Managing EMP &Dynamics of PMO
PMO & EPM Implementation report in MIA Corporation PVT. LTD.
MS PM Department
Qaria Zainab- 085
MS Project Management
Bahria University, Islamabad Campus
All praise to Allah, who gave us strength and abilities to complete this project. I am especially thankful to Mr. Fareed Zafar and Ms. Amna who provided valuable guidance in completion of project. Her awareness, instruction, suggestion in improvement, devotion and support is the primary source for completing the project. I am grateful to Mam Amna for her hard work.
I am also grateful to Pakistan Telecommunication Company Ltd. for supporting in every possible way to complete my project.
Lastly, I am eternally grateful to my parents for their unconditional love and support.
Introduction of PTCL
PTCL the major telecommunications supplier in Pakistan. PTCL has maintains to be the leading CDMA worker in the nation with 0.8 million V-fone clientele. The corporation upholds a top spot in Pakistan as an infrastructure source to other telecom operator and communal clients of the state. It would-be an active driving force in Pakistan’s trade and industry expansion. PTCL has put down an Optical Fiber Access Network in the most important cities of Pakistan and local loop services are in progress to be rationalized and promoted from copper to an optical network. The extensive global infrastructure part, the ability of two SEA-ME-WE submarine lines is being stretched to meet the ever-increasing requirement of worldwide traffic. The spread of Telecommunication Act 1996, the Pakistan Telecommunication Authority was formed as the Telecom authoritarian organization. The open licensing strategy in purchase pkr 45.40 agreement with the directions of Government of Pakistan and in implementation of authority set by Pakistan Telecommunication (Re-Organization) Act 1996, the fundamental telephony was put under exceptionality which was over and done with by December 31, 2002. The year 2006-07 in the telecom division saw a exceptional development in the cellular phone division in Pakistan, which two folded its subscriber establishment to 60 million. PTCL’s mobile phone subsidiary Ufone’s subscriber base raised to 87%.Along with this it was observed the entrance of main telecom corporation; China Telecom and Singtel.
INTRODUCTION TO MANAGEMENT
‘Broadband Pakistan’ commence as an opening pace towards in making available its consumer with worthy service and expediency.
Being the foremost Information and Communication Technology Service Provider, it has to achieve customer contentment and capitalize on shareholders’ value’.
The upcoming era is unfolding, we will be the tie that lets worldwide communication. We are determined towards assemble for the future.
Accomplishing vision through, an organizational environment that cultivates specialization, inspiration and superiority. A setting that has low expenditure and quality mindfulness
Services that stand on the most favorable technology
“Quality” and “Time” conscious customer service
Professional Integrity Customer Satisfaction
STRUTURE OF PTCL Organizational structure of PTCL
The term organization structure describes the organizations formal framework or system of communication and authority. The PTCL converted from Government sector to Public Sector w.e.f. 15-12-1990. Thus the organization structure prior to 15-12-1990 was centralized and decision making is highly centralized in upper levels of Management. The Director General was act being Chief Executive of the Department and having few Regions just one in each province where act General Manager or Director as Regional Incharge of the Department. The human resource was also kept in minimum levelcomparatively now a days. Each Region had some field divisions scattered in far flung Areas.The Divisional Engineers were performing their duties as Divisional In chargewith some Sub. Divisional Officers and Supervisory staff. The unity of command wasvery simple and it was highly cleared where is the types and amount of authority andresponsibility that organizational members hold. The Accountant General PT;T AuditLahore was the Principal Audit and Accounts office of the department. The Telegraphand Telephone department restructured and renamed Pakistan TelecommunicationCorporation w.e.f. 15-12-1990.The Post of Director General was redesigned as Chairman PTC. Now thecomplexity interred in the organization structure resultantly more division of labor themore vertical levels and more geographically dispersed the organizations units, the morehierarchy, the more difficult it is to coordinate people and their activities. However since1990 or becoming corporation the Telecommunication is playing an increasinglysignificant role as the most important infrastructure of modern economic and societies.
