Project Management- Experience

sharing
Dr S G Deshmukh
Indian Institute of Technology Delhi

27 Nov 2022

Session in certificate programme in Project Management

1
 Speaking points..
 Opening remarks..
◦ Chandrayaan project
◦ Statue of unity
 Covid vaccine distribution
 Knowledge management
 Few insights
 Closing remarks..

2
 Projects as agents of change !

State B

Alternative
Projects
State A (Paths)

3
 P1:
Chandrayaan-2 Mission
launched on 22 July 2019
 ISRO
 Godrej
 L&T
 Ananth Technologies, MTAR Technologies, Inox
Technologies, Lakshmi Machine Works, Centum
Avasarala and Karnataka Hybrid Microdevices
 Godrej's contribution to the mission includes
critical equipment such as L110 engine and CE20
engine for the launcher GSLV Mk III, thrusters for
the orbiter and lander, and components for the
DSN antenna

4
 Salient attributes
 A team of more than 1000 scientists & engineers
 Collaboration between Private & Public sector
 An example of marvelous Project Management
 A case in Systems view

5
 P2: Statue of unity
 Built by L&T and Sardar Sarovar
Narmada Nigam Ltd
 Height 182 Meters
 The project took 57 months to
complete – 15 months for planning,
40 months for construction and 2
months for handing over by the
consortium
 Built by over 250 engineers and 3,400
workers using 70,000 tonnes of cement,
18,500 tonnes of reinforcement steel
bars, 6,000 tonnes of structural steel, and
1,700 metric tonnes of bronze

6
 Salient attributes

 A team of engineers, architects, policy planners,

service providers
 Collaboration between Private & Public sector
 An example of marvelous Project Management
 A case in Systems view

7
 P3:Samsung R&D
 Samsung – a design & innovation powerhouse

8
 http://www.iitd.ac.in/content/industry-day-2018-interview-dr-kaushik-saha

9
 We should be proud..
0 Vikram-s – India’s First private sector rocket launched (18th Nov 2022)
1 World’s largest cricket stadium (Narendra Modi Stadium) in Motera,
Ahmedabad, India, with a massive seating capacity of 1,32,000 people. I
2 A 75 Km bituminous road constructed in a single lane on the NH-53 section
between Amravati and Akola in Maharashtra. was built in a record time of 105
hours and 33 minutes (less than 5 days)
3 Bhadla Solar Park is the largest solar farm in the world spred over an area of
14000 acres (in the Jodhpur district of Rajasthan)
The solar farm has a capacity of 2.25 GW and required an estimated investment
of over 1.3 billion dollars.
4 Aadhar project- world’s biggest biometric identity program
5 Delhi Metro - It's the world's first rail system to be certified by the United
Nations to receive carbon credits for reducing greenhouse gas emissions.

10
 Observations..
XX % of all project are canceled mid-stream
and
Over half of completed projects came in up
to YYY % over budget and
ZZZ % percent late

11
 Self-assessment quiz -1 ??
1. Give typical examples of large-scale public projects
2. How do we assess the “success” or “failure” of these ?

12
 Covid-19 vaccine
administration project

World’s largest
vaccination drive !

13
 Key Challenges
The current population of India is around 1.4 billion people
(World’s Largest Vaccination drive)

Key Players
Management of the cold chain for COVID-19 vaccination
WHO, UNICEF,
(NEGVAC)
UNDP, JSI, ITSU,
National Expert
BMGF
Rotary
Group on Vaccine Timely, accurate, and transparent information about the COVID-19 vaccine(s)
Administration for
International and
COVID-19
other stakeholders

Close monitoring and supportive supervision at all levels

19 ministries at
the national level, Vaccine
23 departments at Manufacturers in
the state/ India Vaccine safety needs to be ensured during storage, transportation, and delivery of the vaccine
District

Vaccination team, coordination, communication, and training

Key Ministries and Institutions coordination at the national level

 National vaccination strategy
 It involved a focus on indigenous
research and development (R&D) and
manufacturing of COVID-19 vaccine, as
well as systematic pan-India roll-out to
safeguard India’s healthcare system, and people, in the
priority order from most vulnerable to others.

