pranalinga sivasali head, urban management cell … management cell jnnurm project siud, ... 10...
TRANSCRIPT
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Pranalinga Sivasali
Head, Urban Management Cell
JnNURM Project SIUD, Mysore
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Background Implementation of phase – I of JnNURM has led to creation of large
number of assets and introduced many urban reforms
Evaluation exercises undertaken by following committees pointed out large
capacity gap for the speedy implementation of projects and reforms
a. Arun Maira Committee Report
b. Ramachandran Committee Report
c. High Powered Expert Committee Report
d. JnNURM implementation experiences
MoUD observed the dire need for capacity building as the key to improve
governance and service delivery
Proposes to build ULB capacity for
a. Improved service delivery and governance
MoUD has prepared CB toolkit
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Goal
To equip and empower ULBs to discharge their functions as per 74th CAA
Mission
Build capacities in terms of human resources, infrastructure,procedures and systems for effective service delivery
Objectives
Effectively function as institutions of local governance as per 74th
CAA
Develop capacities in the areas of procurement, projectdevelopment, project management, operation andmaintenance, financial management, budgeting and accounting
To achieve benchmark of reforms on urban management and renewal
Goal and Objectives
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Contd….. To promote urban planning and sustainable urban habitats in the
cities
To provide support for the creation of municipal cadres
To create enabling environment for stakeholder consultations and
participation in service delivery
To promote use of Information Communication Technologies
through e-governance
To support States to strengthen the supply side training and
capacity building institutions
Develop Centre of Excellence for Urban Management
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Cities Selected Fifteen cities – Belgaum, Mangalore, Davangere, Bellary,
Bijapur, Shimoga, Tumkur, Bidar Hospet, Robertsonpet, Hassan,
Raichur,, Gadag-Betagiri, Udupi, Mandya,
Proposal to establish Reforms and Performance Management
Cell (RPMC) at each city level
In addition, proposal to establish Urban Management Cell
(UMC) at SIUD and
RPMC at KUIDFC was approved in October 2013 by MoUD,
GoI
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Visualisation in CCBP
Four pronged approach of setting up of
State RPMC/SLNA at KUIDFC
UMC at ATI/SIUD
RPMC at ULBs
CB activities by SIUD
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Role of State RPMC/SLNA
Provide hand holding support to the ULBs
Coordinate and provide technical support to ULBs
Provide the latest technical know–how to ULBs
Advise ULBs with innovative financing and financial
management strategies
Monitoring the implementation of CB activities
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Objective of UMC-SIUD Act as a centre for demand training, research, knowledge
management, advisory an consultancy in the filed of Urban
Management
Undertake research and development activities for ULBs to
improve their performance in service delivery
Act as a plotform to exchange of information and ideas by
documenting best practices
Provide inputs for capacity building programmes for ULBs
and State Governments
Design and implement leadership development programmes for
ERPs
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Role of UMC-SIUD Policy advise and guidance to state government and ULBs
Planning and development of CB activities
Human Resource Development
Development of innovative methods for training delivery
Under take research / impact assessment studies
Knowledge management
Training of Trainers (ToT)
Development of CB related toolkits
Establish networking with various training institutes
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Role of RPMC - ULBs
Rationale of RPMC To setup RPMC at selected ULBs, rationale being
To undertake need based analysis on capacity building
for ULB and its Officials
Provide handholding support to the stakeholders
Prepare project reports, tender documents, facilitate
implementation of the projects as per Jn-NURM and GoI
guidelines
To frame city development plans with a futuristic vision of
the city -in coordination with stakeholders and consultants
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Contd…. To undertake fiscal measures to improve the
financial health
To respond and take suitable measures while
implementing urban poverty related programmes
Enable periodic monitoring and evaluation
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RPMC to prepare Business Plan Identify high priority infrastructure investment projects
through a feasibility study and prepare business plans cum
financial plans
Put in place systems for asset management and value
creation
Strengthen the implementation of financial and accounting
reforms for cities for improved internal controls and asset
management
Increase the revenue streams through optimizing resources
such as re-vamping of fees and licenses under property tax, use
of land as a resource for generating additional financial
resources and exploring other revenue enhancement measures
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Contd…. Strengthen integrated financial management links such as
improved service costing, budgeting and inter-governmental
transfers
Enhance the capacities of ULBs by enabling them to mobiles
financial resources through municipal bonds and other market
instruments,
Strengthening capacities of ULBs on demand side by improving
skills of project development which are bankable, and
Improve the city level MIS for improved revenue
management.
