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Tesla South Australia Project – Project Management Plan
Executive Summary
This report presents the detailed project management plant (“PMP”) for the project undertaken by Tesla and headed by Elon Musk for the Government of South Australia to develop 100 Mega Watt battery backup using lithium ion batteries and powered from a wind energy source. This project is being undertaken as an unconventional and novel solution to the power shortfall and power outage issues that is experienced by South Australia. The project aims to address the problem by way of developing large scale lithium ion batteries with the capacity in the range of 100 MW to store power produced from wind farm that is nea
y. The project is undertaken by Tesla for Government of Australia. Tesla’s propriety technology of highly effective and efficient lithium battery technology which it employs in its own cars shall form the core technology driver for this project. The business case for the project can be noted as one of a strategic advantage to Elon Musks’s Tesla as the company gains a gateway to Australian market on the strength of its product superiority in case the project is implemented in a successful manner. In essence, the business rationale for undertaking the project shall be that the successful outcome of the project shall result in business expansion and market growth for Elon Musk’s Tesla.
Contents
Executive Summary 2
Introduction 5
Project Background & Objectives 6
Business Case 7
Scope Management Plan 7
Scope Statement 7
Deliverables 8
Exclusion 8
Work Breakdown Structure 9
Background 9
Methodology 10
WBS 11
Schedule Management Plan 14
Background 14
Methodology 15
Detailed Schedule 17
Key Milestones 21
Gantt Chart 21
Cost Management Plan 25
Background 25
Methodology 25
Detailed Budget 26
Baseline Assessment 31
Human Resource Plan 32
Roles & Responsibility 32
RACI Matrix 34
Resource Allocation 39
People Resource Planning 39
People Resource Allocation 39
Material Resource Planning 48
Quality Management Plan 48
Background 48
Quality Metrics 48
Monitoring & Control 49
Integration Management Plan 49
Change Management 49
Audits & Performance Reporting 50
Communication Management Plan 50
Project Organization Structure 50
Communication Plan 51
Risk Management Plan 51
References 52
Introduction
This report presents the detailed project management plant (“PMP”) for the project undertaken by Tesla and headed by Elon Musk for the Government of South Australia to develop 100 Mega Watt battery backup using lithium ion batteries and powered from a wind energy source. In essence PMP presents the definition of the ways in which project will get executed, managed, monitored & controlled, as well as closed (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The content pertaining to PMP shall vary from project to project on the basis of application domain as well as the
oader intricateness pertaining to project (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The PMP could either be at the level of summary or else detailed as well ac comprehensive (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). Each of the component plan concerning the project shall be suitably described over the extent that is required and commensurate with specific projects. The PMP needs to be sufficiently robust for responding towards the project environments that is ever changing (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The agility or flexibility of this nature could lead to increasing levels of accurate form of information with the progresses in the project (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017).
The overall PMP needs to be suitably planned with baseline in the manner the same is essential for defining at the least references to project with respect to cost, time as well as scope such that overall execution concerning the project could be suitably measured as well as compared with the relevant references as well as the performances could be effectively managed (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). Prior to the definition of the baselines are defined, PMP shall be required in being updated to the extent and frequency as is essential. None of the formal process shall be needed during the initial reviews (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). However, once the baselines are approved and finalized, they can solely be modified only by way of the suitably defined change control related process (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). In consequence, change requests shall be raised as well as suitably be decided in case the changes are requested (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The same leads to PMP which can be stated to be elaborated progressively by way of updates that are approved as well as controlled and the same extends until the project closure (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017).
Project Background & Objectives
This project is being undertaken as an unconventional and novel solution to the power shortfall and power outage issues that is experienced by South Australia. The project aims to address the problem by way of developing large scale lithium ion batteries with the capacity in the range of 100 MW to store power produced from wind farm that is nea
y. The project is undertaken by Tesla for Government of Australia. Tesla’s propriety technology of highly effective and efficient lithium battery technology which it employs in its own cars shall form the core technology driver for this project.
In specific, the objective of this project is to establish a large scale 100 MW lithium ion battery for power storage and distribution in South Australia. The overall budget of the project is AUD 65 Million. Elon Musk, in his famous statement, committed to undertake and complete the project within 100 days. In spirit of the same, the implementation stage of the project shall be completed in 100 days while the planning, pre-implementation, and the post-implementation activities shall be beyond the said 100 days.
Business Case
The business case for the project can be noted as one of a strategic advantage to Elon Musks’s Tesla as the company gains a gateway to Australian market on the strength of its product superiority in case the project is implemented in a successful manner. In essence, the business rationale for undertaking the project shall be that the successful outcome of the project shall result in business expansion and market growth for Elon Musk’s Tesla.
