Project Management Term Report _final

Telecom Tower Project Management – “Term Paper” Submitted To Mr. M. Taslim

Submitted By Asma Shamshad Fatima Syed Junaid Manzoor Muneeb Ahmed Khan

Submission Date 12th May, 2010

EXECUTIVE SUMMARY The report under review contains an analysis of an ongoing mega- project in the capital city, Islamabad. Named Telecom Tower, it is approaching completion is one of the mega projects initiated recently. The scope of our project was to identify the current status of the project and draw parallels between the actual work done and the planned work. Also we identified the primary areas of concern of the project management regarding the completion of project. As we interviewed one of the project contractors they gave us more insight into project milestones and also highlighted the importance of project co-ordination. The report covers detailed summary of their scheduling and time estimation and gives graphical and tabular representation to enable better analysis. At the end of the report we have given some recommendations to further optimize the available resource and achieve project objective efficiently.

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TABLE OF CONTENTS List Of Tables ................................................................................................................... 3 1. ‘Literature Review’ ......................................................................................................... 4 2. ‘Data Of The Project Under Consideration’ .................................................................. 9 2.1 Project Scope Management........................................................................................ 10 2.2 Time management ..................................................................................................... 15 2.3 Resource Requirements ............................................................................................. 17 2.4 Monitoring Progress .................................................................................................. 19 2.5 Project Life Cycle ...................................................................................................... 24 2.6 Project Risk Management .......................................................................................... 29 3. ‘Integration Of Theoretical Framework Into Practical Perspective’ .......................... 31 3.1 Time Period ............................................................................................................... 32 3.2 Financial Aspect ........................................................................................................ 34 3.3 Organizational Culture............................................................................................... 37 4. ‘Findings & Analysis’ .................................................................................................... 39 Findings .......................................................................................................................... 40 Analysis .......................................................................................................................... 40 5. ‘Recommendations’....................................................................................................... 42 ‘Annexures’ ....................................................................................................................... 44 References....................................................................................................................... 45 Annexure A ..................................................................................................................... 46 Annexure B ..................................................................................................................... 47 Annexure C ..................................................................................................................... 52 Annexure D ..................................................................................................................... 56

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LIST OF TABLES Table 1: Project Key Facts Table 2: Stake Holders Influence over the project life cycle Table 3: Major Suppliers Table 4: Project Schedule Table 5: Manpower Regular Staff Table 6: Labor daily Table 7: Plant and Equipment Table 8: Material Procurement Table 9: Planned Vs Actual Oct 09- Sep 10 Table 10: Planned Vs Actual Oct 08- Oct 09 Table 11: Planned Vs Actual Oct 07- Oct 08

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1. ‘LITERATURE REVIEW’

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PROJECT MANAGEMENT Project management, according to the very basic understanding, can be differentiated from other management genre on the basis of project management being purely mission-oriented. The time restriction is also one of the differentiating factors. The Project Management Institute defines project management as: “Project management is the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participation satisfaction.” 1 Specifically, project management in construction encompasses a set of objectives which may be accomplished by implementing a series of operations subject to resource constraints. There are potential conflicts between the stated objectives with regard to scope, cost, time and quality, and the constraints imposed on human material and financial resources. These conflicts should be resolved at the onset of a project by making the necessary tradeoffs or creating new alternatives.2 Subsequently, the functions of project management for construction generally include the following: 1. Specification of project objectives and plans including delineation of scope, budgeting, scheduling, setting performance requirements, and selecting project participants. 2. Maximization of efficient resource utilization through procurement of labor, materials and equipment according to the prescribed schedule and plan. 3. Implementation of various operations through proper coordination and control of planning, design, estimating, contracting and construction in the entire process. 4. Development of effective communications and mechanisms for resolving conflicts among the various participants.

1

2

http://pmbook.ce.cmu.edu/02_Organizing_For_Project_Management.html http://en.wikipedia.org/wiki/Project_management

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TIME ESTIMATES However, when it comes to estimating time for a particular activity of a project, it is sometimes not very obvious since it might take one person a day to do a task that might only require three-fourths of a day of another’s time. As a result, when several people are asked to estimate how long it might take to perform a task, they often give different answers. But when the work is actually performed, it takes a real amount of time. Any estimate that did not come close to that actual time is inaccurate. Once the WBS is created, the team must create an estimate of the effort required to perform each task. A good formal estimation process, one that allows the project team to reach a consensus on the estimates, can improve the accuracy of those estimates, making it much more likely that projects will complete on time. A project manager can help the team to create successful estimates for any project by using sound techniques and understanding what makes estimates more accurate. The most accurate estimates are those that rely on prior experience. Team members should review previous project results and find how long similar tasks in previous projects took to complete. Sources of delays in the past should be taken into account when making current estimates. 3

RESOURCE ESTIMATES This is the estimating of the resource requirements for the activities that were dentified by the work-break-down structure. All projects need resources, and the effective project manager ensures that they secure those they need, and use them effectively to secure the intended outcomes. Having agreed what the project is intended to achieve, by when, the project team will also establish how to achieve that – such as re-design processes, procure technology, provide training.

4 5

It is worth spending time assessing resource requirements in order to

ensure that:

3

Applied Software project management, O’Rielly, Andrew Stellman and Jennifer Greene, Chapter 3 “Estimation”, http://www.sitepoint.com/blogs/2009/04/14/how-to-estimate-time-for-a-project/ 4

http://www.ajithn.com/study/Activity%20Resource%20Estimating.htm,PMBOK

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

All the resources needed to deliver a new service are identified;



This is done in sufficient time that they can be made available in the most costeffective way;



Those providing them do so willingly, as they can see it is in their interests to do so;



Senior management gives formal commitment to release these to secure the desired outcomes.

