Professional Documents
Culture Documents
By
ATANU DUTTA
National Thermal Power Corporation Ltd.
1
CAPACITY ADDITION
CONTINUED
2
CAPACITY ADDITION
As on 13/10/09
B.
SR NO
ONGOING PROJECTS :
PROJECT NAME
17930 MW
PROPOSED CAPACITY IN MW
1 2 3 4 5 6 7
CONTINUED
3
CAPACITY ADDITION
SR NO PROJECT NAME CAPACITY IN MW
Loharinagpala (Hydro)
600
9
10 11 12 13 14 15 16
520
1500 1500 750 1000 1000 1000 1000
CAPACITY ADDITION
C. NEW PROJECTS FOR 11th & 12th PLAN: 41531 MW
SR NO 1 2 3 4 PROJECT NAME
Muzaffarpur Expansion KAWAS-II JHANOR-II
PROPOSED CAPACITY IN MW
390 1300 1300
1980
1320
1320 1320
5
6 7 8
North Karanpura
1980
9
10 11
260
1000 120
12
171
CONTINUED 5
CAPACITY ADDITION
NEW PROJECTS - 11th & 12th PLAN
SR NO PROJECT NAME
13 14 15 16 17 18 19 20 21 22 23 24 25 Kudgi Ph-I&II Lara (C.G) Singrauli-III Vindhyachal-V Gadarwara (MP) Bargad (UP)
PROPOSED CAPACITY IN MW
4000 4000 500 500 2640 4000
Tanda-II
Darlipalli-I Unchahar-IV Nuclear Power Project RAJEEV GANDHI CCPP-II
1320
3200 500 2000 1950
4000 460
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Project Management of Multi Projects by one Organisation requires different handling than the Project Management of only one Project .
and
Control System (IPMCS)
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PROJECT PLANNING AND DEVELOPMENT PACKAGING ENGINEERING AND PROCUREMENT MANUFACTURE & DELIVERY PROJECT EXECUTION CIVIL CONSTRUCTION INSTALLATION COMMISSIONING PERFORMANCE TESTING EVALUATION AND CLOSING
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Scrutiny of the Project- Techno Economy Identification and placement of Project Leader
Timely
Demarcation Sound
Liaison
Comprehensive Effective
contd
- Project Manager
IPMCS
PROJECT IMPLEMENTATION COMPRISES OF :
Pre order network for each projects Master network (L1) Procurement of materials and tendering Contracts - includes the following :
Packaging concept for effective and faster implementation Qualification to ensure competition from competent parties Pre defined evaluation criteria Contractor selection by Techno-Commercial considerations L2 network for each contract/package Post award execution and expediting
Engg. L2 SCH.
T.C.M.
I : Preparation of Comprehensive feasibility report and various statutory clearances and Investment Approval II : Infrastructural development
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Pre-Order Network
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Project identification & appropriate site selection Pre- feasibility studies including environmental impact assessment Statutory clearance (central & State) Project design memorandum Mode of Funding & tie-up Fuel linkage ATS tie up Initiation of Land Acquisition Proceeding Techno- Economic Clearance Power purchase agreement Appraisal by independent financial institution Investment Approval
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II : Infrastructure development
Survey & soil investigation Land acquisition and R&R plan Posting of project manager and nucleus site organisation Site levelling Boundary wall, Gate & fencing Approach road, plant roads and drains
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Review of Packaging Contracting for timely implementation of the Project. Major Packages are:
Switchyard
Station C&I
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Master Network identifies the milestones for key events for each package in the areas of engineering, procurement, manufacturing, despatch, erection and commissioning.
Interrelationship between various activities is clearly identified in the master network.
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L2 NETWORK
L-2 NetWork gives the Schedule for Starting/Completion of Activities
L2 network is the contractual documents indicating the time frame from start to completion of package within the frame-work of master network (L1). L2 network is prepared by the contractor and finalised by Corporate Monitoring Group in association with Engineering , Contract Services, Quality Assurance, Inspection and site. It includes shop manufactured items/ materials and bought out items. Adequate cash flow tie up specifically with PSU/Contractor.