Preparation of maps using modern technologies, tools like
Auto CAD, Civil 3D etc for accuracy, avoid delays
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Capacity Building Activities
SIUD followed CBUD format given in the CCBP Tool Kit
Stated Rationale for CB :
Need to strengthen reform processes
Ensure sustainable asset management processes
Improve service delivery mechanisms
Enhance resource base
Improve capability of human resources
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Category of Trainees People’s representatives - Level -I
Mayors, Deputy Mayors, Standing Committee Chairpersons, Corporators
Executive heads - Level -II
Commissioners, Joint Commissioners, Deputy Commissioners, Zonal
Commissioners , Project Director of DUDC and Heads of stakeholder departments
Section heads - Level -II
Superintendent Engineers, Executive Engineers of ULBs AEEs, Health Officers,
Environmental Engineers, Assistant Engineers, Junior Engineers, Senior Health
Inspectors, Office Managers, Revenue Officers, Community Affairs Officers and
functionaries of stakeholder departments
Office staff - Level -III
Revenue Inspectors, Accountants, First Divisional Assistants, Second Divisional
Assistants, Junior Health Inspectors, Bill Collectors, Community Organizers, IT
Staff
Group D employees - Level -IV
Water Supply operators, Office peons, Attenders and
Pourakarmikas - Level -V
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Types of programmes proposed
1. Training
2. Workshops
3. Exposure visits
4. Other Activities
Seminars/consultations
Undertaking research studies, documentation of best
practices, evaluation studies
Developing IEC materials
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Themes and Training ProgrammesFive Themes
1. Urban Governance
2. Financial Management
3. Technical and Sectoral Programmes
4. Urban Planning
5. Urban Livelihood
26 Training Programmes
14481 personnel (including stakeholders) to be trained in 509 batches
Duration : 4 years
Training Duration : 1 day to 12 days
Venue : SIUD, DTIs & at ULB level etc..,
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Proposed Number of Personnel to be
trained
Sl. No Name of RPMCNo. of
Participants No. of Batches
1 Belgaum 2747 73
2 Davangere 1297 40
3 Mangalore 1515 45
4 Bellary 1269 43
5 Shimoga 961 33
6 Tumkur 812 28
7 Bijapura 687 26
8 Gadag-Betageri 819 30
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Sl. No Name of RPMC No. of Participants No. of Batches
9 Robertsonpet (KGF) 542 25
10 Hospet 670 28
11 Hassan 781 29
12 Bidar 508 24
13 Raichur 640 28
14 Udupi 521 26
15 Mandya 712 31
Total 14481 509
Contd….
Note : GoI, Restricted training programmes to - 276
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GoI Approval Central Sanctioning and Monitoring committee (CSMC) of the Ministry of Urban
Development, Government of India in its 128 meeting held on 28-10-2013
modified the training programmes as follows
Training
Programmes
Proposed
For 20 cities
Training
Programme
s approved
Budget
Proposed
(in Lakhs)
Budget
Approved
(in Lakhs)Remarks
Residential - 575 213 1740 . 30 653. 82 HDMC
Non Residential -63 63 249 . 33 83 . 11 CC : Glbg
Gadag-Betegeri
Chitradurga
Badravathi were deleted
Exposure Visits
Exposure Visits
Proposed
For 20 cities
Exposure
Visits
Approved
Budget
Proposed
(in Lakhs)
Budget Approved
(in Lakhs) Remarks
160 121 530.90 120.30 HDMC
CC : Glbg
Gadag-Betegeri
Chitradurga
Badravathi
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Establishing of UMC at SIUD3 Training Modules
Proposed Training Modules
Training
Modules
Approved
Budget proposed
(in Lakhs)
Budget Approved
(in Lckhs)
Remarks
26 26 18 18 --
4. Exposure Visits
ProposedExposure Visits
Approved Budget proposed
(in Lakhs
Budget Approved
(in Lakhs)
Remarks
121 121 530.90 120.30 The Budget is
restricted to 2% of
the total budget
sanctioned. Hence,
the difference
5. Establishing of UMC at SIUD `. 110.40 Lakhs