The government of Pakistan now holds more then 62% stake in the company andnominates four (04) directors on the Board of Directors of the Company, while the Etisalat International Pakistan (EIP) has 26% holding in the Company and nominates five(05) Directors on the Board of Directors. All the directors are non-executive directors.The Organizational chart of PTCL Headquarter is shown in Fig
The Organizational Structure of PTCL shows that President of PTCL is the headof all the Organization and there is only one Secretary of the Organization. The EtisalatCompany has 26% of Shares therefore they can nominate five (05) directors of the Boardof Directors. Top Management of the Company includes Senior Executive Vice Presidentand Executive Vice President of the Departments.
Board of Directors of PTCL
After the privatization of PTCL the new management holds the charge of theCompany and has formed a Board of Directors consisting upon ten members including aChairman and Chief Executive Officer. The PTCL is to comply with the code of corporate Governance (code) contained in the listing regulations of the Karachi, Lahoreand Islamabad stock exchanges for the purpose of establishing a framework of goodgovernance, whereby a listed company is managed in compliance with the best practicesof the corporate governance.The Company has applied the principles contained in the code in the followingmanner.
Pursuant to privatization of the Company, the government of Pakistan nowholds more then 62% stake in the company and nominates four (04) directorson the Board of Directors of the Company, while the Etisalat InternationalPakistan (EIP) has 26% holding in the Company and nominates five (05)Directors on the Board of Directors. All the directors are non-executivedirectors. The name of members of the Board of Directors as on 30th June2006.
The directors of the company have confirmed that none of them is servingas a Director in more then ten listed companies, including this Company.
All the resident Directors of the Company are registered as taxpayers andnone of them has defaulted in payment of any loan to a Company, being a
This is specialization or division of labor, which give birth to Departmentation,which again five births to span of control. PTCL’s organizational chart is a full picture of the division of labor. As we can see that the whole organization is “departmentalized”into seven major activities. These are:I.Corporate AffairsII.OperationIII.FinanceIV.Estate ManagementV.Human Resource and AdministrationVI.Special ProjectsVII.Information TechnologyAlthough specialization is criticized very much but I must say that for a largeorganization like PTCL, specialization is a pre-requisite. PTCL’s organizational chartshows a vertical expansion in the positions of the organization.And that’s the reason that in PTCL job requirements and manager (in-case of PTCL and SEVP) specifications are developed and matched to assign personnel. Everymanager or SEVP in-case of PTCL has his or her own SEVP administration department,who is one of the assisting sub heads to the company, Secretary, GM internal Audit andGeneral Manager Solutions, who again assist the president. The administration SEVP inPTCL is obliged to take care of so many things, for example:
He / she have to handle all the issues related to human resource and planning.
Has to take care of co-ordination among different departments.
Will handle issues related to transport and telecommunication.
And so many other activities like public relations, HR telecommunicationsetc.For all these activities, he / she are then supported by eleven more managers whoagain are the experts in their own fields.
Operative Departments of PTCL
The operative functions of the PTCL can be divided into the following operativedepartments.
I.Policy Formation and Directions.
President, Secretary and Board of PTCL
General Administration, Rules, Regulation and Recruitment, Transport,Security, Welfare Branches.
TSC, NPGIT, Regional Schools.
IV.Finance and Accounts.
Internal Audit, Pension Cell, Accounts Offices.
IV.Stores and Workshops.
General Store Depot, Purchase Branch, Telegraph W/shop.
V.Customer Services and Sale Promotion.
Customer Services, Printing & Publications.
VI.Planning and Development.
Development Administration, Planning Branch and Regional Developmentoffices.
VIII.Maintenance and Operation.
Regional Offices, Telephone, Telegraphs,Radio, Wireless Divisions.