There are basically three types of resources required by a project: 1. Manpower 2. Plant and Equipment 3. Materials The methods of estimating the resources required by an activity include: 

Expert judgment



Alternatives analysis



Published estimating data



Project management software



Bottom-up estimating

PROJECT LIFE CYCLE The Project Life Cycle refers to a logical sequence of activities to accomplish the project’s goals or objectives. Regardless of scope or complexity, any project goes through a series of stages during its life. There is first an Initiation or Birth phase, in which the outputs and critical success factors are defined, followed by a Planning phase, characterized by breaking down the project into smaller parts/tasks, an Execution phase, in which the project plan is executed, and lastly a Closure or Exit phase, that marks the completion of the project.6

5

http://www.jitscotland.org.uk/toolkits/implementing-telecare-an-action-guide/planning-to-implement/assessresource-requirements/ 6

http://www.visitask.com/project-life-cycle.asp

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PROJECT SCHEDULE In project management, a schedule consists of a list of a project's terminal elements with intended start and finish dates. Terminal elements are the lowest element in a schedule, which is not further subdivided. Those items are often estimated in terms of resource requirements, budget and duration, linked by dependencies and scheduled.7

GANTT CHART Another concept being used is that of a Gantt chart. A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project. Some Gantt charts also show the dependency (i.e. precedence network) relationships between activities. Gantt charts can be used to show current schedule status using percent-complete shadings. Gantt charts have become a common technique for representing the phases and activities of a project work breakdown structure (WBS), so they can be understood by a wide audience. 8

7

http://en.wikipedia.org/wiki/Schedule_%28project_management%29 H.L. Gantt, Work, Wages and Profit, published by The Engineering Magazine, New York, 1910; republished as Work, Wages and Profits, Easton, Pennsylvania, Hive Publishing Company, 1974 8

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2. ‘DATA OF THE PROJECT UNDER CONSIDERATION’

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2.1 PROJECT SCOPE MANAGEMENT PROJECT SCOPE Pakistan Telecommunication Employees Trust is intended to construct a high-rise building in order to cope with up-coming demands of Information Technology sector and commercial business. Keeping in view its prime importance it is properly designed using latest technique to withstand against any natural disasters. Also the site selected for its construction is situated in the respected area of Federal capital territory. Telecom Tower is 29 story building (including 04 basements) located at Plot No. 55-C, Jinnah Avenue, Blue Area Islamabad, measuring 5600 Sqy. Total covered area of the building is (Approx. 600, 000sq ft).

PROJECT IDENTIFICATION Name of Work

Construction of PTET Telecom Tower Project, Civil and Plumbing works.

Name of Client

Pakistan Telecommunication Employees Trust

Name of Consultant

National Engineering Services Pakistan (Pvt.) Ltd.

Name of Contractor

M/S IZHAR CONSTRUCTION (Pvt.) Ltd.

Location of Plot

Plot No. 55-C Jinnah Avenue, Islamabad.

Plot size and area

175’x 288’= (50400 sq ft)

Value of work

Rs. 1,160,767,676.00

Date of Commencement:

1-Oct-07

Completion Date

September 26, 2010.

Remaining Time

06 months

Progress (Financial)

Rs. 731.85 million

Achieved

63.05%

Progress (Financial)

Rs. 1085.83 million

Scheduled

93.54%

Table 12: Project Key Facts

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PROJECT OVERVIEW The project aims at the finishing, validating and promoting the adoption of following specifications:

MAJOR DELIVERABLES 

Plant room for latest HVAC system requirement



Parking for 400 cars in Basements and offices on the upper floors



Floors shall be connected with 5 passenger lifts plus one panoramic and one cargo lift coupled with three emergency staircases.



Fire alarm system, Fire fighting through Fire Sprinkler & Conventional System and Fire exit shall be provided.



Centrally air-conditioned, provided with all modern communication / Electrical systems.



Provision of computer network



Provision of standby generators

WORK BREAKDOWN STRUCTURE FOR TELECOM TOWER NOTE: The WBS does not contain the HVAC and the electricity work as that is being done by other contractors. 1. General 1.1. Contractual Correspondence 1.1.1.

Letter of acceptance

1.1.2.

Contract agreement

1.1.3.

Punch List and Handover

1.2. Engineer’s Obligation 1.2.1.

Notice to Commence

1.2.2.

Issue of drawings (Str, Plumb, Arch)

1.2.3. 1 st Milestone mandatory 1.2.4. 2 nd Milestone mandatory 1.2.5.

Completion Milestone

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1.3. Mobilization 1.3.1.

Mobilization Plan

1.3.2. Contractor camp & facilities 1.3.3. Engineer’s office site and Transport 1.3.4. Construction equipment at site 1.3.5.

Crane at site

1.4. Architectural Work 1.4.1. Sample submittals and Approval 1.4.1.1.

Granular Fill Material

1.4.1.2.

Masonry Block

1.4.1.3.

Stair Hand Railing

1.4.1.4.

All type paints

1.4.1.5.

Tile

1.4.1.6.

Marble

1.4.1.7.

Blocks and Taxila stone

2. Construction Works 2.1. Basement Structure 2.1.1. Safety Measures 2.1.1.1.

Electrical Conduit

2.1.1.2.

Safety Measures for excavated North

2.1.2. Basement level Slab (4 basements) 2.1.2.1.

Under Ground Tank base slabs

2.1.2.2.

Under ground Tank walls

2.1.2.3.

Concrete in Ramp and Stairs

2.1.2.4.

Concrete in Shear walls and Columns

2.1.2.5.

Concrete in Retaining walls

2.1.2.6.

Under Ground Tank top Slab

2.2. Super Structure 2.2.1.

Slab (Above Ground Floor)

2.2.1.1.

Concrete in Shear walls and Columns

2.2.1.2.

Concrete in Beams and Slab

2.2.1.3.

Concrete in Stair

2.2.2. Tank slab 2.2.2.1.

Concrete in Shear walls and Columns Page | 12

2.2.2.2.

Concrete in Beams and Slab

2.2.3. Framing Plan Slab 2.2.3.1.

Concrete in Beams and Slab

2.3. Architectural Works 2.3.1.

All Floors

2.3.1.1.

Structure Steel Work

2.3.1.2.

Water Proofing

2.3.1.3.

Back Filling

2.3.1.4.

Masonry works

2.3.1.5.

Plaster Works

2.3.1.6.

Carpentry

2.3.1.7.

Floor and Wall finishing

2.3.1.8.

Paint

2.4. External Façade Works 2.4.1. Structural Steel Work 2.4.2. Aluminum Composite Materials Planning 2.5. Plumbing Works 2.5.1. Tube Well 2.5.1.1.

Tube well Installation

2.5.2. Material Procurement 2.5.2.1.

Fire Protection System

2.5.2.2.

Storm Drainage Pipe and Fitting

2.5.2.3.

Sanitary fitting

2.5.2.4.

Hot water boiler system

2.5.3. Installation at all floor 2.5.3.1.

Drainage pipes and fitting

2.5.3.2.

Fire Protection System

2.5.3.3.