Training and Capacity Building (14-15) `. 368.36 Lakhs
6. Total Budget for 15 cities (CCBP) `. 6200.21 Lakhs
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WorkshopsObjective/purpose of the workshop(s) : bring in various
stakeholders to a common forum/platform in order that cross
learning, sharing of knowledge and experience is enhanced
Type : Elected Representatives, Senior Citizens, Chamber of
Commerce, Industrialists, RWA members, NGO representatives,
women group members, social workers
No. of participants: 100
No. of programmes proposed : Ten workshops /year
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Exposure Visits Kerala:
- poverty reduction programmes such
as Kudumbashree
- Women participation in Urban
Governance,
Maharasthra:
- 24 X7 water supply
- Urban sanitation scheme
implementation
Andhra Pradesh:
- SWM practices
- Mission for Elimination of Poverty
in Municipal Areas
- Urban poor housing schemes
Tamil Nadu:
- PPP in Water and UGD projects
- SWM practices
- Renewable energy (Wind)
Gujarat
- Urban rapid transport
- Renewable energy (solar)
- Water harvesting
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Seminars/Consultations
Research studies: studies on SWM practices, natural resource management
Documentation of best practices: Best practices in SWM, 24X7 water
supply
Streamlinig Accounting procedures
Evaluation studies: Budget as a tool to study what of the functions of the
ULB has been devolved, Impact of RTI on urban governance, SAKALA and
its impact on ULB functioning
Developing IEC materials
* Brochures, Sector specific reading material in vernacular language, short
films, LCD
* Displays, posters, information kiosks at ULB levels
Community participation : in urban livelihood programmes, Nagarothana
scheme implementation , Functioning of ward sabhas and ward committees
OtherActivities
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Expected Outcome
Formation of City Level committee
System of Asset Management and value creation
Creation of data base, registers, inventory of assets
Double entry accrual based Accounting system, FBAS
Optimise revenue
Placing of Water Supply-Volumetric tariff
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Contd…
Reduction of NRW
Enhanced trade licence fee
Leased/rented properties-map
Implementation of Management Information Systems (MIS)
Application of engineering technology
Proficiency to manage projects, schemes and programmes
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SLNo
Expected outcomes Indicators
01 Financially empoweredULBs
• All financial staff have received adequate training and exposurevisits on municipal financial management
• Accrual-based double-entry system is in place• Preparation of annual balance sheet• Improvements in service costing, budgeting and
intergovernmental transfers• 85% properties are brought under tax record• More than 90% tax collection• 100% collection of operations and maintenance• Increase in revenue stream – from X % in ( year) to Y% in (year)• ULBs are able to mobilise financial resources through municipal
bonds and other market instruments
02 Institutionalisation of capacity building programmes in asystematic and comprehensive manner at ULB level
• The RPMC with full manpower is in place and supporting ULBs• The city plan has been prepared and approved• Training plan and calendar has been prepared and approved• Nodal Institution for training has been identified and selected• X% of staff have been trained as per the CB plan• 80% of the activities planned in the CB proposal has been
undertaken
Performance criteria/Indicators
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SLNo
Expected outcomes Indicators
03 Augmentation of managerial andtechnical capacity within ULBs for steering the urban managementactivities and overall Monitoring
• Increase in the number of quality DPRs from X% to Y%