Scope Management Plan
Scope Statement
The scope statement of this project can be stated to be successful design, development, construction and installation of large scale lithium ion batteries with the capacity in the range of 100 MW to store power for addressing power shortfall and power outage issues that is experienced by South Australia. The project shall be undertaken with a budget of AUD 65 Million and completed in a year while the implementation phase shall be undertaken in 100 days.
Deliverables
The objective of this project is to establish a large scale 100 MW lithium ion battery for power storage and distribution in South Australia.
The specific set of deliverables include the following –
· Requirements assessment and design / development of suitable effective / efficient lithium ion battery storage solution.
· Ensure all regulatory and legal approvals / compliance
· Procurement of all requirement materials / equipment
· Construction and installation of large scale lithium ion batteries with the capacity in the range of 100 MW to store powe
· Construction and installation of distribution of the power from the storage facility
Exclusion
The following shall not form part of this project –
· Post the delivery of the constructed and installed facility to the Government of South Australia, the operational planning and management shall form part of the project scope
· The liaison, connection issuance and end consumer connection management shall not form part of the project scope.
Work Breakdown Structure
Background
The process for the creation of Work Breakdown Structure (“WBS”) concerns the subdivision of the deliverables concerning the project as well as the various project activities to components that are smaller as well as much more manageable (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). In this manner the primary benefit availed from the process lies in establishing the guidance framework for what needs to be clearly delivered (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The process for creating the WBS shall be undertaken once during the planning stage or else across the pre-defined points within the course of project (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). In essence, WBS represents the hierarchical form of decomposition concerning the overall scope pertaining to the work which shall be required in being ca
ied out from the relevant project teams for the purposes of accomplish objectives concerning the project as well as in creating the planned and specified set of deliverables (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017).
In essence, WBS aids in the effective organization as well as the definition concerning the overall scope pertaining to a project as well as represents work that is specified within the cu
ent form of project related scope statement that is approved (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The planned form of work shall be comprised at lowest of the level concerning the components of WBS and these are refe
ed as work packages (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The work package could be employed for purposes of grouping these activities wherein the work has been scheduled as well as estimated, suitably monitored, as well as controlled (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). With respect to WBS, the work in this context pertains to the deliverables or else work products which are an outcome from activities as well as not to an activity in itself (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017).
Methodology
The methodologies that are available to undertake the WBS creation include the expert judgment and the decomposition technique (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). In the context of this project, decomposition method has been employed.
Decomposition represents a technique which is employed for the purposes to divide as well as further subdivide the scope concerning the project as well as the deliverables identified for the project to that of much smaller as well as easily manageable set of parts (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). Work packages refer to work which has been defined in the lowest of the levels pertaining to WBS over which the pertinent costs as well as duration could be suitably estimated as well as managed (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The levels concerning the decomposition shall usually be guided in the forms of extent over control that shall be required for effectively undertaking the management of project (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The levels for detail concerning the work packages shall vary in terms of size as well as complexity pertaining to project. The overall decomposition pertaining to aggregate project work to that of work packages in general encompasses following set of activities –
[i] identification as well as the analysis concerning the specific deliverables as well as affiliated work (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017), [ii] Overall structuring as well as the organization concerning WBS (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017), [iii] The decomposing of upper levels of WBS to that of detailed as well as lower level components (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017), [iv] the development as well as the assigning of the identification codes towards WBS components (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017), as well as, [v] undertaking verification concerning overall degrees concerning decomposition pertaining to deliverables that is most appropriate (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017).