Storm Drainage Pipe and Fitting

2.5.3.4.

Sanitary fitting

2.5.3.5.

Hot water boiler system

2.5.3.6.

Earth Work and manhoes

3. Architectural and Plumbing Works 3.1. Architectural Work (All Floors) 3.1.1.

Water Proofing to exterior Page | 13

3.1.2.

Backfill around basement

3.1.3.

Steel parts fitting

3.1.4.

Earthing system pits

3.1.5.

Drain trenches

3.1.6.

RCC Flooring

3.1.7.

Steel, F/Resistant, Alum and Wooden Joinery Work

3.1.8.

Floor Tiles in Lobby

3.1.9.

W/Proofing and Development of Green Areas

3.1.10. Tile Work (Marble) & H/Rail in Staircase 3.1.11. Tank 3.1.11.1. Steel parts fitting 3.1.11.2. Drain trenches 3.1.11.3. Steel, F/Resistant, Alum and Wooden Joinery Work 3.1.11.4. W/Proofing and Development of Green Areas 3.1.11.5.

Tile Work (Marble) & H/Rail in Staircase

3.1.12. Framing Plant 3.1.12.1. Steel parts fitting 3.1.12.2. Drain trenches 3.1.12.3. Steel, F/Resistant, Alum and Wooden Joinery Work 3.1.12.4. W/Proofing and Development of Green Areas 3.1.12.5.

Tile Work (Marble) & H/Rail in Staircase

3.1.13. External Area 3.1.13.1.

Paving and development of external area

3.1.13.2. Decorative concrete work 3.1.13.3.

Fence boundary and gate

3.2. Plumbing Works 3.2.1. Basic Plumbing (All Floors) 3.2.1.1.

Installation of W/Supply pipes and fittings(PPR)

3.2.1.2.

Soil, Waste, Vent and Drainage pipe work

3.2.1.3.

Firefighting system pipe work

3.2.1.4.

Sanitary fixtures installation

3.2.1.5.

Installation of Firefighting equipment

3.2.1.6.

Installing Bathroom Fittings and Accessories

3.2.1.7.

Commissioning Plumbing work Page | 14

3.2.2.

Tank

3.2.2.1.

Misc works

3.2.2.2.

Commissioning plumbing work

3.2.3.

Framing Plant

3.2.3.1.

Misc works

3.2.3.2.

Commissioning plumbing work

3.2.4. External Area 3.2.4.1.

External drainage

3.2.4.2.

Installation of fountain

2.2 TIME MANAGEMENT

PROJECT TIME MANAGEMENT GOALS The following goals were identified by the project top management; 

“To define realistic deadline for the project completion and take into account the influence of factors which might delay the project, such as availability of labor, equipment, raw materials.” This was enabled because the original deadline set was a conservative estimation of the timely completion of project. the project management told us, that during the preliminary meetings with the sponsor, consultants, they asked them to review the deadline and make it more challenging however the management stance was that making it difficult might be challenging for some but might be unachievable for others.



“To emphasize on time management as a Constrain in the priority matrix which cannot be compromised upon, even if the cost goes up?” Given all parameters of scope management for the project, it was decided with majority consensus that since the original deadline set is already realistic and a conservative estimation, time management should not be compromised on at all.



“To check progress regarding time management by setting bench marks and milestones for each stage.” Page | 15

TIME ESTIMATES Time estimates are very important in projects, primarily because: 1. They drive the setting of deadlines for delivery of projects, and hence peoples' assessments of project manager’s reliability 2. They often determine the pricing of contracts and hence their profitability Time estimating is to fully understand what the project needs to achieve. This involves reviewing the task in detail so that no task is ignored. The best way to review the job is to list all tasks in full detail. To make estimation about time for various activities the following methods are used: 

Guess



PERT



Analogous



Parameter Driven



Multiple Estimators

Within the estimate time is allowed for project management, detailed project planning, liaison with outside bodies, meetings, quality assurance and any supporting documentation necessary. A buffer is often kept for tasks that may arise and are out of control. As a project manager, the following are important factors to keep in mind: 

Accidents and emergencies



Internal meetings



Holidays and sickness in essential staff



Breakdowns in equipment



Missed deliveries by suppliers



Interruptions



Quality control rejections

These factors may double (or more than double) the length of time needed to complete a project.

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The project Telecom Towers had the estimated start time of 30-Aug-07 and the project is estimated to finish on 26-Sep-10. Under the main deliverable “General”, contractual correspondence (which includes the letter of acceptance and the contract agreement, engineer’s obligation, mobilization and architectural works are included. 

“Mobilization” are activities and associated costs for transportation of contractor's personnel, equipment, and operating supplies to the site; establishment of offices, buildings, and other necessary general facilities for the contractor's operations at the site.



“General” is estimated to finish by 26-Sep-10. Given in Annexure A.



“Construction Works” included the sub-deliverables, basement structure, super structure, external façade works and plumbing works. The entire deliverable is estimated to be complete by 16-Sep-10.

2.3 RESOURCE REQUIREMENTS There are basically three types of resources required by the project: 

Manpower



Plant and Equipment



Materials

MANPOWER Manpower is defined as power in terms of the workers available to a particular group or required for a particular task. It is very important to hire experienced manpower and also one that delivers on time. This is a major issue in Pakistan that the manpower engages in soldiering. This delays the projects unnecessarily and also increases the costs related to the project.

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One other major issue arises when the workers are not trained in measurements and the end result is usually a crooked structure. While building the baths, the gaps cause seepage around basins. Slopes in opposite direction to the drains cause water to accumulate and not drain properly. For the project the manpower that was deployed consists of two types: 1. Regular Staff 2. Labor

REGULAR STAFF The regular staff for the project includes designations like project manager, planning engineer, construction manager, safety engineer, site manager / account officer, site engineers, assistant planning engineer etc. The total strength of the regular staff is 46. These are employed at a full time basis. Exhibit B.

LABOR The labor comprises of those who do manual labor or work for wages. The labor deployed on the project includes the carpenter foreman, carpenter, khalasi foreman, khalasi steel fixing foreman, steel fixers, masons, etc. There are a total of 320 labor workers hired to complete the project. Exhibit B. The cost of labor includes direct wages paid to employees in exchange for the time it takes to complete a task.