• Quality improvements in the implementation of infrastructureprojects and reforms
04 Enhanced service delivery andaccountability through improved financial management systemand processes at ULB
• Achievement of SLB in water supply, SWM, and urban transport (detailed performance scoring is given in the following page)
• E-governance system are in place
05 Enhanced capacity to prepare
Integrated City Development Plans
for the city
• Quality CDP prepared incorporating City Sanitation Plan and mobility
plans
• Quality DPRs have been evolved from the CDP
Contd.,
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Contd…
SLNo
Expected outcomes Indicators
06 Enhanced transparency, and
accountability in service delivery
• Community participation law in place
• Increased number of citizen consultations
• Implemented online system of the following sectors: minimum three
for small and medium cities ( including laggard cities) and minimum 6
for other cities
1. Property & Water Revenue Management
2. e-Procurement
3. Building Permission Management
4. Dashboard for Works Management
5. Grievances Management
6. Solid Waste Management with Vehicle Tracking
Online Birth and Death Certificate
• Reduction of time in getting response on services and
grievance from the ULB
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Contd.,
Performance Indicators
a Progress in reform implementation
Indicator Unit Benchmark Excellent
(1)
Good
(2)
Fair
(3)
Poor
(4)
1 Implementation of
governance reforms
Points achieved 40
> 60% 40%-
60% 20%-40% <20%
2 Implementation of
Land and Property
Reforms **
Points achieved
80
> 60% 40%-
60% 20%-40% <20%
3 Implementation of
reforms for Financial
Sustainability***
Points achieved
40
> 60% 40%-
60% 20%-40% <20%
4 Implementation of
Process Oriented
/Citizen Responsive
Reforms***
Points achieved
60
> 60% 40%-
60% 20%-40% <20%
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Contd…
Performance Indicators
b Progress in delivery of basic services based on project implementation
a Water Supply Benchmark Excellent (1) Good
(2)
Fair
(3)
Poor
(4)
1 Household level
coverage of direct water
supply
% 100.00% > 60 40-60 20-40 <20
2 Per Capita quantum of
water produced
lpcd 155 > 60 40-60 20-40 <20
3 Extent of metering of
water connections
% 100% > 60 40-60 20-40 <20
4 Extent of Non Revenue
Water
% 20% > 60 40-60 20-40 <20
5 Efficiency in redressal
of customer complaints
% 80% > 60 40-60 20-40 <20
6 Quality of supply
supplied
% 100% > 60 40-60 20-40 <20
7 Cost recovery in water
supply services
% 100% > 60 40-60 20-40 <20
8 Efficiency in collection
of water related charges
% 90% > 60 40-60 20-40 <20
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Contd.,..
Performance Indicators
Progress in delivery of basic services based on project implementation
b Wastewater Management
(Sewerage & Sanitation)
and Drainage
Excellent
(1)
Good
(2)
Fair
(3)
Poor
(4)
1 Coverage of waste water
network services
% 100% > 60 40-60 20-40 <20
2 Efficiency in collection of
waste water
% 100% > 60 40-60 20-40 <20
3 Adequacy of capacity for
treatment of waste water
% 100% > 60 40-60 20-40 <20
4 Quality of treatment % 100% > 60 40-60 20-40 <20
5 Extent of recycling or reuse
of waste
% 20% > 60 40-60 20-40 <20
6 Extent of Cost recovery in
waste water management
% 100% > 60 40-60 20-40 <20
7 Coverage of storm water
drainage network
% 100% > 60 40-60 20-40 <20
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Contd…
Performance Indicators
Progress in delivery of basic services based on project implementation
c Solid Waste Management Excellent
(1)
Good
(2)
Fair
(3)
Poor
(4)
1 Household level coverage of
SWM services through door - to-
door collection of waste
% 100% > 60 40-60 20-40 <20
2 Collection Efficiency % 100% > 60 40-60 20-40 <20
3 Extent of Segregation of
waste
% 100% > 60 40-60 20-40 <20
4 Extent of recovery of waste
collected
% 100% > 60 40-60 20-40 <20
5 Extent of scientific disposal of
