THE EDITORIAL. STRIVE Volume 3 Issue 2 March Editorial. Book Review. Industry Article

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2 Editorial THE EDITORIAL Trying to manage a project without project management i like trying to play a football game without a game plan a rightly aid by K. Tate. Keeping thi in view, we have come up with Strive - the biannual magazine of Operation and Supply Chain (OPEP) club of IIM Raipur, which will develop a clear undertanding of project management, recent trend and it application in variou ucceful project. The magazine contain interview of Mr. Srivatan Parthaarathy, Partner Deloitte, which provide clear undertanding of how Rik handling i done in project management. In the academia ection we have article by Dr. Dineh Likhi, who briefly decribe the critical challenge for effective and efficient project management. He, in hi article had given the 6 challenge that Indian project manager face and the way to overcome them o a to make a project ucceful. In thi iue we have tudent article decribing the importance of project management and it future trend. One of them i, Pir panjal tunnel, which i Aia econd larget and India bigget tunnel, coting around 1300 crore and had more than 1500 men. Another uch project i the Story of Titanic. explain virtual project management and it preent and future implication. We alo have a book review of Small Wonder- the Making of NANO. We are thankful to Prof. B. S. Sahay, Director, IIM Raipur for hi motivation and upport. We alo thank Prof. Parkhit Charan for guiding u throughout. We alo thank all our author for taking out time from their buy chedule and contributing to the magazine. Our editorial would be incomplete without acknowledging the upport of Subhah Kumar, Anubhav Sood, Sujitha Tikka, Vanamamalai, Thouif, Manoj H., Sameer Pandey, Gautham Jayan, Bharat Arava and Jayant paul Tigga in bringing out thi iue. Ruchi Sao Editor 2

3 Director Meage DIRECTOR S MESSAGE After the ucceful launch of five iue of trive, Operation and Supply Chain (OPEP) club of IIM Raipur, i launching the ixth iue of STRIVE with the theme of project management. Prof. B.S. Sahay Every project involve coordination among the variou domain of an organization. Implementing it uing effective project management technique, facilitate the organization to carry out the project on time and within budget. With the growing need for project management thi upcoming iue will enable reader and future project manager to have a deeper undertanding of project management and it relevance. I wih them all the bet for thi iue and hope the reader enjoy the publication. Prof. B. S. Sahay Director, IIM Raipur 3

4 INSIDE STORY Project Management Trend in Project Management 5 9 SPECIALS Pir Panjal Tunnel Titanic- The Uninkable Ship In CONVERSATION with Mr. Srivatan Parthaarathy (Partner in Deloitte) ACADEMIA 12 EXPERIENCE Application of Project Management practice in IT Mumbai International Airport Terminal II Critical Challenge for Effective and Efficient Project Management GURUMANTRA BOOK REVIEW Small wonder- The making of NANO CROSSWORD Student Virtual Article Project Indutry Management Indutry Article

5 Project Management Project Management Bhavana Ziradkar Electronic Engineer from Vihwakarma Intitute of Technology of around 28 month in Infoy ltd. Intereted in Operation and Analytic. Abtract: Any project undertaken goe through a proce of planning, execution, monitoring, controlling and cloing for it ucceful execution and completion. The baic motive behind uch proce i to avoid cope creep of the project and complete project in time and budget. Succeful execution and completion of a project are outcome of combined effort of the team. Proper guidance of the project manager i alo very crucial in implementation of project. Konkan Railway i an excellent example of remarkable guidance and ucceful implementation of all the tep of project management. 5

6 Project Management Project Management i a dicipline of organiing and managing reource in uch a way that the reource deliver all the work required to complete a project within defined cope, time and cot contraint (Bau, Ron p. 14). According to Meredith tool and technique are ued to plan the project. Tool uch a work breakdown tructure etc. are ued which identifie different tak and activitie. Next i cheduling which i done to provide framework for accomplihment of tak. and Mantel (2003, p. 1) project Time planning and etimation i done in management i a ocial cience and alo tate that Project Management ha order to complete project tak in time. Another tool i Budgeting which i mot emerged becaue the characteritic of our important. Budget generate cot contemporary ociety demand the performance baeline called performance development of new method of meaurement baeline alo known a S- management. curve becaue of it hape. Project planning alo include human reource planning. Project Management lifecycle undergoe 5 Human reource i key factor of any project tep initiation, project planning, project and ha to be managed and motivated in execution, project monitoring and order to get bet reult. Rik management controlling, and project cloing. Firt tep play an important role in project planning. of project management i initiation. In thi Potential rik mut be identified in the tep the objective, product decription, project and trategie mut be developed to requirement, cope, financial, duration tackle them a and when encountered. and rik are identified and decribed. The STEPS IN PROJECT MANAGEMENT Objective, Product decription, requirement, cope, financial & rik Project planning Work breakdown tructure, chduling of activitie, planning and etimation of completion time Budgeting Rik management Team development Quality Aurance Procurement Monitoring & controlling Enuring that all tool are provide to keep project on track Contract cloure Leon learned Project cloeout Initiation Project execution Project cloing econd phae of project management i project planning. At thi level different Quality management for a project mut be evolved and developed. Tool like Total 6

7 Project Management 7 Quality Management (TQM) and Lean Six Sigma are in demand. Procurement management take care of different type of Contract and their legal tructure. A project management plan i developed in project planning which look into all the neceary action, execution, controlling and monitoring of project. Next phae in project management i Project Execution which enure accomplihment of the project miion. Execution include team development which help managing human reource and achieve a combined effort through team activitie. Quality aurance help maintain quality identified by cutomer and takeholder throughout the project. Procurement take care of outourcing and ervice needed. Information ditribution include data gathering, report generation, tracking information at each and every tage. Monitoring and controlling play a very important role in keeping the project in line with it miion. Different tool and technique are ued to keep project on track. Change control i ued to control cope creep. Scope creep i a phenomenon which occur when project feature change and grow a the project progree. One more tool ued i Earned Value Management ueful in budget management and to chedule performance. Another apect of monitoring and controlling phae i managing and controlling rik which i not only done in beginning but throughout project life. Maintaining rik management plan i very important for any project. Final phae i Project cloure. Three tool are ued to cloe a project- contract cloure, leon learned and project cloeout. The contract undergone during the project mut be cloed in order to enure cloure of the project. Leon learned provide opportunitie for implementing bet practice in the organiation. Finally the documentation recording mut be done and archived for future reference. One of the example of a uccefully managed project i Konkan Railway. Konkan Railway wa initiated in 1990 by Shri George Fernandez, the then Railway Miniter and the project wa headed by Shri E Shreedharan, Member (Engineering) Railway Board and ex-officio Secretary to the Government of India. In order to raie fund for the project the Konkan Railway Corporation wa regitered a a company on 19 th July 1990 with 51% hare with Railway Minitry and 49% hare taken up by four beneficiary tate Maharahtra, Goa, Karnataka and Kerala. Mr. E Shreedharan wa appointed a Chairman of one man committee of the project. Mr. Shreedharan tarted the project with urvey, adminitrative arrangement, geotechnical invetigation, hydraulic

