This document discusses three transformational projects:
1. India's polio eradication program which successfully reduced cases of polio in India from 200,000 annually to zero through extensive vaccination efforts across the country.
2. The relocation of Tata Motors' Nano car project from Singur, West Bengal to Sanand, Gujarat after facing protests in Singur. The relocation transformed Sanand into a major automotive hub.
3. The inception of the Indian Premier League cricket tournament which had significant economic and social impacts and was executed through innovative planning.
This document outlines best practices for project managers to build sustainable enterprises, including leveraging proven quality methodologies like Six Sigma and Lean to improve processes and reduce costs. It emphasizes effective knowledge management, collaborative innovation with customers, and cultivating an "innovation as a habit" mindset in project teams. Adopting these practices can help optimize processes, increase productivity, deliver more value to customers, improve customer satisfaction and loyalty, and ensure long-term business growth and sustainability.
The document discusses adopting a "collaborative approach" rather than a "customer-controlled approach" when an implementer company works with a customer company on a software project. It suggests that the implementer should regularly provide input and disagree with the customer to improve the product, rather than just agreeing with the customer. It provides techniques for the implementer to do this respectfully at different project phases, from bidding to initiation to execution, such as presenting alternative solutions, analyzing impacts of changes, and having open discussions. The goal is for the two companies to work as peers to deliver the best product outcome.
The document discusses a framework for assessing and planning complementary soft skills for project teams. It identifies three dimensions to consider: project environment, project type, and project role. Different environmental factors, project types, and roles require different soft skill priorities. The framework provides guidance on determining critical soft skills based on these dimensions. An example case study shows how a project manager used the framework to identify soft skill gaps contributing to project issues. Addressing these gaps through an action plan helped improve team morale and client satisfaction.
Managing diverse and multi-located teams poses challenges like communication issues, lack of team cohesiveness, and difficulty controlling projects. To address this, a case study program implemented strategies like standardizing communication in English, conducting team building activities, and setting up proper communication mechanisms. This led to benefits such as an encouraging work environment, employee satisfaction, and satisfied clients. Key lessons included understanding team and project needs, creating a conducive work culture, and having strong leadership and contingency plans.
The document discusses how emerging economies, the financial crisis, and Generation Y are changing the face of project management. It provides tips on how project managers can adapt to these changes, such as gaining knowledge of local business models in emerging economies and using agile approaches. It also presents a case study of how a project manager dealt with an existing project being opened to bidding due to the financial crisis. The document advocates that project managers embrace continuous improvement, generate peer pressure for accountability, and adopt an innovation framework to adapt to the changing project management landscape.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
This document discusses proven practices for measuring learning impact. It explores eight initiatives for measuring learning that can demonstrate impact, including turning satisfaction surveys into predictive data, using the human capital approach to estimate performance change, and leveraging business impact templates. The challenges of demonstrating business impact, reducing "scrap learning", and measuring informal learning are also addressed.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document outlines best practices for project managers to build sustainable enterprises, including leveraging proven quality methodologies like Six Sigma and Lean to improve processes and reduce costs. It emphasizes effective knowledge management, collaborative innovation with customers, and cultivating an "innovation as a habit" mindset in project teams. Adopting these practices can help optimize processes, increase productivity, deliver more value to customers, improve customer satisfaction and loyalty, and ensure long-term business growth and sustainability.
The document discusses adopting a "collaborative approach" rather than a "customer-controlled approach" when an implementer company works with a customer company on a software project. It suggests that the implementer should regularly provide input and disagree with the customer to improve the product, rather than just agreeing with the customer. It provides techniques for the implementer to do this respectfully at different project phases, from bidding to initiation to execution, such as presenting alternative solutions, analyzing impacts of changes, and having open discussions. The goal is for the two companies to work as peers to deliver the best product outcome.
The document discusses a framework for assessing and planning complementary soft skills for project teams. It identifies three dimensions to consider: project environment, project type, and project role. Different environmental factors, project types, and roles require different soft skill priorities. The framework provides guidance on determining critical soft skills based on these dimensions. An example case study shows how a project manager used the framework to identify soft skill gaps contributing to project issues. Addressing these gaps through an action plan helped improve team morale and client satisfaction.
Managing diverse and multi-located teams poses challenges like communication issues, lack of team cohesiveness, and difficulty controlling projects. To address this, a case study program implemented strategies like standardizing communication in English, conducting team building activities, and setting up proper communication mechanisms. This led to benefits such as an encouraging work environment, employee satisfaction, and satisfied clients. Key lessons included understanding team and project needs, creating a conducive work culture, and having strong leadership and contingency plans.
The document discusses how emerging economies, the financial crisis, and Generation Y are changing the face of project management. It provides tips on how project managers can adapt to these changes, such as gaining knowledge of local business models in emerging economies and using agile approaches. It also presents a case study of how a project manager dealt with an existing project being opened to bidding due to the financial crisis. The document advocates that project managers embrace continuous improvement, generate peer pressure for accountability, and adopt an innovation framework to adapt to the changing project management landscape.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
This document discusses proven practices for measuring learning impact. It explores eight initiatives for measuring learning that can demonstrate impact, including turning satisfaction surveys into predictive data, using the human capital approach to estimate performance change, and leveraging business impact templates. The challenges of demonstrating business impact, reducing "scrap learning", and measuring informal learning are also addressed.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
The document discusses the challenges faced by micro, small, and medium enterprises (MSMEs) in India. It outlines several key challenges MSMEs encounter, including technological issues, managerial problems, cash flow difficulties, issues with raw materials and products, infrastructure problems, and more. It also provides statistics on the growth of MSMEs in India in terms of numbers and employment over time. Finally, it defines the classification of MSMEs under Indian law based on investment levels.
This document discusses a new approach to managing projects in a multi-project environment implemented at a top pharmaceutical company in India. Traditionally, the company took on more projects than it had capacity for and resources were overloaded working on multiple projects simultaneously. This led to shifting priorities, missed preparations, and inconsistent results. The document introduces Theory of Constraints (TOC) principles to identify the core problems and implement solutions. It analyzes how embedded safety in task estimates is not fully utilized due to human tendencies to delay work and only address issues at the last minute. An implementation of TOC and CCPM concepts significantly improved throughput, reduced cycle times, and increased delivery reliability.
Design clinic scheme msme for finance, subsidy & project related support co...Radha Krishna Sahoo
This document outlines the Design Clinic Scheme being implemented by the Government of India to enhance design expertise for MSMEs. The key points are:
1) The scheme aims to increase awareness and application of design among MSMEs to help them move up the value chain and become more competitive.
2) Workshops and seminars will be conducted to sensitize MSMEs about design and its business benefits. These will include a design needs assessment survey.