waste in landfill sites
% 100% > 60 40-60 20-40 <20
6 Extent of Cost Recovery for the
ULB in SWM services
% 100% > 60 40-60 20-40 <20
7 Extent of private sector
participation in solid waste
management
% 100% > 60 40-60 20-40 <20
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Contd…
Performance Indicators
d Urban Transport
i Public Transport
Facilities
Unit Benchmark Excellent (1) Good
(2)
Fair
(3)
Poor
(4)
1 Presence of Organized
Public Transport System in
Urban Area
% > 60 > 60 40-60 20-40 <20
2 Extent of Supply
Availability of Public
Transport
% > 60 > 60 40-60 20-40 <20
3 Average waiting time for
Public Transport users
Minutes <4 > 4 4 to 6 6 to 10 <10
ii Pedestrian Infrastructure
facilities
1 Percentage covered in City % >75 >75 50 to 75 25 to 15 <25
2 Street Lighting Lux >8 >8 6 to 8 4 to 6 <4
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Performance Indicators
b Progress in delivery of basic services based on project implementation
iii Non Motorized
Transport (NMT)
Facilities
Benchmark Excellent (1) Good
(2)
Fair
(3)
Poor
(4)
1 Percentage of Network
covered in City
% > 50 > 50 50 to 25 25 to 15 <15
2 Encroachment on NMT
roads by Vehicle Parking
% > 10 > 10 10 to 20 20 to 30 <30
3 NMT Parking facilities at
Interchanges
% > 75 > 75 50 to 75 25 to 50 <25
iv Level of Usage of
Intelligent Transport
System (ITS) facilities
1 Availability of Traffic
Surveillance (%)
% > 75 > 75 50 to 75 25 to 50 <25
2 Passenger Information
System (PIS) (%)
% > 75 > 75 50 to 75 25 to 50 <25
3 Global Positioning System
(GPS)/ General Packet
Radio Service (GPRS)
(%)
% > 75 > 75 50 to 75 25 to 50 <25
4 Signal Synchronization
(%)
% > 75 > 75 50 to 75 25 to 50 <25
5 5 Integrated Ticketing
System
% > 75 > 75 50 to 75 25 to 50 <25
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Contd…
Performance Indicators
b Progress in delivery of basic services based on project implementation
4 Signal Synchronization
(%)
% > 75 > 75 50 to 75 25 to 50 <25
5 5 Integrated Ticketing
System
% > 75 > 75 50 to 75 25 to 50 <25
v Travel speed (Motorized
and Mass transit) along
major corridors
1 Average Travel speed of
Personal vehicles
KMPH >30 >30 25 to 30 15 to 25 <15
2 Average Travel speed of
Public Transport
KMPH >20 >20 15 to 20 10 to 15 <10
vi Availability of Parking
Spaces
Availability of on street
paid public parking spaces
% >75 >75 50 to 75 25to 50 <25
vii Pollution levels
1 SO2 0-40 0-40 40 to 80 80 to 120 >120
2 Oxides of Nitrogen 0-40 0-40 40 to 80 80 to 120 >120
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Contd…
Performance Indicators
Progress in delivery of basic services based on project implementation
3 SPM 0-180 0-180 180 to 360 360 to 540 >540
4 RSPM (Size less than 10
microns)
0-40 0-40 40 to 80 80 to 120 >120
viii Integrated Land Use
Transport System
1 Population Density -
Gross(Persons/Developed
area in hectare)
Person/Ha >175 >175 150 to 175 125 to 150 <125
2 Mixed Land-use on Major
Transit Corridors/Network
(% area under non
residential use)
% >30 >30 15 to 30 5 to 15 <5
3 Intensity of Development
-City wide
FSI >2 >2 1.5 to 2.0 1.0 to 1.5 <1
4 Intensity of development
along transit corridor (FSI
transit corridor/ FSI)
FSI >3 >3 2.0 to 3.0 1.5 to 2.0 <1
5 % of area under Roads % >15 >15 12 to 15 10 to 20 <10
6 %age network having
exclusive ROW for
Transit network
% >30 >30 20 to 30 10 to 20 <10
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Contd…
Performance Indicators
Progress in delivery of basic services based on project implementation
III
Financial sustainability
of ULBs
Excellent (1) Good (2) Fair (3) Poor (4)
1 Revenue deficit as
percentage of total
revenue receipts
% As per State
FRBM (current
financial yr.)
>80% of
FRBM
60-80% 40-60% <40 %
2 Fiscal deficit as
percentage of GSDP
% As per State
FRBM (current
financial yr.)
>80% of
FRBM
60-80% 40-60% <40 %
3 Total outstanding
liabilities as percentage of
GSDP
% As per State
FRBM (current
financial yr.)