8 Project Management invetigation of river, location of bridge and tunnel. The Konkan Railway project i 760 km railway line connecting Mumbai to Mangalore along wet coat of India. The 760 Km long railway line conit of 93 tunnel, 179 major bridge, 8000 minor Konkan Railway corporation wa floated on July 19, 1990 Stakeholder- Karnataka, Kerala, Goa and Maharahtra Firt train run January 26, 1998 Longet bridge- Acro the Sharavati in Honnavar (2,065.8 m) KONKAN Railway Stat Route Km Major Bridge bridge, 300 road over-bridge and road under bridge. The 760 long railway line wa divided into 7 zone and 7 Chief Engineer were appointed to handle each zone. The project initially faced difficultie uch a land acquiition, difficult terrain, variable climatic condition etc. which were overcomed through different trategie. Hiring human reource for the project wa given pecial attention. Main focu wa on contructing high peed route of 160 km per hour. New technology wa ued for contruction of bridge, tunnel, Station rail welding, tele-communication network, tunnel ventilation. The project wa given 5 year completion time and in order to achieve thi Mr. Shreedharan had made the adminitration of konkan railway a tranparent ytem, where each and every peron wa aware of hi objective and Minor bridge Information wa through deadline. flow maintained meeting with HOD. With all thee trategic planning execution, project and the wa completed in 7 year. Overcoming all the difficultie uch a government intervention, finance, difficult terrain and conidering the huge ize of the project, it wa uccefully completed in 7 year. Reference:- Tunnel Tallet Viaduct Panvel Nadi (64 Km) Road Croing Refernce: -mangalore-region-in-konkan-railway/article ece J. Phillip, W. Brantley, Patrica Pulliam Phillip Project Management ROI : A Step-by-Step Guide for Meauring the Impact and ROI for Project Phillip and Joeph Project Management for Small Buine : A Streamlined Approach from Planning to Completion 8

9 Future Trend in Project Management Future Trend in Project Management Poorva Gadre Architect from Rachana Sanad Academy Intereted in Marketing and Analytic. Abtract: A the world become maller and more connected due to variou technological innovation, project management take a different tage altogether. Due to the growing GDP of developing countrie, a number of project of a huge cale acro continent are in execution. Leader of uch project have to be agile and manage cro cultural team to the bet of their ability. 9

10 Future Trend in Project Management Project management i defined a planning, The world i on the path of becoming an directing and controlling reource to meet interconnected global village. the technical, cot and time contraint of the project. It a kill that i required in all the ector. Project in all the dimenion are on the rie. The World Bank i preently funding 11,853 project of maive cale in 172 countrie. The project range from agriculture, public adminitration, law and Globalization i the reality of today and it intenity i increaing with every paing day. The cale of the project i increaing maively. Thi require more efficient kill of project management. Accordingly, the need for reource and kind of problem faced i varied. Reource are required in a gigantic amount and The World Bank i preently funding 11,853 project of maive cale in 172 countrie. the project cot amount to thouand of million. The time pan jutice, information and communication, education, finance, health and other ocial ervice, energy and mining, tranportation, water, anitation and flood protection and to the larget ector of indutry and trade. for the completion of the project i alo decreaing. The cro continental project give the opportunity to take the advantage of the learning from variou communitie. The impact of globalization i directly felt Such elaborate, inter-continental and in the cro cultural human reource intricate project are going to be on the rie in the coming future. Between 2010 and 2020, 15.7 million new project management role will be created globally, according to the Project Management Talent Gap Report of March 2013 by the PMI. Thi i going to change the cene of project management management challenge that come up in the execution of the project. Effective leaderhip kill to manage the temper, cultural difference and communication challenge need to be developed in the field now. Leader need to be more agile and adjut themelve a the ituation and many factor are going to affect it in a require. Every project ha different huge manner. Certain trend that will affect the field of project management and it demand are dicued in greater detail. problem and demand different olution. An agile leader will be able to tackle them better. The project manager alo need to aware of the legal apect of every country 10

11 Future Trend in Project Management that i affected by the project for eay proceing. Etablihing economie of learning in a comparatively hort pan i alo one of the challenge experienced by cro cultural team of a huge cale. Thee project alo increae every peron knowledge about the variou communitie. Thi help in developing an undertanding and increaing the tolerance level of human being all acro the world. Improving GDP of the developing countrie i cauing a growth in the number of project that are being taken up. China and India will lead the growth in project management generating approximately 8.1 million and 4 million project management role repectively through 2020, according to the Project Management Talent Gap Report of March Due to thi, the price of reource i alo increaing. Better method to offet cot while remaining competitive in the market need to be developed by the project manager. Technology i progreing at an exponential rate on a daily bai. Virtual Project Management eem to be one of the upcoming trend. With being globally connected due to variou technological innovation, managing the variou inter - continental project i becoming eaier. Taking deciion from acro the world i no longer an iue of concern or doubt. Tranfer of paper and other legal document ha alo become an eay tak. Huge amount of data flow i poible and thi help in more efficient implementation of cro boundary project. Geographical ditance don t eem to be a barrier anymore. Variou new engineering and IT olution help olve the problem that may come up while executing a global level project. Technological progre not only help tackle the problem of globalization but alo pur the proce of globalization. All thee factor will affect the field of project management in great detail. The method will develop. The mean will change. It i an ever changing dynamic proce. More technological innovation will caue the global cenario to change more rapidly and project management will be a challenging and eential cience in the coming future. Reference: 1. World Bank Webite 2. Project Management Talent Gap Report March 2013, PMI Project Management Talent Gap Report March 2013, PMI 11

12 Mr. Srivatan Parthaarthy Rik Handling in Project Management In Converation With MR. SRIVATSAN PARTHASARTHY on Rik Handling In Project Management Mr. Srivatan i managing the National Technology Rik & Security Service with over 20 year of proven ucce in developing, managing and adviing global enterprie client on technology, ecurity and GRC trategy and olution. d in trategizing, deigning and implementing olution for enterprie infratructure cloud and non-cloud, ecurity, identity management / entitlement, diater recovery, buine continuity, fault tolerance, contingency and crii management, application / infratructure integrity, and GRC. 12

13 Mr. Srivatan Parthaarthy Rik Handling in Project Management What are the primary factor you would look into while aeing the rik of a project? When we are looking a project / program management one of the key thing a a manager we needed to identify i, what i viion and miion of the project/program. After which we have to undertand the variou dependencie in the project. Baed on thi we would have a clear definition of ucce of the project and key performance indicator in the project. Thee are going to be critical a thi lend the view for expectation in the project, ub program in the project, the takeholder involved, the role and reponibilitie, and the inter-dependencie. Clear communication tructure, ecalation mechanim, governance model ha to be etablihed for the project. Iue management, poition management and any evaluation that need to be extracted ha to be communicated ahead of time. A very clear and cloe monitoring of the project plan itelf i needed. Beide that drawing linkage, for intance there are two project, defining the interdependencie and defining linkage are critical. The other thing that one ha to look into involve planning with regard to reource, financial, client requirement. Any of the above if not handled properly could caue rik. For example, if the miion and viion of the project i not defined well, then the project that would roll out might not meet the expected reult. Can you hare a tory of a real project where rik management helped ave project from maive failure? Identify Project Miion, Viion are identified firt to get clear definition of it ucce and their performance indicator. Let me hare with you the example of a project where managing rik acro all of the element that I have previouly decribed a critical. We were doing a large project for a company which had very rigid deadline related to legal and regulatory compliance. The company had to file a mode of paying with the regulator and it i critical from company perpective in term of urvival that they need to be managed. Here we were managing almot cloe to 300 different takeholder which included people who were part of company, regulator, auditor and third party vendor. There were everal work tream involved and we had to work with key people who were preent in variou manufacturing plant of the company. After defining the miion, viion and objective carefully we tarted with the project. Whenever we are running uch program we hould alo look into the people dynamic. 13