WBS
The WBS for this project is presented in the Table I below –
Table I – WBS
WBS REF ID
LEVEL 0
LEVEL 1
LEVEL 2
I
Tesla South Australia Project
I A
Project Planning Activities
I A [i]
Project Authorization
I A [ii]
Charter Finalization
I A [iii]
Project Team Setting up & Role Assignment
I A [iv]
Project Planning - WBS & Schedule
I A [v]
Project Planning - Budget & Resource Planning
I A [vi]
Project Planning - Quality, Procurement & Risk Planning
I A [vii]
Project Planning - Other Project Processes Planning
I A [viii]
Project Management Plan Documentation
I A [ix]
PMP Document Review
I A [x]
PMP Document Approval & Funding Confirmation
I B
Requirements Collection
I B [i]
Site Review, Stakeholder Meetings & Problem Statement Finalization
I B [ii]
Data Collection & Requirements Assessment
I B [iii]
Requirements Review Meeting
I B [iv]
Finalization of Requirements
I B [v]
Requirements Documentation
I B [vi]
Stakeholder Consents and Sign off
I B [vii]
Sponsor / Owner Approvals
I C
Legal & Regulatory Liaison
I C [i]
Legal Requirements Planning
I C [ii]
Regulatory Requirements Planning
I C [iii]
Liaison & Discussion
I C [iv]
Approval Application
I C [v]
Discussions & Submissions
I C [vi]
Approval Receipt
I D
Procurements
I D [i]
Material Resource Planning
I D [ii]
Material Requirements Identification
I D [iii]
RFP Floating for Supplies of Materials & Services
I D [iv]
Quote for RFP Receipt, Review and Assessment
I D [v]
Shortlisting of Vendors
I D [vi]
Shortlisted Vendor Discussions
I D [vii]
Detailed Assessment & Finalization
I D [viii]
Contract Award
I D [ix]
Payments
I D [x]
Procurement Receipt
I E
Implementation / Construction
I E [i]
Construction Phase I
I E [ii]
Construction Phase I Outcome Review & Assessment
I E [iii]
Construction Phase II
I E [iv]
Construction Phase II Outcome Review & Assessment
I E [v]
Construction Phase III
I E [vi]
Construction Phase III Outcome Review & Assessment
I E [vii]
Final Assembly and Facility Assessments
I E [viii]
Stakeholder Consents and Sign off
I E [ix]
Sponsor / Owner Approvals
I F
Testing, Integration & Other Process Control Checks
I F [i]
Design the Testing Plan
I F [ii]
Design the Integration Plan
I F [iii]
Design and Develop Process Controls for the Facility
I F [iv]
Implement the Testing Plan
I F [v]
Review Test Outcomes & Make Changes
I F [vi]
Implement the Integration and Finalization
I F [vii]
Review the Delivery Fitness of the Project
I F [viii]
Stakeholder Consents and Sign off
I F [ix]
Sponsor / Owner Approvals
I G
Education / Training
I G [i]
Prepare Suitable Reference Documents
I G [ii]
Plan and Develop Detailed Education / Training Programs
I G [iii]
Undertake Training & Evaluation for the Relevant End Users
I G [iv]
End User Sign-off
I H
Project Closure
I H [i]
Outcome Evaluation and Success Assessment
I H [ii]
Vendor / Contract Obligations Closure
I H [iii]
Lessons Learnt Documentation
I H [iv]
Facility Roll-out
Schedule Management Plan
Background
The process of schedule management in a project encompasses processes that are required for managing timely / on time completion concerning the project (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). In essence, project scheduling offers detailed form of plan which shall represent the ways as well as when a specific project shall deliver relevant services, products, as well as the outcomes which are defined within project scope as well as aids in being the tool to undertake management of the expectations of the stakeholder, communication, as well as to form the basis over the performance reporting (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The overall team undertaking project management shall select the suitable method for scheduling, like that of an agile approach or else critical path (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). Later, the data specific to the project, like that of activities / sub activities, dates planned, specific durations, resources, task dependencies, as well as relevant constraints, shall be entered within the scheduling tools for purposes of creating the schedule framework pertaining to project (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The overall outcome of the same shall be project schedule (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The relevant components with respect to this process shall encompass the methods of scheduling, scheduling tools, as well as outputs arising from overall processes of schedule management interacting for creating the suitable schedule model (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). With respect to smaller sized projects, the definition of activities, activities sequencing, estimation of the activity related durations, as well as development of the schedule framework shall be very tightly interlinked in the manner that these shall be viewed in being single form of process which could be suitably undertaken by way of person with respect to relatively shorter period in time (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017).
Methodology
In essence, the planning activity to develop project schedule shall encompass a process to establish suitable policies, affiliated procedures, as well as the documentation to undertake planning, development, management, execution, as well as the control with respect to project schedule (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). Overall, the
oader advantage concerning the process shall be offering suitable guidance as well as direction over ways in which project schedule could be suitably managed all through the course of project (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The process shall be undertaken once during planning phase or else across the pre-defined points within project (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017).
In the context of this study, data analyses as well as meetings were employed for undertaking the development of project schedule (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The technique of data analysis refers to the approach which could be effectively employed with respect to the process of schedule planning and the same encompasses and not limited with the alternatives analyses (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The alternatives analyses shall encompass the determination of which of the schedule methodology that can be employed, or else the ways for combining varied set of methods over the concerned project (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The same could in addition encompass the determination of the ways in which detailed concerned schedule shall be required to be, overall duration concerning waves with respect to the planning of rolling wave, as well as how periodically the same shall be required in being reviewed as well as suitably updated (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The appropriate form of balance amongst overall level concerning the details required for managing schedule as well as amount in time the same requires in keeping the same up to date shall be required in being attained or each of the project (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017).
Further project teams shall be required in holding planning meetings for the purposes of developing the suitable plan for schedule management (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017). The participants within the meetings shall key members of project team and various relevant stakeholders (Project Management Institute 2017; Too et al. 2014; Darnall and Russell 2015; Papke Shields and Boyer Wright 2017).
Detailed Schedule
The Table II presents the detailed project schedule...