P 83
JERP Execution Contd.
Since PMSP became busy with Kakinada E&P projects, the Project Directorship mantle fell on Sanjay Mashruwala. SM has established excellent rapport with Mr Scott Johnson- Project Director from Bechtel end, identified from their Houston office. Since all of them were new to Reliance refinery projects, MDA asked PMSP to ensure order commitments worth $1 Bn before 31st Dec. 2005 and then hand over the charge to SM. Since PMSP and I have excellent understanding in offsite execution, he asked me to list out large packages in utilities , where we had good services and excellent performance by various vendors. My first reaction was to start from MTF and go into plant area- so I included Sea water intake pumps on Dresser Rand , Sea water filtration with lamella clarifier (recommended to go with VA Tech instead of UEM- since Mr Bhatia of UEM died and there was no leader in that company), Desalination package on IDE, Utility air compressors on Atlas Copco, N2 package on Air Products, UK. and fire water pumps on KBL. By that time Mike Beech and myself had a rough estimate of utility balance with margin, we could spell out the requirements to Prasad. Since PMSP had personal touch with all these vendors' management, he took them into confidence and went ahead with in-principle commitments to ensure schedule meeting. That gave a head start for JERP engineering and order commitments.
Here it is important to note, the desalination package size got completely altered. Though in DTA stage we had only 250/260 M3/Hr unit package, IDE came out very large module size of 1000M3/hr each. AR, being typical PM to meet challenges, accepted that and asked IDE to furnish the design/GA drawing and layout etc. for 5 modules- 4 to be executed with one future having manifold provisions. Mr Henry of IDE took that input and came back with detailed offer and layout. There on the desalination execution went smooth, having Mr Tuvia, age old father of desalination field implementation at site. Tuvia, not only played the role of site in charge but even represented Reliance interest in ensuring the right material reach site in time. For any sub vendor issue, he used to take up directly instead of Israel office initiating correspondence exchanges.
Having project managed J1(DTA) Utilities & Offsite successfully, I did not have any hang over with respect to size and quantum of jobs but had different challenges in several fronts! There were several technical and human personality issues. In several cases we had the issue of inexperienced engineering manpower handling the detailing and there used to be arguments.
Let me attempt to share some of the incidents/ challenges faced in JERP. The list will be long and may take several pages to cover! Contd.......
Key Aspects :- Faith , Lack of experience/exposure, Planning, Proactive approach, Team building,
JERP Execution Contd.
Since PMSP became busy with Kakinada E&P projects, the Project Directorship mantle fell on Sanjay Mashruwala. SM has established excellent rapport with Mr Scott Johnson- Project Director from Bechtel end, identified from their Houston office. Since all of them were new to Reliance refinery projects, MDA asked PMSP to ensure order commitments worth $1 Bn before 31st Dec. 2005 and then hand over the charge to SM. Since PMSP and I have excellent understanding in offsite execution, he asked me to list out large packages in utilities , where we had good services and excellent performance by various vendors. My first reaction was to start from MTF and go into plant area- so I included Sea water intake pumps on Dresser Rand , Sea water filtration with lamella clarifier (recommended to go with VA Tech instead of UEM- since Mr Bhatia of UEM died and there was no leader in that company), Desalination package on IDE, Utility air compressors on Atlas Copco, N2 package on Air Products, UK. and fire water pumps on KBL. By that time Mike Beech and myself had a rough estimate of utility balance with margin, we could spell out the requirements to Prasad. Since PMSP had personal touch with all these vendors' management, he took them into confidence and went ahead with in-principle commitments to ensure schedule meeting. That gave a head start for JERP engineering and order commitments.
Here it is important to note, the desalination package size got completely altered. Though in DTA stage we had only 250/260 M3/Hr unit package, IDE came out very large module size of 1000M3/hr each. AR, being typical PM to meet challenges, accepted that and asked IDE to furnish the design/GA drawing and layout etc. for 5 modules- 4 to be executed with one future having manifold provisions. Mr Henry of IDE took that input and came back with detailed offer and layout. There on the desalination execution went smooth, having Mr Tuvia, age old father of desalination field implementation at site. Tuvia, not only played the role of site in charge but even represented Reliance interest in ensuring the right material reach site in time. For any sub vendor issue, he used to take up directly instead of Israel office initiating correspondence exchanges.
Having project managed J1(DTA) Utilities & Offsite successfully, I did not have any hang over with respect to size and quantum of jobs but had different challenges in several fronts! There were several technical and human personality issues. In several cases we had the issue of inexperienced engineering manpower handling the detailing and there used to be arguments.
Let me attempt to share some of the incidents/ challenges faced in JERP. The list will be long and may take several pages to cover! Contd.......
Key Aspects :- Faith , Lack of experience/exposure, Planning, Proactive approach, Team building,
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