14 Mr. Srivatan Parthaarthy Rik Handling in Project Management A we were doing thi, we did notice that there were a couple of takeholder who were not completely focued to overall project objective. But what eventually happened i that time and again there were delay in the deliverable. A they were working on the critical chain, we had to manage them. Since there were challenge coming up, we hifted a couple of project manager and tarted providing almot day to day overight on thi particular project. Becaue of which we were able to meet the timeline. With paradigm change in technology happening, how do we plan to handle rik for project cloely related with technology? While there are ignificant change in technology happening in fat paced manner, there could be ignificant change in miion a well. For example, government embarked on building out tate data centre which were apparently done 5-6 year ago. RFP were created in that particular point in time, but today technology have ignificantly changed. Some of the technology that were in the original RFP i obolete or near end of life. If they had to look at data centre now, then they would be looking at cloud baed data centre. So one ha to really look at thee rik. But if an organization i doing a good plan, then a lot of time we can chooe technology that would poibly be helpful for u for next year. Agreeing that new technology i yet to come they would till be able to leverage it. For example, take the cae of mainframe, a lot of organization are continuing to leverage the ue of mainframe even after 25 year. It i jut that they have to think out of the box for continuou ROI and manage that particular environment. How do we bridge the gap between project rik management to project uncertainty management? In any project there i going to be internal and external factor. Mot often if there are internal factor we probably have better control over them. Accordingly we manage them in rik management perpective by applying check and balance on them. But for external factor which we do not have any control, we need to have appropriate check and balance which help u pot thee particular external factor and identify how they can eentially impact the program or project. If it do happen, undertand the action you need to take, a in ome cae you need to potentially hut down the project, in which cae you need to make a conciou deciion on that. A otherwie your money i going to be continuouly inveted and we may not have any return from the project. The apect i that there are going to be continuou uncertainty, the quetion i about how we would mitigate the rik, which i effectively rik management. How can cloud computing be ued to coordinate between different level in a project and provide a competitive edge for the company? 14

15 Mr. Srivatan Parthaarthy Rik Handling in Project Management Collaboration and coordination are provided by many knowledge portal and knowledge haring that are already available. I do not ee project management ignificantly getting changed becaue of cloud computing. FOR BUDDING MANAGERS What competencie hould the apiring project manager develop, to be more indutry acceptable? I would eential look at good certification like PMI. Alo knowledge on robut tool that are available. It i a quetion of undertanding thi particular procee and the familiarity with the Book of knowledge. Applying them in term of real life i eential more than the theory. Definitely a project manager with experience would be preferred to project manager with certification. The reaon i that thi peron with experience ha teted out hi/her kill. How doe one keep pace with the changing technology? And how do we know if it would be utainable? What really ha changed over a period of time i the tool that are available to help u manage the project more robutly and interactively. There are a lot of other technique that can alo be adopted. For example, if we are doing finance management for a project you can ue technique from outide project management. However, to ue thee tool and technology effectively, one need to be an expert in the domain knowledge. Many tool uch a MS project, etc. provide a framework for managing, but it i a quetion of how well the tool i applied to get what really we wanted to. People are held accountable for the opportunitie they exploit a well a the rik they take. It i becaue of the poitive reinforcement in rik taking that mature enterprie expand it operation to everal countrie Emotional maturity of rik conultant The corporate rik team member are carefully elected to be placed in team a conultant baed on their ability to deal with tough ituation, people and attitude. They alo have long term view of thing and frequently come up with initiative to either totally remove the root caue of rik or prevent them. Forum to dicloe Rik profiler, tatu reporting, pro-active rik tagging and dicloure committee are preent in multiple level uch a unit, account, project, program and country to aid the quick aement and repone planning to rik. Though rik management can be reduced to a cience with model and predictor, it definitely i an art to work with variou culture, attitude and people to achieve ucce in highly riky or troubled venture to achieve buine growth. 15

16 Critical challenge for effective and efficient Project Management by Dr. Dineh Likhi Critical Challenge For Effective And Efficient Project Management by Dr. DINESH LIKHI Dr. Dineh Kumar Likhi i a viiting faculty at IIM Raipur and Director (Production & Marketing) at MIDHANI. He hold additional charge of HR and Project area. He tarted hi career with Ecort Tractor Ltd., Faridabad in 1981 and worked for Steel Authority of India Limited (at Rourkela Steel Plant, in Production/Operation/Proce control, and corporate office of SAIL Delhi) for more than 31 year. He ha wide experience in automobile, teel and pecial metal alloy Indutry. Dr. D K Likhi i a life member of Indian Intitute of Metal, National Intitute of Peronnel Management, Indian Intitute of Material Management and Global Intitute of Flexible Sytem Management. He ha been awarded the Jawahar Award for Outtanding PSU Executive in 1995, group award for hi contribution in turnaround of SAIL and preparing growth plan for SAIL and new buine development project in In addition, he ha been recipient of Netherland Fellowhip in

17 Critical challenge for effective and efficient Project Management by Dr. Dineh Likhi A Project i defined a a temporary endeavour, undertaken to create a unique output. Succe of project will depend upon on attainment of objective generally defined with repect to time, cot and cope, etc. Indian Project are plagued with traditional yndrome of time overrun, cot over-run and cope deviation leading to wide criticim amongt academician and profeional. Though, there are certain example of excellence in project management uch a of Delhi Metro, there are numerou project, which do not get uch laudable credit. Thi article trive to bring out ix critical focu area for conideration by Indian project manager for turning around project management ucce in future. (1) Focu on Organizational Context & Project Uncertaintie: Firtly, there i a need to tre on the linkage between an organization project implementation capability and it organizational context. It can be achieved by exploring how underlining driver of organization environment might influence not only nature of project but alo appropriatene of the arrangement which need to be managed project (Davie, et.al. 2009). It ha been analyed by author that project management policy, people related intervention, tructural and proce etc. need to be tranformed from operational dicipline to a trategic dicipline. Such tranformation will allow project management to take trategic deciion at different level, thu enhancing probability of ucce in implementation. Furthermore, it ha been highlighted that management of uncertainty during a project implementation need to be well undertood. Thee uncertaintie need not to be termed a rik and may be treated a a bundle of opportunitie for the ame project or at bet for ubequent project. Thi can be accomplihed by clearly defining difference between rik and uncertaintie. Linking with buine objective, project manager will be able to leverage uch buine opportunitie, ariing out of uncertaintie in project for greater ucce of their repective organiation. (2) Focu on 14 Area of Project Management: Secondly, Indian project manager need to move their tre from traditional project management concept of managing only the time, cot and cope during project execution. Area and the procee a defined by Project Management Intitute (PMI) are to be undertood and followed up for higher probability of ucce in execution of the project. There are five phae uch a Project Initiation, Conceptualization, Implementation, Evaluation/Control and 17

18 Critical challenge for effective and efficient Project Management by Dr. Dineh Likhi 18 Cloe out. Similarly, there are nine knowledge area with focu on Time, Cot, Scope, Procurement, Communication, HR, Integration, Quality and Rik. Such iue are often ignored mainly on account of time & workload preure, lack of etablihment procedure/expertie, difficulty in re-collecting accurate information, fear of blame for project problem/failure, lack of upport from top management and lack of incentive, etc. (3) Focu on Project Leaderhip: The role of human reource and leaderhip ha to be undertood by the Indian project manager for reducing gap between expectation from project and actual performance (Vincent, et. al. 2009). Thi will require undertanding of human reource planning with repect to the whole project, challenging role, taff, development of team, meaure of individual and team performance, Reponibility Aignment Matrix, etc. The management of human reource, tructure of the project team and reponibility aement matrix need to be well defined by the Indian project manager (Melnic, et.al. 2011). Some may argue that uch procee are in place in their repective organization; their relative focu need to be intitutionalized to greater extent. Thi will require crucial role of project leaderhip. The trategy of the project leaderhip will be to create appropriate project manager with kill for better awarene of individual value of project team and organization culture. The leaderhip ha to enure to communicate individual value orientation and organization culture into the project environment. Thi will require confirmation of holitic governance tructure through a well-defined tranparency and accountability. Manager will be allowed project tatu to be communicated and manage effectively and efficiently in uch context. Leaderhip mut be in a poition to develop key change manager for prioritizing the change proce during project management. Thee meaure will not be effective without a robut communication including ue of ma media of communication uch a ocial media platform like facebook etc. With better undertanding of leaderhip and human reource, project will be managed with high potential improvement/ucce. (4) Quality of Project Information: Focu hould be on the quality of information during all phae of project life cycle. Thi will require collecting and evaluation information through which organization may travel it journey to different maturity level (Mala, et.al. 2013). Profeor Strong (1997) ha alo decribed leading caue of project failure on account of information quality. Therefore, quality information i the main pre-requiite of the