>80% of
FRBM
60-80% 40-60% <40 %
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Contd…
Progress in delivery of basic services based on project implementation
IV
Citizen's Perception
(citizens’ perceptions or
opinions on various issues
such as basic services
delivery, accountability
and transparency)
a Access to services from
ULB
Points
achieved
100 Excellent (1) Good (2) Fair (3) Poor (4)
1 Easy access to information
and services
Points
achieved
100 >60 40-60 20-40 <20
2 Hassle free payment of
taxes and user charges
Points
achieved
100 >60 40-60 20-40 <20
3 Reduction in time to
receive birth and death
certificate
Points
achieved
100 >60 40-60 20-40 <20
4 Reduction in time for
building plan approval
Points
achieved
100 >60 40-60 20-40 <20
5 Quick redresal of
grievances in respect of
services such as birth and
death registration, health
programs and building
plan approvals
Points
achieved
100 >60 40-60 20-40 <20
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Contd…
Performance Indicators
Progress in delivery of basic services based on project implementation
b Improvements in service
delivery
Points
achieved
100 Excellent (1) Good (2) Fair (3) Poor (4)
1 Enhanced water supply
system
Points
achieved
100 >60 40-60 20-40 <20
2 Systematic and timely
management of solid waste
Points
achieved
100 >60 40-60 20-40 <20
3 Better coverage of sewer
network
Points
achieved
100 >60 40-60 20-40 <20
4 Enhanced road network and
transport
Points
achieved
100 >60 40-60 20-40 <20
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Contd…
Performance Indicators
Progress in delivery of basic services based on project implementation
c Transparency and
Participation
Points
achieved
100 >60 40-60 20-40 <20
1 Ward committees and area
sabhas convene meeting s
regularly
Points
achieved
100 >60 40-60 20-40 <20
2 Citizen chart has been
prepared and is made
available to public
Points
achieved
100 >60 40-60 20-40 <20
3 Regular consultations with
citizen for planning
Points
achieved
100 >60 40-60 20-40 <20
The municipality put on
the website all the
Municipal Council
meetings reports and
all the public debates
Points
achieved
100 >60 40-60 20-40 <20
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Way forward 1. DCs should plan to procure specialist to establish RPMC at the
ULB level as per the toolkit of JnNURM
2. DCs to review progress and monitor the activities in monthly
meetings.
3. CB plans to be discussed with the stakeholders by SIUD
4. Annual Training Action Plan to be prepared for implementation
5. Stakeholder Departments to be sensitized on the CCBP
programme and involve them in the training activity
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Contd…
6 Clustering of ULBs to be finalized for implementing training
programme at the ULB level
7. The DCs and respective ULB Commissioner/Municipal
Commissioner to coordinate with SIUD to organize training
programmes
8. Ensure trainees to be deputed to attend the training
programmes
9. The DCs to review and monitor the outcome of the training
programmes
10. Feedback from the participants to be recorded and follow up
action to be taken by SIUD & ULBs
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Dr. Ashok SanganalBE(Cvil), M Tech(Stru Engg), Ph D(Projects), PG Dip(Housing),
Dip(Trg. & Devlpt.)
Master Trainer-GoIFaculty, ATI Mysore
Mysore 570 011, Karnataka, INDIA
Presentation on
Project Management
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Overview of Presentation
Project scheduling
Project implementation
Gantt chart
Network Techniques
Trade off between cost
and time
Activity crashing
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Project scheduling
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PROJECT PLANNING AND SCHEDULING
The project manager uses a
planning and scheduling process
because most projects are
complex, of long duration,
require visualization of their
parts,and the resources needed.
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PROJECT PLANNING AND SCHEDULING
Identifies project activities (tasks/steps)
Identifies the sequence and duration of
project activities
Organizes project resources (labor,
equipment, materials, technology, facilities)
Enables monitoring of project progress
A planning and scheduling process:
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“Remember”
In any project:
There will be many tasks to accomplish.
Tasks have to go through a sequence
Some tasks cannot start until others are finished (task dependency)
Some tasks are unconstrained.
Some are “critical tasks”
Some task will have flexibility in time, cost, resources
Some tasks will have uncertainty
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Learning Objectives
• Work Breakdown Structure (WBS) – Concept
• WBS Components
Work Breakdown Structure (WBS)
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Work Breakdown Structure (WBS)
First step toward a work plan
Helps to identify the tasks in a project
The concept of the WBS is simple: in order
to manage a whole project, one must manage
and control each of its parts.
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What is a Work Breakdown Structure?
◙ The WBS is a graphical display of
the project.
◙ WBS is a hierarchical listing of the
sub-components of a project.
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What is the purpose of the WBS?
The purpose of the WBS is to divide the total project into small pieces, sometimes called work packages.