3) MSMEs can then apply for funding to work with design consultants on projects to develop new products or improve existing ones based on the needs identified. The goal is to build long-term design capability among MSMEs.
This document discusses how businesses can create shared value for both society and business through their operations and strategies. It provides four approaches for shared value creation: 1) Solve societal problems and create new business opportunities; 2) Align existing products to benefit society; 3) Improve internal operations; and 4) Choose a social cause to support that aligns with the business. Creating shared value can provide competitive advantages for businesses through new markets, cost savings, and increased loyalty while also generating employment, participation opportunities, and improved standards of living for communities.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
This document discusses a framework for motivating quality experts to become quality innovators. It outlines several challenges, including getting a dedicated team of innovators from a non-billable resource team, and motivating innovation that is non-technical and provides internal benefits rather than external customer value. The proposed framework includes appointing innovation champions and teams, creating a sense of competitiveness, tracking progress regularly with senior management support, rewarding and supporting creativity, utilizing employee diversity, and creating a positive work environment. The benefits discussed are improved business and quality management processes, as well as lessons learned and critical success factors.
This document proposes a mathematical model for monitoring linear infrastructure projects. It begins with an overview of linear projects and the need for an effective monitoring system. It then describes how to decompose large projects into work breakdown structures and analyze stakeholders. The main part of the document presents a 6-step mathematical model that assigns weightages to work breakdown structure elements, calculates physical and financial progress at the element level, and rolls it up to determine overall project status. The model is presented as a sustainable and generic approach for monitoring complex linear projects.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
The document describes a skill-based predictive model for talent forecasting developed by Piyush Jain and Vinay Prabhu of Infosys. It outlines the shortcomings of traditional talent forecasting models, which focus on overall headcount needs rather than skill utilization. The authors propose a model incorporating a talent skill repository and input/derived parameters for each skill. This allows for more accurate forecasting of skill needs and utilization over time, helping optimize talent acquisition costs and utilization levels.
This document discusses a case study of a 200-bed additional ward block project at an LD Hospital in Srinagar, India. It was a 48-month project with a budget of 31.07 crore INR (5.175 million USD). The document discusses some of the challenges faced in the project related to disconnect between stakeholders, missing change control processes, and lopsided budgets due to inadequate project definition in the early stages. It emphasizes the importance of entrepreneurial project management approaches and using a stage gate methodology to help address such challenges and ensure project success.
The document provides guidance on developing government business cases. It explains that a business case is a tool used to justify why and how a proposed initiative or project should be undertaken. It discusses the key stages of developing a business case including analyzing requirements, selecting and evaluating options, and creating an implementation plan. The guide is intended to help civil servants understand business cases and develop robust cases to support decision making.
The document summarizes a project to appraise the existing "Nenasa" e-learning system developed by Colombo Software Solutions. It provides an overview of the organizational context and objectives of the project. The key objectives of the "Nenasa" project are to build a common educational platform for Sri Lankan students, teachers and institutions, and to develop a scalable modern system. The project timeline is from January 2015 to December 2015, with an estimated cost of $200,000. A cross-functional project team structure is established, with the Program Manager leading various functional leads.
The document discusses using social networks in project management. It describes how social networks can provide benefits like increased business value, better stakeholder engagement, and improved collaboration for virtual teams. The document outlines how social networks can be applied to various project management areas such as scope definition, communications, collaboration, and risk management. It also provides examples of how tools like Twitter can facilitate project communications and information sharing through features like tweets, hashtags, and lists. Finally, the document discusses considerations for implementing social networks in projects, including training teams and defining rules for privacy and content management.
Individual assignment on material and supplies management 1berhanu taye
This document provides definitions and concepts related to supplies and materials management in vocational education institutions. It defines materials as goods and services procured from outside sources that are used or processed to provide finished products. Supplies are smaller consumable items used for instructional purposes. The objectives of materials management are to obtain materials at low prices, achieve high inventory turnover, ensure continuity of supply, and maintain quality. Materials management aims to efficiently plan, organize, and control the flow of materials through an organization. It is an important function in vocational institutions to effectively support training programs.
This document discusses applying project management techniques to research and innovation projects. It argues that while project management is seen as hindering creativity in such projects, not using it can lead to delays. It proposes tailoring common project management approaches to the needs of research projects. This includes focusing on planning, using quality tools to identify risks, considering multiple options simultaneously, and promoting "out of the box" thinking in project managers. A case study on reducing bicycle weight illustrates these customized project management techniques.
The document summarizes the technical and project management challenges faced in developing the Tata Nano car for the emerging Indian market. Key challenges included developing an affordable car within a strict Rs. 1 lakh cost target, managing risks during the relocation of the project from Singur to Sanand due to political issues, and using agile and frugal engineering principles. Cross-functional collaboration and early supplier involvement were important to meeting cost goals. The project leader Ratan Tata played a critical role in setting the vision and strategy, building a strong project team, and ensuring the first car delivery was a success to boost morale despite challenges. Overall the document outlines how innovation in both product design and project processes were needed to deliver such
Web-Project-Management-Best-Practice-GuidelinesVu Nam Hung
This document summarizes research into practices for successful web project management. Some key findings include: 1) Nearly half of organizations do not have a structured approach to managing web projects, which can negatively impact meeting goals, deadlines, budgets and customer satisfaction. 2) While most organizations set flexible requirements, changing requirements are still one of the biggest challenges faced. 3) Successful organizations are able to tailor their project management approach to the specific circumstances, using a combination of agile and traditional methods, while also thinking strategically and delivering tactically.
This document discusses tools and techniques for managing projects that encounter problems and become "red" or off-track. It provides two case studies of implementing Oracle ERP projects and discusses lessons learned. The objectives are to familiarize audiences with readily available tools to get projects back on schedule, such as enhanced communication, examining the "triple constraints," breaking projects into smaller phases, and reanalyzing and mitigating risks. Keywords include risk identification/mitigation and early warning signs of project issues.
Accelerating Impact: Exploring Best Practices, Challenges, and Innovations in...The Rockefeller Foundation
This document provides insights into impact enterprise acceleration based on research conducted by The Rockefeller Foundation and Monitor Deloitte. It identifies the key needs of impact enterprises as they seek to scale, including business development, financing, distribution, and leadership skills. Common challenges impact enterprises face in scaling are attracting and retaining talent, adapting business plans, accessing financing, and connecting to distribution channels. The report also presents case studies of innovative accelerator models, including those run by Unreasonable Institute, Village Capital, and the Social Franchise Accelerator, that are testing new approaches supported by Rockefeller Foundation grants. The aim of the report is to share best practices and promising innovations in accelerating impact enterprises with other organizations in the field.
