Business Plan Transmittal Letter Example

Documentation Control for Projects

Documentation Control:

POME Proposed List of documents:

Following are the documents which will be delivered and the content and deliverables will be agreed during various stages of project implementation in conjunction with the contractor: -

 

• Scope of Work Document
• Design Document
• Engineering drawings
• Project Implementation Plan
• Project Management Methodology document
• Implementation procedure and specification document
• Labelling Procedures document
• Test procedures and reports
• Acceptance procedures

 

Organisation and responsibility:

Large projects should have document management procedures that describe how documents, forms and templates are created, stored and shared between the implementer, Principal, Customer and sub-contractors. This is a part of the knowledge management process. Most of document management is dependent on project and site-specific tools and the particular project environment where the project team along with the customer will agree before the execution of project.

Control of Documents:

Establish implement and maintain documented procedures to control all documentation and data that relate to Quality System requirements, to include documents of external origin such as standards and customer drawings.

 

• Documents and data are reviewed and approved for adequacy by the Quality Assurance Manager and the appropriate Department Supervisors as per the documented procedures.

 

Document Revisions are subject to:

• Approval – Revisions to documents are reviewed and approved by the same approval process and/or authority as the original.
• Not Approved – Revised documents reflect the non-conformance, where practical.
• Record of Revisions – Records of revisions are maintained by the issuing function where appropriate until it is approved or accepted by the consultant/ customer, whomever it may concern.

 

Site Check Off Sheets (SCO)

These documents are used for verifying completion of the secondary sub contractor installation works and end-to-end (point-to-point) testing of all field devices The SCO’s are  developed utilising a data base. Different print layouts will be utilised at different stages of the project. For example, during the installation stage of the project the schedules will take the form of point wiring schedules and  installation site check off sheets predominantly for cabling and fit Off activities. At the commissioning stage the SCO’s will take a different form of commissioning schedules. At project completion the schedules will take the form of ” as builts” to be included with the Operation and Maintenance Manuals.

Test and Acceptance Records (TAR)

Test and Acceptance records include completed SCO’s and TAP’s together with the supporting documentation.

 

Test and Acceptance Procedures (TAP)

Document on which the testing procedures are outlined in check list form.  The TAP may refer to detailed supporting procedural documents, functional specifications, software and configuration schedules.  Results may be recorded on the checklist, SCO’s and/or supporting documents.

Production: Document Control :

With the Document Control , PMIS never lose track of important project management documents and you will have complete control of every item needed for a project. Requests for information (RFIs), Requests for Proposal (RFPs), Transmittals, Submittals, Daily Field Reports, and Correspondence integrate with Estimating, Change Orders, Purchase Orders, Subcontracts and Payroll making the process of project management complete, fast, accurate, and reliable.

One have be able to manage correspondence, keep track of project plans, maintain a project hot list, and stay on top of punch list items. A customizable template makes daily field reports accurate and easily accessible, with the help of Project Management software tool, which in turn must comprises of:

Requests for Proposal (RFP) :
RFPs can be generated directly from the the software, managed through the bidding process and transferred to purchase orders once subcontracts are approved.

Requests for Information (RFI) :
RFIs must include attachments and text to notify architects, engineers and general contractors of information requirements. The Project Hot List function will keep track of RFIs that need attention and quick responses.

Site Test and Inspection Plan (STIP)

The Test & Inspection Plan comprises a register of all test, acceptance and commissioning activities to ensure that:

 

• All test activities have been identified to the satisfaction of relevant parties,
• Acceptance criteria have been established,
• Certification and/or documentation requirements have been agreed,
• Responsibilities have been agreed,

 

The STIP is also used to record progress and completion of all test activities.

 

The STIP includes:

• Reference to the appropriate TAP
• Reference to the required TAR
• Person conducting the test
• Person or company accepting the test
• Comments

 

Site Test and Inspection Plan Register

SITE TEST AND INSPECTION PLAN (STIP)

 

Description of Test, Acceptance or Commissioning activity/ task

TAP
(procedure)

TAR
(record)

R
(Responsible)

Submittals and Transmittals :
With Submittal and Transmittal tracking, its easy to notify your Projects partners of document handling requirements and routing of important documents. By having these items in your permanent project database, we’ll find that tracking plans and other documents is quick and easy.

Plan Records:
Keeping track of plan revisions, changes in specification and plan distribution can be a real hassle. With the Plan Records function, however, everyone involved with a project will have instant access to important information through a single source.

Daily Field Reports:
When the project manager fills out the daily field report with employee time, equipment usage, subcontractor performance, meetings, and incidents, a lot of the work of managing the project is already done and daily field report data can be imported directly into payroll and billing.