PLANT AND EQUIPMENT The plant and equipment is a very important resource and cuts manual labor. It helps in performing tasks that would otherwise be impossible to achieve through manual labor or would take immense amount of time to complete! The Telecom Tower is one of the biggest projects and therefore requires many different types of sophisticated plant and equipment that is used on massive projects around the world. Batching Plant, Crane (Tower), Power Generator, Water Browser. Steel Bar Cutting and Bending Machine, Passenger Lift, Air Compressor, Concrete Mixer just to name a few. There are a total of 33 different types of such plant and equipment that are being used by the project. Exhibit B. Page | 18

MATERIALS The Telecom tower is using approximately over a 100 different types of materials. The materials include steel, wood, porcelain tiles, fittings and fixtures, and even carved wood and Islamic pattern jail, etc. A major problem that arises in projects is the use of low quality, short life materials that eventually cause severe problems later like seepage and leakage in walls and ceilings, fittings that either break quickly or do not fit well, leaky pipes and bad electric wiring etc. Once the project is complete the problems start to sprout one by one. These are not only difficult and costly to resolve later but also pose serious life threats. Electric wiring can cause shortages and eventually fires as witnessed by a building Shaeed-e-Millat very near to the Telecom Tower under construction. The lesson learnt by such projects is that it is better to spend money on materials and specialized workers in their field earlier, than to wait for a catastrophe to happen later. Many high quality suppliers including BERGER (Robbialac), ICI, Ittehad Steel Islamabad,Pak Steel Islamabad, RAK (Ceramics), Izhar Construction (Pvt)Ltd, Jamal Pipes, Fisher, RAK (Ceramics) are engaged so that a high quality standard be maintained as regards the materials, to avoid problems later. Exhibit B.

2.4 MONITORING PROGRESS PERIOD SEP 2007-SEP2008 As the project initiated, the time and cost estimates were kept conservative. As shown in the Annexure C, the value of Actual Work Accomplished was more than the Planned value of work for the year 2007-2008. The reasons can be traced back to several factors, 

Conservative planned value estimation.



Actual value of work accomplished could also be more than the planned value because of wrong estimation of costs.



Cost estimation is tedious task and should be done with attention to detail. The actual value of work done is more due to undermined cost estimation. Page | 19

The following activities could be tracked for the actual cost incurred in the period 2007-2008;  Mobilization Plan  Contractor Camp and Facilities  Engineer/employee Site Office & transportation  construction equipment at site  tower crane at site  framework at site  granular fill material  masonry block  electrical conduits  water proofing material  cements  reinforcement steel  safety measures for excavation  underground tank base slabs  underground tank walls  concrete class in beams and slabs  concrete class in retaining walls  Concrete class in ramp and stair

(Basement level 1 to 4 ) (Ground floor to Floor 5)

 concrete class in shear wall and columns  underground tank top slab  Water Supply Pipes & Fitting  Storm Drainage Pipes & Fitting  Fire Protection Pipes & System  Water Proofing to R/wall Exterior  BackFill around Basement  Block Masonry Work Except Hold Areas

PERIOD OCT 2008- SEP 2009 The planned value September 2008 to April 2009 was below actual value of work accomplished. This can again be attributed to conservative estimates of time and cost. However the actual work accomplished was below planned work for the remaining period of Page | 20

2008. When we asked them about the reason for this lag, they told us that estimates could be wrong as well. However we did manage to track the distinct activities performed during this time period. These include;  Wooden and steel doors  Water proofing  Back filling  Sand filling and lean concrete  Terrazzo tile  carpentry and joinery works  plaster works  external façade works  painting  floor and wall finishing  structural steel works (Bracing Systems)  Aluminium composite material panelling  Aluminium works and structure gazing  Tube Well installation  Fence and gate  concrete class in beams and slabs  concrete class in retaining walls  Concrete class in ramp and stair

(Floor 6 to 24)

 concrete class in shear wall and columns  Fire Protection Pipes & System  Terrazzo tile  carpentry and joinery works  plaster works  external façade works  Painting  Embedded Steel Parts fixing  Cement Sand Plaster Except Hold Areas  Earthing System Pits Page | 21

 Drain Trenches  Sanitary Fixtures & Fittings  Bath Room Fitting & Accessories  Swerage pipes  Sanitary Drainage Pipes  Hot Water Boiler System  Flooring in Basement  Paint Work Except Hold Areas  Steel, F/Resistant, Alum and Wooden Joinery Work  Wall Skirting/Dado in speicified areas  Block Masonry, Plaster and Paint Work Hold Areas  Block Masonry Work Except Hold Areas  Embedded Steel Parts fixing  Cement Sand Plaster Except Hold Areas

Ground Floor To

 Tiles and Vanity top work in Toilets(Cer,Grnt)

10th Floor

 Block Masonry, Plaster and Paint Work Hold Areas  Resistant, Alum and Wooden Joinery Work  Terrazo Flooring in specified areas  Paint Work Except Hold Areas  Wall Skirting/Dado in speicified areas  Floor Tiles in Lobby (Porclain)  Tile Work (Marble) & H/Rail in Staircase

PERIOD OCT 2009- SEP 2010 We see in the figure, that the difference between planned and actual work done can be due to numerous factors for this period. These include; 

Soaring high inflation rate, around 14%



Increased minimum wage level for labor



Continuous load shedding owing to increase in operational costs due to generators

The actual and planned value could be tracked to the following activities;  concrete class in beams and slabs

(Floor 1 To 10) Page | 22

 concrete class in retaining walls  Concrete class in ramp and stair  concrete class in shear wall and columns  Plumbing Machinery  Earth work & Manhoes  Swerage pipes  Floor Tiles in Lobby (Porclain)  Tile Work (Marble) & H/Rail in Staircase  structural steel works (Bracing Systems)  Aluminium composite material panelling  W/Proofing and Development of Green Areas  Tile Work (Marble) & H/Rail in Staircase  Block Masonry Work Except Hold Areas  Embedded Steel Parts fixing  Cement Sand Plaster Except Hold Areas  Tiles and Vanity top work in Toilets(Cer,Grnt)

Floor 11 To 24

 Block Masonry, Plaster and Paint Work Hold Areas  Resistant, Alum and Wooden Joinery Work  Terrazo Flooring in specified areas  Paint Work Except Hold Areas  Wall Skirting/Dado in specified areas  Floor Tiles in Lobby (Porclain)  Tile Work (Marble) & H/Rail in Staircase

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2.5 PROJECT LIFE CYCLE

Closing Execution Planning Initiation

Figure 1: Project Life Cycle

INITIATION The primary participants in the initiation phase of the project life cycle was the project sponsor i.e. Pakistan Telecommunication Employees Trust (PTET). During this phase the company identified the scope of the project and also identified the supervisor/ consultant for the project i.e. NESPAK. Also during the initiation phase, the major contractual agreements were signed with the contractors. These included agreements with Mechatech for HVAC and mechanical works, Izhar Constructions for civil works and Siemens Pakistan for Electrification works of the project. The designing work was performed by NESPAK during this phase. As shown in the figure above, the stake of PTET is highest in this stage because choosing the right partners in the initial phases is a pre requisite for project success.

