Delhi Metro Project Management by bts42199

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Delhi Metro Project Management document sample

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									                     Prof. Anand K Sharma
          Chair Professor Railways Finance
Indian Institute of Management, Bangalore
Agenda
 The Triangle of Project Management
 Prioritization
 Learning from past projects
 Stakeholders
 The Art of Negotiation
 Take Aways
Economist-Aug 11-18, 2007
 Minneapolis bridge on the banks of the Mississippi
 River too far gone




 Heathrow is by no means rich world's worst airport
 but its getting there
Business Standard-Aug 22, 2007

Systematic inefficiencies show up in shocking levels in
time and cost overruns-      100Bn US Dollars
“The Triangle of Project Management”

        Time             Cost

               Scope



               Quality
Prioritize!
 How to decide which constraint to change?
 Prioritize, based on constraints’ strictness
    Primary constraint – To be met at all costs
    Secondary constraint - Intermediate
    Tertiary constraint – Most flexible




                  Time               Cost




                           Quality
Stakeholders
 All stakeholders must be identified
 The ultimate stakeholder is the customer
 The needs of the different stakeholders must be
  understood
 Any conflicts regarding the priorities of the needs of
  the different stakeholders must be identified and
  taken up at the earliest
 Negotiations should be undertaken to ensure all
  parties involved have realistic expectations
Learning from experience

 Learning from success
 Delhi Metro
Negotiations
 When confronted with a conflict of priorities, it is best
  to negotiate till a viable solution is decided upon
 Follow the general “four principle approach”*
    Separate People from the problem
    Focus on interests and not positions
    Invent options for mutual gain
    Insist on using objective criteria




 * Rapid Development, by Steve McConnell
Analysis of causes for time and
cost overrun – MS&PI
 Pre-investment and project preparation
  - Delay in acquisition of land, including
  forest clearance
 Investment decision
 Technology and detailed engineering
 Tendering and ordering
 Construction and site management
 Commissioning
Analysis of causes for time and cost overrun
– MS&PI (contd.)

 Overall project implementation covering
  engineering, tendering, ordering, construction and
  commissioning
  -   Organizational weakness in project
 management including non-availability of
 managerial talent of a high order, lack of
 continuity, inadequate delegation and lack of
 incentives
Take aways
 Understand which dimension of the project is non-
  negotiable
 Create the culture in the organization to motivate
  people
 Build Trust
 Share the success
Many Thanks !!!


   anandks@iimb.ernet.in

								
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