Table of Contents
Company Profile [Sui Northern Gas Pipelines Limited (SNGPL)]..................................................................3
Company Experience:..............................................................................................................................3
Company Core Business:.........................................................................................................................4
Mission:...................................................................................................................................................4
Vision:......................................................................................................................................................4
Project: Gas Supply to Hakeem Pura (Muridke)..........................................................................................4
Background of Project:............................................................................................................................4
Objectives of Gas Supply to Hakeem Pura:..............................................................................................6
Project Charter:.......................................................................................................................................7
Project Schedule Management...............................................................................................................8
Planning Phase:...................................................................................................................................9
Monitoring, Evaluation, and Control:....................................................................................................18
Key Performance Indicators:.................................................................................................................18
Tools and Techniques:...........................................................................................................................19
EMV vs CPM:......................................................................................................................................19
Critical Path Method:.........................................................................................................................20
Root Cause Analysis:..........................................................................................................................23
Project Change Request.....................................................................................................................24
Company Profile [Sui Northern Gas Pipelines Limited
(SNGPL)]
Sui Northern gas Pipelines limited was incorporated as a private limited company in
1963 & converted to a public sector organization in 1964 under the companies Act
1919, now listed on Pakistan Stock Exchange. The company took over the existing Sui
Multan system (217 miles 10-inch Diameter line) from Pakistan Industrial Development
Cooperation (PIDC) & Dhulia-Rawalpindi-Wah system (82 miles of 6-inch diameter
pipe) from Attock Oil Company Limited.
Sui Northern gas pipeline limited SNGPL is the largest integrated gas company serving
more than 7.22 million consumers in north-central Pakistan with an already existing
pipeline system in Punjab and KPK & Azad Jammu & Kashmir. SNGPL is ISO
14001:2015 & ISO 45001:2018 Standards. SNGPL’s 11 sites have been registered
under the "SMART2" Program by Pakistan Environmental Protection Agency (PAK-
EPA). SNGPL transmission system extends from Sui in Baluchistan to Peshawar in
Khyber Pakhtunkhwa comprising over 9,172 KM of Transmission System (Main lines &
Loop lines). The distribution activities covering 5,284 main towns along with adjoining
villages in Punjab & Khyber Pakhtunkhwa are organized through 16 regional offices.
The distribution system consists of 142,998 KM of the pipeline.
Company Experience:
The company has over 50 years of experience in the operation and maintenance of
high-pressure gas transmission & distribution gas systems. It has also experience in
Engineering, Procurement & Construction (EPC) services. Procurement and
Construction (EPC) Contractor to undertake the planning, designing, and construction of
pipelines, both for the under company and outside the company.
Company Core Business:
Gas distribution
Gas transmission
Gas Measurement
New gas development facilities
Mission:
A commitment to providing natural gas to all doorsteps input chosen areas through
nonstop expansion of our network by optimally employing technical, human resource,
and organizational best practices.
Vision:
To become the best natural gas provider in the region seeking to improve the quality of
life of our customers & achieve maximum benefit for our stakeholders by providing an
uninterrupted and environment-friendly energy resource.
Project: Gas Supply to Hakeem Pura (Muridke)
Background of Project:
Every household needs energy services. The most basic services involve cooking,
probably followed by water heating and space heating, although the need for space
heating depends largely on the local climate. Every householder faces decisions as to
how to obtain these services. For the wealthier, convenience is almost as important as
cost; for the poor, cost dominates. This is not surprising, as the proportion of household
income expended on energy services is greater in poorer households than in wealthier
ones. Many wealthy homes will not expend more than about 2% of their income on their
energy services; in the poorest homes, as much as 10% of their income is devoted to
cooking and staying warm especially in rural areas i.e., Hakeem Pura Muridke. Also,
despite increased awareness of the adverse consequences of the use of dirty fuel and
innovations on clean energy technology, roughly 50 % of Pakistan’s population uses
biomass and other expensive fuel i.e., LPG, etc. for cooking.