Page | 24

PLANNING During this phase, the consultant/ supervisor, in collaboration with the sponsor, arranged meetings with the all the contractors to which the project work was outsourced. All the contractors chalked down the major suppliers for successful completion of the project. The project scope was further elaborated and time and cost estimates were included. Project Time Management was identified as a major area. Since the selection of suppliers is directly related to the timely and cost effective completion of the project, the contractors were given ample authority to choose vendors based on their own preferences. The resource requirement for the project was determined during the planning phase. Development of work breakdown structure, responsibility assignment matrix also took place during this phase.

EXECUTION During this phase of the project life cycle, actual work is carried out. Project status reports are a major output of this phase. Also during the execution phase, the actual value of work is compared with the planned value of work. First of all base line is set against which the performance is monitored. (Refer to figures …… for progress during the period 2007-2010). During the execution phase, the project managers saw that there were potential cost overruns. And there fore the actual value of work lagged behind the planned value by a considerable portion.

CLOSING The project has not yet reached the closing stage.

MONITORING AND CONTROL Monitoring and control regarding the project progress has been one of the crucial activities. Since the project entails the work of three contractors, it has been a huge responsibility on the consultant’s part to ensure the timely collaboration of all three sub-contractors. Moreover when time management is emphasized as an important goal of the project objective, Page | 25

monitoring and control becomes all the more critical. the contractors, when asked about the delays in the project schedules, put the blame on the supervisor i.e. NESPAK, that it has not maintained a strict control on project co-ordination and not established proper communication channels between itself and the sub-contractors.

STAKEHOLDERS

Contractors

Public at large

Telecom Tower

Consultant

Owner

Figure 2: Key Stakeholders

Page | 26

OWNER The owner of the project is “Pakistan Telecommunication Employees Trust”. The maximum stake in this case would be of owners since the project demands a high capital investment.

CONSULTANT

Pakistan Telecommunication Employees Trust has appointed NESPAK as its consultant. the major responsibilities of NESPAK in this case include the following;  Detailed design  Construction supervision of Telecom Tower Since the NESPAK is playing the role of a project co-ordinator between the three contractors, its stakes are high throughout the project from initiation to execution. NESPAK should closely monitor and control the cross integration of contractors.

Page | 27

CONTRACTORS The following is the distribution of the contracted work;

• Electrification and wiring works

• Mechanical works • supply and installation of HVAC system

• Civil Engineering works

Figure 3: Contractors for the project

The involvement of these stakeholders is time and life cycle stage dependent. For example, Izhar group of companies have a considerably higher stake during the initiation phase of the project, while the design is being made. It closely monitored the design and made several changes to make it suitable for construction purpose. If anything went wrong in the planning phase, the cost for the civil works is going to suffer greatly; hence we conclude that the most influential contractor in the initial phase of the life cycle is Izhar Construction Company. The mechanical and electrical works only start in the planning phase, when the cost and schedules are to be developed. The stakes of these two contractors are also high.

GENERAL PUBLIC All others would be included in the general public; mainly the nearby vicinity is going to be affected mostly by the project progress. For example the necessary equipment on site, might create blockades on road, leading to traffic. However general public in this case, doesn’t have any influence on the project progress.

Page | 28

The following table summarizes the stakes of the different stakeholders over the life of the project. 5 are for the highest amount of stake and 1 being the lowest.

Stake Holder

Initiation

Planning

Execution

Closing

PTET

4

5

5

5

NESPAK

3

4

3

4

Seimens

2

1

1

1

MechaTech

1

2

2

2

Izhar

5

3

4

3

Table 13: Stake Holders Influence over the project life cycle

The graphical representation is given in Annexure D.

2.6 PROJECT RISK MANAGEMENT The likeability of the risk occurring event is reducing by adopting the strategy of avoiding risk from taking place. Although the probability can’t be made 100% still it can be reduced to a negligible level. This is done by choosing the most reputable suppliers in every category. Following table shows the list of suppliers; RAW MATERIAL

NAME OF SUPPLIER

Steel

Pak Steel Islamabad, Ittehad Steel, Fazal Steel

Waterproofing

(Flexocrete) MGC Flexo-Crete from MGC Lahore

Waterproofing (Bitumat Membrane)

Bitumat Polyflex From Bitumat Company

Termite Proofing

Agenda

P.V.C WATER STOPPER

Decora

Water proofing concrete Admixture

Plastocrete – N (Sikka)

Corner Edge Guard

City Steel Industries Lahore

Water proofing agent for concrete.

Penetron

PVC Conduit for electrical works

Popular Pipes

Water Stopper

Decora

Water Proofing Treatment

Hewkel UAE

Concrete Repair work

Fosroc

Construction Equipment

Belles Construction Equipment

Curing Compound

Ultra Berdex Construction Chemical

Granular Fill

Izhar Construction (Pvt)Ltd.

Page | 29

Fan Box

Popular

Bronze Gate Valves

KITZ Japan

Plastron wall primer,Emamel

BERGER (Robbialac)

Matt finished ceramics tile

RAK (Ceramics)

Water proofing of water tank

Ultra USA

Floor Hardener

Ultra Construction Chemical,s Pvt Ltd.

Expanded

Corner Bead Izhar Construction (Pvt)Ltd.

Plastic Emulsion Paint

ICI,DULUX

Steel door

United Associates

Wooden door

Izhar Construction (Pvt)Ltd

Granite slabs

IQRA

Muslim shower

GROHE

Table 14: Major Suppliers

Page | 30

3. ‘INTEGRATION OF THEORETICAL FRAMEWORK INTO PRACTICAL PERSPECTIVE’

Page | 31

3.1 TIME PERIOD BASELINE GANTT CHART

Page | 32

For pasting Gantt Chart

Page | 33

3.2 FINANCIAL ASPECT COST SCHEDULE CHART

Page | 34

For pasting Cost Schedule Charts

Page | 35

Page | 36

3.3 ORGANIZATIONAL CULTURE

The above mentioned is an organogram of the organization. It can be seen that the organization hierarchy is quite simple and does not become a barrier in communication between the top most level and the lowest level. There are also no confusions in the role of each employee as the job description of every employee is very clear.