 A task force formed in Apr-May 2020 !

 NEGVAC was set up in Aug 2020.

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Multilevel Governance framework

19 ministries at the national level

23 departments at state/ district
With the constitution of NEGVAC, high-
level vertical and horizontal coordination
at the centre, state and district level
formalized.

This comprised of 19 ministries at the

national level, 23 departments at the
state and district levels, and multiple
development partners at the regional
level.

Clear roles and responsibilities were

formulated for the participant bodies
to enable smooth cooperation and
coordination during the pan-India
implementation.
Vaccination Strategy (Phase –I, II and III)

Phase-I Phase-II Phase-III

16th January 2021 1st March 2021 1st May 2021

Focused on protecting Health Care

• Focused on protecting the most vulnerable
Workers (HCWs), Front Line Workers
(FLWs) i.e. population more than 45 years of age
• The private sector was also roped in to
augment capacity.
• Liberalized vaccine pricing and scaling up
vaccine coverage
• Flexible pricing, procurement, and
administration of vaccines
• ensure augmented vaccine production
• Everyone above the age of 18 is eligible to get
the vaccine

Source: https://www.mohfw.gov.in/pdf/LiberalisedPricingandAcceleratedNationalCovid19VaccinationStrategy2042021.pdf
 Cold Chain..
 Refrigerated vaccines (2~8°C) can be shipped
leveraging existing infrastructure.
 108,147 cold chain equipment for vaccine storage
including 296 walk-in coolers; 105 walk-in freezers;
57,690 ice-lined refrigerators; 49,753 deep
freezers and 303 solar refrigerators. 60,326 cold boxes
and ;
 1,195,738 vaccine carriers made available under the
Universal Immunization Programme (UIP)
19
Vaccine Cold Chain in India (Private+
Government)

Vaccine Cold Chain - Primary & Secondary Supply Chain Under Private & Government Ownership
Monitoring and Evaluation of the
Vaccine Rollout
Two technological solutions - eVIN, and Co-WIN
 IT support
 Co-WIN is a comprehensive, cloud-
based IT solution for planning,
implementation, monitoring, and
evaluation of COVID-19 vaccination in
India.
 It has been developed as an extension
of the existing eVIN module
 Not only enables real-time tracking of
vaccines, but also facilitates monitoring
of COVID-19 vaccine
utilization, wastage, and coverage at
national, state, district, and sub-district
level
 Project administration manual

23
 Project readiness activities

24
 Overall implantation plan

25
 Project implementation- Roles &
responsibilities

26
 Salient points
❑ Availability
of vaccines: manufacturing and logistics capacity of
manufacturers

❑ Clear allocation process ensuring supply chain considerations

considered

❑ Efficientinformation flow & collaboration with logistics

stakeholders to ensure capacity adjustment, availability and
affordable pricing

❑ Close coordination with various stakeholders (both domestic

and abroad) during shipment planning based on storage
availability absorption capacity and readiness

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 Strategic framework* for
communication
A five-point framework
❑ Advocacy;
❑ Capacity Building;
❑ Media Engagement and social media;
❑ Social Mobilization and Community Engagement;
❑ Crisis Communication using AEFI(Adverse Event
Following Immunization)
*Source- Kapoor Amit & Goyal Sandeep, 2021, India’s Covid-19vaccination administration journey : An overview,
Institute for Competitiveness (IFC)

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 Remarks..

 Well defined set of rules/procedures/SoPs

 Process approach
 Vital experience in Disaster management
◦ Cyclones/floods/other natural calamities
 Huge experience of conducting elections
 Significant experience of handling kumbha melas
 Vaccine admiration –UIP
◦ Success stories of states

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 Critical success factors
 Well defined protocols
 Collaboration of public and private entities
 Leveraging of R&D capacity and capability
 Global networking
 Emphasis on capacity building- Training and
education
 Capitalizing on IT
 Time –bound deliverables – Project focus

30
Key Features: Close Monitoring and
Supportive Supervision
• beneficiary registration training •field visits and desk review of data at
• vaccine logistics national and state levels.
• tracking mechanisms
Tracking the Readiness
progress of assessment
introduction before vaccine
activities introduction

• Daily evening meetings Concurrent Knowledge • innovations at all levels would be shared to
• Standardized monitoring Tools monitoring of management improve the implementation in the next
• mobile-based app vaccination phase of scale-up
• real-time data from the planning unit activities

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 Public projects
Guided by the principles of public benefit and collective choice

Owned /governed by government

Generally, resources through taxation

History of public administration

Mechanistic organizational structure

Orientation for changing operational practices ?