Business Case on Khadi Industry - PrayasTanuj Poddar
This business plan proposes linking the CSR activities of textile industries with the Khadi industry and local microfinance institutions. It aims to revitalize the Khadi industry by improving product quality and variety, and ensuring sales through textile company partnerships. The plan outlines collaborating with NGOs and MFIs to provide training, loans and market access to artisans. Products would include modernized Khadi clothing sold through textile retailers. Initial funding would come from banks, with promotion handled through industry partners. The goal is to make Khadi a profitable, fashionable product that generates rural employment.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
The document discusses the challenges faced by micro, small, and medium enterprises (MSMEs) in India. It outlines several key challenges MSMEs encounter, including technological issues, managerial problems, cash flow difficulties, issues with raw materials and products, infrastructure problems, and more. It also provides statistics on the growth of MSMEs in India in terms of numbers and employment over time. Finally, it defines the classification of MSMEs under Indian law based on investment levels.
This document discusses a new approach to managing projects in a multi-project environment implemented at a top pharmaceutical company in India. Traditionally, the company took on more projects than it had capacity for and resources were overloaded working on multiple projects simultaneously. This led to shifting priorities, missed preparations, and inconsistent results. The document introduces Theory of Constraints (TOC) principles to identify the core problems and implement solutions. It analyzes how embedded safety in task estimates is not fully utilized due to human tendencies to delay work and only address issues at the last minute. An implementation of TOC and CCPM concepts significantly improved throughput, reduced cycle times, and increased delivery reliability.
Design clinic scheme msme for finance, subsidy & project related support co...Radha Krishna Sahoo
This document outlines the Design Clinic Scheme being implemented by the Government of India to enhance design expertise for MSMEs. The key points are:
1) The scheme aims to increase awareness and application of design among MSMEs to help them move up the value chain and become more competitive.
2) Workshops and seminars will be conducted to sensitize MSMEs about design and its business benefits. These will include a design needs assessment survey.
3) MSMEs can then apply for funding to work with design consultants on projects to develop new products or improve existing ones based on the needs identified. The goal is to build long-term design capability among MSMEs.
This document discusses how businesses can create shared value for both society and business through their operations and strategies. It provides four approaches for shared value creation: 1) Solve societal problems and create new business opportunities; 2) Align existing products to benefit society; 3) Improve internal operations; and 4) Choose a social cause to support that aligns with the business. Creating shared value can provide competitive advantages for businesses through new markets, cost savings, and increased loyalty while also generating employment, participation opportunities, and improved standards of living for communities.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
This document discusses a framework for motivating quality experts to become quality innovators. It outlines several challenges, including getting a dedicated team of innovators from a non-billable resource team, and motivating innovation that is non-technical and provides internal benefits rather than external customer value. The proposed framework includes appointing innovation champions and teams, creating a sense of competitiveness, tracking progress regularly with senior management support, rewarding and supporting creativity, utilizing employee diversity, and creating a positive work environment. The benefits discussed are improved business and quality management processes, as well as lessons learned and critical success factors.
This document proposes a mathematical model for monitoring linear infrastructure projects. It begins with an overview of linear projects and the need for an effective monitoring system. It then describes how to decompose large projects into work breakdown structures and analyze stakeholders. The main part of the document presents a 6-step mathematical model that assigns weightages to work breakdown structure elements, calculates physical and financial progress at the element level, and rolls it up to determine overall project status. The model is presented as a sustainable and generic approach for monitoring complex linear projects.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
The document describes a skill-based predictive model for talent forecasting developed by Piyush Jain and Vinay Prabhu of Infosys. It outlines the shortcomings of traditional talent forecasting models, which focus on overall headcount needs rather than skill utilization. The authors propose a model incorporating a talent skill repository and input/derived parameters for each skill. This allows for more accurate forecasting of skill needs and utilization over time, helping optimize talent acquisition costs and utilization levels.
This document discusses a case study of a 200-bed additional ward block project at an LD Hospital in Srinagar, India. It was a 48-month project with a budget of 31.07 crore INR (5.175 million USD). The document discusses some of the challenges faced in the project related to disconnect between stakeholders, missing change control processes, and lopsided budgets due to inadequate project definition in the early stages. It emphasizes the importance of entrepreneurial project management approaches and using a stage gate methodology to help address such challenges and ensure project success.
The document provides guidance on developing government business cases. It explains that a business case is a tool used to justify why and how a proposed initiative or project should be undertaken. It discusses the key stages of developing a business case including analyzing requirements, selecting and evaluating options, and creating an implementation plan. The guide is intended to help civil servants understand business cases and develop robust cases to support decision making.
The document summarizes a project to appraise the existing "Nenasa" e-learning system developed by Colombo Software Solutions. It provides an overview of the organizational context and objectives of the project. The key objectives of the "Nenasa" project are to build a common educational platform for Sri Lankan students, teachers and institutions, and to develop a scalable modern system. The project timeline is from January 2015 to December 2015, with an estimated cost of $200,000. A cross-functional project team structure is established, with the Program Manager leading various functional leads.
The document discusses using social networks in project management. It describes how social networks can provide benefits like increased business value, better stakeholder engagement, and improved collaboration for virtual teams. The document outlines how social networks can be applied to various project management areas such as scope definition, communications, collaboration, and risk management. It also provides examples of how tools like Twitter can facilitate project communications and information sharing through features like tweets, hashtags, and lists. Finally, the document discusses considerations for implementing social networks in projects, including training teams and defining rules for privacy and content management.
Individual assignment on material and supplies management 1berhanu taye
This document provides definitions and concepts related to supplies and materials management in vocational education institutions. It defines materials as goods and services procured from outside sources that are used or processed to provide finished products. Supplies are smaller consumable items used for instructional purposes. The objectives of materials management are to obtain materials at low prices, achieve high inventory turnover, ensure continuity of supply, and maintain quality. Materials management aims to efficiently plan, organize, and control the flow of materials through an organization. It is an important function in vocational institutions to effectively support training programs.
This document discusses applying project management techniques to research and innovation projects. It argues that while project management is seen as hindering creativity in such projects, not using it can lead to delays. It proposes tailoring common project management approaches to the needs of research projects. This includes focusing on planning, using quality tools to identify risks, considering multiple options simultaneously, and promoting "out of the box" thinking in project managers. A case study on reducing bicycle weight illustrates these customized project management techniques.
