Jobs & Drawings (Deliverables) inNew TIMESHEET system

TIMESHEET Screens

TIMESHEET (Home) – Screen (TS-1)(TIME Approval & Drawing Estimates)

TIMESHEET Approval – Screen (TS-2.1)(Select Week)

TIMESHEET Approval – Screen (TS-2.2)(Allocation, TS hrs., & % Completion of Active Deliverables)

TIMESHEET “Drawing Estimates” – Screen (TS-2.3)(Estimated Hours and TIMESHEET Hours)

Drawing Estimates

Project Job DrawingEstimated

Hours

Total Time Spent Hours

OSBL-HT Switch Yard 11kv SWBD 40 0

ISBL-Spinbath India 3D modelling Viscose 40 0

ISBL-Viscose India 3D Modelling Viscose 30 50.5

OSBL-Tank Farms Acid Tanks 80 38.5

General Architectural 25 170.83

OSBL-Multi Storage Stores Architectural 25 63

Statutory Approvals Architectural 100 1966.33

OSBL-Master Plan Architectural 25 163.25

OSBL-Multiple Workshops FPU Architectural 25 0

Gate House Architectural 300 104.25

OSBL-Non-Plant Building Architectural 25 694.5

OSBL-Plant Building Godown Architectural 25 4

OSBL-HT Switch Yard Architectural 25 0

OSBL-Tank Farms Caustic 80 16

ISBL-Electrical Sample - 1 15 12

General Standards 40 0

OSBL-Non-Plant Building Utility Bldg 20 39.5

Total 82680 62250.73

Drawing Estimates

B R E A K of T A B LE

Project Estimated Hours & Job Estimates – Screen (TS-2.3)(LMI Project)

TIMESHEET “Jobs Estimates” – Screen (TS-3.2)(Jobs under LMI project)

Project Id Project Name Start DateEstimated Delivery

Date

Extended Delivery

Date

Project Estimated

Hours

Assigned Hours

Job Estimates

10-251 LMI_Viscose Staple Fiber Plant at Patalganga 1/17/2011 5/8/2013 87765 82680 81421

Job Number

Job Name Start Date End DateJob

EstimateAssigned

Hours

10-251-50 Gate House 8/1/2011 5/8/2013 300 300

10-251-51 General 11/1/2011 5/8/2013 100 289

10-251-48 ISBL-Electrical 1/17/2011 5/8/2013 127 142

10-251-40 ISBL-Process Equipment 1/17/2011 5/8/2013 4972 4972

10-251-47 ISBL-Process Utilities 1/17/2011 5/8/2013 5451 5451

10-251-45 ISBL-Spinbath India 6/10/2012 6/28/2013 5329 5590

10-251-46 ISBL-Spinbath Indonesia 1/17/2011 5/8/2013 4966 4966

10-251-41 ISBL-Spinning India 1/17/2011 5/8/2013 5332 5332

B R E A K of T A B L E10-251-31 OSBL-Sulphur Storage 1/17/2011 5/8/2013 1338 1338

10-251-16 OSBL-Tank Farms 1/17/2011 5/8/2013 820 1292

10-251-07 OSBL-Waste Water Treatment Plant 1/17/2011 5/8/2013 903 903

10-251-06 OSBL-Water Treatment Plant 1/17/2011 5/8/2013 909 909

10-251-27 OSBL-Weigh Bridge 1/17/2011 5/8/2013 300 300

10-251-29 OSBL-WSA Plant 1/17/2011 5/8/2013 909 909

10-251-01 Project Management 1/17/2011 5/8/2013 3800 3800

10-251-49 Statutory Approvals 1/17/2011 8/5/2013 100 100

Total 81421 82680

Drawing Assignments – Screen (TS – 3.3)(Under a Job to Associates)

TIMESHEET Entries – Screen (TS – 4)(By an Assigned Associate)

TIMESHEET Approval – Screen (TS-2.2)(Allocation, TS hrs., & % Completion of Active Deliverables)

Some important Planned Reports (Outputs) from enhanced TIMESHEET system

1. Project-wise Billable hours produced during a specific period;

2. Project-wise % progress ;

3. Resource-wise Billable hours produced & % Billability during a specific period;

4. Practice-wise % Billability during a specific period;

5. Effort Variance (Actual Time logged v/s Billable hrs.) at Project level and Deliverable level;

6. Estimation Variance (Time Allocated v/s Billable hrs.) at Project level and Deliverable level;

7. Suggested Allocation Plan for a deliverable based on actual progress on a weekly basis;

8. Inputs for Project Costing based on allocation of resources to a project;

Points to remember and taken care of(while using enhanced TIMESHEET system)

1. When project size is large & complex (say of > 10000 Billable hours and > 6 months duration), it might not be possible to list out all deliverables and the estimated time to complete the same in the beginning itself. We may have to keep adding the deliverable under a job as and when clarity comes. In that case, a point may come when, we might exhaust the originally planned Billable hours (arrived at in mutual consultation between sales and delivery and guidelines related to rates etc.) and then we might be required to assign notional 1 hr. for each such additional deliverable. For arriving at Resource-wise billable hours, estimated time (Budget hours) of all the deliverables will be normalized based on allocated hours by PM.

2. Precision in allocation of deliverable to an associate, taking care of dependencies (among deliverables), avoid over allocation, and tracking etc. can be ensured through a versatile, tested and universal software like MS-Project. So, prior allocation of deliverables to resources could be done in MS-Project and then the same could be transferred to New TIMESHEET system for logging time and generating other relevant reports.

3. With this in view, 4 relevant slides of MS-Project are included in next section.

Plan & Schedule of a Project’s Taskswith Resources Assignment

MS-Project Screens

MS-Project Screen (MSP-1)(Plan & Schedule of a Project’s Tasks)

MS-Project Screen (MSP-2)(Resources Assignment for a Project’)

MS-Project Screen (MSP-3)(Tracking & Management of a Project’)

MS-Project Screen (MSP-4)(Project Reports)