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    Task B (1600 Words) : Background of The Project (Project Location, Requirements and Outcomes)

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    Marissa Adraincem
    The project control system for the solar chimney power plant project involved weekly progress reports submitted to the project manager and the use of tools like earned value analysis and Microsoft Project. This system allowed the project manager to monitor schedule, costs, and quality. Key performance indicators were also used to track individual and group performance. Overall, the project control system was effective in identifying potential problems early, controlling costs, and delivering the project on schedule despite some delays in material delivery.

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    Task B (1600 Words) : Background of The Project (Project Location, Requirements and Outcomes)

    Uploaded by

    Marissa Adraincem
    38 views6 pages
    The project control system for the solar chimney power plant project involved weekly progress reports submitted to the project manager and the use of tools like earned value analysis and Microsoft Project. This system allowed the project manager to monitor schedule, costs, and quality. Key performance indicators were also used to track individual and group performance. Overall, the project control system was effective in identifying potential problems early, controlling costs, and delivering the project on schedule despite some delays in material delivery.

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    The project control system for the solar chimney power plant project involved weekly progress reports submitted to the project manager and the use of tools like earned value analysis and Microsoft Project. This system allowed the project manager to monitor schedule, costs, and quality. Key performance indicators were also used to track individual and group performance. Overall, the project control system was effective in identifying potential problems early, controlling costs, and delivering the project on schedule despite some delays in material delivery.

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    Attribution Non-Commercial (BY-NC)
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    38 views6 pages

    Task B (1600 Words) : Background of The Project (Project Location, Requirements and Outcomes)

    Uploaded by

    Marissa Adraincem
    The project control system for the solar chimney power plant project involved weekly progress reports submitted to the project manager and the use of tools like earned value analysis and Microsoft Project. This system allowed the project manager to monitor schedule, costs, and quality. Key performance indicators were also used to track individual and group performance. Overall, the project control system was effective in identifying potential problems early, controlling costs, and delivering the project on schedule despite some delays in material delivery.

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    Task B (1600 words)

    Background of the project (project location, requirements and outcomes)


    The project chosen was the construction of a Solar Chimney Power Plant. This project was based on the technology called Solar Chimney Technology that primarily will produce bulk electricity in areas that are hot enough and utilised 20-30 kph wind to operate turbines connected with generators. This technology is considered simple and reliable. It can be used to areas that have no water for cooling and are environmentally friendly. A solar chimney power plant involves with a solar hot air collector, a solar chimney and a turbine with generator. The solar chimney plant combines all of these elements as shown in Solar radiation is used to heat up air in a circular cover and the ground below will serve as a hot air collector. A vertical chimney is at the middle with airtight joints between the cover. Since hot air is lighter it will rise up and more hot air from the collector is sucks. Constant up-draught is produced and that energy is transformed into mechanical energy using the turbines and converted into electrical energy by using the generators. To construct a Solar Chimney Power Plant expected to generate electricity for some areas in North-western China. The plant will able to produce 110-190 kW monthly all year round. This objective is expected to be sufficient to address the power requirement of the said region. Other objective of this project aside from generating electric power is to use the solar collector of the plant as a greenhouse for the agricultural sector. One requirement of this project is a better solar radiation which can be found in this region compared to other parts of China. The solar power plant was constructed with a chimney of a height at 200 meters and a diameter of 10 meters. The diameter of the solar cover is 500 meters in order to produce electric power of 110-190 kW. The production of electric power of 110-190 kW of the plant is highly dependent of the regions solar irradiance and ambient temperature. Since the solar radiation of North-western China is better compared to other parts of the country, the plants component efficiency is higher in terms of power generation. Although the ambient temperature of the region did not have a pronounced effect of the plants power generating performance. The project was defined based on what kind of technology was used which is Solar Chimney Technology and its required performance characteristics which is also the production of 110-

    190 kW electric power for North-western China. Its dual functions which are the production of significant amount of electric power and the project can also be used as greenhouse for agriculture purposes.