The document summarizes the technical and project management challenges faced in developing the Tata Nano car for the emerging Indian market. Key challenges included developing an affordable car within a strict Rs. 1 lakh cost target, managing risks during the relocation of the project from Singur to Sanand due to political issues, and using agile and frugal engineering principles. Cross-functional collaboration and early supplier involvement were important to meeting cost goals. The project leader Ratan Tata played a critical role in setting the vision and strategy, building a strong project team, and ensuring the first car delivery was a success to boost morale despite challenges. Overall the document outlines how innovation in both product design and project processes were needed to deliver such
Web-Project-Management-Best-Practice-GuidelinesVu Nam Hung
This document summarizes research into practices for successful web project management. Some key findings include: 1) Nearly half of organizations do not have a structured approach to managing web projects, which can negatively impact meeting goals, deadlines, budgets and customer satisfaction. 2) While most organizations set flexible requirements, changing requirements are still one of the biggest challenges faced. 3) Successful organizations are able to tailor their project management approach to the specific circumstances, using a combination of agile and traditional methods, while also thinking strategically and delivering tactically.
This document discusses tools and techniques for managing projects that encounter problems and become "red" or off-track. It provides two case studies of implementing Oracle ERP projects and discusses lessons learned. The objectives are to familiarize audiences with readily available tools to get projects back on schedule, such as enhanced communication, examining the "triple constraints," breaking projects into smaller phases, and reanalyzing and mitigating risks. Keywords include risk identification/mitigation and early warning signs of project issues.
Accelerating Impact: Exploring Best Practices, Challenges, and Innovations in...The Rockefeller Foundation
This document provides insights into impact enterprise acceleration based on research conducted by The Rockefeller Foundation and Monitor Deloitte. It identifies the key needs of impact enterprises as they seek to scale, including business development, financing, distribution, and leadership skills. Common challenges impact enterprises face in scaling are attracting and retaining talent, adapting business plans, accessing financing, and connecting to distribution channels. The report also presents case studies of innovative accelerator models, including those run by Unreasonable Institute, Village Capital, and the Social Franchise Accelerator, that are testing new approaches supported by Rockefeller Foundation grants. The aim of the report is to share best practices and promising innovations in accelerating impact enterprises with other organizations in the field.
Business Case on Khadi Industry - PrayasTanuj Poddar
This business plan proposes linking the CSR activities of textile industries with the Khadi industry and local microfinance institutions. It aims to revitalize the Khadi industry by improving product quality and variety, and ensuring sales through textile company partnerships. The plan outlines collaborating with NGOs and MFIs to provide training, loans and market access to artisans. Products would include modernized Khadi clothing sold through textile retailers. Initial funding would come from banks, with promotion handled through industry partners. The goal is to make Khadi a profitable, fashionable product that generates rural employment.
The document discusses the process of conducting a feasibility study for a proposed business project. It explains that a feasibility study assesses whether the project is practical and can succeed given available resources. The goals are to understand all aspects of the project, identify potential problems, and determine if the project is worth undertaking. Key steps in the process include gathering feedback, analyzing market data, writing a business plan, and preparing financial projections. Conducting a feasibility study helps decide whether to move forward with a project and can convince investors that the project is worthwhile.
This document proposes a framework for microfinance institutions to measure and report their "double bottom line" of financial and social performance. It defines key terms like inputs, outputs, outcomes, and indicators. It also draws on two existing models: the United Way's logic model for measuring social outcomes and Dr. Garber's model of the microfinance investment chain. The proposed double bottom line framework places capital/investment as the input, the microfinance institution as the entity, loans as the output, and financial performance and social benefits as the outcomes with defined metrics and indicators. This framework is intended to help microfinance institutions better communicate their impacts to attract socially responsible investors.
The document discusses India's housing crisis for migrant workers exacerbated by the COVID-19 pandemic. It notes that India has around 100 million migrant workers who leave their homes in villages for cities to work in industries like construction and manufacturing, but often live in poor conditions without proper housing, sanitation, or rights. The pandemic highlighted this issue as millions were left stranded without income or shelter during lockdowns. The document argues strategic leadership is needed to address this through policies like special economic zones with subsidized worker dormitories, setting standards for utilities, and including residential complexes in urban development plans near industries to better support this crucial but vulnerable workforce.
This whitepaper discusses the challenges and opportunities for companies related to corporate sustainability. It argues that companies are now measured not just by traditional metrics like profits, but also by their relationships with employees, communities, customers, and the environment. To succeed, sustainability needs to be integrated into a company's overall strategy. While this presents risks, it also provides opportunities for new products/services, differentiation, improved efficiency and marketing. The whitepaper examines the particular challenges facing Finnish companies which often internationalize early due to Finland's small domestic market.
Importance of Tourism Essay | Essay on Importance of Tourism for .... Tourism essay. 9 Essays on Tourism [ Benefits & Importance of Tourism for a Country ]. Essay on Impacts of Tourism | Geography - Year 11 HSC | Thinkswap.
This document summarizes a report on financial stability and systemic risk. It discusses the need for improved understanding of broader systemic risks, better governance of financial markets and institutions, and clearer fiduciary responsibility. The report examines six areas of the financial system - over-the-counter markets, institutional investors, stock exchange listing requirements, banking regulations, rating agencies, and insurance solvency rules - and argues that principles of sustainable finance can inform policies to increase stability and resilience in each of these areas. It aims to foster discussion between policymakers and the sustainable finance community on building a financial system that supports long-term sustainable growth.
Ifc good practicehandbook_cumulativeimpactassessment(1)Dr Lendy Spires
This document provides guidance on conducting a rapid cumulative impact assessment (RCIA) for private sector projects in emerging markets. It outlines a six-step RCIA process involving scoping, determining environmental and social baselines, assessing cumulative impacts and their significance, and designing mitigation measures. The RCIA is intended as a preliminary screening that may evolve into a more comprehensive CIA. It recognizes that effectively managing cumulative impacts often requires coordination between multiple stakeholders, which can be challenging in emerging markets where data and governance capacity are limited.
This document discusses smart city development in Beijing, China. It provides background on China's overall business environment and factors driving Beijing to become a smart city, including challenges like pollution, water scarcity, and traffic congestion. Beijing is working to develop a technology cluster around smart cities and has several smart city initiatives underway, including the Smart Haidian Project, which aims to create a sustainable city through technologies like smart transport and energy solutions. Private companies are also involved in smart city projects in Beijing. The document concludes with policy recommendations to support further smart city development.
This document provides a summary of a management report investigating the use of Cisco HealthPresence technology for telemedicine applications to provide primary healthcare services to prisoners in UK prisons. It finds that the growing UK prison population presents challenges for healthcare provision. Telemedicine could help address this by expanding access to cost-effective healthcare while optimizing resources and improving operational effectiveness across the justice and healthcare systems. Cisco HealthPresence allows live video consultations that could provide faster primary care access for prisoners. The report recommends deploying this technology to improve prisoner healthcare and drive efficiencies.
