontally for use on a ship's deck / Vessel.

They can also be made with polished stainless steel heads and mounting plates if

required.
Drive can be manual, electric, hydraulic and pneumatic system. The Electric Vertical Capstan consists of a vertical cast steel warping head coupled

directly to the under-mounted drive unit. The gear motor is mounted inside the bell housing with mounting flange. An electric motor drives the capstan.

2. PROJECT OBJECTIVES
Manufacturing the capstan and installation on board vessel Production of a good quality structure, workmanship and Installation. Build a Capstan which shall be durable and encompass enviromentally friendly

manufacturing practices and materials.

Offer a wide spectrum of marine and offshore solutions and Service globally Combine the Innovative Design ,procurement, fabrication, installation and

commissioning expertise to deliver complex, integrated Projects, sophisticated Products, engineered Services and Solutions.

3.PROJECT ASSURANCE
Financial
Ensures that the need of the proposed product is built. Guarantees accountability to stakeholders who have financial interest in the project

Quality
Quality standards and Operation are based in order to create guidelines for quality

standard (ISO 9001-2008 Quality Management System). Quality Class & Grade are approved by Professional Engineering (PM) Society (High Grade Materials & Treatments) .

Risk
Risk needs to be understood for decision making. The success of the project lies in being able to foresee and manage risk.

Technical
Overall accountability and coordination. Performs operations in a specialized area to established technical specifications within

their specialized technical fields

Legal
Health and safety regulations on the Machine Shop and Shipyard & help to reduce

accidents and serious injuries. Contributes towards reducing the incidence of unnecessary disputes among stakeholders as each individual is protected by laws.

4.PROJECT STAKEHOLDERS
Internal Stakeholders

External Stakeholders
Suppliers Specialist Consultants Third Party Fabrication Group

Low

Vice President (VP) Project Manager (PM) Project Coordinator (PC) Project Team Sale & Marketing Production team Purchaser Accounting officer QA/QC Engineer

Stakeholders Analysis
(Power/Interest)
-Production Team
- VP -Project Coordinator

Power

- Project Team -Project Manager -QA/QC -Service Engineer

High

-Purchasing -Supplier -Other Departmental - Consultants Staff (for Data & Ideas - Third-party Collecting)

Low Interest

High

Required roles and Responsibilities

(1)The Project Manager

(2) Project Team

Complete the project within budgeted

Assist VP on section management Product R&D Product costing preparation Product design & concept preparation Project schedule and cost control Check and approve calculation, BOM and production drawings System design & integration Commissioning procedure Site support when needed Any other tasks assigned by the management

cost, schedule and quality requirements. Identify resources needed for project. Identify residents of the Halfway House training needs Aid in the management of time, cost and quality. Identify unanticipated risk events Track the project implementation and submit status reports to the project manager. Maintain project and structural building quality requirements Participate in lessons learned sessions. Identify ways to improve project processes

(3)External Stakeholders
Shall indemnify the client for all incidents that may occur to the specialist contractors

employees during onboard installing. Shall be responsible to complete specialist their works according to the work procedures. Shall complete the works with the highest quality of workmanship and diligence. On time Delivery with Reasonable Price Perfect Information flow Perfect Supports & Services

5.Risk Management
1.Project failure 2.Sponsors pulling out 3.Change of scope 4.Extension of Production and Installation period 5.Quality level of deliverables not satisfactory 6.Resources not coming on time 7.Shortage of labor and poor quality of resources 8.Targets And dates not achieved 9.Escalation of the estimated expenditure

No 1. Project failure

Risk Poor project management and project planning

Risk Happening High

Project Cancellation of Project Proper communication, project planning and management should be done properly Have another potential sponsor that can contribute should anything happens Allow for change of scope Allow float in the deliverables so that if there are any delays the available time maybe used Constantly inspect the contractors work

Responsible Project manager and Project team

2.

Sponsors pulling out

Identified sponsors Moderate might not want to contribute Lack of funds Rain and strike High High

Cancellation of the project or delay of the start date Poor quality and late completion Increase cost and sponsors might pull out

Project Manager and Project Coordinator Sponsor and client Contractor

3. 4.

Change of scope Extension of Production & Installation period

5.

Quality level of deliverables not satisfactory

Poor service delivery by the contractor

Moderate

6.