Punch Lists :
Getting a project completed is often the hardest part of the project. With automated punch lists, this task is made a lot easier. The Punch List function hides completed items and tracks back charges and orders to subcontractors.

Correspondence:
With the Correspondence function, every item will automatically be stored in your project database for future reference and reporting. You won’t be sorting through your file Project Management Software at any time.

Project Hot List:
With the Project Hot List, you won’t miss important deadlines and you’ll instantly know what items and documents you need to deal with today. The review feature will show all the invoices, change orders, purchase orders, subcontracts and other documents that need your attention. You can drill down to each document with a click of the mouse.

Accounting General Ledger:

General Ledger forms the backbone of the accounting system. It receives information from all functions that affect the accounting process including Accounts Receivable, Accounts Payable, Payroll, Inventory and Service Receivables. You also can make entries directly into the General Ledger for cash, checks, deposits, journal transactions, and recurring transactions, and also look for Trial Balance, Balance Sheet, Income statement, ledger, Ledger Summary,  and others.

Financial Review:

Would you like to see a graph of your overhead rate month-by-month from PMIS? Or perhaps you’d like to see a graph of your profit for the year-to-date. Now you can see these graphs with Financial Review, the only graphing tool available that will automatically show you trends and ratios for your Project with a few mouse clicks.

 

Among the many graphs available are Current Ratio, Quick Ratio, Gross Profit/Sales, Net Profit/Sales, and Overhead to Direct Expense. In addition, trend graphs are available for Cash, A/R, A/P, Sales, Gross Profit, Net Profit, Break Even and Working Capital, could be deduced from PMIS.

All of these can be viewed or printed as line, bar, or 3D bar charts for the current fiscal year, 12 months or 12 rolling months.

Web-based Project Collaboration:
PMIS must be an solution that enables all parties on a project to communicate and share project documents in a controlled web-based environment, providing full auditability and tracking.

Document/Drawing Control System:
PMIS must design to manage the distribution, via transmittal, of “controlled” documents such as drawings, specifications, and procedures to both internal recipients and external companies. PMIS must ensure that all recipients are kept up to date with the latest version of documents while providing a complete audit trail of incoming and outgoing documents.

Correspondence Management:
PMIS is a system for managing the large amounts of correspondence generated on projects. PMIS must allow you to control the issue and receipt of all project correspondence, whether the item is a letter, fax, or any other type of project communication such as a Request for Information, Site Instruction, Variation Request, etc.

General Ledger

General ledger (GL) keeps centralized charts of accounts and corporate financial balances. It supports all aspects of the Projects accounting process. In this PMIS module, financial accounting transactions must get posted, processed, summarized, and reported. It maintains a complete audit trail of transactions and enables individual Projects units to view their financial information, while parent companies can roll up all business subsidiaries and view the consolidated information.

The Process PMIS software solution should support the functionality such as chart of accounts structure; ledger development and maintenance; financial consolidation and reporting; journal entry; journal voucher ledger transactions; project cost ledger; ledger controls; multicurrency accounting and conversions; on-line inquiry reporting; financial statement reporting; financial report writer; variance analysis; and additional financial reporting.

 

Accounts Payable

Accounts payable (AP) schedules bill payments to suppliers and distributors, and keeps accurate information about owed money, due dates, and available discounts. It provides functionality and integration to other areas such as customer service, purchasing, inventory, and manufacturing control.

The Process PMIS software solution should support the following functionality: AP Project policies and procedures; suppliers/voucher master data; payment controls; invoice processing and aging analysis; payment processing; journal voucher processing; AP ledger posting; check processing; AP transactions and controls; and AP reporting.

Fixed Assets

Fixed assets (FA) manages depreciation and other costs associated with tangible assets such as buildings, property and equipment.

The Process PMIS software solution should support the following functionality: fixed assets records; asset transactions; asset depreciation; depreciation books; revaluation and interest calculation; and tax reporting.

Cost Accounting

Cost accounting analyzes corporate costs related to overhead, products, and manufacturing orders. It provides a variety of costing approaches such as standard, FIFO, LIFO, average, target, and activity-based costing (ABC).

The Process PMIS software solution should support the following functionality: cost data; cost allocation definitions; cost allocation process; cost management; cost and sales price calculation; activity based costing (ABC); and activity based cost tracing and tracking.

Cash Management

Cash management for PMIS must involve the capability of the system to record cash charges or deposits, recording of cash payments and receipts, cash projection reporting, calculation of expected cash uses/sources, current cash availability, etc. It monitors and analyzes cash holdings, financial deals, and investment risks.

