Project management is the discipline that keeps a switchboard project on scope, schedule, budget and quality targets. At Devpan, every project is assigned a dedicated project engineer; planning, procurement, production, testing and commissioning are run from a single schedule and progress is reported regularly.
Our Approach to Project Management
Our main goal in project management is simple: finish the job on time, at the quality level in the contract and at the forecast cost. To achieve this we use the same framework on every project, while adapting the method to the project’s scale, delivery location and the customer’s internal processes.
We use up-to-date planning and tracking tools on our projects. The aim is to give the team real-time progress information and make sure everyone who needs to make decisions is looking at the same data. When a material delivery date slips, the milestone it affects is visible the same day.
Our teams, experienced in international projects, aim to make every project predictable, whatever its difficulty. The way to reduce surprises is to spot risks early and communicate transparently.
The delivery date is set on the schedule established on the first day of the job.
Design, procurement, manufacturing, assembly and testing items are entered into a single work schedule; tasks on the critical path are tracked separately.
Once material lead times are entered, long-lead components are brought forward so the assembly line never stops waiting for materials.
Progress is reported by comparing planned and actual percentages. When a deviation occurs, it is shared together with its cause and a recovery plan.
At weekly progress meetings, open items, pending approvals and high-risk items are reviewed on a single list; decisions are sent in writing to the relevant teams the same day.
Items awaiting customer approval are tracked under a separate heading; if approval takes longer, the effect on the delivery date is calculated.
At project close-out, the work schedule, revision history and test records are archived together.
Stage Flow of a Switchboard Project
At Devpan every switchboard project follows the same six-stage flow. The stages do not have hard boundaries: long-lead materials are ordered while design approval is pending, and the test plan is prepared while production is under way. Each stage ends with a tangible output and a mutual approval point. The project schedule is prepared specifically for each project after scope, approval speed and material availability have been assessed, and is defined in the contract together with its milestones.
Project Stages
Kick-off and Scope Definition
At the kick-off meeting after contract award, the scope, deliverables list, responsibility matrix and communication plan are put in writing.Planning and Scheduling
A work breakdown structure is prepared, and procurement, production, testing and shipping items are tied to the schedule through critical path analysis.Design Approval Management
The customer approval cycle for project documents is tracked, and the impact of approval delays on the schedule is reported immediately.Procurement and Production Tracking
Delivery dates of critical materials are monitored and production progress is documented with photos.Testing and Acceptance
Factory acceptance tests (FAT) are carried out with the customer present; shipment does not start until all findings are closed.Commissioning and Close-out
Site installation, SAT, training and handover of documentation are completed, and lessons learned are recorded.
Roles and Responsibilities
Who is responsible for what is put in writing at the first meeting, so there is never any debate about who to contact when an issue comes up.
| Role | Responsibility | Reporting |
|---|---|---|
| Project Engineer | Overall tracking of scope, schedule and budget; single point of contact with the customer | Weekly report, immediate notice of critical issues |
| Design Engineer | Producing project documents, managing revisions and technical verification | Approval cycle meetings |
| Purchasing Officer | Critical material lead times, supplier performance and alternative sourcing | Updated delivery schedule |
| Production Manager | Planning work orders, managing labor and capacity | Production progress report |
| Quality Manager | Incoming, in-process and final inspections and FAT protocols | Inspection forms and test reports |
| Site Manager | Coordination of installation, commissioning, SAT and customer training | Daily site report |
Performance Indicators We Track
What gets measured gets managed. The indicators below are tracked throughout the project, and corrective action is defined for any item that falls below target.
| Indicator | Definition | Target |
|---|---|---|
| Schedule performance (SPI) | Actual progress relative to planned progress | ≥ 0,95 |
| Approval cycle time | Average days between document submission and approval | ≤ 5 days |
| Critical material on-time delivery | Share of critical items arriving on the promised date | ≥ %95 |
| FAT first-pass rate | Share of FATs completed without retesting | ≥ %90 |
| Number of revisions | Number of document revisions after approval | ≤ 2 |
| On-time shipment | Share of projects shipped on or before the contract date | ≥ %95 |
Target values are references from Devpan’s internal quality system; contract-specific targets can be defined separately at the start of the project.