The PTCL is a large organization and its offices are situated all over the country. It has more division of labor, more vertical levels in the hierarchy and the moregeographically dispersed the PTCL units, the more difficult or complex it is tocoordinate people and their activities. However the decision making authority is alsodivided among the top management and Regional Executives according to their responsibilities.Therefore we can say that decision making is highly centralized in upper level of Management in PTCL. As I analysis that Human Resource wing has been established inPTCL explicitly to implement Human Resource strategies and to adopt modern,innovative and best proven policies to make PTCL a responsive and competitive serviceorganization. To strengthen the Human Resource Wing the position of Director General(Administration) has been filled and recruitment for other senior position is in process. Innew and changed scenario when the new players in Telecom Sector have started buildingtheir core organizations and likely to cause attrition in PTCL human resources.The PTCL has given new dimensions to human resource activities. PTCL effortsare being made to development of a competitive workforce through rigorous training andwith program’s to improve the retention of these employees. To deal with the situationPTCL has transformed its human resource department to focus on modern management practices. With responsibility for creation and diffusion of the new human resourceculture. More emphasis is being given to the formulation of clear policies the areas of training, recruitment, transfer /postings compensation etc. The on going salient humanresource activities are includes, completion of human resource information systems,formation of new service rules, new job description rightsizing, compensationmanagement, performance appraisal system, performance standards training anddevelopment, organizational development. It is obvious that PTCL is being given specialattention to building human assets.
Benefits of a PMO
A project management office’s presence in any organization, either functional, projectized or matrix type, is helpful in effective strategic planning and development of projects. The PMO helps in understanding and linking of different projects to one portfolio running within an organization. The Project Management Office serves as an organizational strategy and provides many solutions to problems related to projects. In absence of PMO, workgroups are proved to have limited success and less collaboration.
Implementation of a project management office at MCPL will help the organization at many levels. A PMO is supposed to combine all the projects at one place and channelize workflows and strategies. Implementing PMO will be a strategic move for MCPL as the competitive companies in the market are also lagging behind in establishment of a PMO. Hence a PMO will serve many causes for MCPL.
1. Organization’s projects and workflows will be more consolidated, giving better results.
2. Assigning a Project Manager will solely be the responsibility of PMO, keeping in view all the experienced personnel the organization has and their existing duties.
3. Resources will be assigned to the projects accordingly and cross functioning of resources will be ensured to increase real time productivity.
4. The PMO will establish a set of standard practices for projects to reduce resource wastage at any level of a project.
5. The PMO will set the priority of projects, which project has to be addressed primarily and which resources are required. Hence detailed planning and resource assignment will happen.
6. PMO may increase productivity by identifying scope, budget, risks and issues at a very early stage of a project.
7. MCPL’s PMO will ensure executive support and closing/termination of projects.
Due to non-existence of PMO, there could never be documented lessons learned, and with no lessons learned, there is no chance of improvement in processes
Implementation of EMP in MCPL
Usage of the Enterprise Project Management in any association is a venture itself and ought to be overseen fittingly for its fruitful execution. Prior to the formal start of EPM usage one must ask few inquiries from higher administration and his colleagues to get the genuine knowledge and expected result and objectives of EPM execution. By having clear and particular objectives of EPM usage and its expected results, one can effectively execute it and get the coveted and positive outcomes from it.
Essentials for EMP Implementation
EPM Solution for any organization dislike a basic attachment and play sort arrangements; it obliges experts to appropriately introduce and execute EPM. Taking after are the essentials for EPM usage.
• Microsoft® Project Professional 2013
• Microsoft® Server 2013
• Microsoft® Share Point Server 2013
IT Professional for Installation
All these productsneeds Microsoft Certified IT experts for its legitimate establishment and mix with bury and intranet servers. To the extent secrecy of information is concerned, MCPL administration don’t have much worry with the cloud benefits as the proposal and project data formats don’t have that much secret information. In future after effective usage of EPM, we have arrangements of making the cloud benefit more dependable and secure and empowering project managers to transfer secret information also on servers making it accessible to every single other client/key partners.
EPM itself won’t help the organization to deal with the project as it is not a solitary snap programming in which project manager simply tap the oversee catch and tasks gets sorted out. Project manager must have a decent learning of Microsoft Project Professional phrasings like Work Break Down structures, Cost and Time baselines, Cost and Time changes, Budget at Completion and so on. It doesn’t make a difference how great and encountered a Project Manager is, if he does not possess an essential learning of PC helped programming, he is simply of no utilization for the organization rather he could oversee projects much better without EPM arrangement. So instructional courses from exceedingly proficient Microsoft affirmed mentors is exceptionally fundamental for fruitful usage.
Management Concern and Consent
For instance, it is assumed that administration of any organization is not persuaded for EPM execution then one must grasp himself for the disappointment. For EPM usage, higher administration ought to be completely included and persuaded about the advantages of EPM, in light of the fact that on the off chance that they are not persuaded about its advantages then they will consider it as a disappointment in starting stages; as it won’t pay off directly after its execution.
