P 39
Hazira Ph2 &CCE Committee Contd.
Hazira Ph2.
Here I would like to touch upon my learning from Sh KKM and review of project management.
Under Mr C W Joshi as central planning manager KKM used to conduct weekly review of all Hazira projects progress. That meeting attendance is compulsory for every personnel associated with Hazira projects including commercial and accounts. It was expected of every PM to prepare the weekly report and present there. The presentations should highlight the detailed report on Plan Vs Actual in each front, listing and reasoning for the lag and plan &strategy to make up each one of them. Considering KKM' s stature and style, it used to be a virtual viva-voce for each PM. The meeting used to start at 9.30 Hrs and may go up to 3 to 3.30 PM every week.
Every week one or the other used to get completely ragged.But at the same time, we used to gain knowledge and confidence in project execution. His main slogan used to be- "Nobody can be an expert in all aspects of project implementation ; one can be subject knowledge expert in one discipline only, but should be capable of identifying experts in every aspect of project execution and develop relations with them to bank upon."
As part of ownership mentality, each engineer in projects used to take their assignments as if their personal task and focus. In my team I had AVN Murthy, Pandya and SM Pathak &couple of junior engineers. Of Course Yana was more experienced and used to guide them.Lead each one of them both in utilities package as well as in U/G and above ground piping engineering. For critical issues, he used to go to H&G Prabhadevi office and take up with concerned directly. The best thing is that he used to keep us well informed (AR/KSS/PBMR) so that there is no confusion among us.
OSBL team best feature is, all package vendors and piping contractors used to take the onus of responsibility , perform quality and timely execution. It was a team work and I got recognized as an outstanding team leader.
All my team members used to spend 3 to 4 days /week to interact with construction group, package execution contractors and site materials management. By that exercise, they could understand the field constraints and undertake the necessary corrective actions in time.
I would like to share some of the mile stone achievements and notable incidents:
Under PBMR management, M/S L&T have driven over 1 lac. precast piles in one working day. This is a world record!
Myself & NR Prakash faced a freak challenge in Cooling water pumps discharge in, that time world's biggest Forced draft cooling tower of 16 cell CT of each cell 3300M3/Hr capacity. This tower is serving the C2 naphtha Cracker & associated Aromatics plant. We thought that the integral NRV &isolation valve supplied by M/S Fouress can meet our discharge objective. Both of us assumed that we are saving some amount to company and sold that idea to Mr Mahesh Kamdar, the procurement head then &he obliged. But to our misfortune, the NRV did not synchronise with pump trip isolation and pump used to reverse rotate. That caused panic to operations!
Contd......
Key Aspects :- Communication, Delegation, Incidence analysis, Initiative, Leadership,
Multi discipline exposure, Planning&Scheduling, Team building
Hazira Ph2 &CCE Committee Contd.
Hazira Ph2.
Here I would like to touch upon my learning from Sh KKM and review of project management.
Under Mr C W Joshi as central planning manager KKM used to conduct weekly review of all Hazira projects progress. That meeting attendance is compulsory for every personnel associated with Hazira projects including commercial and accounts. It was expected of every PM to prepare the weekly report and present there. The presentations should highlight the detailed report on Plan Vs Actual in each front, listing and reasoning for the lag and plan &strategy to make up each one of them. Considering KKM' s stature and style, it used to be a virtual viva-voce for each PM. The meeting used to start at 9.30 Hrs and may go up to 3 to 3.30 PM every week.
Every week one or the other used to get completely ragged.But at the same time, we used to gain knowledge and confidence in project execution. His main slogan used to be- "Nobody can be an expert in all aspects of project implementation ; one can be subject knowledge expert in one discipline only, but should be capable of identifying experts in every aspect of project execution and develop relations with them to bank upon."
As part of ownership mentality, each engineer in projects used to take their assignments as if their personal task and focus. In my team I had AVN Murthy, Pandya and SM Pathak &couple of junior engineers. Of Course Yana was more experienced and used to guide them.Lead each one of them both in utilities package as well as in U/G and above ground piping engineering. For critical issues, he used to go to H&G Prabhadevi office and take up with concerned directly. The best thing is that he used to keep us well informed (AR/KSS/PBMR) so that there is no confusion among us.
OSBL team best feature is, all package vendors and piping contractors used to take the onus of responsibility , perform quality and timely execution. It was a team work and I got recognized as an outstanding team leader.
All my team members used to spend 3 to 4 days /week to interact with construction group, package execution contractors and site materials management. By that exercise, they could understand the field constraints and undertake the necessary corrective actions in time.
I would like to share some of the mile stone achievements and notable incidents:
Under PBMR management, M/S L&T have driven over 1 lac. precast piles in one working day. This is a world record!
Myself & NR Prakash faced a freak challenge in Cooling water pumps discharge in, that time world's biggest Forced draft cooling tower of 16 cell CT of each cell 3300M3/Hr capacity. This tower is serving the C2 naphtha Cracker & associated Aromatics plant. We thought that the integral NRV &isolation valve supplied by M/S Fouress can meet our discharge objective. Both of us assumed that we are saving some amount to company and sold that idea to Mr Mahesh Kamdar, the procurement head then &he obliged. But to our misfortune, the NRV did not synchronise with pump trip isolation and pump used to reverse rotate. That caused panic to operations!
Contd......
Key Aspects :- Communication, Delegation, Incidence analysis, Initiative, Leadership,
Multi discipline exposure, Planning&Scheduling, Team building
No comments:
Post a Comment