Page | 37

The employees working at the site adhere to the core cultural ideology of the parent organization i.e. fulfillment of commitment at every cost. This essentially means that the parent organization, Izhar Construction, believes that they should provide the promised quality at the promised time, whatever the circumstances maybe. This thinking can also be clearly seen in the working of all employees as they also believe that it is individual projects as these that make up the overall reputation of the organization. All in all, it is a progressive yet well defined culture that is prevalent at the site.

Page | 38

4. ‘FINDINGS & ANALYSIS’

Page | 39

FINDINGS After conducting a thorough research – through site visit as well as analysis of the given material – our group has reached the firm understanding that the project i.e. Telecom Towers is being constructed as per the original schedule made up by the contractor, Izhar Construction. Such a possibility, although quite rare in our geographical environment, proves the expertise of the planning engineers in their field. Since the beginning of the project, there have been quite a lot of national and local disasters which could have become large impediments in the ongoing work. However, the situation on ground proves otherwise as the project is going on according to the plan. The project progress on the cost horizon, however, is not as impeccable. While maintaining an uncompromising position on the time schedule, the company had to forego the cost advantage. Resultantly, the contractor’s planned budget overshot by more than 30 % (Exact figure not provided by company officials).

ANALYSIS One of the primary reasons for this cost overshoot (for maintaining the appropriate time) can be attributed to the lack of communication among the different partners of the project. As has already been explained above, the project has been divided among three major contractors. While questioning the administration, we found out that there was a total lack of coordination between the three. Any problem or activity that had to be jointly worked upon by them would have to be referred to their consultant, NESPAK, who took days if not weeks to formally negotiate the issue. As a result of this lack of ‘on-site’ coordination there have been quite a lot of delays. To cover for lost time, Izhar Construction has to spend more money to complete the task on time. The on-going issue of security in the country can also be blamed for the increased cost. As a result of security alerts, the entry of vehicles carrying the law materials has become restricted

Page | 40

to a very limited time slot only. This translates into putting in more resources in terms of transportation vehicles at the specified time slot to ensure smooth delivery of materials. Another problem witnessed was that the most of the staff, including the senior staff, had to be supposedly multi – talented in all fields of construction and project management. However, owing to the lack of proper experience and exposure, the generalists took time to adjust to their surroundings and to learn about the completely new dimension of the Telecom Tower project after being transferred from, let’s say a project of building a dam. Adding on to the woes of the management were the inflationary pressures that affected everything ranging from a brick to the pays of the employees. Even though it might be argued that it is almost impossible to safeguard against such a national trend but suggestions are being given in the following chapter to safeguard against these trends. The recent addition of load shedding is also one of the factors for slowing work progress. To completely negate this factor, very high costs have to be incurred which, in turn, have been fuelled by an increase in petroleum prices. Owing to our lack of technical expertise our group cannot comment as to how far the quality aspect of the commitment being fulfilled. However, our group is of the opinion that in the given circumstances and the environment of the country, Izhar Construction is doing a fairly good job of fulfilling its commitment while at the same time trying to minimize its costs.

Page | 41

5. ‘RECOMMENDATIONS’

Page | 42

A study of the whole project has enabled our group to gain a useful insight into the working of the primary organization under concern i.e. Izhar Construction and the project that they are currently working on i.e. Telecom Towers. Consequently, our group has come up with a few recommendations – both for the ongoing project as well as the organization working on it – so that there are as little as possible loopholes in the entire project management process. The recommendations are as follows: 

The consultant should ensure smooth, effective and timely communication between the three major stakeholders of the project i.e. Izhar Construction, Siemens and Mechatech. Such a step would greatly reduce the time spent in passing through the currently cumbersome communication process.



Since Izhar Construction is a major construction project company with plenty of simultaneous projects, they should strive to obtain cost – effective construction technology that is also less prone to make mistakes than the currently high human involvement factor.



The company should try to introduce skill up-gradation programs for the lower staff like masons etc. to motivate as well as enhance their productivity.



Instead of relying on generalists to complete different kinds of projects, the company should also try to maintain a team of specialists for each construction category e.g. high rise buildings. Initially such specialized teams may only be formed for the oft – repeated projects.



To mitigate the losses incurred through inflationary trends, the organization should use hedging tools to safeguard itself from sudden price changes.



Given the fast changing trends over the world, Izhar construction should try to reduce wastage as well as polluting their environment, so as to qualify as a ‘greencompany.’ Even though this may seem a bit strange in our country at this time, but given the fast changing dynamics it needs to be understood that environment friendly companies will be preferred more in the future. This becomes all the more valid for large groups like Izhar which have the ability to undertake international projects too.

Page | 43

‘ANNEXURES’

Page | 44

REFERENCES

RESOURCE PERSON 

Engr. Bilal Arshad Asst. Planning Engineer, Izhar Construction (PVT) Ltd. currently positioned at PTET Telecom Tower, Islamabad. Contact: 042-111323111

ACADEMIC RESOURCES 

‘Project Management’ 4th Edition by Clifford F. Gray and Erik W. Larson



Applied Software project management, O’Rielly, Andrew Stellman and Jennifer Greene, Chapter 3 “Estimation”

WEB RESOURCES 

http://pmbook.ce.cmu.edu/02_Organizing_For_Project_Management.html



http://en.wikipedia.org/wiki/Project_management



http://www.ajithn.com/study/Activity%20Resource%20Estimating.htm,PMBOK



http://www.jitscotland.org.uk/toolkits/implementing-telecare-an-actionguide/planning-to-implement/assess-resource-requirements/



1 http://www.visitask.com/project-life-cycle.asp



http://en.wikipedia.org/wiki/Schedule_%28project_management%29



1 H.L. Gantt, Work, Wages and Profit, published by The Engineering Magazine, New York, 1910; republished as Work, Wages and Profits, Easton, Pennsylvania, Hive Publishing Company, 1974

Page | 45

ANNEXURE A TELECOM TOWER CIVIL& PLUMBING WORKS Early Start Early Finish 30-Aug-07