This research is undertaken with a rationale to evaluate the need of microfinance in developed countries by taking a classic example of United Kingdom (UK). The current global financial environment is very risky and unstable due to the continuous changes in social and technological environment. Thus, the focal point of this study is to provide a significant overview on the need of microfinance, mainly in the developed countries such as UK.
Wp062011 risk management for energy efficiency projects in developing countriesAgus Witono
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5. 1. Abstract
The paper will detail the Transformation projects, the business benefits derived and the resultant
Economic & Social transformation achieved through these projects. Three such Transformational
projects have been chosen and an extensive analysis have been done on each of them to determine
the Innovative & Thoughtful Leadership applied in these projects along with the Tools, Techniques,
Best Practices and the Project Management principles that were applied. The following three
projects from Social/Government Project, Automobiles and Hospitality industry projects will be
discussed in the paper to articulate the Transformation & Revolutionary nature
1. The Journey from 200,000 to Zero – Polio Eradication
2. Singur to Sanand – Transformation of Sanand
3. The Game changer – IPL.
Objective
Everyday numerous projects are initiated across the globe, which improvises the transactions and
delivers business values in the chosen field, be it financial, industrial or engineering. However, there
are few projects that take human life into a new paradigm by completely transforming the behavior,
attitude and lifestyle of human beings. Such initiatives are termed as Transformational Projects,
since the benefits are far lasting and they are often revolutionary in nature. These transformational
projects fuel all round Economic & Social growth by maximizing wealth, creating Assets, generating
employment & ultimately removing poverty and illiteracy.
This encourages industrialists, entrepreneurs and governments to identify and execute more such
projects. Project Management professionals, academicians & Critics are interested in the best
practices adopted in these projects.
The Objective of this paper is to
Identify the Best Practices of Project Management principles, Risk Management Approaches
& Innovative execution process adopted in Transformational Projects.
Determine the Stakeholder identification & Engagement process implemented in such
projects.
Scope - Detailed analysis of Real-time Transformational projects covering Automobile, Hospitality
and Social/Government Projects.
Result
This paper highlights the business benefits and the overall Economic/Social influence of
Transformational projects. It also articulates the Creative & innovative Project Management
principles applied. Special Emphasis is given on Stakeholder Management, Risk Management & the
Distribution channels employed.
5 Page
6. Business Value
Enhancing the Probability of successful completion of Projects.
2. The Journey from 200,000 to Zero – Polio Eradication
Programme
This project discusses the successful implementation of Polio Eradication Programme in India.
“It is Rare to be born as a Human being. The rarest of the rare thing is to be born as a Normal
Human being without being born as differently-abled”, translated from the sayings of Tamil Lady
Poet, Avvayar. This saying brings out the benefit of being born as a Normal Human being.
2.1 Background & Magnitude of Polio Problem
Polio is a highly infectious disease caused by a virus that is transmitted via the faecal-oral route;
poliovirus invades the central nervous system and as it multiplies, destroys the nerve cells that
activate muscles, causing irreversible paralysis in hours. Polio cannot be cured but can be prevented
by immunizing with Polio vaccine multiple times.
In 1988, the disease was endemic in 125 countries, paralyzing more than 1000 children every
day
Prior to 1988, polio crippled an estimated 200,000 children in India each year
2.2 Polio Immunization Project
In the year 1988, an initiative called Global Polio Eradication Initiative (GPEI), spearheaded by
WHO, Rotary International, the US Centers for Disease Control and Prevention (CDC) and the
UNICEF was launched to adopt a resolution for the worldwide eradication of polio. The goal was to
immunize more than 2.5 billion children against polio by more than 20 million volunteers, over the
next 25 years backed by an international investment of more than US$8 billion.
2.3 India’s Polio Eradication Programme
The objective of the first nationwide polio immunization campaign launched in the year 1995 was
“To eradicate Polio from India and make a Polio Free World”. This was the beginning of the journey
from 200,000 to Zero.
Some major financial contributions are
Rotary‟s contribution- US$158 million
The Aditya Birla Group- US$6 million
Mrs. Usha Mittal- US$1.5 million
6 Page
7. 2.4 Project Challenges and Risks
This was one of the most challenging projects considering the demography & geography of India.
Distribution Challenges
India‟s vast majority of population lives in the rural areas & many villages are cut off from the
mainstream India
Nomadic & Migrant Population- Massive numbers of families migrate constantly to find work
Stakeholder Challenges
Misconceptions about Oral Polio Vaccine (OPV) and Resistance from the community- Illiteracy
and religious faiths against Vaccines
Lack of Awareness about the vaccination dates & the need for follow up vaccination, fear of
Vaccination side effects like Fever & Loose Motion
Communication Challenges
Communication between volunteers and villagers
Tracking dates and ensuring completion of vaccines course as per schedule
Cost & Procurement Challenges
Managing Cost Overruns due to transportation and attrition of volunteers
Estimating the vaccination doses required
Establishing carrier models for sourcing and distribution of vaccines across regions at all
seasons
2.5 Innovative Project Planning & Execution
To successfully implement this project, Planning & Execution have to be dynamic, innovative and
adoptable. Best Practices/Lessons Learnt from previous projects were not available, since no project
of this magnitude, nature and complexity was executed before. In order to reach the last Child at the
remotest corner of the Country, Project Managers had to visualize and establish robust distribution &
delivery channels at many transit points. Precise execution, closer co-ordination and extensive
cooperation amongst stakeholders are essential.
Reaching Length & Breadth- Health workers target mobile families at bus stations, construction
sites and on trains as well as use motorbikes and trek by foot to immunize children in India‟s most
remote regions.
Engaging Right Stakeholders - Involving community Leaders to persuade parents to immunize
their children, thereby reducing the number of people refusing vaccination.
7 Page
8. Brand Ambassadors– Engaging celebrities from film, Cricket & sports created massive awareness
and allayed fears from the minds of public. Personalities like Amitabh Bachchan & Rajinikanth
helped in reaching out to the masses with ease.
107 High-Risk Block Plan (Uttar Pradesh & Bihar) - A multipronged approach that aims to ensure
high quality polio vaccination campaigns, prevention and control of diarrhea through sanitation,
availability of clean water and hygiene practices.
Ownership & Accountability- Health workers are personally accountable during vaccination
campaigns. Strict action is taken for any laxity in vaccine delivery.