19 Critical challenge for effective and efficient Project Management by Dr. Dineh Likhi project ucce. Apart from it profeional Indian project management maturity level advantage in organization, oftware uch a MS project, Primavera alo can help for better information quality and need to be matered in day-to-day project management. need to be analyed by regularly conducting urvey of their organization to identify gap in their project management capability. We need to identify Indian project management iue which will take into conideration ytemic and cultured iue relevant to 19

20 Critical challenge for effective and efficient Project Management by Dr. Dineh Likhi Indian organizatn (Simangunong et.al. 2013) (5) Focu on Pot-Project Analyi: Avoiding pot-project aement can be a riky and cotly trategy for organization. While analying pot-completion, both Science Skill and Art Skill are to be examined for better learning in future. Illutrative example for uch kill are given in the table 1 (Adapted from Schroeder and Schroeder, 2013 and decribe in page 21). Indian Project Manager have to adapt to above kill for increaing probability of ucce of their project. (6) Challenging Exiting Paradigm of Project Management: The focu need to hift from profeional concept uch a Critical Path Method, Programme Evaluation Review Technique etc. to the concept of Critical Chain method advocated by Goldartt (1997) through i exemplary work baed on theory of contraint. Thi will bring a paradigm hift in the Indian project management by identifying contraint and tarting project activitie at earliet and taking challenge in time etimate of each activity. Any uncertaintie during execution of project can be taken care through feeding buffer and project buffer. The tradition of critical chain need to be undertood firt by Indian project leader then by the project manager at ground level for effective cultural change management in Indian organization. Apart from it, Innovation in project management need to be built for better productivity & performance. On-ite contruction to Off-ite contruction, Modular-approach, Open-Innovation, Frugal Innovation are example uch new paradigm. Concluion: The above focued area are illutrative in nature and not exhautive in nature. However, it i felt that by focuing on the above focued area, Indian project manager may hift to new way of project, management which may allow them to finih project are completed within time, cot and cope. Thi will alo allow them to widen their project land cope from Dometic market to International market. Reference: 1. Davie, T.J.C, Crawford, L.H. and Lechler, T.G. (2009) Project Management Sytem: Moving Project Management From an Operational to a Strategic Dicipline Project Management Journal, pp Goldratt, E (1997) Critical Chain North River Pre 20

21 Critical challenge for effective and efficient Project Management by Dr. Dineh Likhi 3. Iyer, K.C. & Jha, K.N. (2005) Factor affecting cot performance: evidence from Indian contruction project International Journal of Project Management 23, pp Management Practice and Critical Succe Factory-A Developing Country Perpective International Journal of Buine and Management, Vol. 8, No. 21; pp Lechler,T.G., Edington, B.H. and Gao, T. (2012) Challenging Claic Project Management: turning Project Uncertaintie Into Buine Opportunitie Project Management Journal, pp Mala, J., Cerna, L. and Rukova, D. (2013) The Quality of Information in Project Management European conference on intellectual capital, pp Melnic, A.S. and Puiu, T. (2011) The Management of Human Reource within Project: the Structure of the Project Team, the Reponibility Aignment Matrix Economy Trandiciplinarity Cognition, Vol. XIV, Iue 1/2011, pp Ofori, D.F. (2013) Project 8. Ong,V., Richardon, D., Duan, Y., He, Q. and Johnon, B. (2009) The Role of Project Leaderhip in Achieving Effective Project Management Proceeding of the 5 th European conference on Management, Leaderhip and governance, pp Schroeder, H., Schroeder and Schroeder, Inc. (2013) Pot Project Aement: An Art And Science Approach Academy of Information and Management Science Journal, Volume 16, Number 1, 2013, pp Simangunong, E. and Da Silva, E.N. (2013) Analyzing Project management Maturity Level in Indoneia The South Eat Aian Journal of Management, Vol.7, No. 1, pp

22 Virtual Project Management : Virtual Project Management Q) What i Virtual project management? Virtual project management (VPM) i managing a project by a virtual team and a virtual team (Geographically dipered team, ditributed team, remote team) i a propoed by Cantu conit of any of three component: Team member are pread acro different geography or location. Team member are from different or from ame part of organization. Member work together in different duration or length of time. Q) What are the reaon that companie are opting for VPM? The following are the reaon: Cot contraint - Offhore outourcing reduce cot by utilizing cheap labour in other part of world. Alo the cot of managing adminitration reduce in cae of VPM. Thereby gaining competitive advantage by organization provided the quality of product doe not deteriorate A problem olving trategy by exchange of idea Build divere organization culture Employee haring acro different virtual project help in increaing their utilization rate while reducing cot of travelling or hiring Q) What are the challenge involved in VPM for a project manager? Challenge are: Time difference make difficult for project manager to keep all team member updated and in ame line a per the planned project chedule Communication problem which may arie due to accent, writing kill and word having different meaning. It would lead to miundertanding among team member leading to internal conflict. Lack of coordination among team member lead to unneceary extenion of critical path and hence the etimated time of completion of project increae. Sharing of data i very crucial a information required i huge for proper interpretation of problem and reult. Alo, Tranferring of data i timely affair. 22

23 Virtual Project Management Building trut among team member i another challenge. The term Team killer include: Fale conenu Unreolved overt conflict Underground conflict Cloure avoidance Calcified team meeting Uneven participation Lack of accountability Forgetting the cutomer Technology adoration Q) What are the way to overcome thee challenge? Fiher & Fiher ugget a hift in project leaderhip. Project Manager hould act a even cluter: leader, reult catalyt, facilitator, barrier buter, buine analyer, coach, and living example Lipnack and Stamp ugget that etting up lit, opening chat room, and mounting dektop conferencing will help in increaing undertanding between member Xerox, for intance, encourage imbedding picture of team member into collaborative and communicative technologie in order to ee the other member (Fiher & Fiher). Manheim & Medina propoed that below factor influence the virtual behaviour: Work nature Management of critical upporting work procee Organizational context Geographical context Communication upport Other environmental contextual factor Individual characteritic Hence by providing proper guidance, upport to above factor alleviate the goal of olve problem A face to face meeting would remove the heitation between member and build trut between them. Alo, ome iue are better handled if dicued face to face. Project manager hould be able to prioritize the work Setting a tandardized code of conduct which would avoid delay Peteron and Stohr ugget that ender take reponibility for prioritizing their communication Schilling through hi tudy ugget the following: Participation mut be voluntary team are detined to fail if not upported by it member. 23

24 Virtual Project Management Member mut have previouly demontrated atifactory work reponibilitie and habit. The employee mut be able to perform with limited uperviion and feedback, reduced ocial interaction, have good organizational and time management kill, be elf-motivated, demontrate good performance, and be able to concentrate if away from a workite. Q) It i claimed that in future VPM would be unavoidable. What could be the reaon? Market ha a dynamic nature forcing companie to quickly deliver uperior quality which would require engagement of bet of talent forcing to engage ditributed team culture. Alo a the penetration of mart phone, internet connectivity i increaing employee tart aking for flexi time and work from home ytem. Thi would lead to ue of VPM. Q) How i VPM different from traditional PM? According to Gray & Laron following are the way team are made: Team member election Project manager team building Stakeholder team building Project implementation Project completion Each of the tep require different et of trategie to fit and align virtual team together. Virtual project i fundamentally different from traditional project a it involve adding concern of telecommuting and collaboration of culture, time zone, language etc. Reference /13/why-you-cannot-avoid-virtual- project-management onward/#thah.0hk4anln.dpuf 2. /488_f01_paper/rolfe.htm 3. ware-olution-opex-reducing-opex-wpen.pdf 24

25 Pir Panjal Tunnel Pir Panjal Tunnel Reference: 25 Triha Gajbhiye Triha Gajbhiye She ha completed her Graduation in Electroninc and Intrumention from SSCET, Bhillai Her interet lie in Operation and Marketing Abtract: Pir Panjal rail tunnel, the longet in India, contructed after a three-year delay, technical nag and everal complication i a ground breaking feat accomplihed in the field of contruction. The project involved ue of the latet technology and contruction procedure for providing a tunnel that could olve the problem faced in the valley during winter. The tunnel i propoed to help in the tranportation and connectivity iue in the tate of J&K and thereby booting the trade and economy in the valley.

