NTPC Limited is India’s largest energy conglomerate. Commissioned in 2019, the Khargone Super ThermalPower Station is a coal-based thermal power project in Madhya Pradesh. It’s India’s first ultra-super critical thermal power plant. The plant operates at above average efficiency levels in keeping with NTPC efforts to lowergreenhouse gas emissions.

Power plant projects are among the largest and most complex projects in the world. There are many externalstakeholders and moving parts. This would be no different. NTPC had over 40 years of experience deliveringprojects broadly similar to Khargone. Their teams were among the best in India and the world. And yet. On theKhargone project, they would face long-standing challenges they had been trying to improve on for years.Namely, how to synchronize the actions of so many internal and external partners? And how to create meaningful early-warning signals for management to help them better control the project?

30 contractors, 10,000 drawings, 100,000 tasks

Most projects in this category easily involve over thirty contractors and vendors. Beyond that, there are typicallyover 10,000 drawings and thousands of major and minor orders. Trying to combine all those individual schedules could mean generating a plan with 100,000 or more tasks with thousands of inter-task dependencies.Which almost always meant one thing: plans were never used in the actual execution of a project

Three overarching problem threntens the timely completion of the Khargone project.Planning and execution were disconnected Khargone project, they would face long-standing challenges they had been trying to improve on for years

While there were planning and scheduling systems in place, the front line wasn’t always clear on what exactly todo and when to do it. That problem is linked to traditional project management software; it cannot automaticallyconvert plans into daily schedules. The frontline’s list of tasks came with no prioritized schedule. This oftenforced them to improvise, to set their own targets, which impacted delivery targets.

SMART Project Delivery

SMART Project Delivery System helped scale back the original 100,000 plus task plan into a 1,600 task plan.Just 30 focus and finish tasks put the entire project in a nutshell for executives. At ground level, execution details and procedures were captured as subtasks, with checklists below the 1600 tasks.

As engineering would submit drawings, purchasing would place orders, and execution teams would fill out DailyProgress Reports. SMART Project Delivery would not only automatically update the project plan but also provide forward-looking alerts, or early warning signals to executives and project managers. The number oflast-minute surprises for executives dropped, and everyone proactively took care of the issues that were slowing the project down.

Looking ahead to solve major challenges

Once SMART Project Control highlighted that an area of the turbine and generator deck platform (needed forpower cycle piping) would delay a key milestone, (a boiler light up) by 62 days, the team prioritized that specificarea and concentrated all available resources by stopping work in other areas. Teams completed the work in40% less time (45 days against 81 days) than projections. The system’s early warning signal gave teams on theground a way to take crucial proactive steps eight months ahead

Gas ducting was the most critical aspect of the project. And it needed more manpower than the contractor wasable to mobilize. Once SMART Project Delivery projected a 102-day delay (eight months in advance), management feared the worst—not being able to commission the plant on time. NTPC prioritized half the work neededto meet the milestone and then staggered the rest.

Over 2,000 parts were needed on one aspect of the project. All were all shipped to the site well in advance,except for one small set of items. The fire detection and protection system (FDPS) – a regulatory necessity.SMART Project Delivery, linked with billing, highlighted the issue—four months in advance—and it was suppliedon time.

A 1,600 task critical path plan meant that project teams could manage the project in a simpler and more stableway. Subtasks and checklists could be modified on the fly by the frontline. An integrated plan meant all stakeholders—internal and external—were in synch with the project’s priorities.

A 1,600 task critical path plan meant that project teams could manage the project in a simpler and more stableway. Subtasks and checklists could be modified on the fly by the frontline. An integrated plan meant all stakeholders—internal and external—were in synch with the project’s priorities.

Even when new bottlenecks emerged, the teams weren’t taken by surprise. This allowed project teams to take aseries of proactive steps, which meant that the entire management team had full control over due-date

Team Khargone outlined some of the key benefits of SMART Project Delivery They reported that priorities werealigned for project level of management—decisions and subsequent actions were faster. And that each level ofmanagement had reliable, unbiased and meaningful visibility into their respective areas. And critically, earlywarning signals from the system were always forward looking.