Execution Facts
IN 2011
2 National Immunization Days (NIDs) were conducted
A Single NID involves - 709, 000 vaccination booths; 1.17 million vaccination teams;
2,500,000 Vaccinators;155,000 Supervisors; 225 million polio vaccine doses; 2 million
vaccine carriers; 6.3 million ice packs ; 209 million homes visited; 172 million children
immunized
7 Sub-National Immunization Days (SNIDs) were conducted immunizing 50-70 million
children each
500,000 vaccinators cover about 45 million children in each sub national immunization
campaign
1 Mop-up Emergency Activity was conducted immunizing 2.6 million Children
Social Mobilization Network (SMNet) tracked 30,000 migrant families and helped vaccinate more
than 1,814,266 children in transit and border areas
2.6 Success Story
In 2007, India accounted for 66% of polio cases reported in the world
This reduced to 46% in 2009
It dropped substantially to 3% in 2010
It further reduced to less than 1% in 2011
Finally, in 2012, it touched the Ground Zero
Now, Afghanistan, Nigeria and Pakistan are the only polio endemic countries in the world
8 Page
9. Figure 1 Polio Case Trend
2.7 Economic & Social Benefits
The benefits of this Social sector project driven by the government are far lasting and perpetual. The
benefits cannot be quantified in economic value but can be inferred from the simple fact that “None
of the Indian child will suffer from Polio“. Every child in this country will be able to lead a normal life
and become an “Employable Asset”, which is a huge Transformational benefit. We may find another
Kapil Dev, Prakash Padukone, Sachin Tendulkar, P.T.Usha, Saina Nehwal, Viswanathan Anand or
a Usain Bolt coming from India, which otherwise would not have been possible.
More than 8 million cases of life-long polio paralysis prevented
Differently abled Indian Citizens due to polio virus will be a History
Polio eradication is not only the eradication of a disease but the delivery of a global public good
Globally, Net benefit of US$ 40-50 billion expected to be achieved through 2035 with low-income
countries accounting for 85% of savings
2.8 Conclusion
February 25, 2012 is a Historical Day in India and can be referred as “India‟s Second Independence
Day” since this was the day when WHO officially struck off India from list of Polio Endemic countries.
To this date, this has been one of the Best Projects executed in the Social/Government sector. Due
credit should be given to the Indian Government, State Governments, Voluntary organizations, NGO
& Social Organizations and Community groups for their commendable performance in achieving this
Goal. With the same momentum, India is certain to become a Polio Free Nation by 2014.
Polio Eradication Programme won the „India Innovation Awards‟.
Success of this program has helped establish surveillance systems for other life-threatening
diseases, including measles.
2.9 Project Management Principle, Best Practices & Lessons Learned
The Success of the project heavily depended on
9 Page
10. Stakeholder Management - Identification & Engagement of Stakeholders throughout the project
with precision
Communication Management – Designing and developing excellent Communication framework
and Marketing Campaigns
Developing an extensive Distribution Network
Innovative Techniques in reaching out to Children
3. Singur to Sanand – Transformation of Sanand
This project is actually a two- in- one project with the first project discussing the failures at Singur,
while the second one details the successful implementation at Sanand. The final outcome is the
transformation of Sanand into a Major Auto Hub, transforming the entire region.
3.1 Singur- background
TATA, the Automotive Conglomerate had the Vision of producing low cost Car for 1 Lakh Rupees.
The flagship Project would be a paradigm shift for the two wheeler owners to have a Pride Dream of
owning a car. Tata planned to rollout the Small Car, Nano by 2008.
Singur, an unknown village 40 Kms away from Calcutta, West Bengal (WB), with a total population
of 20,000 was chosen as the location for setting up the factory. Tata announced this on May 18,
th
2006, immediately after the CPI (M) government took charge for the record 7 time.
Suddenly, Singur gained global prominence since the transformation project with an estimated
investment of around 1,000 crores was expected to create huge number of direct and indirect
employment. This project was expected to bring a Landmark shift in the attitude of Industrialist and
Entrepreneurs towards WB. Further, it was perceived that WB will soon be able to recapture its
glorious past on the industrial growth with huge capital investments.
3.2 Project hits air pocket
While the project was announced with much fanfare, it faced turbulence right from the inception, as
farmers opposed to the acquisition of the land. There were protests by farmers in small numbers
who believed that the land is being forcibly taken while the number of people who will be employed
is much less than the number of farmers disposed of land. As more people joined, it gathered
momentum and finally it took the form of widespread protest & agitation when it was supported by
Trinamool Congress and Social activist like Ms Medha Patkar.
3.3 Project challenges & its failure
2
Process of Project site selection & takeover of 997 acres (4.03 km ) of farmland to build the
factory is unprecedented and perplexing causing anger among the farmers
10 Page
11. Singur Region is more fertile and multiple crops are grown. This raised concerns about the
Food security in WB and also raised questions as to why an alternative site was not
considered
While the government claimed transparency in government dealings, newspaper reports
suggest that the monetary value of the incentives offered to the Tata for their Rs 1000 Crores
investment may run up to 1500 Crores,(RTI No. 134 CI/O/Incentive/17/03/1 dated 24 March,
2004)
Employment was supposed to be created only for 2000 people while immediately ousting
15,000 from their livelihood
Key stakeholders including Opposition parties, Land Rights group and farmers were not
involved in the discussions
Relentless protests by peasants/People of Singur, social activist & opposition parties led to a
general anti- government mood in the state. State Government was unable to provide adequate
Security to the plant.
Around the same time, another violent agitation was happening at Nandigram, WB where farmers
were opposing the move by government to forcibly acquire the land to form a Special Economic
Zone. Nandigram issue turned violent with the issue rocking WB Assembly and Parliament.
All these factors forced Tata to take the inevitable decision to move the project out from Singur on
rd
3 October 2008, ending the Agony of Tata‟s.
3.4 Sanand – A Reality
When Mr. Ratan Tata was finalizing the new location for Nano project, various state governments
offered sops and incentives. Finally, Sanand, a little known place near Ahmadabad, Gujarat got the
nod. Sanand is about 220 miles from Mundra port, situated close to the proposed Dholera port and
international airport. It is said that the investor friendly nature of the state coupled with incentives &
sops, like, 10 year Corporate Tax Holiday on Exports, exemption from dividend distribution tax, Zero
customs and Excise duty and Exemption from central sales & service tax clinched the deal in favor
of Sanand.
3.5 Relocation - Singur to Sanand
Gujarat Industrial Development Corporation (GIDC), in order to convince the farmers to sell their
land, fixed the land price at INR.1,200 per square meter, which was roughly four times higher than
the prevailing market price. The relocation of the plant to Sanand was a challenging assignment &
required extensive planning & execution, since it involved transportation of machinery from East to
West of India, around 2,000 Kms. This was a daunting task and it needed around 3340 trucks and
495 containers. The project was finally commissioned and trial production of Nano commenced in
November 2009.