Dividing the project into work packages makes it possible to prepare project schedules and cost estimates and to assign management and task responsibility
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WBS components
Tasks Dependencies Start date Duration Resources Milestones Deliverables
The WBS should be divided into tangible deliverable items (hardware items, software packages, interim reports in R & D,
etc.).
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How should the project be broken down?
No magic formula!! Breakdown by:Functional or technological disciplines
design/manufacturing/marketing/sales/finance
Organizational structure
Vendor/subcontractor responsibilities
Physical location
Systems and subsystems
Or any combination, but generally end-product or hardware-oriented.!!
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Other WBS breakdown points
May proceed top-down or any way that gets the job done
Need not be symmetrical
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WBS levels?
Typically 6 or fewer1 Total project
2 Sub-project
3 Combination of tasks
4 Task
5 Sub-task
6 Individual processes or actions
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At what level do you stop?
Stop when you reach a point at which you can estimate required resources to the desired degree of accuracy
Or when the work will take an amount of time equal to the smallest units you want to schedule days, weeks, months, etc.
Or stop when the element is .5 to 2.0% of the project.
Or stop once you’ve identified a “work package”
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A WBS planning key!!
REMEMBER the rule that the people who must do the work should participate in planning it.
Different levels may be done by different groups
Top management may do the first level or two and pass it on down to the operating levels for further amplification
Software can help
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Basic guidelines
work described in a higher level must be the sum of all the work in the next lower level
definitions of work should be usable as communications tools so results can be compared with expectations for the work when the project is implemented
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Basic guidelines (continued)
work that will be performed by different people should be clearly differentiated
WBS should define measurable deliverables for each work component of the project
WBS should be flexible enough to allow for changes
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Finished product
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In-Class Practical Exercise
Consider any simple project
Develop the WBS
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BAR (GANTT) CHARTS
Key Elements
Activity List
Time Line
Activity Duration Assignments
Strengths/Weaknesses
Applications
Proposals
Status Briefings
Work Schedules
In-Class Practical Exercise
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Henry Laurence Gantt
(1861-1919)
BAR (GANTT) CHARTS
A Gantt chart is a horizontal
bar chart developed as a
production control tool in 1917
by Henry L. Gantt, an
American engineer and social
scientist.
Frequently used in project
management, a Gantt chart
provides a graphical illustration
of a schedule that helps to plan,
coordinate, and track specific
tasks in a project.
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Popular tool for project scheduling
Graph with bar representing time for
each task
Provides visual display of project
schedule
Doesn’t show priorities
Gantt charts may be simple versions
created on graph paper or more complex
automated versions created using
project management applications such
as Microsoft Project or Excel.
BAR (GANTT) CHARTS
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Gantt Chart - example
Task
No.
Week
1
Week
2
Week
3
Week
4
Week
5
1
2
3
4
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Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Work Packages
Tasks
Work Package 1
Task 1
Task 2
Task 3
Task 4
Work Package 2
Task 1
Task 2
Task 3
Work Package 3
Task 1
Task 2
Gantt Chart - example
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In-Class Practical Exercise
Consider any simple project
Develop the WBS
Add a Gantt chart
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Activity Designation Immediate
Predecessor
Duration
A (1-2) None 2
B (2-3) A 5
C (2-4) A 7
D (2-5) A 3
E (3-5) B 1
F (5-6) D,E 6
G (4-6) C 3
H (6-7) F,G 3
Drawing a Bar Chart and Network
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)
Critical Path Method (CPM)
As a Planning and Scheduling Tool:
It is a formal, graphic means of determining
the relationship between the activities (tasks)
in a project.
It enables systematic isolation of activities
comprising the critical elements that set the
duration of a project.
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM) It helps the project manager analyze a project
before, during, and after operations.
The greatest asset of CPM is its portrayal of
critical activities, giving the project manager
forewarning of where he or she might expect
schedule problems.
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)
About CPM
The core of CPM is a network diagram that
represents the manager's best effort at efficient
planning and scheduling of project activities.
The network diagram consists of arrows
(activities) and circles (events). Activities
represent work and consume resources and
time; events do not, rather they mark points in
time when activities begin or finish. The length
of an arrow has no relevance.
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM) The CPM network has one starting event and one
ending event.