Indiscriminate use of firewood, dung, and crop residue (dirty fuels) has a serious
negative impact on human and environmental health; hence, access to and use of
modern fuels are essential for enhancing people's health, protecting ecology, and socio-
economic development. Indoor air pollution from the use of dirty fuel is currently linked
to over 4 million premature deaths per year, and several billion hours are spent
collecting firewood for cooking, mostly by women, that could be put to more productive
uses. The use of fuelwood, dung, and residue is predominant among low-income
families, while richer households tend to use electricity and LPG. So, the government is
pursuing various policies and development schemes to increase the domestic supply of
gas to support people throughout Pakistan for socio-economic development. It is also
investigating several measures to manage the gas demand and, to the extent possible,
curtail the demand.
To deal with the situation various governments in their tenures as a part of Socio-
economic development introduce various projects to supply gas to the far side of
different cities especially rural areas i.e., like Hakeem Pura Muridke. And from here
SNGPL plays its role to support government initiatives.
Objectives of Gas Supply to Hakeem Pura:
SNGPL will facilitate natural gas supply to all doorsteps of 500 nos. of houses through
laying off around 03 KM network as per pipeline laying SOP in Hakeem Pura locality, by
optimally employing technological, human, and organizational resources and best
practices to avoid cost overrun to support local community socio-economic
development.
Project Charter:
Project Title: Monitoring Evaluation and Controlling of Gas Supply to Hakeem Pura
Project Start Date: 01-Jun-2021 Projected Finish Date: 3-Oct-2022
Budget Information: The Project Sponsor has agreed in principle to allocate 6.353
million PKR for this project.
Project Manager: Mr. Omar Iqbal, 03001110055, omar_iqbal@[Link]
Project Objectives:
To monitor Project Schedule of Gas Supply to Hakeem Pura
To Evaluate the Project Schedule of Gas Supply to Hakeem Pura
To Control the Project schedule of Gas Supply to Hakeem Pura
Approach:
Plan Schedule Management
Develop Project Schedule
Creation of Schedule Activity
Schedule Monitoring
Schedule Evaluation
Schedule Controlling
Success Criteria
The project should be completed according to the sponsor’s schedule.
If schedule variance arises in the project, then timely corrective action should
be taken, and the Sponsor of the project should be satisfied.
Project Schedule Management
This is usually the most time-consuming of the knowledge areas. During planning, the
project manager must divide the project into tasks and create both a schedule (start and
finish dates for each task) and a budget for each task. During the project, earned value
management determines the project status at regular status intervals. Because most
project changes involve a change to the schedule, it must be constantly re-baselined,
and the project management plan updated (and approved by the project sponsor).
Planning Phase:
Five components of Project Schedule Management fall under the planning process
these components are enlisted below:
1. Plan Schedule Management
2. Define Activities
3. Sequence Activities