The culture of an organization additionally greatly affect EPM execution achievement; if any organization is utilizing virtual products like Microsoft Word and Excel for dealing with the tasks and making project plan then it will be generally simpler for them to get use to Microsoft Project Professional 2013 and Microsoft Server 2013as both have practically same basic model and interface. For associations which are depending on manual working and don’t have much learning of PC supported virtual products for administration of tasks then it won’t be a smart thought to actualize EPM in those associations. To the extent MCPL is concerned,they are already using Microsoft tools to create timetables and workflows, so it won’t be that much hard to execute. Few short instructional courses with endorsement of higher administration will do the needful.
ISSUES FACED BY THE ORGANIZATION IN THE ABSENCE OF PMO:
In this organization there is no PMO. It is a construction organization and the construction manager believes that the organization is operating smoothly without PMO and that in construction organizations PMO is not a necessity. Instead there are construction project managers and contractors that are managing and looking after all project work.
Despite of this, there are few issues that the organization is facing and if PMO exists those issues can be eliminated. However, issues mentioned are not always there but are faced with few projects:
• Loss of control over project. At times the construction project manager loses the control over the project. He has several responsibilities due to which he often overlooks the performance of the workforce, workers deviate from the actual planned work and ignore how each activity or work is scheduled. This can result in delay in completion of the structure or the overall project.
• Undefined goals. Due to this there are at times errors in the completed structure which leads to unsatisfied customers. Customers have their own needs and requirements which they present to the construction manager. Therefore, if construction manager has no guidance or clarity about project goals or if he is unable to transfer it to the team, the purpose of the construction project will be ignored.
• Inadequate cost control. Inappropriate costing techniques often result in project going over budget since labor cost and other resource costs need to be updated on regular basis.
• Flaws found in the risk analysis, finance and cost estimation of different activities. This happens when there is no standardized method for project analysis and cost. When there is lack of policies and procedures for carrying out project related work, such issues often arise.
• Variance in quality of material. In construction projects quality of raw material and other material is of great importance as the overall quality of the output depends on this. Lack of standardized policies and rules and regulations regarding quality of material can lead to poor quality of structure of the building that often results in cracks in the walls, seepage, and damage to the structure in case of earthquake etc.
• No lessons learnt. Due to the absence of centralized authority in organizations, team members often forget or ignore to record the lessons learnt. In construction projects lessons learnt from previous projects can be of great importance since the basics of all construction projects is somehow or the other, quite similar. If lessons learnt are not recorded, then same errors and flaws will reoccur continuously.
• Issue prioritizing projects. Since there is no central management that provides a set of standard methodology and procedures, construction manager select projects using their discretion and the projects are chosen by them based on their personal choices and preferences. Projects are not prioritized after performing proper in depth analysis.
Miscommunication. Due to the absence of PMO, at times the selected organization faces issues of effective communication within the project and the customers. Team misses out on milestones or team does not report to the manager frequently about the status update or any on site problems and issues they face. In construction projects feedback from the customer is also very important. Contractor and project manager must arrange meetings with the customer on regular basis in order to keep the construction work aligned with the plan and avoid any errors in w
WORKFLOW OF EPM-PROJECT SERVER FOR ALLIED AIDS
• ork. Often customer is not informed about changes and this affects the seller and customer relationship.
Business drivers are internal and external influences that can impact any industry significantly both positively and sometime negatively. To work successfully in any industry domain, it is essential to understand and experience the key business drivers and challenges impacting that industry. To successfully compete in a highly competitive and demanding global marketplace, Telecom companies must develop sales and marketing strategies that increase operational efficiency and drive profitability.
Economic cycles affect all industries and they are major drivers of the telecommunications industry on an international scale. Impact of Economic Cycles can be both positive and negative for any industry. Due to its large scale of operation and increasing cross border presence, the telecommunications industry is a bit more sensitive to these cycles. Through its history, the telecommunications sector has often demonstrated its robustness in downturns and periods of market uncertainty. The recent past has been no exception. The sector is riding out the economic storms relatively well. Against this generally improving outlook, there are conflicting perspectives on how the sector will evolve. Investors are also concerned about the massive capital that will be needed to support this growth, and the need to secure new revenue streams.