32
 Self-assessment quiz -2 ??
1. What are the challenges in managing vaccine
distribution?
2. What type of organizational structure is involved here?
3. How do we assess the “success” of Covid project?

33
 Central Public Works Department

An attached office of the Ministry of Urban Development

Principal agency of the GOI for creation and maintenance of Central Government
assets, excluding Defence, Railways and Telecommunications

Distinction of serving the Nation for over 160 years.

Benchmarking and developing standards for the built environment and infrastructure – through
Specifications, Schedule of Rates, Guidelines and advisories.

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 CPWD provides Concept to Completion services in
planning, designing, construction and maintenance
management for all Engineering projects with Total Quality
Assurance.

Detailed Project
Preliminary Report / Packaging & Commissioning of
Drawings & Detailed Bid Process Construction Services and
Estimates Drawings & Management Management Handing Over
Estimates

Pre- Approval Post- Approval

Continued support to Client Departments – Beyond

Project Period For post construction audit, arbitration
and techno-legal cases, if any

Construction & maintenance work in the remotest of

places without looking at its cost economics
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 Pan India Presence DG CPWD
NEW DELHI

SPECIAL DGs

DELHI REGION

NORTHERN REGION

WESTERN REGION

SOUTHERN REGION

EASTERN REGION

Pan India Network -

Zones, Circles, Division,
Subdivisions & Sections.

36 Lakshadweep
 Human Resource Overview of CPWD
CADRE STRENGTH
CIVIL ENGINEERS 5400
ELECTRICAL ENGINEERS 2100
ARCHITECTS 350
HORTICULTURISTS 180
FINANCIAL OFFICERS 20
ASST. ACCOUNTS OFFICERS 270

▪ supports CPWD through

- 20 Accounts Officers and 270 Assistant Accounts Officers
▪ Also supported by Ministerial staff of Central Secretariat Service Cadre (550) & CPWD
Cadre (9100)
▪ Workers – 15,500 (Reduction of 20,000 workers in 20 years by contracting out services)

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 Clients of CPWD
There are approx 600 clients of CPWD
Some of the Major Clients are-
• President estate, Parliament Complex, North & South Block and Buildings in LBZ
•Ministry of Home Affairs
•Ministry of Finance
•Ministry of Education
•Ministry of Health and Family Welfare
•Ministry of Agriculture
•Ministry of Science and Technology
•Ministry of Defense (Some assigned works)
•Banking sector
•Public works of Delhi Govt.
•Supreme court and Delhi High court
•Comptroller & Auditor General

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 Absence of Knowledge
Management System
 Considering the fact that CPWD is the pioneer in the field of civil construction in India,
the vast pool of knowledge that it has generated over the years should be captured
electronically and be made available to the entire organization.
 Absence of a computerized knowledge management system available to all the units of
CPWD, from central headquarters to field stations, hinders the proper utilization of
collective organizational knowledge for executing projects efficiently.
 This creates problems in the project execution to the extent that standardization of
designs does not take place, and the wheel is reinvented in most of the cases.

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 Integrating Knowledge Management
with Project Management

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 Some facts & figures on projects
❑ 38% of a person’s time is wasted trying to manage information.

❑ 20% of a professional’s time is spent searching and accessing information.

❑ 75%of the information people need to effectively work is not in “transaction

backbone” data.

❑ 20% of a person’s time is spent repeating answers.

❑ 25% of information that a company owns is used.