Each activity is bounded by two events, one at the tail
(starting point) and one at the head (ending point).
1 32Mobilize Drill Borings
Activity
2 3
Duration (Days)
iji
j
EventEvent
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)
The event circles bounding an activity are
numbered, the number of the tail event is that
activity's "i" designation; the number of the
head event is that activity's "j" designation.
By convention, j is numerically higher than i,
portraying left to right movement through the
network diagram. The j designation of a
preceding activity is the i designation of the
succeeding activity.
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)
Dummy arrows (dashed lines) may be needed
in a network diagram to show logic or achieve
unique i-j designation for activities; dummy
arrows do not consume resources or time.
A
B
A
B
1 3
2
13
3
2
3
2
0
DUMMY ARROW
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)
Network diagrams flow from left to right with
horizontal or vertical numbering of events.
Analysis of the network diagram will disclose the
float time (schedule flexibility) available for each
activity. An activity's Total Float time represents
the delay that can occur in starting the activity
without delaying the overall project; an activity's
Free Float time is the delay the activity can sustain
without delaying a subsequent activity.
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VERTICAL & HORIZONTAL NUMBERING2 6
3
129
7 10
118
13
5
4
1
2 3
4
1211
5 6
98
13
10
7
1
VERTICAL
HORIZONTAL
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)
Eight Steps to Using CPM to Manage a Project
Identify the activities (tasks) in the project and
their durations.
Determine for each activity the logic that
governs when it can occur, i.e., what must precede
the activity, what can occur at the same time, and
what must follow (precedence, concurrence,
succession).
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)
Draw a network diagram that reflects the best progression of the project (i.e., order activities in a logical sequence that minimizes project duration). For each activity, place the name of the activity above the arrow and the duration of the activity below the arrow.
Determine the earliest event times (EETs) and latest event times (LETs) for each event in the network diagram.
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)Compute EETs
The EET for Event 1 is 0 (representing the
end of day 0 or the beginning of day 1).
Trace each activity and add that activity's
duration to the preceding EET. The sum will
be the EET for the next event, unless two or
more activities enter that event. IF two or
more activities enter an event, the EET for
that event will be the largest of the computed
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)
EETs, SINCE activities leaving that event cannot begin until all activities entering the event are complete. Place the EET in a box symbol adjacent to the event symbol.
• Continue the procedure from left to right until reaching the end of the diagram.
• The EET for the last event is the earliest possible time the entire project can be completed, given the network as drawn and the activity durations assigned.
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)
Determine and highlight the critical path
(those critical activities that define the duration of
the project). Activities are critical if:
– The EET and LET at the tail of the activity are equal.
– The EET and LET at the head of the activity are equal.
– The difference between the EET (or LET) at the head
and the EET (or LET) at the tail equals the activity
duration.
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)
There will be at least one critical path extending
from the beginning to the end of the project.
Tabulate activity times (early start, early
finish, late start, late finish, total float, and free
float) that can help you schedule resources and
identify schedule flexibility.
Early Start (ES) = The EET (entered in the box
symbol) at the tail of the activity arrow
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)
Early Finish (EF) = ES + Activity Duration
Late Start (LS) = LF - Activity Duration
Late Finish (LF) = The LET (entered in the triangle
symbol) at the head of the activity arrow
Total Float (TF) = LS - ES = LF – EF
Free Float (FF) = EET (at the head) - EF
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FUNDAMENTALS OF THE CRITICAL PATH
METHOD (CPM)
Interfering float (that which delays a subsequent activity, but not the total project) equals TF - FF; for a given activity, it is also equal to the difference between the LET and EET at the head of that activity's arrow.
Schedule activities and allocate resources to maximize efficiencies and minimize project time.
During the project, measure progress; taking action where necessary and modifying the network diagram as needed.
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SUMMARY OF BENEFITS OF THE CRITICAL
PATH METHOD
Provides graphic representation of the
sequence and interdependency of activities
Enables prediction of project duration
Highlights critical path activities and project
float time
Enables detailed planning/scheduling prior to
starting the project
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BENEFITS OF THE CRITICAL PATH
METHOD (CPM)
Enables tracking of project activities and
timely response to changed conditions
Can be used for alternatives analysis
Aids in estimating/allocating resources and
costs and visualizing constraints
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