Project Management Report: Risha Solar PV Project Development Analysis

This project management report provides a detailed analysis of the Risha Solar PV Project, focusing on its development in Jordan to mitigate the energy crisis. The report includes a work breakdown structure, Gantt chart illustrating project timelines, and a network diagram demonstrating activity interrelationships. It identifies the critical path, discusses the benefits of using a Gantt chart for time management, manageability, efficiency, and coordination, and outlines the project activities across various phases, including initiation, planning, site evaluation, construction, decommissioning, and closure. Furthermore, the report defines project scope, presents an activity diagram, and identifies factors for measuring project success, such as budget, schedule, and quality. Potential risks are identified along with mitigation strategies, and processes for enhancing project quality are proposed, emphasizing the importance of material quality and experienced project managers. The project aims to generate 10% of Jordan's electricity from renewable sources by 2020 and reduce energy security concerns.

Running head: PROJECT MANAGEMENT
Risha Solar PV Project
Name of the Student
Name of the University
Author’s Note

1
PROJECT MANAGEMENT
Table of Contents
I) Work breakdown structure...........................................................................................................2
II) Project Gantt chart with start and finish time.............................................................................2
III) Conceptual detail of Network diagram.....................................................................................4
IV) Critical path...............................................................................................................................5
V) Benefits of Gantt chart................................................................................................................7
VI Outline project activities.............................................................................................................8
a. Project definition....................................................................................................................11
b. Project scope..........................................................................................................................11
c. Activity diagram....................................................................................................................12
d. Factors for measuring project success...................................................................................13
e. Identification of potential risks..............................................................................................13
f. Process for enhancing project quality....................................................................................15
Bibliography..................................................................................................................................17

2
PROJECT MANAGEMENT
I) Work breakdown structure
Figure 1: Work breakdown structure
(Source: Created by Author)
II) Project Gantt chart with start and finish time
The development of Risha Solar PV project mainly aims to mitigate the energy crisis in
order to reduce various types of energy related security concerns. The project started on 20th

3
PROJECT MANAGEMENT
September 2017 and it will be completed by 2020 (Ebrd.com. 2018). The below figure is the
Gantt chart that helps in reflecting the duration that is generally estimated in order to complete
the development of Solar PV project successfully.
Figure 2: Gantt chart

4
PROJECT MANAGEMENT
(Source: Created by Author)
III) Conceptual detail of Network diagram
Network diagram is generally defined as one of the graphical representation of the
project that generally comprises of number of different series that are generally connected with
the help of arrows as well as boxes in order to illustrate inter relationship between different
activities of the solar PV development project (Nicholas and Steyn 2017). The network diagram
helps in monitoring as well as controlling the entire project. It is analyzed from the below
network diagram that the activities of Risha solar PV project are sequentially arranged.
Figure 3: Network Diagram
(Source: Created by Author)

5
PROJECT MANAGEMENT
The network diagram helps in reflecting both the forward and backward pass in order to
figure out both the initiation as well as finish time of the project.
Forward Pass: Forward pass is generally referred as one of the significant component of
critical project management in which the entire project leader attempts to determine the early
finish as well as early start dates for the various uncompleted segments of work (Heldman 2015).
Backward pass: A backward pass helps in calculating late finish dates as well as late
start dates for that portion of the project schedule that has not been completed. This is generally
determined by starting at the end date of the project schedule and working backwards with the
help of schedule network logic (Turner 2016).
IV) Critical path
The critical path of the project is shown in the diagram below which helps in reflecting
the duration of the project in days by using the activity number.

6
PROJECT MANAGEMENT
Figure 4: Critical path
(Source: Created by Author)

7
PROJECT MANAGEMENT
V) Benefits of Gantt chart
Gantt chart is mainly defined as one of the useful tool that helps in reflecting the
activities or tasks that are performed against time. It is one of the popular tool that helps in
scheduling various activities of the project for tracking the entire progress of the project against
the deadline (Riol and Thuillier 2015). There are number of benefits that the project team
achieves by utilizing Gantt chart and the benefits are elaborated below:
Time management: Scheduling is considered as one of the most significant benefit of
utilizing Gantt chart. It is identified that with the help of the Gantt chart, the project managers are
able to understand the overall impact of project delays which generally assists in fostering
stronger collaboration within the organization (Todorovic et al. 2015).
Manageability: In order to handle projects, the project managers utilize Gantt charts. It
is identified that by visualizing all the pieces of the project, the project manager will be able to
make much more focused as well as effective decisions about timetables as well as project
resources.
Efficiency: With the utilization of Gantt chart, the team members will be able to leverage
one another deadline for getting maximum efficiency within the project (Svejvig and Andersen
2015). It is identified that visualizing utilization of resources during the project helps the
managers to make proper decisions about the use of places, people as well as thing.
Co-ordination: The gnat charts assists in scheduling events and also helps in minimizing
the potential of overburdening the team members of the project. Thus the project managers, even
utilizes combinations in order to break down the entire project into number of manageable sets of
tasks.