7.

8. 9.

Late delivery of resources Supplier having lots of clients to deal with Shortage of labor and Labour not well poor quality of resources trained and quality suppliers not found in the area Targets And dates not Constraints in the achieved project Escalation of the Increase in prices

Moderate

Project not completed or great amount of defects in the future Slows down the work pace Conflict in the whole project and result in delay
Increase cost and construction period Lack of funds to

Project Manager

Get a standby supplier

Contractor

Moderate

Offer high wage for quality work

Contractor

Moderate Moderate

Time management Cost Management and

Project manager and project team Project manager

6. Project Lifecycle
100 90 80 70

Level of Activity

Project initiating Planning Executing Controlling Project Closing

60 50 40 30 20 10 0 1wk Jan 2wk Jan 3wk Jan 4wk Jan 1wk feb 2wk feb 3wk feb 4wk feb 1wk Mar 2wk Mar 3wk Mar 4wk Mar

7. Project Proposed Design

Specification
TYPE PULL CONTROL CAPSTAN SIZE POWER VERTICAL MOUNT ON VESSEL 20T x 0~10 M/MIN ELECTRICAL CONTROL STAND 510 ~45KW

8.Project Planning

9.Project Cost Budget

Activities
Project Kick off Designing Purchasing

Estimate xpenses
S$ S$ S$ S$ S$ S$ S$ 100 2000 12000 5000 500 2000 1000

Cost Budget Chart

Management Reserve Contingency Reserve

Fabrication
Order Receiving Assembly Testing Documentation Painting Packing Shipping Onsite Installation

Estimate Cost
5% 10%

S$
S$ S$ S$ S$

500
300 300 1000 1500

85%

Onsite Testing
Total Project Estimate Cost Contingency Reserves (10%) Management Reserves (5%) Total Cost Budget

S$
S$ S$ S$ S$

500
26000 2600 1300 29900

Quality Policy

Ensure that all legal procedures necessary to make the project a success are followed.. Build the Product in a safe manner either Internal or External. Quality Product & Excellent Service Reliable Design On-time Completion & Delivery

QMS PROCESSES INTERACTION CHART

Customer (Requirement) Input Resource Management

Continual Improvement

Product Realization

Product Service
Output

Management Responsibility Measurement, Analysis & Improvement

Customer (Satisfaction)

Communication Type
Internal Communication (All, Except QMS Related)

Responsible Department
HR Department

Internal Communication (QMS Related)

Corporate Communication (Corporate News, Press Release, etc) Customer Communication (up to contract signing & VO, if necessary) Customer Communication (From NPM to delivery including VO, Complains) Customer Communication (After Warranty period) Supplier / Vendor / Sub Contractors Communication Sub Contractors Communication (Commercial - Structure) Sub Contractors Communication (Schedule & Quality Issues including cost control) Class Agencies Communication (Design & Drawing Approval & related commercial) Class Agencies Communication (Product Inspection, Certification Related commercial) Class Agencies Communication (Product & Component Standardization & related commercial)

QA Department
Sales & Marketing Sales & Marketing Projects Department After sales Department Purchasing Department Production Department QA Department Engineering Department QA Department

QA Department

Specifically, project documentation focuses on guiding the project team and readers (Customers) to:

Define the aim and background of the project.

Identify key deliverables and dates. Document the technical parameters and technologies to be used. Address the manner in which items will be built or deployed. Assess items such as quality, scope, resources, risk, training, and cost. Document any back-out or contingencies that could occur. Communicate progress and update stakeholders.

1. 2. 3. 4. 5.

Project Documentation such as Project proposal, Project Plan etc. Team Documentation such as Project Status Report, Meeting Minutes etc. Test Documentation such as Test Procedure , Test Report etc. System Documentation such as Database Documentation ,API Documentation etc. User Documentation Such as User Manual , Troubleshooting Guide etc.

13.Project Closure
The following tools can be used to order the closing process: Acceptance Test Procedures (ATP); Implementation Strategies; Project Documentation; PostImplementation Audit; Final Project Report. Closing a project involves the following 6 steps: Getting Client Acceptance of Deliverables Ensuring that all Deliverables are Installed Ensuring that the Documentation is in Place Getting client Sign-Off on the Final Report Conducting the Post-Implementation Audit Celebrate Success