3.6 Economic Transformation of Sanand
Commissioning of Nano Plant brought in an initial investment of 2,000 crores to Sanand with a
capacity to produce 2.50 Lakh cars in a year
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12. Table: 1
Tata‟s Investment INR
Total Investment 2,000Cr
Investment Per Employee 3Cr
Direct Jobs 650
Output/yr 2,50,000 Cr
Gross Revenue @1 Lakh Car 2500Cr
Wage Element @12 Lakh per Employee 78Cr
Vendor Cost @ 57% 1,425Cr
Deduct Tax – Nil for 5 yrs -
Profit 600Cr
Rate of profit 30%
This created employment for about 3,750 persons in and around Sanand. Indirect Employment
generated for around 1,000 persons with tier-2 vendors and support functions like logistics & others.
Apart from this, numerous auto ancillaries established shops with billions of investments committed
from some of world's largest Automobile companies.
Table: 2
Rank Year of Entry Investment Manufacturing Location
Tata Motors 2008 2000Cr Sanand
Ceat Tyres 2009 700Cr Halol
Ford 2011 4000 Cr Sanand
Ford Motors commenced work on its 2.40 Lakhs cars per annum plant, expected to be fully
commissioned by 2014, creating around 5,000 jobs
PSA Peugeot Citroen Plans to produce 1.70 Lakhs cars a year
Per capita income of Gujarat In 2009-10 was Rs 63,961
Gujarat's export share (14%) is among the highest
Gujarat‟s economic growth has consistently outpaced India's growth, hitting 10.5% in 2010-2011
versus 8.4% for the country
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13. 3.7 Conclusion
Setting up of a manufacturing hub will generate employment to all types of workers, Skilled, Semi-
Skilled and Unskilled. It helps create huge amount of indirect employment that will trigger a host of
economic activities, leading to the formation of a Vitreous cycle. Thus, shifting of Nano project is
Transformational & benefits are everlasting since it had generated huge investments at Sanand & its
surrounding areas, resulting in Employment generation, Wealth creation and Asset formation.
Sanand is all set to become the next major auto hub after Chennai.
3.8 Project Management Principle, Best Practices & Lessons Learned
Failures at Singur
Stakeholders Identification & Engagement
Farmers, the impacted stakeholders not engaged in the project
Project failed at the initiation phase with protest at the outset
Opposition Party, a key stakeholder was not involved
Communication Management
When protests were going on, management did not have proper communication channel to
address the concerns of the farmers. Opposition Leaders were not invited for discussions
Risk Management
Impact to Triple constraint leading to delay in rollout of “Nano” were not factored
Alternate production location not identified till its exit
Success at Sanand
Implementation of Lessons learnt from the Singur project, in terms of offering a higher price than
the market value
Engaging Right stakeholders and involving them throughout the project life cycle
Scope, Time and Cost management were well managed.
4.0 The Game Changer - IPL
The final project, Indian Premier League (IPL), deliberates how a sporting event can transform the
economy and generate lasting benefits, touching upon a wide array of industries, including
Advertisement, Media, and Entertainment & Hospitality.
4.1 IPL - background & project details
India won the inaugural T20 world Cup in 2007 that prompted Entrepreneurs within the cricketing
world to launch IPL. IPL is nothing but a club cricket that brings in players from all over the world.
While conceptually IPL is similar to that of Indian Cricket League (ICL), the difference & obviously
the success was in its execution
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14. Teams/Franchisees formed city wise with ownership given to Industrialists/Entrepreneurs and
Celebrities.
Total of 8 teams. Each team can play a maximum of 4 Foreign players in a match
Each team plays the other team twice resulting in 8 Home & 8 Foreign matches
First match played in 2008 summer
IPL Brand Value – 2.92 billion USD
4.2 Objective
To identify potential Indian Players, Provide them with International Exposure and package the
game as an Entertainment.
4.3 Stakeholders
Players (Indian & Foreign), Franchisee owners, Coaches, Umpires, Groundsmen, Sponsors, Media,
Commentators, Entertainment Lovers, State & Central Government.
4.4 Risks & Challenges
Adoptability & Brand Acceptability
Fans loyalty towards country (India). Will that mindset change to a club concept?
Will 1 billion Indians enjoy when Sachin Tendulkar gets out?
ICC Schedule – No separate window for IPL. Hence, many overseas players were confronted
with Country or Club cricket
ROI – Franchisees had to be convinced of the ROI
Failure of Past Project, ICL.
Prime Time challenges – It had to compete with Soaps and regular TV programmes & New Films
Evening matches start at 4 PM which is a working hour
4.5 Innovations in Project Execution
Effective Stakeholder Management
Management of Sponsor priorities using various revenue opportunities through tie-ups with
various brands
Enabled revenue streams through auctions for broadcasting rights
Established various channels of content distribution, online portals, TV & mobile phones for
effective delivery
Branding each lever of the match ensuring monetization like Karbonn Kamal Catch
Amortization of the ownership fees ensured better cash flow management for the corporate
Engagement of Cheer Leaders provided glamour and gained initial attraction
Aligning Sports, Cricket and Entertainment to offer a product called “Cricketainment”
Engagement of overseas player, commentators and umpires provided the right level of
International flavor
Fortunately, nature of T20 game attracts fans cutting across age/Gender
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15. 4.6 Economic Benefits
Success of IPL - Tangible benefits
Increased occupancy for Airlines, about 70-80 seats per match
New markets for telecom, media & entertainment, hospitality and travel industries
Estimated Visitors at Dharamsala, Himachal Pradesh is 454,851 (2010) against 400,583 (2009),
jump of 13% solely due to IPL
Estimated Hotel Revenue (Dharamsala) – 43 Crores in 2010 (Considering 80 % occupancy rate
with INR 1200 per day)
SET MAX Ad rate per 10 second (2012) is 5.5 Lakhs INR (20-25 % higher than 2011). While the
Ad rate for the World cup matches per 10 Seconds is 4.5 Lakhs INR
Total Advertisement expenditure in 2012 – 1020 Crores Versus just 680 crores of World Cup.
This improves the Government‟s indirect taxes collection via service tax and VAT
Income Tax paid (IPL franchisees & BCCI) - 350 Crores in IPL4, 180 crores in IPL 3, an increase
of 94%
Telecom Industry income due to IPL - 100 Crores per season
Maharashtra Police Income (2010): 5.65 Crores for 6 matches for stadium security
Pune Stadium Built in 2012, creating infrastructure demand
4.7 Conclusion
IPL, truly transformed the Indian Economy by enhancing the earning potential of Entertainment,
Hospitality & Knowledge industries, leading to direct employment creation. Indirect industries like
Textiles and infrastructure have benefitted. Further, there is a direct inflow to the exchequer in the
form of additional Tax collection & indirect taxes like Service tax & VAT. With its huge popularity, the
event has the potential to expand to Non cricket playing nations like US, which will bring valuable
Trade flows to India, since India is the “Land of Cricket “. IPL deserves to be called as “Game
changer”.
