delhi case study1

8/8/2019 Delhi Case Study1

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Group II

H.Bhattacharya SMTM, AOD

Jagadish Das DM,AOD

Susanta Marandi DM(T&I), HMRBPL,Mrg(HQ)

Sohyeb Mohammad AM,

Nipun Kachari AOD.


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y Covering more than 245 Km in 4 phases.

y Meticulous advance planning to minimize any changes which could slow theproject.

y Contractors updated through meetings, seminars and workshops.

y Street plays, exhibitions & leaflets To keep public awareness about project plan

& progress.

y Communication Interaction Programam (CIP) Feedback mechanism for DMRC.


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| TO COMPLET THE PROJECT ON

TIME AND WITHIN THE COSTWITHOUT CAUSING

INCONVINENCE TO THE PUBLIC}


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y Based on the Vision andMission of DMRC:y Strategic Management

was carried out.y SWOT & PEST analysis

was well analyzed beforeplanning.

y Critical Path analysis

was very well carriedout.


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STRENGHT:Large Organizational Structure.Varied expertise of manpower.

Global presence and ranking.

OPPURTUNITIES:Varied expertise of manpower.Technological advancement.

WEAKNESS:Govt. & Political interference.Employees mobility constraints.Lack of able leadership.Poor Monitoring & Control system

THREATS:Competitive market scenario.Attrition of expertise manpower.


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STRENGHT:Small Organizational Structure.Team of expert

Able and excellent leadership

OPPURTUNITIES:No Govt. & Political interference.Technological advancement.

WEAKNESS:First project of its kind, with noprevious expertise.

THREATS:Congested and unplannedtownship.Heavy Traffic movements.


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ENERGETICANDABLE

LEADERSHIP

WELL CO-RORDINATEDPRE-PANNEDACTIVITIES

WELLMONITORING &

CONTROL SYSTEM

ABUNDANTAVAILABILITY OF

FUNDS

EXCELLENTCOMMUNICATION

NETWORK

PROJECT TEAMWAS SELECTED BY

SHREEDHARANHIMSELF

AUTONOMOUSBODY FREE FROM

ANY GOVT.INTERFERENCE

INVOLVEMENT OFEVERY

PERTICIPANTS


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y Functional /Matrix Organization

y Projects are many and diverse.

y Project teams are temporary. New teams with every projects.

y Political and govt. interference in projects.y Deals in Super Hi-Tech project.

y Weak monitoring & control system by the project manager.

y No able leadership as a project manager.


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HOW SIMILAR/ DIFFERENT IS THE

ORGANIZATION OF

PROJECTS IN IOCL COMPARED TO THEDELHI

METRO RAIL PROJECT?


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M/s IOCL M/s DMRC

Large organizational structure. Small organizational structure as compared to

IOCL

Jack of all trades, Master of none. Experts were selected and appointed

Mainly Functional or Matrix organization Pure (Projectised) organization

Deal in super hi-tech projects Deals in super hi-tech projects

Have Govt. & Political interference Have no Govt. & Political interference

Project team varies with every project Experts project team

Tendering and Contracting is a tedious &strict process following every rules laid down

Tendering & Contracting is self devised &flexible as per requirement


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BEING A PUBLIC ENTERPRISE, HOW

COULD E.SREEDHARAN MANAGETHE POLITICAL PRESSURES

ASSOCIATED WITH THE PROJECT ?


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y Got autonomous controlfree from any Govt.interference.

y Choose his own team ofexperts.

y Developed goodcommunication networkamong all participants.

y Excellent monitoring &control system.

y Able & active leadership.


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WHAT CHANGES IN THE PROJECT

PLANNING, ORGANIZATION ANDEXECUTION AT IOCL WOULD

YOU LIKE TOBRING ABOUTBY

DRAWING LESSONSFROM DELHI METRO RAIL PROJECT?


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Able leadership forProject Management

Projects should be freefrom any Govt. &

Political interference.

Develop excellentcommunication systemamong the participants

Develop GoodMonitoring & Control ofthe project

SWOT & PEST Analysisshould be prior to

planning

Pre-planning activitiesshould be properly

planned after analysis.

Flexible andtransparent system fortendering & contracting

etc.

Identification of criticalpath


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delhi case study1

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