Consumer Demand and Changing Mindset:
Another key business driver in the industry is increasing consumer demand and changing consumer preferences. With global technology brands now top of mind for consumers, and technology cycles quickening, operators need to understand and respond to fast-changing customer expectations and behaviors. This will require operators to communicate clearly the underlying value of the network and the sources of added value that differentiate their offerings in new service areas.
Use of multiple devices per user is increasingly the norm. And the time taken for new technologies to reach penetration is shortening rapidly down from ~15 years for mobile phones to ~4 years for smartphones and tablets. The market for traditional telephone service, or land lines, is declining while the number of cellular subscribers continues to grow. As a host of players from the technology and telecoms sectors seek to deliver new services, the need to differentiate is paramount. With this imperative in mind, operators should clearly define and communicate their core added value.
Technological Innovation & Business Intelligence:
To drive profitable customer propositions and improve their time-to-market for new innovative products and services, operators and telecom players need more accurate, timely and comprehensive business intelligence and customer analytics. They also need integrated operational support and billing systems. These elements pave the way for efficient growth by enabling operators to produce better business intelligence for decision-making, helping them understand customer changes before their competitors, and allowing them to reuse network data in collaborative partnerships. Better information can also help operators reduce operational costs and ensure regulatory compliance.
Companies are investing heavily in innovation and the development of technology and infrastructure, creating growth in business activity while new value-added products and services drive consumer spending. Differentiation is the key in future where consumer has more choices due to increased competition among various operators.
Another key business driver is regulatory approach after deregulation and competition. As new market structures emerge, the regulatory approach to these evolving sector ecosystems remains unclear. Many companies expanded and began offering services in several branches of telecommunications post deregulation. The opening of the industry has led to rapid growth and the formation of new companies, leading to a surplus of available services. Consolidation in markets worldwide will continue to impact pricing and investment.
Going forward, new spectrum releases will shape 4G market structures and the rules vary from market to market in areas such as spectrum caps and trading. In new and emerging areas such as mobile money, regulatory jurisdictions and policies continue to lag behind the technology.
Privacy, Security and Resilience:
Customers and business partners expect telecom players to be their security guarantors across a range of services. This is a great challenge for the telecom operators as they have to try to fulfill this role while coping with an array of threats that are expanding rapidly in number and severity.
The challenges are compounded by rising concerns among customers. As mobile phones evolve into personal data hubs, end users are facing privacy and security dangers that are escalating and multiplying, as threats converge from a range of environments, including SMS, MMS, Cloud, Web 2.0 and Mobile Apps. As a result, customers are now as concerned about data integrity as they were about call quality few years back.
Information Technology During the year, your Company completed implementation of new CRM (Customer Relationship Management) application in all regions. Accordingly, through the unified processes of order capturing, service activation and bill processing, covering all the elements of Operational Support Systems (OSS), service level to the subscribers has been further enhanced. The said processes embedded in the new CRM application are modeled on the eTOM (Enhanced Telecom Operations Map) industry standards for the wireline business operations. Further, through a consolidated interface of PTCL website, subscribers are enabled not only to view their usage details on self-service basis but also to recharge their accounts through online channels. The PTCL and Ufone customers can pay their bills through credit / debit cards via Etisalat payment gateway using the said application as well. Also, for certain data services for the enterprise segment, an application was implemented through which the whole process from order initiation to the fulfillment thereof was made fully automated which reduced the provision time considerably. Moreover, the new CRM application is integrated with central NOC (Network Operations Centre) which provides details of country-wide elements of wireline network and enables availability of data relating to service outages in the form of affected network elements and related customers on real-time basis. This in turn helps to provide redressal measures promptly to restore the service and thus to increase customers’ satisfaction level. Additionally, augmenting the existing alerts through various mediums, SMS notifications to customers on recharge, bill payments and package change were introduced as well. Your Company also implemented the web security gateway technology which further enhanced the operational controls of critical business applications. Also, through a newly-introduced process in ERP (Enterprise Resource Planning) system for the fuel consumption, improved fuel consumption efficiency with reduced cost was achieved country-wide. Further, implementation of an in-house developed application helped to enhance the performance of the outsourced resources through timely monitoring thereof. Your Company also facilitated the CSRs (Customer Service Representatives) with 3G-enabled mobile handsets equipped with an in-house built Android application which empowers the staff to perform their field work in real-time connectivity with CRM. The facility has helped to reduce the time of fault rectification thus increasing the staff efficiency and enhancing customer satisfaction levels at the same time. Also, during the year, PTCL consolidated vital customer-related Oracle-based platforms viz. CRM, Billing and AAA (Authentication, Authorization and Accounting), both hardware and software, along with upgrading the related systems. The said consolidation helped to improve efficiency of the related operations in a cost-effective manner.
