P 49
DTA Ph1 Refinery
Having defined the refinery capacity, let us look into how the basic&detailed engg. progressed.
To start with , even M/S Bechtel functional specialists were at a loss to freeze the utility balance and struggled. It took them several months to arrive at numbers; Reliance members present at London had more confidence and were able to define the max.&minimum limits both in terms of flow as well as pressure requirements for most of the utilities. But one thing has to be noted here. M/S Bechtel team did not feel shy ;they cross checked /validated them &accepted. That gave a head-on start.
As the PM for utilities&offsite, let me cover only those areas where my direct involvement was there. With the presence of Reliance Utility operation personnel ( M/S MLSinhal/Mommin/Laxmidurai/PB Patel/Samir Karnik) we could arrive at the utility packages sizing; Mr Pratap Patel of Bechtel was the lead engineering manager for this portion. The entire team had very good understanding and Mr Vi Patel as OSBL Dy.project manager could drive. But there was a problem with Bechtel OSBL PM!
Mr Mike Cross, OSBL PM did not have any confidence on any of the members and dragged his feet at all times. On one occasion,in one management meeting with MDA, he got completely exposed ! That was regarding the site grading and land refill for the entire land area of the acquired property. He presented a huge requirement as if to shave/grade the complete area and get them refilled to achieve grade level. Even the civil specialist of Bechtel Mr Bob Green was not in agreement with his suggestion. On that exposure, he was removed from his position and Mr Pat Mc Cormack took over.
After that the entire Basic Engineering for OSBL went smooth in London. Packages like Desalination plant, Cooling Tower, CW/FW pumps commitment etc. went smoothly.
Then came the major shift. Both Reliance & Bechtel felt that the overall expenditure may run very high if we have to use only British expatriates for the entire Detailed Engineering &why not we shift the scenario to India itself and carry out under Bechtel management. Reliance management thought it fit to create a full fledged temporary infrastructure to accommodate about 900 people capacity seating space and then move. That resulted in the creation of temporary SSO. For info. that temporary SSO is still functional and in use. Rather that is the central pivot for accommodating the engineering activities and office space for top construction management personnel.
Having decided to shift to India, PMSP put M/S S Narayana, A Gopalakrishnan and myself on the job of arriving at the total manpower requirements Project wise/ Discipline wise .They along with Bechtel core engineering management team interviewed the personnel from various Indian engineering companies- M/S Aker, H&G, IDEA... &selected teams from them. Mr John Newman of Bechtel was transferred to Jamnagar as the Central Head and given the charge to manage all these manpower completely. John ensured that each plant area was given to one agency only so that their internal co-ordination/inter discipline check process etc were carried out smoothly. I would say that Reliance was blessed to have the services of John Newman as overall head of engineering. In that OSBL was given to IDEA team and Sai was the head of that team. Contd.....
key Aspects :-Attitude, Human relations, Leadership, Technical issue, Transfer
DTA Ph1 Refinery
Having defined the refinery capacity, let us look into how the basic&detailed engg. progressed.
To start with , even M/S Bechtel functional specialists were at a loss to freeze the utility balance and struggled. It took them several months to arrive at numbers; Reliance members present at London had more confidence and were able to define the max.&minimum limits both in terms of flow as well as pressure requirements for most of the utilities. But one thing has to be noted here. M/S Bechtel team did not feel shy ;they cross checked /validated them &accepted. That gave a head-on start.
As the PM for utilities&offsite, let me cover only those areas where my direct involvement was there. With the presence of Reliance Utility operation personnel ( M/S MLSinhal/Mommin/Laxmidurai/PB Patel/Samir Karnik) we could arrive at the utility packages sizing; Mr Pratap Patel of Bechtel was the lead engineering manager for this portion. The entire team had very good understanding and Mr Vi Patel as OSBL Dy.project manager could drive. But there was a problem with Bechtel OSBL PM!
Mr Mike Cross, OSBL PM did not have any confidence on any of the members and dragged his feet at all times. On one occasion,in one management meeting with MDA, he got completely exposed ! That was regarding the site grading and land refill for the entire land area of the acquired property. He presented a huge requirement as if to shave/grade the complete area and get them refilled to achieve grade level. Even the civil specialist of Bechtel Mr Bob Green was not in agreement with his suggestion. On that exposure, he was removed from his position and Mr Pat Mc Cormack took over.
After that the entire Basic Engineering for OSBL went smooth in London. Packages like Desalination plant, Cooling Tower, CW/FW pumps commitment etc. went smoothly.
Then came the major shift. Both Reliance & Bechtel felt that the overall expenditure may run very high if we have to use only British expatriates for the entire Detailed Engineering &why not we shift the scenario to India itself and carry out under Bechtel management. Reliance management thought it fit to create a full fledged temporary infrastructure to accommodate about 900 people capacity seating space and then move. That resulted in the creation of temporary SSO. For info. that temporary SSO is still functional and in use. Rather that is the central pivot for accommodating the engineering activities and office space for top construction management personnel.
Having decided to shift to India, PMSP put M/S S Narayana, A Gopalakrishnan and myself on the job of arriving at the total manpower requirements Project wise/ Discipline wise .They along with Bechtel core engineering management team interviewed the personnel from various Indian engineering companies- M/S Aker, H&G, IDEA... &selected teams from them. Mr John Newman of Bechtel was transferred to Jamnagar as the Central Head and given the charge to manage all these manpower completely. John ensured that each plant area was given to one agency only so that their internal co-ordination/inter discipline check process etc were carried out smoothly. I would say that Reliance was blessed to have the services of John Newman as overall head of engineering. In that OSBL was given to IDEA team and Sai was the head of that team. Contd.....
key Aspects :-Attitude, Human relations, Leadership, Technical issue, Transfer
No comments:
Post a Comment