26 Pir Panjal Tunnel Firt have a definite, clear practical ideal; a goal, an objective. Second, have the neceary mean to achieve your end; widom, money, material and method. Third, adjut all your mean to that end. -Aritotle 26 In June 26, 2013, the Prime Miniter of India- Dr. Manmohan Singh inaugurated the much awaited Pir Panjal Tunnel- Aia econd longet and India longet tunnel, by flagging off the firt train from Banihal Railway tation. The Km long tunnel contructed by Hindutan Contruction Company Ltd. (which alo contructed the iconic Bandra-Worli Sea Link), run below the Jawahar Tunnel, connecting Banihal in Jammu with Qazigund in Kahmir and i a part of the ambitiou Udhampur Srinagar Reference: Baramulla rail link project of Northern Railway. Thi tunnel i a olution to the problem faced by the mae during winter and rainy eaon due to now fall and landlide. Initially, the Udhampur - Srinagar - Baramulla rail link project of Northern Railway wa bifurcated and awarded to two contruction ubidiarie of Indian Railway 70 Km of the ection of Udhampur ide to M/ Konkan Railway Corporation Ltd. and 191 Km on Baramulla ide to M/ IRCON International Ltd., which included the Pir Panjal range of the Himalaya. IRCON Ltd. completed the railway line from Qazigund to Baramulla (119 Km). In order to peed up the balance work of the project, IRCON International Ltd. divided the remaining ection into 6 zone and the contract for zone-iv,va and VB wa entruted to HCC. After the ucceful completion of thee zone, the Pir Panjal Tunnel Project wa awarded to HCC Ltd in Augut 2005 by IRCON Ltd. with an etimated contruction budget of US $ 150 million (INR 690 crore approx.). A ection of tunnel (approximately 585 m) in VB zone on the oft ground wa contructed by Gammon India and ret by HCC Ltd. The project emanated with the tunnel excavation in November 2005, with a ole objective To uccefully execute thi project of National importance a quoted by Mr. Arun Karambelkar, Preident & Whole Time Director, HCC.

27 Pir Panjal Tunnel During the coure of work, the project team faced everal challenge. Firtly, on it inception the project faced geographical obtacle due to the dynamic and complex geology of the Himalaya, where folding and faulting i common. Due to varying ground condition, large deformation and high over burden, equential excavation method wa ued. Thi method along with upport technique i called a the New Autrian Tunneling Method (NATM), which wa ued for the firt time in India on a large cale. Thi method included three excavation technique a per the geology type, namely- Excavation by Tunnel Excavator, by Road Header and by Drill and Blat method. Variou geotechnical intrument for the purpoe of routine monitoring, aeing the tre reditribution and tabilization before final Lining, were alo ued. Secondly, being on uch a varying terrain, the tunnel needed a deign that focued more on the afety. Therefore, the Pir Panjal tunnel i deigned on ingle tube concept with 3m wide road alongide the track in the ame tube, o that the tunnel i eaily acceible to provide prompt emergency relief. The two tation at Banihal and Qazigund are located cloe to both end of the tunnel. The tunnel alo conit of a fire fighting ytem along the entire length of the tunnel. Being at a lower height and owing to it lengthine, the tunnel i acceible during nowfall, unlike the Jawahar Tunnel. The tunnel ued ballatle track, which have a high intallation cot but provide greater eae of maintenance. Alo, thee track help in improving the operational efficiency for very high loading route, like that of the Pir Panjal range. Apart from thi, the tunnel i made totally water proof by lining the tunnel internally with a membrane, bought from Italy, thu enabling the tunnel to remain dry in all eaon. Thirdly, the ecurity iue poed a challenge for the project due to the proximity of the ite to the LoC. Thi led to trict ecurity check by the armed force, on the movement of labourer and machinerie. Alo, the variou incident uch a terrorit violence and infiltration, the 2009 Baramulla Aembly election, the Amarnath Yatra and the curfew impoed in Baramulla and nearby ditrict in 2010, affected the pace of the project. Next, the project engaged 1300 worker and 150 engineer working in three hift every day. Lack of killed labour and a low retention rate among worker during winter were the other challenge to the project. However, thee did not halt the project completely but reduced it pace dratically. Apart from the above mentioned challenge, the procurement of 27

28 Pir Panjal Tunnel raw material and logitic were yet another major hindrance to the project. During winter, heavy nowfall blocked the National Highway, the Jawahar tunnel and the other route ued for tranporting the raw material needed for contruction. All thee challenge coupled with working under extremely low temperature (-10 C) did not deter the team from progreing and completing thi mega project uccefully with a Zero Accident record. A a conequence of all thee challenge, the project wa delayed by three year and became fully operational only in 2013; however a ucceful execution of 6.4 km of the tunnel wa performed in a ingle phae by October The project alo exceeded the initial budget of INR 690 crore to a final cot of INR 1,691 crore. However, keeping aide the delay and the budget overhoot, the tunnel ha proved to be a major contributor in improving the economy of the tate and helping in the indutrialization of Jammu& Kahmir. It i uppoed to bring down the freight cot for tranporting good, given the trader ue rail over road tranportation. Adding to that, the tunnel will make travelling eaier for the localitie reiding in the two connecting area, by reducing the ditance a well a the cot of travelling. Leveraging on the operational ucce of the Pir Panjal tunnel, the completion of the whole Udhampur - Srinagar -Baramulla rail link project would boot the development of Jammu &Kahmir in term of economic, ocial and technological growth thereby, connecting the tate to the ret of the country. Reference: 1. J&K Govt. official ite 2. Buine Standard HCCIndia.com ( ew_id=29) 28

29 Titanic The Story Behind the Uninkable Ship Titanic The Story behind the Uninkable Ship Reference: 29 Arnab Sen He ha completed hi B. Tech in mechanical engineering from NIT Warangal. He have 3 year of work experience in L&T He i intereted in Project management and Leaderhip & Strategic role. Abtract: Project activity i on the rie, o are the failure rate. In uch a cenario, Mark Kozak Holland, author of the Leon from Hitory erie ay that we hould focu on Leon from the pat that ait the project of today to hape the World of tomorrow. The Titanic project wa one of the bigget blunder to have been ever made in the field of project management. The leon learnt from uch blunder be ued to make project management more effective in today World.

30 Titanic The Story Behind the Uninkable Ship In the current economic environment, value-for-money i a priority. Many buinee have dratically reduced their pending in recent time. In thi cenario, an effective project management practice work to control the added rik that project activity introduce to normal buine practice. Variou report in the pat have hown that project failure have been on the rie. A recent urvey report The 2013 project management urvey report by KPMG indicate that while project activity i on the rie, o are the failure rate. It i thu imperative that we dicu the leon learnt from the blunder made in the pat. tomorrow. The Titanic project wa one of the bigget blunder to have been ever made in the field of project management. In 1912 Titanic ank with a lo of 1328 live, the greatet maritime diater in the 20th century. Weighing over ton, the Titanic wa the larget veel in the World to ail on Sea in it time. The paenger facilitie aboard Titanic were of the highet tandard of luxury. It wa referred to a the Uninkable hip. We hall now dwell in undertanding the variou tage of the Titanic project- Project Initiation: In the early 1900 the tranatlantic paenger trade wa highly profitable and competitive. White Star and Cunard were the major hip line vying to tranport wealthy traveller and immigrant in thi route. In 1907, White Star faced tiff competition when Cunard Line launched two of it veel - Reference: 15/2009-tandih-chao-report-we-are-ucceful-in-thefailure.apx budget Conitently on 48% % The leon learnt can then be ued to make project management more effective in the modern buine. Mark Kozak Holland, author of the Leon from Hitory erie very rightly ay that we hould focu on Leon from the pat that ait the project of today to hape the World of Conitently on time Conitently delivering tated deliverable 36% Luitania and the Mauretania. The two hip were poied to et new peed record for croing the Atlantic Ocean. 29% 59% 35% 30