    Project Control System


    A week progress report is submitted to the project managers from each department head in order to determine the weekly status of the project. This was considered as the over-all project control system that was adapted. The reports was designed and formatted to precisely evaluate and accurately gave out important information that the project manager required. As a result, the project manager can monitor and keep well track the progress of the whole project. On the other hand, the project manager can control in terms of time, cost and quality performance that led to the success of the project. Parameters were measured in order to indicate and quantify the specific performance of the project staffs. Various techniques were used to facilitate that monitoring of the project. Aside from this, the over-all control system included a well-designed management

    information system, communication system, risk management system and audit system what all were reported to the project manager and top management of the organisation. Tools and techniques used in project control Earned Value Analysis (EVA)

    This is the report that will indicate project progress. Final cost and completion date is forecasted, variances for budget and schedule were considered, and thus, control is indicated in terms of numerical data. These important variances and their causes drew immediate attentions from the project manager because theses will lead to projects delays. This performance reporting was an effective control tool for the project. This is based on the beliefs that performance can be quantify in terms of financial value and in the end will measure project performance efficiency. Therefore, the earned value is the value of work at budgeted rate. Key performance indicators (KPI)

    This tool aimed to generate continuous improvement in the execution of the project. The KPI was expressed in terms of ratios and percentages that in the long run the project

    manager kept track trends in work performance. In this case several KPIs were used to control and manage individual and group performance. Clear standards and requirements were used to base key job performances. Microsoft Project

    In order to control schedule during the duration of the project, Microsoft Project was the software used. Costs and schedule was encoded daily to the system. All factors the will affect over-all costs were considered. This is a software program that was developed by Microsoft in order to assist project managers in establishing the weekly project plans, properly distributing resources for tasks, project budgeting, monitoring progress and workload analysis. On the other hand, by using this tool, the original schedule and forecasted schedule can be seen. Therefore, project scheduling can be appropriately achieved. Aside from monitoring critical tasks, this tool also determines project durations. This was the most effective tool in the management of the project. Control Process

    Go/no-go control system was the control process adapted by the system. The established project plan parameters were always compared to the weekly collected parameters. This was in addition to the weekly progress reports that were submitted to the project manager and top senior managers of the parent organisation. In the first phase of the project, the comparison of the project forecast and tasks accomplished were met. At that phase, everything was completed according to the project plan. However, considering the isolation of the project location, supplies were not delivered on time the causes delays. Several planned procedures were cancelled due to these delays.

    Project Control System Analysis


    The entire project control system was developed that was mainly focused on project scheduling, cost control and reporting. Initially, an engineering estimate was prepared for the project as reference for the top managers of the parent organisation as well as for the project

    manager. This estimate was used for the parent organisations project cost in the purpose of budgeting and funding. The project control system was effective in regards to cost control since it identified potential problems such as delays very well before it will happen and at the same time evaluated the effect of these problems. In this regard, the project manager can then proposed actions to be taken to alleviate the condition and can do regular monitoring of project situations to effectively prevent uncertainty. The project control system in this case was more on the keeping the project in a no surprises situation. One of the elements of the project control system is the development of the project schedule that essentially was developed for monitoring the scope of the operations. This system was developed under project control. In the weekly report to the project manager, this was based on the scope of the operations and was open for review and comments. Coordination

    meetings were held with the project manager and other workers concern following the weekly reports.

    Figure 2. Earned Value Analysis Scenario (Panawatwanich 2011, Lectures Notes)

    In the implementation of the Earned Value Analysis (EVA) as shown in Figure 2, the schedule variance and actual cost are shown. This indicated that the project is on the right track in terms of budget. The report means that the project is under schedule and represented in the graph as negative schedule variance. In relation with the planned value, the actual cost to accomplish the task was stated. The Earned Value relates the planned cost and the status date. Although, the project experienced delays due to the delivery of materials, there were no major problems regarding not meeting cost objectives. The project control system was also effective in terms of holding down costs, delivering faster project schedule aside from anticipating problems. In this project, it was necessary to accomplish cost estimate before project execution. After performing the magnitude estimate, the cost values was corroborated and detailed cost estimate was established. Project schedule in Microsoft Project was adjusted and in the Earned Value Analysis forecasted project completion date and project cost was evaluated. In the middle of the project by using these tools, the project schedules and work schedules were adjusted to arrive with the acceptable completion date. Microsoft Project and Earned Value Analysis were used in the improvement of the project control system during the duration of the project. As a result of this system, problems encountered were appropriately evaluated and actions taken to solve these problems were more on a team work approach. Over-all, the project control system was deemed successful in achieving the projects goal and objectives.

    Conclusion
    To summarised, the project control system used techniques and tools to appropriately implement the system. Primarily the submission of weekly progress report to the project manager was done to emphasise regular monitoring in terms of percent complete and earned value. This empowered the project manager to focus resources toward achieving project goals. These reports also enabled the project manager to anticipate problems before it will happen. In response, the system helped provides the development of the solutions of these

    problems. The process control system also facilitated to meet the cost and schedule requirements that were established before project execution. In order to improve the process control system in this case, project risk assessment should be integrated to the project weekly progress report. Since the delays of the delivery of several importance materials were the primary factor and other related logistics problems that is basically due to the projects location, risk management will be a great advantage for process control.

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