26-Sep-10

30-Aug-07

26-Sep-10

30-Aug-07

5-Sep-07

LETTER OF ACCEPTANCE

30-Aug-07

30-Aug-07

CONTRACT AGREEMENT

5-Sep-07

5-Sep-07

ENGINEER'S OBLIGATION

30-Sep-07

26-Sep-10

30-Sep-07

26-Sep-10

1-Oct-07

2-Oct-07

1-Oct-07

2-Oct-07

27-Jan-08

10-Aug-09

22-Oct-07

16-Sep-10

22-Oct-07

30-May-09

SUPER STRUCTURE

4-Jun-08

28-Jul-09

EXTERNAL FACADE WORKS

6-Dec-08

15-Aug-10

18-Mar-08

16-Sep-10

GENERAL CONTRACTUAL CORRESPONDENCE

ENGINEER'S NOTICE TO COMMENCE MOBILIZATION MOBILIZATION PLAN ARCHITECTURAL WORKS CONSTRUCTION WORKS BASEMENT STRUCTURE

PLUMBING WORKS

Table 15: Project Schedule

Page | 46

ANNEXURE B MAN POWER (REGULAR STAFF) Sr.No.

Designation

Strength

1

Project Manager

1

2

Planning Engineer

1

3

Construction Manager

1

4

Safety Engineer

1

5

Site Manager / Account Officer

1

6

Site Engineers

4

7

Asst.Planning Engineer

1

8

Sr.Quantity Surveyor

1

9

Quantity Surveyor

1

10

Surveyor

1

11

Safety Supervisor

2

12

AutoCAD Operator

1

13

Forman Mechanical

1

14

Purchaser / Camp Boss

1

15

Accountant

1

16

Lab Tech.

3

17

Store Keeper

1

18

Passanger Lift Operator

1

19

Shuttering Forman

1

20

Plumbing Supervisor

1

21

Dispensor

1

22

Asst. Store Keeper

2

23

Asst. Supervisor

6

24

Asst. Surveyor

2

25

Asst. Accountant & Admin

1

26

Asst. Q.S

1

27

Asst. to P.M

1

28

Time Keeper

2

29

Office Boy

4

Total

46

Table 16: Manpower Regular Staff

Page | 47

LABOUR DAILY Sr.No.

Designation

Strength

1

Carpenter Foreman

2

2

Carpenter

25

3

Khalasi Foreman

1

4

Khalasi

35

5

Steel Fixing Foreman

1

6

Steel Fixers

4

7

Mason

58

8

Surveyor Helper

4

9

Fab /Welder

2

10

Tower Crain Helper

1

11

Tower Crain Rigger

2

12

Fitter

4

13

Crain Operator

2

14

Asst.Mechanic

2

15

Loader Operator

1

16

Loader Helper

1

17

Tractor Driver

2

18

T.M Helper

1

19

Plant Operator

1

20

Plant Helper

1

21

Pump Operator

1

22

Electrician

2

23

Lab Asstt.

2

24

Mics.

25

25

Driver

4

26

Generator Operator

2

27

Store Helper

1

28

Labour Mate

4

29

Labour

85

30

Security Guard

21

31

Cook

3

32

Cook Helper

9

33

Dry Cleaner

1

34

Office Boy

5

35

Sweeper

5

Total

320

Table 17: Labor daily

Page | 48

PLANT & EQUIPMENT Sr.No.

EQUIPMENT

CAPACITY

Nos.

1

Batching Plant (Standby)

30 M3 / HR.

1

2

Crane (Tower)

H=140 M,B=60 M,C=08 TON,

1

3

Power Genrator

100, 175,190 KVA,

3

4

Water Browser

5000 LITERS

2

5

Steel bar Cutting and Bending Machine

UP TO 40 MM DIA

2

6

Passenger Lift

2000 KG+2000KG

1

7

Air Compressor

1 HEAVY,1 LIGHT

2

8

Shovel?loader/Backhoe

LARGE (1 M3)

1

9

RMD-QuickForm System Form

10

Scaffolding Pipes

11

Tractor Trolley

1

12

Welding Machines

5

13

Vibrator (Petrol and Elect)

8

14

Plate Compactor/Roller

15

Small Dumper

1

16

Material Hoist

2

17

Concrete Mixer

3

2,000 SFT, 2,34,863 RFT

3,2

Total

33

Table 18: Plant and Equipment

MATERIAL SUBMITTALS Sr.No. 1

MATERIAL Steel

MANUFACTURE/SUPPLIER Ittehad Steel Islamabad,Pak Steel Islamabad.

2

Rebar Grout Material

FIS EM with rebars

3

Waterproofing (Flexocrete)

MGC Flexo-Crete from MGC Lahore

4

Waterproofing (Bitumat Membrane)

Bitumat Polyflex

5

Termite Proofing

Agenda

6

Admixture

Plastiment

P-264

(Class

B

)

Fosroc,Silkament 520BA (Class A1) 7

P.V.C WATER STOPPER

Decora

8

Water proofing concrete Admixture

Plastocrete – N (Sikka)

9

Corner Edge Guard

City Steel Industries Lahore

10

Mix Design of Conc. A-1

As

Recommended

(CWO

Rawalpindi) UET Taxila 11

Mix Design of Conc. B

HRL Mix Design

Page | 49

12

Penetron- Water proofing agent for

Penetron

concrete. 13

PVC Conduit for electrical works

Popular Pipes

14

Water Stopper

Decora

15

Water Proofing Treatment

Hewkel UAE

16

Concrete Repair work

Fosroc

17

Construction Equipment

Belles Construction Equipment,(1) Easyscreed (2)Bigblue

18

Curing Compound

Ultra Berdex Construction Chemical

19

M.S. Plate for Steel Stair

Izhar Construction (Pvt)Ltd.

20

Granular Fill

Izhar Construction (Pvt)Ltd.

21

UPVC Class D Pipe

Popular Pipes

22

UPVC Soil,Waste & Vent Pipes

Dadex

23

PPR cold drinking & hot water

Dadex

24

Fan Box

Popular

25

Bronze Gate Valves

KITZ Japan

26

G.I Fitting

H.E.China

27

Plastron wall primer,Emamel

BERGER (Robbialac)

28

Porcelain Tile

RAK (Ceramics)

29

M.S Plate + Angle

Izhar Construction (Pvt)Ltd.

30

M.S Grating Cover with Frame

Izhar Construction (Pvt)Ltd.

31

G.I Pipe Sch.40

Jamal Pipes

32

Hanger ,Fixer & Supports Horizontal

Fisher

33

Matt finished ceramics tile

RAK (Ceramics)

34

Water proofing of water tank

Ultra USA

35

Floor Hardener

Ultra Construction Chemical,s Pvt Ltd.

36

Expanded Metal + Corner Bead

Izhar Construction (Pvt)Ltd.

37

Bath room fittings

M/s KLUDI RAK

38

Plastic Emulsion Paint

ICI,DULUX

39

Steel door

United Associates

40

Wooden door with frame of deodar wood

Izhar Construction (Pvt)Ltd.

41

Terrazo Tile

Ajaibat-e-Sung

42

1/2" th Thermopore Sheet

Izhar Construction (Pvt)Ltd.

43

Expansion Joint (Flexible rubber joint)

TOZEN / JAPAN

44

Granite slabs

IQRA

45

Bottle Trap with Union (Model # 28920 )

GROHE

46

Sink Mixer Eurosmart Wall Type (Model

GROHE

# 32482)

Page | 50

47

Muslim shower with T.Cock (Model #

GROHE

27813) 48

Tee cock (Model # 22940 )

GROHE

49

Basin mixer Eurodisc (Model # 33190 )

GROHE

50

Flush valve for Urinal + Expose plate

GROHE

(37017,37018) 51

Bathroom accessories(Cataloge)

Inda

52

Under counter vanity type wash hand

PORTA

basin (HD-1) 53

Water closet Asiatic type (HD-13)

PORTA

54

Floor Mounted Europian water closet

PORTA

(HDC-102N) 55

Urinal (HD-400)

PORTA

56

Flushing cistern (HD-3)

PORTA

57

Vertical Hanger ,Fixer & Supports

Fischer

58

Anchor bolt M-12 Long 4.5"

ICPL

59

Matt Enamal Paint 30BG 72/103

ICPL (ICI,DULUX)

60

25mm thk.Granite Slab for Vanity Top

ICPL

61

M.S fittings Sch. 40 welded for fire

Azam Sons

fighting 62

Fire Resisting Door FRD-1

ICPL(Al Khaimi Industries Ltd.)

63

2"th Thermopore Sheet (For Expansion

ICPL

Joint) 64

0.25mm th Geo Membrane Sheet for

A.T.S Synthetic (PVT)LTD

65

M.S Flange

Izhar Construction (Pvt)Ltd.

66

Sample Board for ACP Base Framing

Alcop

67

Samples of Ultra Seal & Ultra Bitumen

Ultra Construction Chemicals

68

Catalogue of Matt Enamel Paint for Steel

ICI ( Dulux )

Doors 69

Door Hardware and Fittings

Kiani House

70

Dead Lock & Indicator Lock

Kiani House

71

Rawl Plugs for ACP Base Framing

Tiger Lion,Taiwan

72

Door Handles

Al-Asif Hardware

73

Samples of Wood Work for Mosque

AR Brothers

(Wooden Calligraphy, Islamic pattern tile & jali) 74

Samples

of

Terracotta

Tiles

-03

Grand Works

Nos.(300mmx300mmx50mm) Table 19: Material Procurement

Page | 51

ANNEXURE C PLANNED VS ACTUAL OCT 09- SEP 10 Month/

Actual W. Done

Actual W. Done

Planned

Planned

Year

(Monthly)

(Cumulative)

(Monthly)

(Cumulative)

Oct-09

16.39

673.45

60.19

838.16

Nov-09

13.7

687.15

70.64

908.8

Dec-09

15.6

702.75

61.06

969.86

Jan-10

8.6

711.35

51.92

1021.78

Feb-10

10.7

722.05

34.39

1056.17

Mar-10

9.8

731.85

29.66

1085.83

Apr-10

22.79

1108.62

May-10

13.92

1122.54

Jun-10

12

1134.54

Jul-10

14.43

1148.97

Aug-10

14.21

1163.18

Sep-10

0.85

1164.03

Table 20: Planned Vs Actual Oct 09- Sep 10

Page | 52

Figure 4: Planned Vs Actual Oct 09- Sep 10

PLANNED VS ACTUAL OCT 08- OCT 09 Month/

Actual W. Done

Actual W. Done

Planned

Planned

Year

(Monthly)

(Cumulative)

(Monthly)

(Cumulative)

Oct-08

28.12

354.84

29.18

322.28

Nov-08

41.43

396.27

36.26

358.54

Dec-08

29.09

425.36

32.75

391.29

Jan-09

38.89

464.25

42.7

433.99

Feb-09

35.95

500.2

36.26

470.25

Mar-09

34.71

534.9

48.9

519.15

Apr-09

28.96

563.87

45.68

564.83

May-09

26.51

590.38

47.24

612.07

Jun-09

30.91

621.29

43.89

655.96

Jul-09

20.16

641.45

37.77

693.73

Aug-09

10.43

651.88

38.32

732.05

Sep-09

5.18

657.06

45.92

777.97

Oct-09

16.39

673.45

60.19

838.16

Table 21: Planned Vs Actual Oct 08- Oct 09

Page | 53

Figure 5: Planned Vs Actual Oct 08- Oct 09

PLANNED VS ACTUAL OCT 07- OCT 08 Month/

Actual W.

Actual W. Done

year

Done

(Cumulative)

Planned (Monthly) Planned (Cumulative)

(Monthly) Oct-07

2.28

2.28

2.42

2.42

Nov-07

14.86

17.14

9.43

11.85

Dec-07

11.94

29.08

12.2

24.05

Jan-08

18.07

47.15

21.11

45.16

Feb-08

30.63

77.78

29.82

74.98

Mar-08

37.91

115.69

31.84

106.82

Apr-08

34.17

149.86

34.59

141.41

May-08

47.32

197.18

27.27

168.68

Jun-08

22.49

219.67

21.74

190.42

Jul-08

27.21

246.88

30.93

221.35

Aug-08

33.28

280.16

37.09

258.44

Page | 54

Sep-08

45.55

325.71

34.66

293.1

Oct-08

28.12

353.83

29.18

322.28

Table 22: Planned Vs Actual Oct 07- Oct 08

Figure 6: Planned Vs Actual Oct 07- Oct 08

Page | 55

ANNEXURE D

Figure 7: Graphical representation of stakeholder influence

Page | 56