❑ 65% of a company’s design work is duplicated

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 Project Management vs. Knowledge
Management
PM KM

❑A temporary endeavor  Knowledge management in the context

undertaken to create a unique of a project is the application of
product, service or result. The principles and processes designed to
temporary nature of projects make relevant knowledge available to
indicates a definite beginning and the project team.
end.
 Concerned with transfer of knowledge.
❑ Concerned with efficiency and
 Focus is very little by project managers.
effectiveness.
❑ Focus is high by project managers

42
 Knowledge Management in Projects
“Knowledge is generated within one project
and then lost. Failure to transfer this
knowledge…leads to wasted activity and
impaired project performance”

Leseure & Brookes (2004)

43
 Knowledge in abundance !
• Concepts, methodologies
• Facts, beliefs, truths & laws
• Know what, Know how, Know why
• Judgments & expectations, insights
• Relationships, leverage points
• Intuition & feelings
• Meaning and sense making

44
 Why Managing knowledge in Projects?

 Knowledge
◦ Essential resource and source of competitive advantage
◦ Build up through execution of projects

 Potential Value: If Ideas & experience are transferred within/

across projects
◦ Common Problems can be overcome
◦ Focus on improving solutions and not reinventing them

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 Attributes of Knowledge
 Know-how
 Know-why
 Know-what
 Know-who
 Know-where
 Know-when

(Collison and Parcell, 2001)

46
 Project KM in Project-based
Environments
Project--to--Project (P2P)
◦ Passing of experience and ideas from one project to the another

 Project--to--Business (P2B)
◦ Movement of experience from project teams to the central
business functions
 Business-to-Project(B2P)
◦ dissemination and development of new skills and competencies in
central departments to project teams

47
 Framework for Project Knowledge
Sharing Contribution to Project

48
 Types of Knowledge
Explicit Knowledge
❑ Explicit Knowledge is the
“know-what” of an Organization
❑ Explicit Knowledge is “visible”
knowledge
❑ Explicit Knowledge has been
defined by Polanyi (1967) as:
❑ Knowledge that can be
communicated using formalized
language
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Tacit Knowledge
❑ TacitKnowledge is the “know-how” of
an Organization
❑ Tacit Knowledge is the “invisible”
knowledge
❑ According to Takeuchi (1998) tacit
knowledge is:
❑ Deeply rooted in an individuals action and
experiences as well as in the ideals, values or
emotions that the person embraces
 Self-assessment quiz -3 ??
1. Give examples of “tacit” knowledge
2. How do we convert “tacit” into “explicit”?
3. What are the challenges in managing the knowledge?

50
 Project Knowledge

Reich (2007) defines KM in

projects as:
“Knowledge management in the
context of a project is the
application of principles and
processes designed to make
relevant knowledge available to
the project team.”

Reich outlines 4 types of

knowledge in projects:

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 Types of Knowledge in Projects
 Cultural Knowledge
◦ Knowledge about the
organizational culture as well as
cultural backgrounds of the
project team members
◦ Mostly hidden from view -
difficult to capture/share

52
 Types of Knowledge in Projects
 Domain Knowledge
◦ Knowledge about the
industry, technology,
processes, current situation,
business and products
◦ Example: the software
development cycle

53
 Types of Knowledge in Projects
 Institutional Knowledge
◦ Knowledge that a project
team or member has about
the organization
◦ Structure, reporting, etc

54
 Types of Knowledge in Projects
 Process Knowledge
◦ Knowledge about the project (tasks, methodologies,
timelines, structure, etc) and process
◦ Example: project plans, etc

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 Transferring
knowledge in projects

56
 Sharing knowledge
 Reich’s four types of
knowledge can be split
into 2 categories:

 Behavioral - why / who

 Technical - how / when /

what

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 Methods for Sharing
 Sole & Wilson (2002) have researched this area showing that
some methods are better for different types of knowledge
 A few samples of methods for sharing knowledge:
◦ Mentoring
◦ Stories
◦ Simulation
◦ Modeling
◦ Codified Resources
◦ Symbolic Objects

58
59
 Sharing Behavioral Knowledge

 Behavioral Knowledge
◦ Storytelling
◦ Modeling
◦ Simulation
 Behavioral Knowledge is more tacit