INITITATION This charter is made between M/S MIDJAC PVT. LTD. (Main Construction Contractor) ; M/S MIA Corporation PVT. LTD. (Sub-Contractor for HVAC works) for the Supply and Installation of complete HVAC system for AFIP-CMH Rawalpindi
Project Start Date: March 16, 2018
Project End Date: August 30, 2019
Project Sponsor: ARMY
Project Manager:Shahid Mehmood
SYNOPSIS As the increasing demand of better health facilities is increasing, Combined Military Hospital CMH has decided to build a separate block and medical treatment facility for patients of Pathology. Armed Forces Institute of Pathology, AFIP building is constructed to serve the cause. The building is located in Rawalpindi Cant Area.
Now with the construction of new block, comfort air conditioning for patients and medical staff is also important. This project is awarded to MCPL to cover all the areas of air conditioning. This will comprise of supply, installation, testing and commissioning of complete HVAC system for the said building.
BUDGET INFORMATION The Army ; CMH Administration has allocated PKR 172 million for the supply, installation, testing and commissioning of the HVAC system.
PROJECT DURATION The subject project should be completed in 1.5 years in apportioned budget.
APPROACH Study of the Project site to make the plausibility report of giving the correct equipment.
Organizing meeting with HVAC consultant and customer to chalk out the confinements and limits in regards to the hardware and installation works.
Submission of technical submittals of the chosen HVAC equipment to the HVAC consultant for endorsement and approval.
Changing the technical submittals concurring the remarks of the consultant and to fit the equipment in accessible measurements.
SCOPE The scope of works include complete HVAC system supply, installation, testing and commissioning by MCPL for AFIP building. The scope is based upon said HVAC works for Chilled Water System with Air Handling Units, Fan Coil Units and their respective accessories as mentioned in Bill of Quantities BOQ provided by the HVAC consultant. The equipment and material will be sourced internationally and locally, as per specifications and approved manufacturers list provided by HVAC consultant. The subject works are to be completed in 1 year. After the completion of works, MCPL will operate complete HVAC system for the period of 3 months before handing it over to the client team.
ACCEPTANCE CRITERIA Equipment Acceptance Criteria
The HVAC equipment submittals should be sent to the consultant for earlier endorsement before putting request to the factory for manufacturing. Any error in submittals should be settled before requesting factory to manufacture the equipment.
Material Acceptance Criteria
Project site engineer will inspect the nature of the material and gets endorsement from Consultants agent on the premise of agenda given by consultant before.
Project Acceptance criteria
After the fruitful finish of the project works, main contractor’s and client representatives will check the work completely and gets endorsement from HVAC consultant for approval as per specifications provided. If not endorsed then contractor (MCPL) needs to correct the distinguished issues and gets it reapproved from the consultant. When every one of the stages will be finished Consultant’s agent will check the entire project all in all and following 3 months of compelling operation, the project will be handed over to customer.
PRODUCT DESCRIPTION AND DELIVERABLES The state of the art HVAC-heating ventilation and air conditioning system joined by BMS-building management system will be installed in AFIP-CMH Rawalpindi, finish in all regards including supply installation, testing and commissioning of complete HVAC system. The system ought to have the capacity to keep running on high surrounding temperature and must fulfill the required cooling and heating limits as said in the design plan from the consultant.
Stage I: Supply of HVAC Equipment and Installation Material
Stage II: Installation of HVAC framework
Stage III: Testing of HVAC framework
Stage IV: Commissioning of HVAC framework
Stage V: Three months of fruitful operation
Stage VI: Handing over complete system to customer
CONSTRAINTS Site Mobilization
Mobilization of material, equipment and other resources to project site is a constraint, as AFIP is a project of DCI and the main client is Army, so there were a lot of permissions, approvals and licenses involved to mobilize the site within time.
Major HVAC equipment has to be imported from USA ; Malaysia, which is a time taking process. Any change in HVAC design from the consultant related to HVAC equipment may further increase the time for import.
The project is started by DCI, it was awarded to M/S MIDJAC as a complete project, MIDJAC then awarded HVAC works to MCPL. This involved a long chain of authorities in payment approvals, which in turn caused delays in payments on time.
ASSUMPTIONS The following is assumed for this project:
The funds allocated for this project would be readily available all the time during the project is executed.
All the resources required to MCPL in execution of this project are highly skilled and MCPL will ensure their availability in time of need.
Any political chaos or instability will not hurt the project works for the entire period of project execution time.
RISKS Damaged HVAC equipment
The HVAC equipment will be imported for US and Malaysia. There is risk involved that any of the HVAC equipment gets damaged during shipment.
The project site could be declared as a risk due to any political instability, all the approved clearances to work at site may be cancelled and will cause time loss.
COMMUNICATION ; REPORTING 1. Project Engineer will specifically answer to Project Manager while the last one needs to answer to Project Administrator/Client for project updates.
2. Project status reports should be submitted to Project Manager by Project Engineer by means of email on consistent schedule for the main month, while for next two months the revealing recurrence will change to week after week reports.
3. Status reports to the client should be submitted on week by week premise by Project Manager.
4. Correspondence between the team members and project engineers and project coordinators will be on regular routine and as required. Medium of correspondence will be joint gatherings on project site office.
PROJECT TEAM Client Team
For M/S MIDJAC PVT. LTD.
1. Aamer M. Iqbal
2. Rana Khurram Nawaz
3. Haseeb Cheema
For M/S MCPL PVT. LTD.
1. Hamyoun Naseer Baig
2. Shahid Mehmood
3. Waqas Ahmad
For M/S Mezan Engineers
1. K. Shafai Ali Khan
The scope of the project is:
• To scope the requirements for a CRM for the research arena and present recommendations to the Board.
• To consider the wider needs of the University and take the opportunity to address the needs of other areas if this doesn’t conflict with the primary aim.
• Plan the implementation of a CRM for research
• Monitor and evaluate the implementation of a CRM for research
The goals for the project are to:
• Development CRM Requirements document
• Scope and invite to tender a shortlist of no less than 6 CRM providers
• Assess options and instigate implementation
• Implement CRM solution for research
The key benefits of a successful project will be:
• The provision of a CRM tool for research
• An improvement in the ‘customer experience’ and the University’s relationship with business
• An increase in the volume and volume of the research business with external agencies (due, in part, by moving contacts ‘up the value chain’)
• A systematic reporting tool with scope for marketing/performance measures
Milestone Progress Table
Ref. Milestone Description Forecast E.T.C Comment
Programme Plan April 2003
Workshop 14 April 2003
Establish project team and Produce Charter May 2003
Assess and document the requirements May 2003
Review and refine the requirements May 2003
Presentation of example CRM system May 2003
Tender Requirements document June 2003
Invite shortlist for demonstrations / responses July 2003
Initiate rollout Sept 2003
• Ian Wilson (Chair), Research Systems Programme Manager
• Helen Hurman (Project Manager), Head of Reachout, Research Support Office
• Graham Moore, Portal Services Section Head
• Sarah Jacobs, Assistant Development Director
• Tim Longden, Director of Marketing Services
The project team, through the project manager, is responsible for:
• Project deliverables
• Project planning
• Tracking progress against plan and budget
• Communicating project progress to everyone affected in the University
• Risk and issue assessment and management
Further details of the assessed risks are available from the project team’s risk register, a copy of which is available on request.
A. Resource constraints – dedicating the right personnel to this project while maintaining a consistently high service level on existing responsibilities
Need to develop an implementation schedule that allows for appropriate performance testing and user acceptance while recognizing when resources are extremely tied up with year-end responsibilities.