4.8 Project Management Principle, Best Practices & Lessons Learned
Stakeholders Engagement
Owners of Franchisee & Sponsors were part of the decision making process
Full support & backing from BCCI & therefore from ICC
Integration of Cricket with Entertainment, bringing Value for Money
Since it is held in Summer, it attracts all children & students
Communication Management
Communication management was one of the best since Stakeholders were informed of every
decision
Risk Management
Demonstrated by the Project Managers in 2009, when Government expressed its inability to
provide security forces owing to Parliament elections, the event was shifted to South Africa. It
proved as an effective “Continuity Management”
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16. 5.0 Lesson Learnt - Summary
The three projects discussed in the paper, Polio Eradication, Singur to Sanand and IPL are from
diverse areas, namely, Government/Social Sector, Automobiles, Entertainment and Hospitality. All
the projects have taken human life into a new paradigm by completely transforming the behavior,
attitude and lifestyle and had far lasting impact on the society. The benefits are tangible, recurring &
perpetual and hence they are truly Transformational & Revolutionary to the common man.
Creative Marketing strategies, packaging of Products & Innovative Distribution & Delivery Channels
are some of the General Management principles applied. On the Project Management front, it has
been more or less consistent across all these projects with the thrust on Stakeholder Engagement &
Management, Communication Management and Pro Active Risk Management. Leveraging Lessons
Learnt is another best practice that has been adopted in these projects.
On a concluding note, it is evident that all the three projects have fuelled Economic and Social
Growth and can be show pieced as some of the best Projects executed from India.
6.0 References
http://www.unicef.org/india/Polio_Booklet-final_(22-02-2012)V3.pdf- Polio_Booklet-final_(22-02-
2012)V3.pdf
http://www.polioeradication.org/Portals/0/Document/InfectedCountries/India/PolioIndiaFactSheet.
pdf
http://www.rotary.org/RIdocuments/en_pdf/polioplus_fact_sheet_en.pdf
http://www.polioeradication.org/Portals/0/Document/InfectedCountries/India/Polio_In_India_Fact
sheet.pdf
http://www.npspindia.org/bulletin.pdf
http://www.unicef.org/india/media_7684.htm
http://business-standard.com/india/news/left-front-to-start-7th-inningstata/239326/
http://www.business-standard.com/india/news/singurstory-so-far/478214/
http://www.hindu.com/2007/03/16/stories/2007031613750500.htm
http://www.hindu.com/biz/2008/09/15/stories/2008091550081500.htm
http://business.outlookindia.com/printarticle.aspx?101552
http://www.business-standard.com/india/news/seven-months-on-singur-liveshope-for-tata-
jobs/363375/
http://www.hindustantimes.com/India-news/Gujarat/Sanand-India-s-new-Motor-City-rises-from-
the-dust/Article1-844381.aspx
http://www.telegraphindia.com/1100602/jsp/nation/story_12513647.jsp
http://www.businessandeconomy.org/28042011/storyd.asp?sid=6097&pageno=1
http://businesstoday.intoday.in/story/ford-to-set-up-second-plant-in-gujarat-first-in-
chennai/1/17433.html
http://www.vibrantgujarat.com/images/pdf/ahmedabad-district-profile.pdf - A Government of
Gujarat Organization
http://www.hindustantimes.com/India-news/Gujarat/Sanand-India-s-new-Motor-City-rises-from-
the-dust/Article1-844381.aspx
http://ibnlive.in.com/news/gujarats-sanand-set-to-become-the-next-auto-hub/181090-3.html
http://www.thehindubusinessline.com/industry-and-economy/government-and-
policy/article2433119.ece
http://www.dnaindia.com/india/report_euphoria-over-gujarat-s-detroit-dreams-far-
fetched_1689431
http://in.news.yahoo.com/ford-indias-second-plant-sanand-gujarat-create-5-082545174.html
16 Page
17. http://indiatoday.intoday.in/story/sanand-gujarat-nana-land-displacement-farmers/1/149876.html
http://www.tata.com/media/reports/inside.aspx?artid=zrnGDbRqqoY=
http://www.tatamotors.com/sustainability/CSR-11/pdf/economic-performance.pdf
http://www.in.com/news/current-affairs/ipl-boosts-tourist-inflow-to-dharamsala-50082199-in-
1.html
http://spaceviewtimes.com/index.php?option=com_content&view=article&id=5701:home-stay-
plans-for-ipl-fans-in-dharamsala&catid=142:tourism&Itemid=15
http://www.zimbio.com/India+Tours/articles/lCDlug-9xTG/IPL+Boosts+Tourism+Dharamshala
http://www.indianexpress.com/news/ipl-&-world-cup-in-a-battle-for-ads/746356/0
http://www.indianexpress.com/news/govt-to-earn-rs-200-cr-as-taxes-from-ipl-3/590612/
http://affle.co.uk/media-centre/recent-coverage/telcos-vas-earnings-rise-15-percent-ipl
http://www.merinews.com/article/delhi-daredevils-calls-for-volunteers-to-be-part-of-ipl-4-
crew/15845930.shtml
http://business-standard.com/india/news/iplturning-track-broadcast-revenue-down-
bythird/475426/
7. Author’s Profile:
Prabhu is currently working as Vice President in BA Continuum
Pvt Ltd, a non Banking Subsidiary of Bank of America.. He has
20 years of rich experience across MNCs and PSUs namely,
Barclays, SCOPE International, Stock Holding Corporation of
India (SHCIL), Karur Vysya Bank and Southern Railways.
Prabhu has executed several transformational projects across
organizations, ranging from Software Development, Project
Management, Support and Service Management. He has
successfully implemented numerous cross-border projects
integrating multi-geographical teams. An entrepreneur by
heart, he has been instrumental in designing and developing
the Marketing strategy for SHCIL to enter the Retail Depository
segment & played a key role in rapid expansion of SHCIL
branches across the country.
A Management graduate from Jamnalal Bajaj; his credentials
include certifications like PMP and ITIL.
His interests are Cricket, Politics, Chess ,Financial markets &
Public speaking. The latest addendum to his interest is his
blogs on IPL 2012
((http://www.blogger.com/profile/00234542337406174490)
Prabhu‟s pillars are his wife, Puspha who is a home maker and
his 16 year old daughter, Niranjana.
17 Page