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 Sharing Technical Knowledge

 Technical Knowledge -
◦ Codified Resources - documents, plans, etc
◦ Symbolic Objects
 Technical Knowledge is more explicit

61
 Remarks..
Knowledge Retention
Does not mean codifying each employee’s knowledge
 Can be achieved by ensuring knowledge sharing and diffusion
amongst others in the same community or group
Can be achieved by personalization mechanisms
Knowledge sharing
Need not always be serendipitous and dependent on individual’s
personal network
Can be through institutionalized mechanisms to help individuals find
the right person to talk to
Codification and personalization –complementary to one another
Enabling physical workplace ?

62
 PPT?
• People: This involves understanding the importance of knowledge
and information to organizational success.
• Process: This involves having a framework for knowledge
management in the organization and embedding that framework into
project management processes and methodology.
• Tools: Some of the tools and technologies that can facilitate
managing and sharing knowledge and information include document
management systems, online communities through the use of web
portals, data repositories for storing and retrieving lessons learned,
and Web 2.0 tools such as wikis and blogs.

63
 People Tools
• Knowledge repositories
• AI and Data-mining tools
• Contact software
• Intranets/ Extranets
• Water Cooler Technology
Tools
Processes

64
 Some of the KM tools
 Guru
 Notion
 Confluence
 Jira

Source : https://golinks.com/blog/5-tools-for-knowledge-management/

65
 Infosys KM solution
1. The KM portal: a central repository for content.
2. People knowledge map: a directory service for locating
experts.
3. Knowledge exchange: a set of online discussion forums.
4. K-mail: an auto-response generator and workflow engine
for question answering

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 AI vs PMBOK processes
PMBOK Phases
AI capability Initiating Planning Executing Monitoring & Closing
Control
Hyper X X
personalization
Autonomous systems X X X X X

Predictive analytics X X
and Decision support

Conversational X X X
Human interactions
Patterns & anomalies X X X

*Adel Belharet, Urmila Bharathan, Benjamin Dzingina, Neha Madhavan, Charul Mathur, Yves-Daniel B. TOTI, 2020, A Study on The Impact of AI on
Project Management, https://www.researchgate.net/publication/343049623_A_Study_on_the_Impact_of_Artificial_Intelligence_on_Project_Management
 AI capabilities
Sn PMBOK Hyper Autonomo Predictive Conversational Patterns &
Areas of KM Personalizatio us systems Analytics & Human anomalies
n DSS interactions

1 Scope X X X X
2 Schedule X X X
3 Cost X X X
4 Quality X X X
5 Resource X
6 Communication X X X X X
7 Risk X X X X
8 Procurement X X X
9 Stakeholder X X X
10 Integration X X
*Adel Belharet, Urmila Bharathan, Benjamin Dzingina, Neha Madhavan, Charul Mathur, Yves-Daniel B. TOTI, 2020, A Study on The Impact of AI on
Project Management, https://www.researchgate.net/publication/343049623_A_Study_on_the_Impact_of_Artificial_Intelligence_on_Project_Management
 Relationship between AI and Project
Managers*
Desirable PM skills AI (Virtual partner)
1 Data science Identifying relationships & trends
2 Complex problem solving Intelligent real time analysis
3 Ability to take data driven decisions Optimizing schedules
4 Collaborative leadership Enhanced data and improved portfolios
5 Stakeholder management Providing business insights
6 Emotional intelligence Human capital optimization
7 Communication Status reporting
8 Legal & regulatory knowledge Risk management support
9 Negotiation Active assistance
10 Privacy & security knowledge Researching new trends and experts

*Adel Belharet, Urmila Bharathan, Benjamin Dzingina, Neha Madhavan, Charul Mathur, Yves-Daniel B. TOTI, 2020, A Study on The Impact of AI
on Project Management,
https://www.researchgate.net/publication/343049623_A_Study_on_the_Impact_of_Artificial_Intelligence_on_Project_Management
 Assignment
Examine
 PMI’s Project of the year award
https://www.pmi.org/about/awards/professional/project-of-the-year

