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SAIPA AUTOMOBILE

PLANT
KASHAN- IRAN
TEAM MEMBERS

ROHIT BALACHANDRAN 5328603


JERRIN JOSE 5242149
JITHU CHERUSSERIKALAM KUNJU 5149046

ZHANG HONGYI 5328093


ZHANG WEN TAO 5279173

AMIR HOSSEIN SHARIFI 4688764


INTRODUCTION OF COMPANY
Founded in 1966

Revenue - 7.1 billion USD ( 2011)

Number of Employees 48,000 (2011)


PROJECT STATEMENT
Construction of a car manufacturing
plant under a budget of 300 million
USD under a time frame of 2.5 years.
LOCATION
OBJECTIVES OF THE PROJECT
Construct and operate three main halls
i. Engine assembly salon
ii. Painting salon
iii. Car assembly salon
Construct warehouse
Construct administrative buildings
Plant 40 Hectare of artificial forest
SAIPA

Saipa Kashan Project

Electrical &
Construction Mechanical Operation
Automation

Design
Operation
Landscaping Design electrical
factory
system

Design
Solve the
Design Buy Automation
problem
system

Installation of Installation of
Construction of
mechanical Electrical Apply changes
Buildings
devices devices

Programming
Deliver
Test and check automation
Document
system

Test & check


SUBCONTRACTORS
Architecture AMANAT ARCHITECTURE Co.

Construction ARME CONSTRUCTION Co.

Factory process design SAIPA ENGINEERING OFFICE

Mechanical FAN ANDISH Co.

Electrical TAVANE KAR Group

Automation TAVANE KAR Group


PROBLEMS FACED
Technical Issues

Management Issues

Scope Creep

Lack Of Risk Management


MANAGEMENT ISSUES
DELAY
Activities in the critical path were delayed by the contractors
which led to the extension of the overall duration of the
project.
RISK MANAGEMENT
Risk management was not conducted in a proper manner,
local climate conditions and their effect on the workforce
(hence, on the project schedule) was not considered.
POLITICAL RISK
TECHNOLOGICAL RISK
Tried to implement European designs in Iran without accounting for
differences in climates, standards and the local infrastructure availability.
STRUGGLING TO SOLVE THE
ISSUES
Work time was shifted from day to night. This affected the
productivity of the workers and resulted in more accidents.

Additional laborers who were not very well trained, were recruited
to complete the work on time.

Political sanctions against Iran delayed the project.


SCOPE CREEP
The initial plan was to transport manufactured vehicles by road.

Approved a plan to develop a rail track into the factory for easy
transportation of the final products.

Additions in budget

Changes in the design

Extensions in the schedule of the project


FINAL RESULT

Construction of a car manufacturing plant under a budget of


300 million USD under a time frame of 2.5 years

Construction of a car manufacturing plant at a cost of 700


million USD and completed in a time frame of 4.5 years
TEAM CENTAUR
PROJECT STATEMENT
To make a presentation about the design and
development of nano car, understand with a maximum
budget of 60 AUD within a time span of 4weeks.
Project Scope
Project description:
Investigating the aspects of the Nano car according to the principles of
Project Management
Project Objective:
To work as a project group.
To investigate the tata nano car.
Project Deliverables:
To prepare a presentation for the reasons behind the sucess of the Tata
nano car
Preparation of project handouts
Preparation of reflective journal
Project Risks:
Insufficient data
Not delivering the presentation on time
Travel
Time clashes with jobs
Team member not reaching on time for presentation
TIME MANAGEMENT
PRIORITSED WORK
FIXED TIME FOR MEETING
MEETING EXCLUSIVELY FOR INTEGRATING
INFORMATION
COMPLETING TASKS ACCORDING TO THE
SCHEDULE
ANY CHANGE IN PLANS WERE UPDATED ON
A PRIOR BASIS
Work Breakdown Structure
(WBS) Team
Centaur

Initiation Planning Executing Closure

Team Determine Collecting Preparing


Formation the Topic Materials the Slides

Establish Problem Finalising the


Research
WBS Analysis Presentation

Establish Proposing
Rehearsal
RAM Solutions

Giving
Presentation
GANTT CHART
NAME
ALEX ABHIJITH MATHEW VARUN VIVEK
ACTIVITY

INTRODUCTION C R I A I

PROBLEMS FACED AND SOLUTIONS A C A I R

FINANCIAL ANALYSIS C I R A A

GANTT CHART C I I R I

WBS R I A A I

RAM R I I A C

HANDOUTS I A A I C

RISK MANAGEMENT C A I R I

FINANCIAL MANAGEMENT A I R I R

KEY
RESPONSIBLE
INFORMED
ACCOUNTABLE
CONSULTED
WEEK 10 BREAK
COST MANAGEMENT

Take double sided print out


Conference call
Make use of Library facilities
Money spent divided equally among the
team members.
Cost Management
ITEM PLANNED COST ACTUAL COST
FOOD $25 $30
DRINKS $20 $30
PRINTING $15 $10
TOTAL $60 $70

3.5 AUD per person per week


PROBLEMS FACED
JOB TIMINGS
SOLUTION- A MEETING TIME SUITABLE FOR EVERYONE WAS
FIXED. ANY CHANGES TO BE MADE MUST BE INFORMED IN
ADVANCE
Solution 2-confrene calling and whattapp group
ASSIGNMENTS AND OTHER UNI WORK
SOLUTION-STRESS FREE ENVIRONMENT WITH BREAKS
Risk response
1.Avoidance risks: eliminate the risk by avoiding the possibility of future
events.
Risk aversion method: redefine goals, adjust strategies and policies, or
reallocate resources
Review team programs to avoid actions that lead to low returns, deviations
from strategy, and unacceptably high risk.

2 . To accept the risk: maintain the existing level of risk.


Approach: Through the rational design of the division of labor, to offset the
risk.

3. Reduce risk: use policies or measures to reduce risk to acceptable


levels
With internal processes or actions, reduce the likelihood of adverse events
to an acceptable level to control risk.

4. Share the risk


The risk of large segments are divided equally for each group members
RISK MANAGEMENT
RISK SEVERITY

Loss of data Moderate x Major All relevant data was backed up to google
drive in case any of our PCs crashed.
(HIGH RISK)

Unreliable sources of information Likely x Major The project manager ensured that every
source was properly checked to ensure only
(HIGH RISK) accurate information was put in the project

Group members getting stuck in Moderate x Major Our group meetings were scheduled
between classes to eliminate the possibility.
job timing (HIGH RISK)

Illness of a team member Likely x Major An equal amount of the workload was given
to each member to prevent unnecessary
(HIGH RISK) stress and the work was distributed among
the other group members in the event of an
illness.
Giving a second responsibility

Inability to complete project by Moderate x Major The project coordinator ensured that all
tasks were completed on schedule and any
week 7 (HIGH RISK) uncompleted tasks were carried over to the
next week.
The network diagram are revised and
checked regularity
Conclusion

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