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Project management in NHAI
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Project management in NHAI

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Project management in NHAI Project management in NHAI Presentation Transcript

  • Group 3 Anindya Sengupta Anshuman Jaiswal Manuj Awasti Sachin Gupta Santosh Kumar Sahoo Syam Tatineni Ujjwal Kumar Gupta V Balaram V Venkataseshan XLRI GMP 2009-10
    • The National Highways Authority of India (NHAI) is an autonomous agency of the Government of India
    • Constituted by an act of Parliament, the National Highways Authority of India Act, 1988
    • Responsible for management of a network of over 60,000 km
    XLRI GMP 2009-10
    • Phase I: Approved in December 2000, at an estimated cost of INR 300 Billion, it included the Golden Quadrilateral (GQ), portions of the NS-EW Corridors, and connectivity of major ports to National Highways
    • Phase II: Approved in December 2003, at an estimated cost of INR 343 Billion, it included the completion of the NS-EW corridors and another 486 km of highways.
    XLRI GMP 2009-10
    • Phase IIIA: This phase was approved in March 2005, at an estimated cost of INR 222 Billion, it includes an upgrade to 4-lanes of 4,035 km of National Highways.
    • Phase IIIB: This was approved in April 2006, at an estimated cost of INR 543 Billion, it includes an upgrade to 4-lanes of 8,074 km of National Highways.
    XLRI GMP 2009-10
    • Phase V: Approved in October 2006, it includes upgrades to 6-lanes for 6,500 km, of which 5,700 km is on the GQ. This phase is entirely on a DBFO basis.
    • Phase VI: This phase, approved in November 2006, will develop 1,000 km of expressways at an estimated cost of INR 167 Billion.
    • Phase VII: This phase, approved in December 2007, will develop ring-roads, bypasses and flyovers to avoid traffic bottlenecks on selected stretches at a cost of INR 167 Billion.
    XLRI GMP 2009-10
  • XLRI GMP 2009-10 Total Cost Rs.54,000 Crores US$ 13.2 Billion Likely sources Rs.Cr.   (On 1999 prices) US$ Billions  (On 1999 prices ) Cess on Petrol and Diesel       20,000       4.90 External assistance       20,000       4.90 Market borrowings       10,000        2.40 Private Sector Participation        4,000       1.00
  • XLRI GMP 2009-10 CORRIDOR AND ITS TOTAL LENGTH  (in km) Cumulative length completed in km (in %) Cum % progress of contracts under implementation By end of last month By end of month under report By end of last month By end of month under report DELHI-MUMBAI  [1419 KM] 1419 (100%) 1419 (100%) - - MUMBAI-CHENNAI  [1290 KM] 1273 (98.68%) 1278 (99.07%) 18.8% (for 164km) 18.8% (for 164km) KOLKATA- CHENNAI  [1684 KM] 1613 (95.78%) 1618 (96.08%) 32.54% (for 197 km) 32.62% (for 197 km) DELHI-KOLKATA  [1453 KM] 1451 (99.86%) 1451 (99.86%) 96.49% (for 283 km) 96.76% (for 283 km)
  • XLRI GMP 2009-10
  • XLRI GMP 2009-10 NHDP Port Connectivity Others Total by NHAI GQ NS - EWPh. I & II   NHDP Phase III  NHDP Phase V    NHDP Phase VI  NHDP Phase VII     NHDP   Total Total Length  (Km.) 5,846 7,300 12,109 6,500 1000 700 33,455 380 965 34,800 Already 4-Laned (Km.) 5,766 4,863 1478 163 -        - 12,270 274 899 13,443 Under Implementation (Km.) 80 1,689 3,926 1068 -       41 6,804 100 46 6,950 Contracts Under Implementation (No.) 13 113   59 8 -        - 193 6 9 210 Balance length for award (Km.) - 590 6,705 5,269 1000        659 14,223 6 20 14,249
    • Government
    • Government officials/ machinery
    • Private players (Contractors and sub contractors)
    • Financers/Banks (World Bank, ADB etc.,)
    • Landowners
    • Workers
    • End users
    • Other people who get displaced or benefitted from new NHs
    • Funds from government and global development banks
    • Government officials
    • Private employees (including manual laborers, semi skilled professionals, engineers, project managers, finance professionals, auditors, analysts, investors etc.,)
    • Material resources including material for laying roads, bridges and other support structures
  •  
  •  
      • NHAI follows the method of payment depending upon the percentage of completion of project at the end of every month
      • NHAI clearly specifies the payment terms and conditions in its Bidding Document [ Refer: Sub-Clause 60.1 Monthly Statements, Bidding Document of NHAI]
      • All contractors are required to produce the CPM chart of their project
      • Every month these schedules are reviewed to determine the %-age completion of the project for the finalization of the project.
      • Reference: Bidding Document of NHAI from the website www.nhai.org
    XLRI GMP 2009-10
    • In the recent years the project management of NHAI has improved through various risk mitigation techniques and technologies
    • This has helped in reducing the cost and time overruns in the projects.
    • This is a clear evidence that the Earned Value Management technique, as discussed in the previous slide, has been successful in NHAI
    XLRI GMP 2009-10
  • XLRI GMP 2009-10
  • XLRI GMP 2009-10
    • The above factors and the graph show that the NHAI projects are performing better than other sector projects in cost and time overrun in % terms.
    • There is a scope of improvement by using the tools like Earned Value Management to monitor the progress of the projects and linking the payments to these tools.
    • This requires a change in the organization culture and structure
    XLRI GMP 2009-10
  •  
    • Fundamentally functional org may create a special project team to handle critical projects.
    • Team may include full-time staff from different functional department, may develop its own set of operation procedures.
    • Training and Documentation (e.g. how to use a new system and understand its benefits)
    • Organization Change
      • New work will require new skills and jobs.
      • Job descriptions will need to be revised
      • organization structures will need to be modified, based on the changes in the work.
    • Communication Planning
      • A Change Management approach, employees proactively receive communications from executives.
      • To increase the likelihood that they will embrace the change and see the business value of the change.
      • A communication plan outlines the approach to design, develop and deliver key messages about the project. 
    • Change in the organization structure to cater for the needs of special projects
    • Implementation of better IT tools for proper and effective monitoring and closure of the projects
    • Adapt latest change management tools to ensure more adaptability of the executives of NHAI
    XLRI GMP 2009-10
    • Thank you!
    XLRI GMP 2009-10