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Indian Grand Prix - Project Management
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Indian Grand Prix - Project Management

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a case study on the Indian Grand Prix from a Project Management perspective

a case study on the Indian Grand Prix from a Project Management perspective

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Indian Grand Prix - Project Management Indian Grand Prix - Project Management Presentation Transcript

  • PROJECT MANAGEMENT A CASE STUDY ON F1 – Indian Grand Prix Presented By: Ashwin Mehta #313 Pratik Mehta #314 Ishan Parekh #315 Ankit Shah #317 Dishank Shah #318
  • F1 – Indian Grand Prix Project Initiation Project Planning Project Execution Project Monitoring & Controlling Project Closing Contents
  • F1 – the fastest sport in the world & with the most diversified fan following F1 India – huge fan following because of Ferrari, Michael Schumacher & more recently, Force India In September 2007, it was finally announced that India all set to have its own Grand Prix. F1 & the Indian Context
  • First race to be held on: October 30, 2011 The 18th race of the season To be held at the Jaypee Group Circuit, Greater Noida The Circuit: Roughly 5.5 kms (3.1 miles) long Designed by F1 circuit designer Hermann Tilke Core area spread over 875 hectares Cost of infrastructure between Rs. 12-15 billion Seating capacity of 2,00,000 Expected to complete by May 2011 F1 – Indian Grand Prix
  • Application of Knowledge, skills, tools & techniques, project activities To achieve Project objectives PM is accomplished through processes Initiating, planning, executing, controlling, & closing Project work typically involves Identifying requirements, defining objectives, balancing constraints Project Management
  • Business Need Identified Project Objectives Defined Stakeholders identified Project Manager Selected Project Initiation
  • JPSK Sports Pvt Ltd secured a 10 yr contract with FOA in June 2007 Tilke GmbH of Aachen, Germany was later appointed as circuit designers The site of Greater Noida selected on the recommendations of Hermann Tilke JPSK had to pay for the land acquired, and will pay FOA, $40 million/year for the next 10 years Initiation of the Indian Grand Prix
  • Plans to host Indian Grand Prix on from as early as 1997 2 locations in Mumbai & Hyderabad declared “dead” in 2004 due to change in govt. policy Following months on negotiation, it was decided by the IOA that the track would be built in Greater Noida Business Need
  • Bring the F1 closer to the fans & the Indian masses Make India a multi-sport country Boost to the hotel & tourism industry Lift to the country’s profile Potential to generate huge revenues & employment opportunities Project Objectives
  • IOA (Indian Olympic Association) FIA (Federation Internationale de l’Automobile) FOA (Formula One Administration) JPSK Sports Pvt Ltd The 12 teams participating And lastly the fans Stakeholders
  • Samir Gaur (MD & CEO of JPSK) was appointed the project manager of the Jaypee Group Circuit in September 2007. Project Manager
  • Plan the project Planning processes develop project plan Define & refine project scope, cost & schedule Progressive detailing, iterative plan Build Project Management Plan Project Planning
  • Early stage in procurement Fulfill operational requirements Includes specifications of item or service Generally follows a specific structure & format Reflect the strategy & short/long -term business objectives Request For Proposal
  • Construction Planning
  • Part of Jaypee Greens Sports City Master plan includes a cricket stadium, a golf course, a hockey stadium and a sports academy catering to football, hockey, cricket, basketball and tennis for which partnerships have already been signed The Master Plan
  • Second fastest circuit after Monza Plans to make one of the most challenging circuits for drivers Rapid rise of 14 mtrs within the first 3 corners alone A banked double-apex bend on the far side of the circuit The Circuit
  • The Circuit
  • The Circuit – entrance plans
  • The Circuit – medical building
  • processes to complete work defined in project management plan to satisfy the project specifications Coordinating people & resources, integrating activities Implements approved changes Executing group uses major part of budget Project Execution
  • Project Execution Plan 1. Acquisition of land 2. Construction of roads 3. Construction of first layer of circuit 4. Construction of stadium 5. Construction of pit zones 6. Construction of second layer of circuit 7. Construction of medical building 8. Construction of final layer of circuit
  • Construction Project - WBS
  • Precedence Relations – Construction of Roads
  • Activity Representation – Construction of Roads Activity-on-Branch Representation of a Nine Activity Project Activity-on-Node Representation of a Nine Activity Project
  • Activity Relations
  • Tilke GmbH of Aachen, Germany (design partners) L & T (general contractor) Kimley-Horn & Associates (transportation & urban planning) Walter P Moore & Associates (traffic planning & transportation engineering) Terracon Consultants (geotechnical engineering & material quality) Carlson Brigance & Doering Inc. (surveying & infrastructure expertise) Miro Rivera Architects (specific designs for structures & facilities) Siemens (race control management system) Teracom + BSNL (modems) AirTel (communications) BHEL (power) BEL (surveillance equipment) ESPN-STAR (telecasting) Partners
  • FIA IOA FOA The Central Government The state of Uttar Pradesh The City of Greater Noida Ministry of Planning Ministry of Urban Development Ministry of Youth Affairs & Sports Ministry of Environment & Forests Permits & Approvals
  • Involves processes to track, review and regulate the progress & performance of the project Project performance measured to identify variance Provides inputs for change to project plan and project documents Project Monitoring & Control
  • Risk management planning Identification of risks Analysis (qualitative & quantitative) Plan risk responses Monitor & control risks on project Risk Management
  • Must be approved 90 days before the event by the FIA Geometry of track must be in accordance to the formulae set out by FIA in Appendix O to the International Sporting Code section 7 Criteria regarding longitudinal profile, visibility, curves, track edges, runoff areas & starting grid specifications Track Design
  • Procedures in detail given in Appendix H Race control center Posts situated 500m from each other Emergency cars for temporary stops Marshalls & medical crews at every 300m Medical management system 2 anesthetists/resuscitation doctors, 2 surgeons skilled in spinal injuries and trauma, 1 doctor skilled in treatment of burns Track equipped with Fast Medical Intervention Vehicles (FMIV) carrying all necessary medical equipment, the driver of which is an experienced race driver Emergency Response
  • FIA’s R&D developed own software Predicting the trajectory & velocity of a car once the driver has lost control of it Model & predict the effects of every nuance of aerodynamic, tire, engine, damper etc. CSAS run via the AutoCAD software which also helps in simulations Continuously updated system Circuit & Safety Analysis System
  • Equipped with energy absorbing devices (springs / dampers) Designed to accommodate a variety of angles of impact Appointed Transport Research Laboratory (TRL), UK, to evaluate the performance of existing barriers & employ better ideas for any novel barrier system Tire barriers are built if road tires with plastic tubes sandwiched between them Overtire barriers made of air filled cells, as a result of safety towards the drivers Barriers
  • Obtain formal acceptance of the product Hand off of products, results Verifies all process completed Close out procurements Document lessons learned Archive project documents Project Closing
  • Track to be approved by FIA 90 days before the event Documents to be archived with FIA, IOA & FOA After the approval, begins the process of hiring of staff and other officials Contract of BOOT (Build-Own-Operate-Transfer) Transfer to FOA to take place after a period of 20 years; with an option to continue with the same contractor for another period at a concessional rate Project Closing – F1 Track
  • A huge scope of infrastructure developments An immediate boost for the hotel & tourism industry A lift for the country’s profile Potential to generate around $170 million in revenue Potential to employ 10,000 people Opportunity in advertising tie-ups between manufacturers & F1 Economic Benefits
  • Team Building
  • Main Grandstand
  • Pit Building
  • Paddock Area