Budgeting

Budgeting involves budgetary controls, budget accounting, budget development, and budget allocation.

The Process PMIS software solution should provide sufficient tools to enable detailed budget development and analysis. Additional functionality should be available to integrate with project management software applications either natively or with external interfaces.

 

Accounts Receivable

Accounts receivable (AR) tracks payments due to a Project from its customers. It contains tools to control and expedite the receipt of money from the entry of a sales order to posting payments received.

The Process PMIS software solution should support the following functionality: AR Project policies and procedures; customers/voucher master data; bill processing and aging analysis; credit management; cash/payment application, receipt processing; journal voucher processing; AR ledger posting; multicurrency accounting and conversions; AR transactions and controls; and AR reporting.

Financial Reporting

Financial reporting enables robust analysis of Project performance through delivered reports. These reports will allow individual business units to view their financial information, while parent companies can roll up all business subsidiaries and view the consolidated information.

Additionally, Process PMIS solutions should provide user-generated reporting tools that are easy to use and provide sufficient depth of and access to the financial data to permit comprehensive analysis.

 

Human Resources (HR)

HR PMIS must encompass all the applications necessary for handling personnel-related tasks for corporate managers and individual employees.

PMIS Modules should include  even the personnel management, benefit management, payroll management, employee self service, data warehousing, and health and safety.

Human Resources Personnel Management

Personnel management automates personnel processes including recruitment, personnel profile, organizational structure, career development & training, reward management, job position and wage profiles, and Projects travel and vacation allotments.

The Process PMIS software solution should support the following functionality: recruitment management; personnel information and tracking; organizational structuring; lob position and salary profile; career development, training and performance management; compensation management; budgeting and cost control; government compliance reporting; expenses management; union information; discipline actions and grievances tracking; and employment history/personnel reporting.

Human Resources Benefits

The Benefits section administers a diverse range of benefit plans such as health and medical, life and supplemental life insurance, accidental death and dismemberment (AD&D), disability plans, flexible benefits, profit sharing plans, stock plans, retirement plans, and leave plans including vacation and sick leave accruals.

The Process PMIS software solution should support the following functionality: base benefits; employee benefit plan profile; benefits administration; and pension administration.

Human Resources Pay roll

Payroll handles accounting and preparation of checks related to employee salaries, wages, and bonuses.

The Process PMIS software solution should support the following functionality: employee payroll profile; earnings and deductions; eligibility controls; user balances; tax deductions and calculation; payroll calculation; payroll and payment processing; check processing and printing; labor distribution and accounting; payroll and regulatory reporting; IRS documentation; security and audit; and automated timesheets.

 

Employee Self-Service

Employee self-service lets workers access their personal information and benefit allocations on-line to manage life events and benefit selections without having to send forms to human resources.

The Process PMIS software solution should also support benefit enrollment programs and new hire initiation.

Data Warehousing

Data warehousing simply defined, is a place for data, whereas data warehousing describes the process of defining, populating, and using a data warehouse. Creating, populating, and querying a data warehouse typically carries an extremely high price tag, but the return on investment can be substantial.

 

Health and Safety

Health and safety provides the tools to administer compliance with the health and safety regulations, accident and injury reporting, and tracking of lost time y employee.

 

Manufacturing Operations:

Manufacturing management for PMIS  must encompass a group of applications for planning production, taking orders, and delivering products to the customer, must comprises of Formulas/Recipes, Process Model (Formulas + Routings), Process Batch Control and Reporting, Conformance Reporting, Process Manufacturing Costing, Material Management, Product Costing

Product costing analyzes product costs in PMIS related to overhead, labor, material, and manufacturing costs. It provides a variety of costing approaches such as standard, actual, and average.

Shop Floor Control

Shop floor control provides control and tracking of the status of production orders in the plant. It involves production orders dispatching, capacity planning, resource allocation, production tracking and reporting, and waste/reject tracking in PMIS.

Production Planning

Production planning performs capacity planning and creates a daily/weekly/monthly production schedule for a company’s manufacturing plants. It involves forecasting, production scheduling, and material planning in PMIS.

Inventory Management

Inventory Management (IM) for PMIS must encompass a group of applications for maintaining records of warehoused goods and processes movement of products to, through and from warehouses. It must include Inventory Management On-line Requirements
Processing Requirements, Data Requirements, Reporting and Interfacing Requirements (Inventory Management), Locations and Lot Control, Forecasting, Reservations and Allocations, =Inventory Adjustments

 

Purchasing Management

Purchasing management for PMIS must encompass a group of applications that controls purchasing of raw materials needed to build products and that manages inventory stocks.

It also must  involve in creating purchase orders/contracts, supplier tracking, goods receipt & payment, and regulatory compliance analysis and reporting, and also must involve even the Vendor and Supplier Profile, Supplier Rating and Profile, Requisitions and Quotations, Purchase Orders, Prices and Discounts, Vendor Contracts and Agreements, Purchase Order Management, Procurement Reporting, On-line Reporting Capability, Repetitive Vendor Procurement, Procurement Receipts

 

Defect Management:
The PMIS must create comprehensive and detailed inspection check lists, and PMIS on the Pocket PC to capture inspection results remotely on-site, PMIS would transform the way companies manage defects.

Vendor Data Management:
PMIS also to bring together the procurement and document control tasks associated with the management of vendor data. It allows: “Document Control” to process and distribute vendor data; “Purchasing” to expedite outstanding items; and “Engineering” to manage the review process – all using the same database.

Quality Management

Quality management encompasses applications for operational techniques and activities used to fulfill requirements for quality control, inspection plan creation, and management, defective item control and processing and inspection procedure collection planning.

Defective or excess material return processing must update on-hand
Customer return file: awaiting disposition
Damaged material–corrective action and failure analysis available to vendor on-line
Inspection required indicator by supplier and by item
Pre-inspection receipts registered as “inventory on hold”
On-line inquiry of inspection and material review board (MRB) queue

Validation against automated inspection criteria
Inspection disposition with audit trail
Disposition delinquency report
Quantity rejected
Reject reason codes

 

Sales Management

Sales management for PMIS must encompass a group of applications that automates the data entry process of customer orders and keeps track of the status of orders.

It involves order entry, order tracing and status reporting, pricing, invoicing, etc. It also provides a basic functionality for lead tracking, customer information, quote processing, pricing & rebates, On-line Sales Management Requirements, Reporting and Interfacing requirements

Available-to-Promise (ATP)

Automated available-to-promise (ATP) is achieved by giving order takers access to inventory and capacity information, and in some cases even vendor information, so that they are able to commit to reliable delivery dates while the customer is still on the phone.

Pricing and Discounting

Pricing and discounting modules help automate the data entry process of customer orders and track the status of orders. It involves order entry, order tracing and status reporting, pricing, and invoicing.

It also must  provide basic functionality for lead tracking, customer information, quote processing, and pricing and rebates, along with the Customer Service and Returned Goods Handling

Customer Relationship Management (CRM) and E-commerce Requirements

Ranges from simple, off-the-shelf contact management solutions to high-end interactive selling suites that combine sales, marketing, and executive information tools. These include product configuration, quote and proposal management, and marketing encyclopedias.

Some Process PMIS systems extend functions to include complex pricing, promotions, commission plans, team selling, and campaign management. Enterprise-level solutions installed at large companies with hundreds or even thousands of users have capabilities for call centers/help desks, field service, forecasting, and analysis.

 

Project Materials Management:

PMIS is must manage all phases of the material management process in a project environment. Tracking commences from the Material Take-off (Bill of Materials) and continues through generating requisitions/inquiries, purchase orders and then moving to site, though deliveries (receipts), movements and the issuing of materials.The system automates much of the materials control process from automatic generation of material quantities for purchase through to automatic generation of issue and movement dockets while keeping a complete history of all changes.

 

Minimum PMIS:
A good PMIS should enable the project manager to maintain up-to-date information on technical performance, cost, and schedule; identify problems quickly; produce effective reports; and take corrective action when necessary. To accomplish these objectives, the PMIS should have at least the capabilities illustrated in the following table:

 

• Work Breakdown Structure (WBS)

 Develop and display a WBS

 Provide a detailed definition and description at the work package level

 Input and update scheduling information

 Display Gantt and PERT charts, with critical path, free float, and total float

 

• Schedule

 Establish a baseline and revise it when appropriate

 Track progress and completion of work packages or milestones

 Display and contrast baseline to actual and revised schedule data

 Perform scheduling “what if” analysis

 

• Cost

 Enter cost at the work package level

 Prepare the cost estimates and project budget
 Track cost incurred
 Establish the cost baseline and revise it when appropriate
 Display and contrast baseline cost to actual and scheduled cost
Provide graphical display of periodic and cumulative cost

 

• Resource Management

 Establish a resource list, with percent availability and wage rate

 Assign resources to tasks
 Perform resource leveling
 Display a resource spreadsheet
 Provide graphical display of resource loading charts
 Move resources from task to task

 

• Variance Analysis

 Calculate budgeted cost of work performed (BCWP), actual cost of work performed (ACWP), and budgeted cost of work scheduled (BCWS) and report cost and schedule variances, as part of identifying and reporting earned value

 Calculate estimate at completion (POC)

Report Preparation

 Prepare standard and customized reports related to the progress and status of technical performance, cost, and schedule

 

POME Prescribe:

About Conflicts:

ü  Manage conflict (especially within the team) at an early stage – before it reaches crisis proportions.

ü  The best way to side-step petty politics – nip conflicts in the bud.

ü  Remember that no two people view the situation with the same pair of eyes – they actually see different things. This helps in understanding differences of viewpoints and eventually resolving conflict within your team.

Create the Team Charter; and keep it up-to-date: A team charter is a code of conduct developed by the project management team and later adopted or modified by the project team. It defines the mutual expectations of each team member of one another. As a project manager, hold yourself and others accountable to be consistent with this code.

POME LIGHTER VEIN:

Immutable Laws of Project Management:

1. No major project is ever completed on time, within budget, with the same staff that started it, nor does the project do what it is supposed to do. It is highly unlikely that yours will be the first.
   Corollaries:
   a. The benefits will be smaller than initially estimated, if estimates were made at all.
   b. The system finally installed will be completed late and will not do what it is supposed to do.
   c. It will cost more but will be technically successful.
2. One advantage of fuzzy project objectives is that they let you avoid embarrassment in estimating the corresponding costs.
3. The effort required to correct a project that is off course increases geometrically with time.
   Corollaries:
   a. The longer you wait, the harder it gets.
   b. If you wait until the project is completed, its too late.
   c. Do it now regardless of the embarrassment.
4. The project purpose statement you wrote and understand will be seen differently by everyone else.
   Corollaries:
   a. If you explain the purpose so clearly that no one could possibly misunderstand, someone will.
   b. If you do something that you are sure will meet everyone’s approval, someone will not like it.
5. Measurable benefits are real. Intangible benefits are not measurable, thus intangible benefits are not real.
   Corollary: Intangible benefits are real if you can prove that they are real.
6. Anyone who can work effectively on a project part-time certainly does not have enough to do now.
   Corollaries:
   a. If a boss will not give a worker a full-time job, you shouldn’t either.
   b. If the project participant has a time conflict, the work given by the full-time boss will not suffer.
7. The greater the project’s technical complexity, the less you need a technician to manage it.
   Corollaries:
   a. Get the best manager you can. The manager will get the technicians.
   b. The reverse of corollary 1 is almost never true.
8. A carelessly planned project will take three times longer to complete than expected. A carefully planned project will only take twice as long.
   Corollary: If nothing can possibly go wrong, it will anyway.
9. When the project is going well, something will go wrong.
   Corollaries:
   a. When things cannot get any worse, they will.
   b. When things appear to be going better, you have overlooked something.
10. Project teams detest weekly progress reporting because it so vividly manifests their lack of progress.
11. Projects progress rapidly until they are 90 percent complete. Then they remain 90 percent complete forever.
12. If project content is allowed to change freely, the rate of change will exceed the rate of progress.
13. If the user does not believe in the system, a parallel system will be developed. Neither system will work very well.
14. Benefits achieved are a function of the thoroughness of the post-audit check.
    Corollary: The prospect of an independent post-audit provides the project team with a powerful incentive to deliver a good system on schedule within budget.
15. No law is immutable.

 

About the Author

GAUTAM KOPPALA, With over   a decade, track record of successful leadership, excellent results through strategic skills in driving revenue and profit growth. Demonstrated ability to identify and trouble shoot critical issues impacting productivity, cost, distribution, marketing, Strategic positioning, sales and financial operations, with innate ability to build and maintain strong client relationships in operations. Expert in distilling and managing processes, enhancing internal structures, and promoting multi-skilled team competencies via nurturing mentorship and inspirational leadership. Engagements have spanned operational, strategic, technological and change management roles. Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management (M.H.R.M.) and Masters of Foreign Trade (M.F.T.). As you will see my Post Graduation’s were been studied part-time, as well as working full-time as an Engineer. I feel that this demonstrates my ability to maintain dedication, motivation and enthusiasm for a project management over a long period of time. In addition, balancing full-time work with study has perfected my time-management and organizational skills. I believe that my college degrees and gamut certifications in combination with my extensive broad-based work experience along with my drive, resourcefulness and determination, would make me an excellent candidate for a senior management position with any company. Highlights of my background include Operations related Commercial, Supply chain, Sales with a magnificent experience in Project management, technically oriented towards Automation and Security Systems in Industrial and Building sectors. Presently, writing a book on Projects and Operations Management (comprise of 12 volumes, 6K pages), and awaited for the reputed publications. These books can be checked in Google books and other search engines too.

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