8
PROJECT MANAGEMENT
VI Outline project activities
The entire activities of the project that are necessary for developing Risha Solar PV are
present in the table below:
WBS Task Name Duration Start Finish
0
Development of Risha Solar
PV Project in Jordan
564 days Wed 1/17/18 Mon 3/16/20
1 Project initiation phase 74 days Wed 1/17/18 Mon 4/30/18
1.1 Developing business case 25 days Wed 1/17/18 Tue 2/20/18
1.2
Undertaking feasibility
study
30 days Wed 2/21/18 Tue 4/3/18
1.3 Establishing project charter 22 days Wed 2/21/18 Thu 3/22/18
1.4 Appointing team members 19 days Wed 4/4/18 Mon 4/30/18
1.5
Milestone 1: Completion of
project initiation phase
0 days Thu 3/22/18 Thu 3/22/18
2 Planning phase 61 days Fri 3/23/18 Fri 6/15/18
2.1 Creation of project plan 17 days Tue 5/1/18 Wed 5/23/18
2.2 Creation of financial plan 15 days Tue 5/1/18 Mon 5/21/18
2.3
Development of resource
plan
13 days Fri 3/23/18 Tue 4/10/18
2.4 Creation of quality plan 17 days Thu 5/24/18 Fri 6/15/18
2.5 Creation of risk plan 19 days Tue 5/22/18 Fri 6/15/18
2.6 Creation of procurement 20 days Wed 4/11/18 Tue 5/8/18

9
PROJECT MANAGEMENT
plan
2.7 Creation of acceptance plan 19 days Wed 4/11/18 Mon 5/7/18
2.8
Milestone 2: Completion of
planning phase
0 days Fri 6/15/18 Fri 6/15/18
3 Site evaluation phase 132 days Mon 6/18/18 Tue 12/18/18
3.1 Detailed land survey 45 days Mon 6/18/18 Fri 8/17/18
3.2
Hydrology and floodplain
mapping
40 days Mon 6/18/18 Fri 8/10/18
3.3
Determining placement of
solar collectors
37 days Mon 8/20/18 Tue 10/9/18
3.4
Development of
impoundments for well drilling
fluid
40 days Mon 8/13/18 Fri 10/5/18
3.5
Placement of solar
monitoring equipment
48 days Mon 8/20/18 Wed 10/24/18
3.6
Milestone 3: Completion of
site evaluation phase
50 days Wed 10/10/18 Tue 12/18/18
4 Construction phase 170 days Wed 12/19/18 Tue 8/13/19
4.1
Preparation and use of
materials
40 days Wed 12/19/18 Tue 2/12/19
4.2
Construction of electrical
substation
45 days Wed 12/19/18 Tue 2/19/19

10
PROJECT MANAGEMENT
4.3 Concreting ingredients 37 days Wed 2/13/19 Thu 4/4/19
4.4 Refueling station 43 days Fri 4/5/19 Tue 6/4/19
4.5
Construction of
transmission line
50 days Wed 6/5/19 Tue 8/13/19
4.6
Milestone 4: Completion of
construction phase
0 days Tue 8/13/19 Tue 8/13/19
5
Decommissioning and
Reclamation phase
81 days Wed 8/14/19 Wed 12/4/19
5.1
Creating decommissioning
plan
44 days Wed 8/14/19 Mon 10/14/19
5.2
Removal of underground
components
47 days Wed 8/14/19 Thu 10/17/19
5.3
Removal of site
components
37 days Tue 10/15/19 Wed 12/4/19
5.4 Site reclamation 29 days Fri 10/18/19 Wed 11/27/19
5.5
Milestone 5: Completion of
Decommissioning and
Reclamation phase
0 days Wed 12/4/19 Wed 12/4/19
6 Closure phase 73 days Thu 12/5/19 Mon 3/16/20
6.1 Post project review 22 days Thu 12/5/19 Fri 1/3/20
6.2 Stakeholder sign off 24 days Mon 1/6/20 Thu 2/6/20
6.3 Documentation 27 days Fri 2/7/20 Mon 3/16/20

11
PROJECT MANAGEMENT
6.4
Milestone 6: Completion of
closure phase
0 days Mon 3/16/20 Mon 3/16/20
a. Project definition
The project mainly focuses on the development of “Risha Solar PV” in Jordan for
reducing the energy crisis by generating 10% of the Jordan electricity demand from various
renewable source of energy by 2020. The main objective of the project is to procure cost-
effective indigenous supplies for mitigating energy crisis and for minimizing energy security
concerns (Ebrd.com. 2018). It is identified that the development of Solar PV project will play a
significant role in contributing to this target and for minimizing various import dependencies for
lowering the intensity of carbon within Jordanian power sector. The project generally helps in
replacing cost energy imports which is mainly linked with the prices of oil and gas and thus it
helps in brining proper benefit to the economy of Jordanian.
b. Project scope
The scope of the project is mainly divided into in-scope and out-scope
In-scope: The in-scope of the project is as follows:
 To develop Risha Solar PV
 To provide cost effective indigenous energy supplies
 To mitigate various energy crisis within the country of Jordan
 To reduce energy security concerns
 To complete the entire project within estimated time and budget
Out-scope: The out-scope of the project are as follows:

12
PROJECT MANAGEMENT
 Information about project suppliers are not provided
 The materials that are utilized in the project are not specified
c. Activity diagram
The activity diagram is provided below:
Figure 5: Activity diagram
(Source: Created by Author)

13
PROJECT MANAGEMENT
d. Factors for measuring project success
The factor which assists in determining the project success is elaborated below:
Budget: If the entire project is completed successfully within the estimated budget then
the project is considered successful as no additional expense is required for completing the
project (Too and Weaver 2014). In order to complete the entire project within the estimated
budget, it is quite important to track the project schedule regularly as well as manage the project
resources appropriately.
Schedule: If the project managers are able to complete each of the activities of the
project within the time that is estimated then the project will be considered successful and for
completing the project on time it is necessary to track the project schedule regularly (Verzuh
2015).
Meeting project activities: If the objectives of the project are fulfilled then the project is
considered to be successful (Bucero and Englund 2015). It is identified that in order to execute
the project on time, it is necessary to follow the project scope so that the entire project will be
executed within estimated time and budget.
Quality: If the project that is created is able to provide quality based outcome then the
project manager will consider the project as successful. It is quite necessary to provide quality
based outcome due to the development of the project.
e. Identification of potential risks
Risk Description Impact Probability Risk mitigation
strategy
Using poor It is identified High High In order to

14
PROJECT MANAGEMENT
quality of
ingredients
that utilization of
poor quality of
ingredients
within the project
would lead to
improper
functioning of
the PV solar
mitigate this
issue, it is quite
important to
utilize proper
quality of
ingredients
within the
project.
Improper
placing of solar
collector
due to improper
experience of the
workers the solar
collector can be
placed in an
inappropriate
place which can
create number of
technical issue
High High In order to
resolve this issue
it is quite
important to hire
workers who are
experienced so
that they can be
able to place the
solar collectors
in proper place.
Improper
allocation of
resources
Due to improper
allocation of
resources the
project manager
will face
In order to
resolve this, it is
quite necessary
to hire
experienced

15
PROJECT MANAGEMENT
difficulty in
completing the
project within
proper time and
budget.
project manager
who will be able
to allocate
project resources
properly.
Improper
functioning of
solar
monitoring
equipment
Due improper
functioning of
solar monitoring
equipment the
project progress
will be
obstructed.
The solar
monitoring
equipment must
be tested before
use so that the
problem of
improper
functioning can
be easily
resolved.
f. Process for enhancing project quality
The project will enhance quality by utilizing the processes that are elaborated below:
Utilizing proper quality of materials: It is quite important to use proper quality of
materials like solar collectors, solar monitoring equipment as well concreting ingredients within
the project (Bucero and Englund 2015). It is identified that proper quality of material helps in
implementing Solar PV successfully.

16
PROJECT MANAGEMENT
Experienced project managers: It is quite important to have experienced project
managers within the team of the project in order to manage, control as well as monitor the
project successfully (Riol and Thuillier 2015). Experienced project managers are generally
necessary in order to handle various activities of the project properly.
Proper training to the workers: Proper training must be provided to the project team
members so that they can be able to work effectively within the project for making the
development of Risha Solar PV project successful. Proper training helps in resolving the
difficulties that the project team generally faces due to working with new equipments on a
different working environment
Track the quality of the project: It is quite necessary to track the project activities on a
regular basis in order to maintain proper quality of the project (Bucero and Englund 2015).
Analyzing quality of the project on a regular basis assists in making changes within the project
that is necessary.

17
PROJECT MANAGEMENT
Bibliography
Bucero, A. and Englund, R.L., 2015, October. Project sponsorship: Achieving management
commitment for project success. Project Management Institute.
Ebrd.com., 2018. Risha Solar PV Project. [online] Available at: http://www.ebrd.com/work-
with-us/projects/psd/risha-solar-pv-project.html [Accessed 17 Jan. 2018].
Heldman, K., 2015. PMP project management professional exam deluxe study guide: updated for
the 2015 Exam. John Wiley & Sons.
Javed, S.A., Ahmed, F., Nawaz, M. and Sajid, A., 2016. Identification of the Organizational and
Managerial Characteristics of Organizations Operating in Project Conducive Environment–A
Preliminary Study. Durreesamin Journal, 2(1).
Kaiser, M.G., El Arbi, F. and Ahlemann, F., 2015. Successful project portfolio management
beyond project selection techniques: Understanding the role of structural alignment. International
Journal of Project Management, 33(1), pp.126-139.
Lappe, M. and Spang, K., 2014. Investments in project management are profitable: A case study-
based analysis of the relationship between the costs and benefits of project
management. International Journal of Project Management, 32(4), pp.603-612.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), pp.202-217.