4. Estimate Activity Durations
5. Develop a schedule
Below mentioned outputs are the major outputs by are generated by the above
components:
Schedule Management Plan
Activity List
Activity Attributes
Milestone list
Project Schedule diagrams
Basis of estimates
Schedule baselines
Activity List
In the Project Management Body of Knowledge (PMBOK), the output of the Define
Activities process is an Activity List, also called Task List. The following might be a
typical Activity List for a driveway Gas Supply to the Hakeem Pura project:
Activity ID Activity Name Start Finish Original Predecessors Successors
Duration
01 Gas Supply to Hakeempura 11-Jan-21 13-May- 350
22
01.1 Initiation
11-Jan-21 22-Jul-21 139
01.1.1 Initial Feasibility
11-Jan-21 22-Jul-21 139
A1000 Meeting With preliminary Stakeholders 11-Jan-21 11-Jan-21 1 A1010
A1010
Request for Development project From MNA and General public 12-Jan-21 18-Jan-21 5 A1000 A1020
A1020 Determine scope, schedule, and cost constraints 19-Jan-21 25-Jan-21 5 A1010 A1040, A1110
A1040
Select the project manager/Engineer 26-Jan-21 26-Jan-21 1 A1020 A1080
A1080 Identify and understand project stakeholders 27-Jan-21 02-Feb-21 5 A1040 A1110
A1110
Conduct Sales Survey 03-Feb-21 09-Feb-21 5 A1020, A1080 A9999, A1120, A1070
A9999 Determine Locality Status from Relevant Authority 10-Feb-21 09-Mar-21 20 A1110 A1120
A1070 Determine if the project should be divided into two or smaller projects 10-Feb-21 12-Feb-21 3 A1110 A1120
A1134
Identify the project sponsor by HO 01-Jun-21 01-Jun-21 1 A1132 A1136
A1136 Release of Funds from Ministry 02-Jun-21 13-Jul-21 30 A1134 A1138
A1138
Raise "Request for Job Number" 14-Jul-21 22-Jul-21 7 A1136, A1131 A1310, A1270
01.1.2 Technical Vetting 10-Mar-21 07-Apr-21 21
A1120
Conduct Technical Vetting 10-Mar-21 23-Mar-21 10 A1110, A1070, A999 A1130, A1470
A1130 Design Network 24-Mar-21 30-Mar-21 5 A1120 A1140, A1470
A1140 Operational Feasibility 31-Mar-21 05-Apr-21 4 A1130 A1131, A1150
A1470
Design TBS 31-Mar-21 01-Apr-21 2 A1120, A1130 A1490
A1131 Initial GIS Plotting 06-Apr-21 07-Apr-21 2 A1140 A1138
01.2 Planning 06-Apr-21 03-Sep-21 109
01.2.4 Project Management Plan 06-Apr-21 03-Sep-21 109
[Link] Procurement Planning 23-Jul-21 11-Aug-21 14
A1270 Request for "Release of Material" 23-Jul-21 23-Jul-21 1 A1138 A1290
A1290
Release of Material to Regional Store 26-Jul-21 06-Aug-21 10 A1270 A1300
A1300 Issue Material from Regional Store 09-Aug-21 11-Aug-21 3 A1290 A1372
[Link] Budge Planning 06-Apr-21 03-May- 20
21
A1150
Collect Requirements 06-Apr-21 23-Apr-21 14 A1140 A1170, A1180
A1170 Estimate Materials and Equipment 26-Apr-21 28-Apr-21 3 A1150 A1132
A1180 Estimate of Human Resources required 26-Apr-21 28-Apr-21 3 A1150 A1132
A1132 Refer to Head Office for Cost Estimation and Approval 29-Apr-21 03-May- 3 A1170, A1180 A1134
21
[Link] NOCs 28-Jul-21 03-Sep-21 28
A1320
Request for NOCs from Relevant Authority 28-Jul-21 24-Aug-21 20 A1310 A1330
A1330 Joint Survey of working Site with relevant Authority 25-Aug-21 27-Aug-21 3 A1320 A1331
A1331 Payment for NOCs to relevant authority 30-Aug-21 03-Sep-21 5 A1330 A1371, A1370
01.2.1 Contract Award
23-Jul-21 30-Aug-21 27
A1310 Site Survey for Tender Requirement 23-Jul-21 27-Jul-21 3 A1138 A1311, A1320
A1311
Advertise Tender 28-Jul-21 02-Aug-21 4 A1310 A1312