31 Titanic The Story Behind the Uninkable Ship White Star alo needed to replace it aging fleet. So it came up with an idea to invet in emerging technologie in gigantic hip. The plan wa to build three gigantic hip Integration management- Profitability analyi howed a 2 year breakeven and 75 % of revenue from wa targeted from 1t cla. Olympic, Titanic and Britannic. Olympic and Titanic project would run in parallel. Britannic would be built with the profit of the firt two project. Titanic wa built by Harland & Wolff, one of the premier hipbuilder of the World. Looking to anwer hi rival, White Star chairman J. Bruce Imay met with William Pirrie, who controlled the Harland and Wolff, which contructed mot of White Star' veel. The two men devied a plan to build a cla of large liner that would be known for their comfort intead of their peed. Project jutification wa baed on unparalled luxury driving cutomer back, rather than peed on croing. Project Financier- JP Morgan funded but wa not thorough in analyi, Project Charter- Tranform the buine and replace the aging fleet. Luxury attract over peed. Project Objective- Deliver 3 hip in 7 year. Profit from firt 2 hip were to be ued for 3rd hip. Scope management- Scope wa baed on cale up of previou hip. Project Planning: The planning phae included the following - 31

32 Titanic The Story Behind the Uninkable Ship 32 Time management- The firt two hip were to be built in parallel, with delivery 9 month apart. Cot management- Cot were caled up baed pat project experience. Quality management- Harland & Wolff had the bet reputation for quality & craftmanhip, perfect quality tandard were ued in procurement of material. Human Reource management- The large workforce conited of ponor, operation team - captain, officer, and crew from White tar and the deign team & remaining workforce from Harland & Wolff. Communication, Rik and Procurement management were alo taken into account. Project wa igned in April 1907 and contruction tarted with huge project invetment reconfiguring the hipyard for the next 50 year. Deign: Thoma Andrew led the deign team. The hip wa deigned taking into account the non -functional requirement of afety. Ship builder' model wa ued to tet the wort cae failure cenario - like grounding and colliion. A double kin hull wa elected for grounding and for colliion 15 vertical bulkhead were deigned. There were increaed number of look-out in the forepeak and bridge wing. Triple tacked lifeboat, a total of 48 number were ued in the deign. With o many precaution taken for the afety of the paenger, there grew a perception within the team that the hip wa uninkable. But the deign wa compromied by- Changing from 48 to 16 ingle lifeboat. Thi wa done due to the perception that having uch a large number of lifeboat on the hip would make it le luxuriou. Lifeboat regulation wa outtripped a the hip needed to have a minimum of 20 lifeboat a per the increaed ize of the hip. Alo, 1178 intead of 3600 lifeboat place were accommodated on board with the aumption that the hip would remain afloat for long enough for recue of the paenger. To accommodate the dinning alon, larget room ever to go to ea, height of 2 of the 15 feet bulkhead ( every 60 feet) wa compromied Contruction: Contruction went on without any hale and Olympic wa uccefully launched. Newpaper pread the word that the hip wa 'Practically Uninkable'. Imay added afety to ize, luxury and comfort in hi promotion. Even the fitting out of the Olympic wa carried out without any flaw.

33 Titanic The Story Behind the Uninkable Ship 33 Teting (Planning & Execution): Olympic had completed 8 week of trial, and it wa then ready for it maiden voyage. Titanic wa alo launched on the ame day. Two pectacular event coincided on the ame. Through maximum publicity the perception of uninkable hip wa paed on from the core team to the public. During Titanic fitting out Imay uggeted 3 major change in the hip: - increaed cla accommodation by created cafe pariian - Open promenade deck 'A' to top ea pray All the above change were blindly accepted, even though it wa affecting project deadline.3 major incident happened with the Olympic: Tug Hallenback wa pulled under Olympic' propeller during docking There wa colliion between Olympic and Hawke in the Ile of Wight due to Bernoulli effect. Both the hip were everely damaged. Olympic 2 aft compartment were flooded, tarboard engine topped working. Propeller blade got damaged, internal frame twited, propeller haft got damaged and it could not be repaired (had to be replaced). Cot of repair wa 17 % of the original cot of the project. Lead time for new order would take month. Thi meant cot and time implication for the project. To catch up on the lagging project chedule, Titanic workforce wa hifted on Olympic. Project Titanic wa cannibalized Olympic hit a floating wreck in Grand Bank, under the urface and lot a propeller blade. The propeller blade had to be repaired. Work on titanic wa topped. While Olympic wa being pulled out of dry dock, it port ide got grounded. Thi further delayed Titanic' chedule, alo not much cah wa left. A a reult of thi delay in the project Olympic, Titanic ea trial were cut from 8 week to half a day. She went for her maiden voyage a oon a he got her 1 year certificate. Implementation & Operation: There were 100 article on Olympic, only 30 for Titanic. To revive public interet, Imay planned the trategy to beat Olympic bet croing time. Strategy wa to race toward Iceberg Alley, navigate lowly and then peed up again. Officer were aware of French liner Niagara' colliion in Iceberg Alley. Titanic left harbour in hate; it pulled New York Liner toward her and broke her mooring. But fortunately the colliion wa avoided. Leon from Olympic had not been learned. Officer' till carried on compromied teting to meet the new croing time record. Lifeboat drill wa performed with only one lifeboat. Thi gave

34 Titanic The Story Behind the Uninkable Ship it a certificate to ail. 3 feedback mechanim were ued to alert the proximity of field ice. Lookout - Lookout in the crow' net were miing their binocular from day1. Officer refued to hare their, becaue of rank. Ice bucket tet - Rope wa too hort to collect ea water for temperature meaurement. Mariner took tap water and fudged the tet. Wirele Marconigram - It received iceberg warning from other hip but operator were overloaded by commercial traffic. Around 250 meage were ent and received. At 7: 30 pm in the evening lat ice warning were paed to the bridge, Captain at dinner. 37 econd after the lookout gave a warning, there wa a colliion but not evere. Two damage aement team were ent for inpection. No damage wa reported by the firt group. Imay got impatient, and did not wait for the report from the econd aement team. He aumed that Titanic wa afe to ail again. Engine wa tarted and Titanic ailed again. Thi caued the plate to further get ruptured and increaed flooding. Had it not been o at 8 knot the Titanic would have arrived at Halifax port within a few day time. Second damage aement group reported that pump were not keeping up with flood. The compromied deign of bulkhead height increaed flooding and after more than an hour the captain ordered that lifeboat be filled. Major Blunder in the project: The Titanic project had a very good buine model, with the breakeven point being achieved in 2 year and 75 % of the revenue being generated from firt cla. But the perception of the core team about Titanic being an Uninkable Ship led them to make the following blunder Compromie in deign and teting. Elevation of expectation of end deliverable allowed buine preure to override operational procedure. Lack of takeholder management. Further compromie in the implementation. Reference: 1. KPMG Project Management Survey Project Management Blunder Leon from the Project that Built, Launched and Sank Titanic by Mark Kozak Holland. 34

35 Project Management in IT Application of Project Management Practie in Infoy Abtract: Kiran Tippani Mechanical engineer from VNR VJIET Hyderabad. of around 44 month in Infoy ltd. Intereted in Marketing and Operation. Abtract: Every day i a challenge in thi buine world, there will be many important deciion to be taken, many project to be initiated or cloed, and many deal to be igned. In each of thee tak efficiency and converion ratio i very important, i.e. out of how many initiation how many are getting cloed. Once a project i initiated, it ha to go through many different tage croing everal contraint. There i alway a rik of the project getting cancelled or reource ramped down, to avoid thee ituation project have to be managed more efficiently, planning and execution hould be perfect with Zero Tolerance level of error. Thi article contain two of the project I had worked in my IT work experience on how I had effectively implemented project management method. 35