List commonalities and differences for past 3 years winners

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 Outputs, Outcomes, Monitoring
and Evaluation for a project
Level Description Frequency

Inputs Resources that are put into the project. Continuous

Lead to the achievement of the
outputs
Outputs Activities or services that the project is Quarterly
providing. Outputs lead to outcomes

Outcomes Changes in behaviours or skills as a Short to medium

result of the implemented project. term
Outcomes are anticipated to lead to
impacts
Impacts Measurable changes in project status, Long term
Impact results are effects of the
71 intervention
 Illustrative example e-Governance
Project in Municipal Corporations
Direction Inputs Outputs Outcomes Impacts

❑ Policy ❑Funding ❑Reengineered ❑Improved ❑Better civic

❑Objectives ❑Experts processes tax infrastructure
❑Strategy ❑Consultants ❑IT Systems compliance and amenities
❑IT Specialist ❑Computers monitoring ❑Improved
for employees ❑Increase in civic conditions
❑Trained revenue by in the
employees 30% corporation…
❑Increase in
timely
payment of
tax by 15%
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 Insights

73
 Insight#1

Trying to manage a project without project

management is like trying to play a football
game without a game plan

74
 Insight#2

There are three basic concerns in any project:

Time, Cost and Performance

75
 Insight#3

Project management, in essence involves

coordination, cooperation, and
collaboration

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 Insight#4

Shared perception is necessary

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 Insight#5

Complexity in PM is due to scale, scope, and

speed

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 Insight#6
Volatility, uncertainty, chaos and ambiguity
are to be factored in while managing the
risks in a project

79
 Projects tend to be large
 Projects tend to be large
 Projects are getting larger over time
◦ Flying: balloons → planes → jets → rockets → reusable rockets
 The more we can do, the more we try to do

Infrastructure is much more than cement and concrete. Infrastructure guarantees a better future.
Infrastructure connects people
Shri Narendra Modi, Prime Minister of India

The National Infrastructure Pipeline (NIP) for FY2019–25 is a first-of-its-kind, whole-of-

government exercise to provide world-class infrastructure to citizens and improving their quality of
life. It aims to strengthen project preparation and attract investments into infrastructure. To draw
up the NIP, a High-Level Task Force was constituted under the chairmanship of the Secretary,
Department of Economic Affairs (DEA), Ministry of Finance, India.

80
 Key benefits of NIP
Economy
Well-planned NIP will enable more
infrastructure projects, power business,
create jobs, improve ease of living, and
provide equitable access to infrastructure for
all, thereby making growth more inclusive.
Government
Well-developed infrastructure enhances the
level of economic activity, creates additional
fiscal space by improving the government’s
revenue base, and ensures the quality of
expenditure focused on productive areas
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Developers
Provides better-prepared projects, reduces
aggressive bids/failure in project delivery, and
ensures enhanced access to sources of
finance as a result of increased investor
confidence.
Banks/financial institutions/investors
Builds investor confidence as identified
projects are better prepared, exposures less
likely to suffer stress given active project
monitoring by the competent authority,
thereby ensuring better returns.
 Insight#7

Though data are important, it is analytics that

drives the performance of the project!

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 People

Data
Analytics
Tools
Processes

83
 Insight#8

For the success of a project, management of

human resources is vital

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 Closing remarks..
 Public projects offer an opportunity to have large scale
impacts
 Involvement of all stakeholders- a must
 Knowledge management must be properly integrated
 Insights

#1 Trying to manage a project without PM is like trying to play a football game without a game plan.
#2 There are three basic concerns in any project: Time, Cost and Performance
#3 PM in essence involves coordination, cooperation, and collaboration
#4 Shared perception is necessary
#5 Complexity in PM is due to scale, scope, and speed
#6 VUCA are to be factored in while managing the risks in a project
#7 Though data are important, it is analytics that drives the performance of the project!
#8 For the success of a project, management of human resources is vital
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 Thank you !
deshmukh.sg@gmail.com
https://www.slideshare.net/SanjeevDeshmukh/

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