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Enarcon India Project Planning

Enarcon India Project Planning

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Published by Chetan Panara

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Published by: Chetan Panara on May 28, 2012
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05/28/2012

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PROJECT MANAGEMENT
 CASE STUDY PROJECT –MARKS--40
 
Enarcon India: Project Planning
 
Submitted toProf. Vivek RainaSubmitted ByChetan Panara 44Ram Chaudhary 39Dinesh Moyal 43Yashir Momin 42 Critical Path Analysis
1
 
Q=2
2
 
 Explain negotiation with the possible outcomes, describing in the form of thedecision analysis form, what can Prithviraj do in the said scenario?
In this case there is only one form of direct negotiation has been given for thePrithviraj is with farmers at the time of the land acquisition. But apart from thisdirect negotiation, we feel there is couple of other indirect negotiation whichPrithviraj has to face but not explicitly mentioned in the case. We are trying toshow direct and indirect negotiation and its effects.
 
(Negotiation in the given middle box is the direct negotiation given in the caseand other two given in the other boxes are the indirect negotiation which we fillhas arrived from the case)The Nawapur site was on private land and EIL needed to negotiate with eachlandowner. The land acquisition part of a project generally takes about four tofive months and comprises several rounds of negotiations. The speeding up of this process meant that the villagers could gauge the desperation of EIL inclinching the deal. Consequently, the land prices went up. EIL estimated that ithad to finally settle for prices which were about 30-35 per cent more than thenormal rates. The total land cost was about Rs 15 million for300 acres.
Q=3
3
 Negotiation
Purchase of new 220capacity crane or waitfor the repair Land acquisition fromthe farmers at the lowest possible rateCompletion of the project within timelimit of September 30

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