36 Project Management in IT Introduction: Project have a defined beginning and an end, they are deigned to meet unique goal and objective within the time contraint. Mot of the project are repetitive, permanent or emi-permanent. The two forefather of project management Henry Gantt and Henri Fayol bet known for their work on Gantt chart and work break down tructure, have contributed o much toward the project management ytem. through effective planning, organizing, motivating and controlling the reource. There are many project management method, few of them are Traditional Approach, Critical chain project management, Event chain methodology, proce baed management, Agile project management, Lean project management and extreme project management. Traditional Approach: The baic definition of project management i Project management i a proce or activity to meet a unique goal or objective INTIATION Interaction with client to exactly know their requirment to avoid rework Bottom line reponibility of PM team to gather information Etimate cope of project Obtain all approval Complete all paperwork Project management wa developed from everal domain a civil contruction, PLANNING AND DESIGN Allocate reource Prepare team tructure Work breakdown tructure of project Identify deliverable Prepare all deign document Back up plan conidering all rik MONITORING AND CONTROLLING Meaure the ongoing project activity Conduct weekly tatu meeting Monitor progre with repect to plan and compare with tandard Collect regular feedback EXECUTION (Synchronization i the key) Direct and manage project execution Aure quality of deliverable Manage takeholder expectation Thorough teting of deliverable Delivery / Cloure 36

37 Project Management in IT 37 engineering and heavy defence. Traditional Approach i mot commonly ued project management method in the world, it i alo referred a Sytem Development Life Cycle (SDLC) and in oftware indutry it i ued a Waterfall model approach in handling the project. The tructure of thi model i Initiation, Planning and Deign, Executing, Monitoring and Controlling, Cloing or Delivery. Project : The project i to maintain and rewrite a new application for exiting legacy code. The bigget challenge we faced i information gathering. The team who wrote the code for thi legacy application were long gone from the company, and there i no proper documentation done on that project. Initially the higher management team had taken the requirement pecification and the lower management or floor manager had deigned the work breakdown tructure and allocated the work packet to each team. The team lead in each team had deigned the chedule and etimated work hour for each reource in their team. I wa the module lead for 4 membered team, I had to create etimate for all the work packet aigned to my team and end a high level deign document with all work packet flow and work tructure plan to the client. Every week there were tatu meeting with all the client, other manager and other team. In thee meeting all detail regarding the current progre of the project, comparion of thi progre with the pre-planned chedule, other contraint were all dicued. Thi project i a clear example of a waterfall model ued in oftware companie, the whole tructure of initiation, requirement gathering, planning, deigning, executing, monitoring, rework and delivery, all go in a cyclic manner till the project get completed. Generally long term project ue waterfall model, a it carrie le rik and burden to the project. The major challenge we faced were unexpected witching of reource from company to company, the new reource again need training and lot of time wa wated to get them to peed with remaining team member. We made ure that all the work done in the project i documented properly, and no code get delivered with bug. Other important objective to be kept in mind i managing the takeholder, I have implemented flexi time for the team member o that there will be ome reource at all time to handle the howtopper and to provide continuou upport to teting team and client. Every day effort are filed and tracked to maintain flaw le budget allocation to the project. In the lat i.e. cloure tage, the deliverable are teted 3 to 4 time in different level to check functionality, performance, repone time, load/tre

38 Project Management in IT handling and bug free before delivering the project to client. Agile Project Management: Agile project motly depend on human interaction management, it i typically ued in oftware technology, creative and marketing indutrie. Thi contrat completely from traditional approach. In Agile, the whole project i divided into mall tak and executed a the ituation demand by continuouly adapting to the change rather than a preplanned project. Agile i mot of the time ued for mall term project which ha very le time frame and high cot. Mot of the critical project are done in agile methodology. project plan, identifying the objective, undertanding the goal and reult which client were expecting, deigning the complete framework of the project, gathering the reource, allocation of reource to team, documentation of whole project work, planning the chedule of the project and training of team member. Agile project i never a mooth project, there will be daily hurdle on the way, and either it be time or functional contraint. Agile project are very hectic, a regular interaction with the client or trategy team i mut, and regular review of the project progre i done. The major challenge in agile project are that the team hould be highly flexible and adaptive, becaue the requirement change almot daily or regularly, the team ha to tretch a lot and Reference: Project : In my experience I had worked in an agile project, I wa part of the initiation to completion of the project. I had the reponibilitie of creating the ha to complete the change required by the client then and there. Very efficient and talented reource are generally taken in thee project, there won t be much time to document all the activitie in thee project. 38

39 Project Management in IT So thee project motly focu on functionality and performance. Drawback in thee agile project are that mot of the time agile project either get cancelled or ramped down. The reaon are that mot of the reource feel the preure of the job, daily tretching and rework, cot pile up day by day and very le project get delivered in the right time. The project manager ha to enure the motivational level of the reource under him and at the ame time monitor and control the flow of the project a per the preplanned chedule. I had learned o much in thee two project that planning or performing i not jut ufficient for the ucce of a project, for a project to ucceed all the factor hould be in ync and maintain the quality of the work. Time, cot, reource, paper work, deign, training, communication, etimation, integration, avoid rework, multiple teting and delivery on time, thee all factor make a project ucceful. For making a project ucceful, the project management method which the company follow hould be effective and efficient. 39

40 Mumbai International Airport terminal 2 Mumbai International Airport Terminal II Amit Gandhi ([email protected]) Mechanical engineer from Veermata Jijabai Intitute of Technology Mumbai of around 22 month in Blue Star 40 Intereted in Operation.

41 Mumbai Mumbai International International Airport terminal Airport terminal 2 2 Prime Miniter Manmohan Singh epecially the temperature, moiture in air, inaugurated the Mumbai International velocity of air flowing. Airport Terminal 2 (MIAL T2) on 10 th Jan 14 and it will be fully functional from 12 th Feb Creating a unified environment to etablih an emotional bond with traveller. Every element of the airport i tailored to the aethetic preference of our target traveller. Through creative deign, much of the pace i modified to incorporate a moaic of fixture and fitting and reveal architectural detail. The airport appeal i integrated into a variety of creative vignette and diplay deigned that repreent variou apect of the Indian culture. The airport cover floor area of 439,000 m 2 (4,730,000 q. ft.) with capacity of 40 million paenger per annum. Thi pace i divided into departure, arrival gate and i deigned ergonomically and ha a high aethetic appeal. An important part of thi project wa to enure that the aethetic appeal i maintained to the highet tandard. Cooling i one of the feature that wa given prime importance in the project Blue Star Ltd. had won the contract worth R 93 Crore for Centralized Air conditioning and ventilation (HVAC) of thi project. It wa a great challenge to execute thi project. I wa reponible for Reference: all the outourced required material for intallation of HVAC in thi project right from enquiry to delivery of material on time including the payment for upplier. Timely Delivery with Bet Negotiated price along with Bet Indutry Standard of pecified product / material wa my role a Sr. Engineer in procurement for thi project. It very difficult to achieve all the three, but with proper planning and your relation with upplier you can achieve it. It wa great challenge to make relation with upplier with maintaining cah flow required by company & bargaining with upplier having jut 10 month of experience before thi project. There were more than 300 worker working in thi project for HVAC dependent on material 41