A1312 Conduct Bidding 24-Aug-21 24-Aug-21 1 A1311 A1313
A1313
Award Contract 25-Aug-21 25-Aug-21 1 A1312 A1350
A1350 Issuance of Work Orders to Contractor 26-Aug-21 27-Aug-21 2 A1313 A1100
A1100 Hold a kick-off meeting 30-Aug-21 30-Aug-21 1 A1350 A1374
01.3 Execution
02-Apr-21 08-Mar-22 243
01.3.3 Pipe Laying
12-Aug-21 08-Feb-22 129
[Link] Preparation 12-Aug-21 24-Jan-22 118
A1372 Sand Blasting of Pipe 12-Aug-21 17-Aug-21 4 A1300 A1373
A1373
Cleaning of Pipe 18-Aug-21 20-Aug-21 3 A1372 A1374
A1374 Coating of Pipe 31-Aug-21 13-Sep-21 10 A1373, A1100 A1370
A1371
Right of way clearing and Grading 06-Sep-21 14-Sep-21 7 A1331 A1380, A1480
A1370 Material Shifting on Site 14-Sep-21 20-Sep-21 5 A1374, A1331 A1390
A1390 Stringer Pipes 21-Sep-21 27-Sep-21 5 A1370 A1400
A1380
Excavation of Site 02-Nov-21 24-Jan-22 60 A1371, A1430 A1420
[Link] Welding and Lowering 28-Sep-21 08-Feb-22 96
[Link].1 Welding 28-Sep-21 25-Oct-21 20
A1400
Weld Pipes 28-Sep-21 25-Oct-21 20 A1390 A1430
[Link].2 Pipe Lowering 24-Jan-22 31-Jan-22 5
A1420 Lower in Trench 24-Jan-22 31-Jan-22 5 A1380, A1430 A1440
[Link].3 Testing 26-Oct-21 02-Feb-22 72
A1430 Perform Radiographic Testing 26-Oct-21 01-Nov-21 5 A1400 A1380, A1420
A1440
Perform Pneumatic Testing 31-Jan-22 02-Feb-22 2 A1420 A1450
[Link].4 Site Clearance 02-Feb-22 08-Feb-22 4
A1450 Perform Backfilling 02-Feb-22 04-Feb-22 2 A1440 A1460
A1460
Clear Site 04-Feb-22 08-Feb-22 2 A1450 A1550
01.3.1 TBS Installation 02-Apr-21 08-Mar-22 243
[Link] Site Preparation 15-Sep-21 17-Sep-21 3
A1480
Excavation of TBS Site 15-Sep-21 17-Sep-21 3 A1371, A1500 A1481
[Link] TBS 02-Apr-21 08-Mar-22 243
[Link].1 Fabrication 02-Apr-21 01-Oct-21 131
A1490
Perform Welding 02-Apr-21 06-Apr-21 3 A1470 A1500
A1500 Perform Radiographic Testing 07-Apr-21 08-Apr-21 2 A1490 A1480
A1481
Fabricate TBS 20-Sep-21 01-Oct-21 10 A1480 A1510, A1520
[Link].2 Installation 04-Oct-21 29-Oct-21 20
A1510 TBS Pressure Sensing 04-Oct-21 04-Oct-21 1 A1481 A1591
A1520
Construct Foundation 04-Oct-21 08-Oct-21 5 A1481 A1530
A1530 Install Fencing 25-Oct-21 27-Oct-21 3 A1520 A1540
A1540
Paint the TBS and Fencing 28-Oct-21 29-Oct-21 2 A1530 A1550
[Link].3 Commissioning 08-Feb-22 08-Mar-22 20
A1550 Tie-in with Existing Network and New Network 08-Feb-22 10-Feb-22 2 A1540, A1460 A1560
A1560
Perform Radiographic Testing of Tie-in Joints 10-Feb-22 11-Feb-22 1 A1550 A1760
A1580 Commissioning of Gas 16-Feb-22 17-Feb-22 1 A1760 A1590
A1590 Perform Soap Test 17-Feb-22 18-Feb-22 1 A1580 A1591
A1591 Adjust Outlet Pressure 18-Feb-22 21-Feb-22 1 A1590, A1510 A1570
Milestone List
Technical Vetting Completion
Procurement Planning Started
Resource Planning Completed
Budge Planning Completed
Approval of NOCs
Contract Awarded
Pipe Laying Preparation Completed
Welding and Lowering Started
Testing Completed
Fabrication Process Completed
Commissioning Completed
Site Clearance
Initial Feasibility Completion
Performance Reports Created
Contract Closure
Gantt Chart
Monitoring, Evaluation, and Control:
Monitoring of a project involves the collection of routine data that measure progress
toward achieving program objectives. It is used to track changes in program
performance over time. Its purpose is to permit stakeholders to make ed decisions
regarding the effectiveness of projects and the efficient use of resources.