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L3 PROGRAMME
L3 programme is a three monthly rolling programme prepared by site within the time frame of L2 schedule indicating various items and quantity to be executed in each month. Resources and all other inputs to execute these quantities are clearly mentioned. From the three monthly programming, a monthly/fortnightly/weekly execution programme is prepared indicating next months/fortnights programme / quantity, drawings, materials, fronts and resources availability etc.
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MANAGEMENT
CONTRACTING,
INSPECTION &
EXPEDITING
SITE
MANAGEMENT
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1. ENGINEERING MANAGEMENT
Preparation of comprehensive list of Engineering Activities Scheduling of engineering activities at L2 level within the time frame of master network (MNW)
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QUALIFYING REQUIREMENT :
IN NTPC QRs are finalised before freezing final specifications of packages for tendering. QRs are made so that Contractors with sound Techno-Commercial capabilities only participate against NTPC tendering and Contract is awarded to sound and capable Contractors. A data bank of sound and capable Contractors are prepared and maintained for reference of future contracts. The QRs are reviewed by standing committee consisting of D(Proj), Engineering and Contracts representatives so as to take care of Technological and Market Development.
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2. CONTRACTS MANAGEMENT
Contract Packaging :
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NTPC specifies Customer Hold Points, with regard to different manufacturing stages, in the approved QP based on which inspections are carried out by NTPC at every Customer Hold Points and CHP clearance are issued. MDCC is issued to ensure that materials as per approved QP are manufactured & despatched. L/C is negotiated by the Banker/Contractor only on presentation of MDCC in original I addition to other relevant documents.
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3. SITE MANAGEMENT
Ensuring desired quality in site activities Performance budgeting for site activities Local field engineering Weekly progress review of each package by concerned in-charge. Fortnightly project review by GM / Head of Project.
Situation arises because of fouling of piping with structures, or fouling of structures with equipment, or when some specified are not available. For expeditious project activities, appropriate deviations are made at Site and this are regularised by proposals sent by Site to Corp. Engg. for according technical approval. In case of Site routed piping where no layout drawings are used by Corp. Engg., Site will workout the layout and send it to Corp. Engg. after getting the approval of GM(Projects).
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Contingency Arrangement
Cost-benefit analysis is done before adopting any contingency plan. Contingency arrangements are made to ensure major milestone dates do not slip because of non-availability of certain inputs. To ensure availability of critical fronts for achieving major milestones following contingency arrangements were made for Vindhyachal Stage-II:
Interconnection of Stage-I & Stage-II DM Plant to ensure water for Boiler Hydro test of Unit-7. Interconnection of Stage-I PT Plant to Stage-II DM Plant to ensure adequate DM water for Unit-7 Boiler Commissioning.
34
COMMISSIONING ORGANISATION In order to streamline the planning & Management of Commissioning activities at NTPCs Projects; Commissioning Organisation is set up with the following three bodies:
Commissioning
Working
Panel
Parties
Commissioning
Steering Committee
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General General
Contractors Packages.
COMMISSIONING PANEL
The main functions of Commissioning Panel are to prepare commissioning network, approval of all documentation and associated procedures, monitoring of commissioning activities, to compare and accept test results, to prepare periodic exception reports, to form documentation control centre for controlling the flow of documents etc. Members of Commissioning Panel are :
DGM
Erection
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WORKING PARTIES Working Parties are formed to deal with each section of the plant or in some cases the related sections of the plant whose commissioning will be inter-dependent.The individual working parties will be required to undertake the responsibility of preparation of entire commg. Documentation. During commissioning the individual working team will see that all checks and tests are thoroughly carried out and completed.
Members of Working Parties are :
Leader
Contractor
Weekly Review by concerned Package Engineer at site with Contractors. Critical & Major Pckgs. by HOD. Fortnightly Review of project by Head of Project/GM.
(Contd...) 39
CONTD..
PRT for each project comprising executives from three Control Centres, viz. Engineering, Contracts & Site. Also has members from service functions.
Project Review Team meetings take place every month chaired by the Head of the project/ GM. Detailed agenda issued in advance.
(Contd...) 40
Contd..
(Contd...) 41
Frequency of TCM is minimum once in a month. In initial stages of project frequency is high (2 to 4) depending on the requirement.
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Contract Review Meetings are convened by Contract Services with the vendors
Management Reviews
Regional Executive Director reviews the Critical Packages and the progress of Project . Director (Project) reviews the progress of the project as per requirement. Other functional Directors also review project progress from time to time during their visit to site.
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Contd..
CMDs review of the project as per requirement. Project Review in Management Committee , which are held once in a quarter.
45
P&S compiles progress- actual vis--vis targets.This is a detailed Quantified progress report. This also indicates rolling programme for next 3 months
Contd..
46
Contd..
Each vendor submits monthly progress report. The report is in pre-decided formats. It covers all areas such as Engg., Ordering, Manfg., Quality & Despatch. It is sent to CMG, Site, Engg. & Contracts.
Contd..
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Contd..
Minutes & Exception of Monthly PRT Meeting: CMG circulates MOM to all control centres for actions. Based on PRT meeting, Site progress report & CRM, CMG prepares every month exception report highlighting critical issues requiring immediate attention of Management.
Contd..
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Contd..
Monthly Progress Report from Contract Services: Report on pre-award activities is prepared by CS. Monthly Report from Regional EDs : Report from
Regional Executive Director for CMD covering all aspects viz Operation, Projects, Commercial etc .
Minutes of Management Committee Meetings & Top Management Review : Action plan based on these reviews are prepared.
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Korba
Month from MP order 0 Date
Singrauli
Month from MP order 0 Date
VSTPP
Month from MP order 0
Jul-83
Aug-82
Jan-82
Mar-95
Mar-85
May-86 Jun-87 Dec-87 Dec-86 Aug-87 Jun-88
20
34 47 53 41 49 59
Feb-84
Feb-85 Feb-86 Oct-86 Oct-85 Mar-87 May-87
18
30 42 50 38 55 57
Aug-83
Oct-84 Nov-85 May-86 Feb-85 Aug-86 Dec-86
19
33 46 52 37 55 59
Feb-96
Nov-96 Dec-97 Nov-98 Jul-97 Nov-98 Mar-99
11
20 33 44 28 44 48
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Projects
Singrauli Korba Ramagundam Rihand Vindhyachal Simhadri Talcher
Date of Commn.
Dec86 May87
59
57
59 66
Jun88
Mar88 Mar99 Mar02 Jan03
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39 38
51
37
TALCHER-II-2003
TIME IN MONTHS FORM MAIN PLANT AWARD TO SYN FOR 500 MW UNIT
38
SIMHADRI-2002
39
VINDHYACHAL-1999
48
SINGRAULI-1986
59
10
20
30
40
50
60
70
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RAMAGUNDAM-7-2004
42.97
TIME IN MONTHS FROM MAIN PLANT AWARD TO COD FOR 500 MW UNIT
SIMHADRI-1-2002
45.3
RAMAGUNDAM-4-1988
63.17
KORBA-4-1987
66.17
SINGRAULI-6-1986
65.43
10
20
30
40
50
60
70
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Integrated Project Management and Control System has significantly contributed in NTPCs Capacity Addition
MARKETLINE INTERNATIONAL, UK, Ranks NTPC as Sixth Largest Thermal Power Generator globally & Most Efficient based on 1997 performance data, amongst them. ASIA WEEK ranks NTPC as 344th amongst top 1000 companies of ASIA in terms of sales revenue, second in terms of return on assets & fifth in terms absolute profit amongst all Asian Electric Utilities
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INTERNATIONAL ACCOLADES
WORLD BANK Performance audit Report : 1993 :NTPCs record in plant construction cost containment and operating efficiency has been exceptional, while as an institution it has broken new ground in organisation and management successfully navigated the transition from construction to operating company and generally coped quite well with the problems of rapid expansion Draft Performance Audit Report : 1998 : The decision to support an efficient national power generation institution has greatly improved the efficiency of power generation in India and has, as a result, greatly improved the availability of power to the country as a whole. NTPC has grown into a highly efficient power company
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CONCLUSION
NTPC has adopted dynamic approach and is in the process of tying up all related issues towards achieving its ambitious plan of becoming 50,000 MW plus company by 2012.
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THANKS
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