Risk Management
Most delays in switchboard projects stem from the same few causes. These risks are logged at the start of the project and a mitigation is defined for each.
- Approval delays: While documents await approval, the production window narrows. The approval period is defined in the contract and the effect of any delay is reported immediately.
- Critical material supply: Long-lead breakers and switchgear components are ordered early, and approval for alternative brands is obtained in advance.
- Scope changes: Every additional request is logged as a written change request, presented with its schedule and cost impact.
- Site not ready: A pre-installation site checklist is shared, and floor, trench and supply preparations are confirmed.
- Technical mismatch: Interface points (cable sizes, terminal numbers, communication protocol) are agreed with the customer at the design stage.
- Resource conflicts: Capacity for projects running in the same period is balanced on a shared schedule.
Reporting and Communication
- Weekly progress report: Percentage progress, critical path status, open items and next week’s plan.
- Photo-documented production tracking: Visual records of enclosure fabrication, busbar assembly, wiring and labeling.
- Revision log: Every document version is archived with its date, reason and approver.
- Milestone notices: Design approval, production start, FAT and shipment dates are announced in advance.
- Open items list: All pending issues are tracked in a single list with an owner and due date.
- Close-out file: As-built drawings, test reports, warranty documents and maintenance instructions delivered in one package.
At a Glance
- Goal: Deliver the project without deviating from budget, scope and schedule targets.
- Single contact: A dedicated project engineer is assigned to each project, and all communication runs through one point.
- Planning: The work breakdown structure, Gantt schedule and milestones are created right after contract award.
- Tracking: Percentage progress, the critical path and the risk register are updated at regular intervals.
- Reporting: The customer receives periodic progress reports, photo-documented production tracking and a revision log.
- Close-out: The project is formally closed with FAT, shipment, on-site commissioning and handover of documentation.
Frequently Asked Questions
What does project management cover in switchboard projects?
It covers the entire process from the post-contract kick-off to the warranty period: scope definition, work schedule, design approval tracking, procurement and production monitoring, quality inspections, FAT, shipment, on-site commissioning and documentation handover.
Who is assigned to my project and who will I be dealing with?
Each project is assigned a project engineer, who is your single point of contact. This person coordinates the design, purchasing, production and site teams; a backup contact is also defined.
How can I follow progress?
We share a weekly progress report, photo records of production and the updated Gantt schedule. If a critical deviation occurs, you are notified without waiting for the next report.
How long does a typical switchboard project take?
Delivery time is project-specific: scope, level of detail in the specification, speed of the approval cycle and the availability of long-lead materials are decisive. That is why we do not publish a standard lead time. After reviewing the technical specification, we prepare a project schedule with milestones, which is defined in the contract.
What affects delivery time the most?
In practice two factors stand out: the approval time for project documents and the supply schedule for long-lead switchgear components. Both are entered in the risk register at the start of the project.
What is FAT, and can the customer attend?
FAT is the factory acceptance test carried out before a panel is shipped. The customer or their representative can attend; if attendance is not possible, the test records and reports are shared.
What happens if I request a change of scope?
The request is logged as a written change; its schedule, cost and technical impacts are assessed and submitted for your approval. No change is released to production until it is approved.
Which documents are delivered at the end of the project?
As-built drawings, test and FAT reports, the bill of materials, warranty documents, operating and maintenance instructions and the label list are delivered in a single close-out file.
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Let’s Pin Down Your Project Schedule
Share your specification and target commissioning date, and Devpan’s project management team will run a critical path analysis and prepare a realistic delivery schedule.
If an ongoing project is under schedule pressure, we can review the current schedule together and assess options to speed it up.
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