Evaluation measures how well the project activities have met expected objectives
and/or the extent to which changes in outcomes can be attributed to the project. The
difference in the outcome of interest between having or not having the project is
known as its “Impact,” and measuring that is commonly referred to as “impact
evaluation.
Control is a “project management function that involves comparing actual
performance appropriate corrective action (or directing others to take this action) that
will yield the desired outcome in the project when significant differences exist.”
Key Performance Indicators:
Project KPIs are measurable indicators that help to track a project’s performance. To
ensure that projects get completed on time, project managers need to monitor and
understand their team’s work process and lead the project towards long-term goals.
Sr. No. KPI Value
1. Percentage deviation of Actual hours of work vs planned hours 7%
2. Percentage of activities overdue with crossed deadlines 17%
3. Missed milestones (Nos.) 01
4. Percentage of tasks completed 83%
5. Days delay in Critical Activities 29
Tools and Techniques:
EMV vs CPM:
Earned Value Analysis (EVA) is a method of measuring a project's progress at any
given point in time, forecasting its completion date and final cost, and analyzing
variances in the schedule and budget as the project proceeds. It compares the
planned amount of work with what has been completed, to determine if the cost,
schedule, and work accomplished are progressing by the plan. As work is
completed, it is considered "earned".
In EVM analysis, two indicators are calculated for Schedule performance analysis.
Both indicators are measured from the monitory term, i.e., Planned Value and
Earned Value, instead of calculating and expressing the results as the amount of
time. This influences the schedule performance indicators in a way that makes them
practically useless and often even misleading. Classical EVM cannot provide a valid
response that how many months or days a project is delayed.
This weakness of EVM is already very well explained by many authors (Fleming and
Koppelman, Lipke, Henderson, and even included in PMI Practice Standard of EVM.
Most of them argue that the EVM is not a reliable predictor of project duration and
even recommend that EVM, relating to project schedule performance, should be
used just as a warning mechanism and not as a real tool to analyze how the project
is performing in time.
The critical path method is a technique that allows you to identify tasks that are
necessary for project completion. The critical path in project management is the
longest sequence of activities that must be finished on time to complete the entire
project.
We’ll be using the critical path method for monitoring and evaluation of the project
schedule.
Critical Path Method:
The following steps are performed for the CPM method.
1. Specify each activity
2. Establish Dependencies
3. Draw Network Diagram / Gantt Chart
4. Estimate Activity Duration
5. Identify Critical Path
6. Update Progress
These steps were performed in Primavera, and the updated Gantt chart is as follow:
In this project, the contract could not be awarded as the bidding was not successful.
So, the tender must be refloated. This has caused a delay of 29 days, as calculated
by Primavera.
As the delayed activity is on the critical path, the change request is required for
change in the schedule baseline.
Root Cause Analysis:
Expert judgment technique was used for root cause analysis of delay. A meeting of
05 experts was conducted. It was identified that sealed envelopes were not timely
delivered to the office. Due to this bidding was not conducted. Further, it was
decided to refloat the tender. This will also require 29 days in the project schedule.
Project Change Request
Project name:
Gas Supply to Hakeempura
Requested by: Date:
Project Manager 13-01-2022
Request name: Request number:
Delay in Tender 001
Change description:
Extend approved Schedule by 29 Days
Change reason:
Bidding was not successful. The tender must be refloated.
Impact of change:
● Budget: Additional 0.1 million rupees will be needed
● Timeline: Additional 29 days will be required
● Other:
Proposed action:
The tender will be advertised again, and bidding will be conducted after 15 days
of advertising. Approximately 480 manhours and 0.1 million rupees will be
required to make this change.
Associated cost:
0.1 million rupees.
CCB Decision:
Approved Rejected Further Clarification Required
Reason:
Approved by: Date:
Chairman CCB 14-01-2022