The report explores the execution plan for the East Timor Solar Project, which aims to provide electricity to nearly 12000 villagers in the region. The plan includes cost management, risk management, procurement, and project resources.
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Introduction East Timor is located in Australia and is a mountainous region. The villagers living in the region has been promised electricity by ATA. However, providing electricity in this region is challenging as it presents various natural obstacles that hinder typical cost-effective grid installations and therefore more advanced and expensive technologies needs to be deployed. As a result, solar panels have been envisioned to provide electricity for nearly 12000 villagers that live in the region. The project was funded by Google for the execution of this project known as the east Timor Solar project. The report would explore the execution plan for the same. The project has gone through various project management cycles including but not limited to project planning, initiation, design, analysis and development. Currently the project is being evaluated in order to understand the effectiveness of implementation of the project. Project Execution Plan A project execution plan is typically prepared by government units in such cases in order to manage the overall execution of any given projects. It also describes the process undertaken by the management in a specific manner. The execution of the project mentions the below mentioned sections: Purpose: The purpose of the project is to implement solar panels for the villagers at East Timor so as to provide them with electricity. Project Scope The purpose of the project is to implement solar panels at East Timor so that the villagers can be provided with electricity. The scope of the project contains items that are to be included in the project execution’s scope. As such, the activities that are to be included in the scope document includes feasibility analysis, due diligence, RFP, bidding, conceptual designing, technology analysis, procurement management, contract development, cost management, risk management as well as safety management (ASTAE, 2010) Cost Management Cost management would also highlight the overall budget which was already allocated to the solar project together with a plan for disbursal of the financial resources based on milestones.
Risk Management Risk Management happens in 4 different stages that would include identification of risks, it’s analysis, planning of risks and finally their mitigation. In the beginning, site inspect would reveal various risks that the project would be facing and these risks includes: a)Insufficient solar systems: There’s a high possibility that solar panels would turn out to be insufficient to provide power to the whole village (APM Group Lt, 2017) b)Language: As it turns out, villagers mostly speak local language and does not have much experience with the English language and this might cause a language barrier and thereby difficulty of the managers in communicating for day-to-day activities (Worren, 2012). Risks identified earlier The risks that has been identified would be judged on the basis of their occurrence probability and the overall impact that they have on the deliverables. The corrective measures would therefore be taken on the basis of overall scores of the risk. The table provided below lists these risks and also measures them on different parameters applicable for the Eat Timor Solar Project (Dumbravă & Jacob, 2013) RiskRisk Occurrence Probability Risk ImpactOverall severityCorrective measures Insufficient Funds Moderate (Two)High (Three)SixThe forecast in thebeginning oftheproject mustbedone accuratelyso there is little to nodeviation. Forpossible deviations,a contingency amountmust be set aside.
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Overall incomplete electric production output Moderate (Two)Moderate (Two) FourThe forecast in thebeginning oftheproject mustbedone accuratelyso there is little to no deviation. Breakdownof installed machines Moderate (Two)Moderate (Three) SixThereshould bearegular maintenance of themachines planned to help keepthe machines running at their peak performance andtothwart anyfuture breakdowns. Weatherbased disruptions High (Three)High (Three)Nine(La Trobe University, 2017) Weather forecastwould be tracked and ifanycase thereisa chanceof heavyrains, then protective measures would be taken
beforehand. (Kamane& Mahadik, 2006). Risk Planning & Mitigation:After the risks has been analysed, mitigation plans for the identified risks would be prepared that contains a plan of action that is to be taken for each of the risks. Standard response includes risk avoidance, mitigation, acceptance as well as transfer (NCSU, 2017) Procurement In the procurement part, procurement strategies are prepared for vendors and consultants. It typically contains the details of all the contractors as well as tenders that are associated with the project (Bodicha, 2005) Project Resources: This section typically defines the overall resources along with the roles and skills needed in the given project so that the company is able to make out how many resources are available and deploy them to the best of their abilities (ADB, 2004) Project Quality Control: Certain quality standard will be established and the company would then be able to implement them so as to maintain an optimum level of quality. Conclusion The report presented above explored East Timor Solar project case and discussed the project execution plan in brief. The importance of project execution plan has been noted as it’s crucial for any functioning project to make the implementation process more streamlined and on track. References ADB, 2004.Power Sector Development Plan For TImor-Leste,s.l.: Asian Development Bank. ASTAE, 2010.Asia Sustainable and Alternative Energy Program ,s.l.: ASTAE.
Bodicha, H. H., 2005. How to Measure the Effect of Project Risk Management Process on the Success of Construction Projects: A Critical Literature Review.The International Journal Of Business & Management,3(12), pp. 99-112. APM Group Ltd, 2017.DEFINING RISK: THE RISK MANAGEMENT CYCLE.[Online] Available at:https://ppp-certification.com/ppp-certification-guide/52-defining-risk-risk- management-cycle36 [Accessed 14 September 2017]. Dumbravă, V. & Iacob, V. -. S., 2013. Using Probability – Impact Matrix in Analysis and Risk Assessment Projects.Journal of Knowledge Management, Economics and Information Technology,Issue December, pp. 76-96. Worren, J., 2012.Assessing the Risks in Solar Project Development.[Online] Available at:http://www.renewableenergyworld.com/articles/2012/02/assessing-the-risks-in- solar-project-development.html [Accessed 14 Sepember 2017]. Kamane, S. K. & Mahadik, S. A., 2006. Risk Management in Construction Industry.IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE),2(25), pp. 59-65. NCSU, 2017.Risk Management.[Online] Available at:http://agile.csc.ncsu.edu/SEMaterials/RiskManagement.pdf [Accessed 14 September 2017]. Rule Works, 2017.The risk management cycle.[Online] Available at:The risk management cycle [Accessed 14 September 2017]. La Trobe University, 2017.Video 4: Project Risks.[Online] Available at:https://lms.latrobe.edu.au/mod/book/view.php?id=2493632&chapterid=201714 [Accessed 14 September 2017]. La Trobe University, 2017.Video 3: Stakeholder Engagement and Management.[Online] Available at:https://lms.latrobe.edu.au/mod/book/view.php?id=2493632&chapterid=201713 [Accessed 14 September 2017].
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