42 upply, o a ingle material hortage wa huge cot to company. Thi project alo taught me the optimizing cot of inventorie for C cla (low value) material while delivering A & B cla (High value) JIT (Jut In time). More than 5000 type of material with 200+ Supplier made job more challenging to keep a track of material required for thi project. The negotiating technique were ued while finalizing order: Anchoring Bulking Rate Contract Revere Coting Revere Auction Bidding A any other project event thi project wa not an exception of dynamicity. The bottleneck hifted from one material to other due to change in pecification, quantity, delay in ample approval, invoice booking. Even trike from tranporter, upplier not upplying. Effect of International price of commoditie (London Metal Exchange) & Exchange rate wa alo clearly viible not only on cot price of the material imported but even from dometic market. How doe monopoly, oligopoly and competition effect the cot wa clearly viible while bargaining. Being a buyer it my tak to make a balance between upplier and company, it wa like managing upply and demand. Ultimately my experience ay your relation with upplier i key for win-win ituation for any buyer in any indutry. Learning from thi project i very difficult to hare and without good team coordination i not poible to complete any project. I thank my entire MIAL team for upporting me for thi project. thank to Project Manager Mr. Ahih Jain, Sr. Manager Mr. Mayur Mehta & Mr. Karan Kalra and Site Engineer Mr. Mohammad Sameer & Mr Navnath Hadavale for giving me the opportunity for executing thi project. For detail on project: m/default.ap# idehow/infratructure/mumbaiairport-t2-et-to-outhine-delhi-t3/xhaped-terminaldeign/lidehow/ cm 4. idehow/infratructure/mumbaiairport-new-t2-beautiful-interiorhot/beautifully-litt2/lidehow/ cm 42

43 Small Wonder The making of NANO Small Wonder - The Making Of Nano Rihab Raj ([email protected]) He ha completed hi graduation in mechanical Engineering from BITS Pillani. He i having around 35 month of experience in Bharat Petroleum Corporation limited. 43

44 Small Wonder The making of NANO 44 A viionary buineman, caught up in the traffic of Bangalore, notice an entire family on a cooter and think of creating a people car for the Indian market. Thereafter began a decade long journey for India mot powerful buine houe, one that would bring India on the map of world automobile indutry. The book talk about the nano tory right from the inception of the idea to the execution part and challenge faced during the ame. The book mention a erie of chronological event along with opinion by top management involved in the TATA NANO project. The author have tried to how the real picture behind the ucce of TATA Nano and alo to make people aware of the kind of effort that goe into the making of a ucceful product. The way the book bring out the main protagonit of the project namely Mr.Ravi Kant, Managing director of company commercial vehicle diviion; Mr,Girih Wagh, pioneer of TATA Ace project ; Ramakrihna, Chief Financial Officer and their role in moving the project forward i commendable. Not only thee few but many other have been mentioned who hold key reponibilitie in area uch a manufacturing, marketing, ourcing etc. to make one realie that it i not only the leaderhip that count but the team a well. The book give a lot of inight a to how the team had jelled together in the earlier day through informal meeting, aumed innovative technique a target coting to keep the product in the one lakh barrier and alo how they had a moving target approach a they had no tandard to look up to. The author have alo clearly decribed the cot and time contraint which the project faced at time getting into the technicalitie of the project but all ha been explained in a imple language. The way the book link the learning from the TATA Ace; TATA Indica project to the making of the Nano help one know the importance of flexibility and innovation. The different idea uch a ditributed manufacturing, limited upplier, upplier flexibility, and inbound logitic all keep the reader intereted and alo involved a to how the final picture turn out to be. But the book loe out on certain front. The Singur plant tory and the iue faced have not been clearly mentioned. Major focu ha been on the protet that took place but appropriate mention of what TATA actually did to alleviate the iue ha not been mentioned. Thi make the reader feel dicontent epecially when the build-up up to that point ha been o good. Another drawback which one can find in the book i the improper decription of the hifting of the plant. Shifting of a fully-built paenger

45 Small Wonder The making of NANO car plant from Singur to Sanand in Gujarat a ditance of about 2,000 km. That journey undertaken by over 3,340 truck uing 495 container over even month certainly deerved a worthwhile mention. Thi wa an intricate operation. The team zeroed in on two route Kolkata-Agra- Jaipur-Ahmedabad with a ditance of 2,163 kilometre and Kolkata-Raipur-Nagpur- Ahmedabad which wa 1,843 kilometre. However, a highway urvey wa conducted through trial run on both the tretche and what they concluded wa tartling: the longer route had only 390 km of inglecarriage road, while the horter route had 1,633 km of ingle-carriage road. The road urvey alo revealed that the horter route wa more prone to accident (becaue of many narrow and weak bridge) and had more ecurity problem on road, while the longer route had better infratructure and upport ytem through the entire tretch. The cot and time (ten day for each truck) taken to travel through the longer route would be more but the team opted for it ince the primary objective wa to tranport the equipment afely. There are everal other apect of thi critical operation which are miing in the book. The book however make up for the hortcoming with an enthralling decription of the TATA Nano launch tory and the world reaction to it epecially the part where bringing India on the world automobile indutry map i mentioned. Adding to thi, the reaction from the firt few owner of the Tata Nano who were choen by a lucky draw alo lend an emotional touch to the book. The trategie implemented, project launched, companie acquired and other torie regarding TATA Motor explain a to how important the ucce of the project really wa to the company. All in all, the book give you a fair, unbiaed picture of the TATA Nano tory. The book ha it up and down but maintain a contant pace not letting the reader feel tagnant at any point of time. Project catering to project ometime tend to go into intricacie too much which are unwanted and act a ditraction for the reader. The book i highly recommended epecially for the future engineer and manager a it let you know the importance of flexibility, innovation, deciion making and time apect of a project. The book epecially make you feel proud a an Indian company wa never been een a technological leader by the world in automobile indutry. 45

46 CROSSWORD Croword EclipeCroword.com Acro 3. The Palm Iland project in the coatline of Dubai wa concerned with building an began in The crucial component of the PPT triangle in project management i 9. The i a mega project that will become the longet man-made canal (75km) on completion. 12. i a mega project which wa a major blunder in the hitory of project management and referred a "The Uninkable hip" 13. The tage in team management where the rule are communicated and the productivity of the team i increaing i called 14. The teel required for the contruction of the Chenab bridge wa procured from Bhilai 46

47 CROSSWORD plant of 15. The Central Artery/Tunnel Project (CA/T), known unofficially a Boton', wa the expenive public work project of The US. 17. Thi famou German car company BMW i puruing reearch in mobility for future related to management 19. facilitate employee haring acro different location in a cot effective manner for a project. 20. The project which wa completed in 1010 AD by Rajarajan I of the Chola dynaty and i a UNESCO world heritage ite. Down 1. development philoophy focue on minimizing or eliminating the watage in the project. 2. The project of building three hip Olympic,Titanic and Britannic wa taken up by 4. canal i named a one of the eeven wonder of modern world by American Society of Civil Engineer handling about veel every year. 6. The wind farm project completed within a year by Meridian energy in the outhern hemiphere by employing right project tool and technique. 7. i a method of hortening the project duration by reducing the time taken for one or more activitie in the projectwhile minimizing the cot 8. The new method of excavation ued in Pir panjal tunnel i 10. bridge i a 2000crore project and will be the world' highet bridge on completion. 11. dam wa China' larget engineering marvel after the The Great Wall of China 16. Thi company i credited for developing Critical path method 18. Thi multinational automobile company ha decided to make India it global production bae for compact car through it project codenamed a B

48 EclipeCroword.com B N A T M T R I R I L E A N T A H R P A N A M A S F A T R N A F O R D I T E A P I T I I E F B C L C E I I S C C R A S H I N G W I N A A C H E N A B R L A O I A P N R G V R W H I T E S T A R M D U P O N T S O L I M E L P G M A L P N E L D T H R E E G O R G E S CROSSWORD Anwer

49 Team Anubhav Sood Bharath Arava Manoj H Gautham Jayan Subhah Kumar Ruchi Sao Sujitha Tikka Sameer Pandey Thouif Mohammed A Vanamamalai. R 49

50 PROJECT MANAGEMENT For detail, contact: Operation & Supply Chain Club Indian Intitute of Management Raipur GEC Campu, Old Dhamtari Road, Sejbahar Raipur , India 50 Id: