Planning and Monitoring of raw water treatment plant, MRPL
Student name: Mr Sunny Patel
Guide: Dr Poornima Varma
Year of completion: 2010
Host Organisation: Aquafil Polymers Pvt. Ltd.
Supervisor (Host Organisation): Mr Hitesh Shah
Abstract: Project management involves the basic principles of planning, scheduling and controlling
work. A project manager cannot be at peace once he has planned & scheduled the project, he
has to constantly monitor and control it. Further he has to report his findings from
monitoring and controlling to his senior management. The project manager has to have
knowledge of all the disciplines working in the project.
At MRPL, the RWTP will treat the raw water from the raw water reservoir, which in turn will
be demineralised in DM plant. The aim of water treatment is to produce and maintain water
that is hygienically safe, aesthetically attractive and palatable, in an economic manner. This
demineralised water is utilised in power plant to run the turbines. For this purpose, a RWTP
of 1231 M3
/Hr capacity is proposed.
Various departments such as mechanical, electrical, instrumentation, piping, construction etc
work together to accomplish the project, which meets the set standards, and deadline. The
task of the project manager is to streamline the activities of these departments as all the
activities of a department are linked to activities within the department and other
departments. One has to have list of all activities that are required to be carried out for
completion of the project, the duration of each activities and also the interdependencies of
activities. Further, for constant monitoring of the project, one has to define the progress
measurement methodology. Based on this progress measurement methodology, the physical
progress report is done.
For planning and monitoring of RWTP at MRPL, the activities along with their duration and
interdependencies were identified and entered in Microsoft Project software. The software
made the bar charts, the critical paths with critical activities and also calculated the slack
available. Breakdown Structure with all the tasks, subtasks and milestones with the weighted
percentage with respect to entire project is used for progress measurement. Functional
schedules for all the disciplines are made and the progress is reported using the “S†curve
generated from these functional schedules.
The progress is reported to client & PMC by making a monthly progress reports and holding
a review meeting every month.
