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Case Studies
Delegates get an opportunity to hear about impactful projects of the country in the form of case studies straight from the horse's mouth

The Tata Nano team under Mr. Girish Wagh follows well-defined project procedures to ensure fool-proof shifting of the project from Singur to Sanand
Tata Nano Project Shifting from Singur to Sanand
- Girish Wagh

The shifting of the Tata Nano plant across the country, setting up operations in the new facility within weeks, and keeping to the original production schedule of the car is a story that has inspired the entire nation. Mr. Girish Wagh, head, Tata Nano Project, and vice president, Tata Motors, presented on the project management that went behind these mammoth tasks. The project included four sub-projects - dismantling and decommissioning of the plant at Singur in West Bengal where a political agitation had made it impossible to continue operations, setting up interim manufacturing facilities in Pant Nagar in Uttarakhand, land acquisition at Sanand in Gujarat, and starting operations to produce the Nano to meet the deadline.

The Tata Nano team under Mr. Wagh followed well-defined project procedures to ensure the decommissioning, in which the team had no prior experience, and transportation of 495 containers on a 28-hour drive across the country were both accident free. The team also ensured the Pant Nagar plant was augmented to start producing parts in the interim and set up the Sanand plant and produce the first set of cars within 13 months. Some of the project management techniques used were systematic planning of time-bound activities, daily work management, an organization structure with clear roles and responsibilities, simplified monitoring and control, and employee engagement to keep motivation levels up.

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Managing Innovation Projects
- Shankar K. Sundaram

Mr. Shankar K. Sundaram, head, Wipro Project Management Academy, laid out the principles of innovation management in his organization. He presented an innovative approach that his team used to deploy an enterprise resource planning (ERP) solution on the SAP platform for mid-market consumer products group (CPG) companies.

Wipro conducted a joint gaps analysis with SAP to understand what mid-market CPG companies sought in an ERP solution. The study revealed the perception of the SAP solution in the market and what the new model must incorporate. While devising the new model, the Wipro team faced several challenges during the stages of discovery, scoping, business case building, development, and testing and validation.

An innovative approach was adopted to help the team develop an SAP model that took care of market concerns. Some of the key benefits the model delivered against the standard SAP model were an implementation cycle of two months against 12 months, better process knowledge, much lower cost of implementation, higher automation of processes, and lower dependency on expert resources. Wipro saw success in this model's implementation with thorough risk management, engaging stakeholders through the process, and the use of resources with strong domain expertise.

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Tech-enabled Innovation in Project Management for Business Benefits
- Chandan Chaudhary

With project costs rising, the importance of executing projects on time cannot be emphasized enough. Companies will gain tremendous competitive edge if they complete their projects ahead of deadlines. Mr. Chandan Chaudhary, managing director, Dassault Systèmes, highlighted the importance of using technology-enabled innovation in project management to gain business advantage.

Mr. Chaudhary spoke of the importance of optimizing plant construction using three dimensional (3D) software tools. Plant optimization drives four key values - visibility (realtime availability of project status), traceability (information presented in a consistent manner across all locations globally), less ambiguity, and minimum waste through Lean techniques.

He used three case studies to illustrate these advantages. The Russian State Nuclear Corporation overcame construction delays and reduced the project duration from 60 to 48 months with virtual construction. During the construction of the Qingdao Highway Bridge in eastern China, 3D tools helped transform a theoretical concept into life. Using "what if" scenarios, Dassault Systèmes executed the project smoothly in a busy, functioning city. In the third case, inventive technology was used to create a potential future state during the construction of a nuclear plant in China.

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Effective Project Management for Delhi International Airport Construction
- R. Shankar Narayanan

The Delhi International Airport Limited (DIAL) that has Asia's longest and widest runway was a mega construction project that was completed in a record time of three-anda-half years. Mr. R. Shankar Narayanan, head, strategy & planning, Larsen & Toubro Construction, spoke of his experience as the project head for DIAL.

A new terminal in Delhi airport was being envisaged to meet the increased load. The project was to be completed before the 2010 Commonwealth Games in Delhi. This target set the stage for alignment of purpose between the government and the project developer's team. The project needed immaculate planning at the design stage as material from over 35 manufacturing locations had to be bought and global vendors across industries needed to be managed seamlessly. The passenger terminal building was constructed within 36 months. The project included mammoth components such as 45 acres of roof sheeting, 50 acres of glass, the largest cooling system in India, 145 toilet blocks, 6.3 kilometer of conveyor belts, 160 acres of apron space, and 13 different IT systems.

Mr. Narayanan said that effective risk management, which included identifying possible pain points and creating a job risk register ahead of time, and constant project planning and monitoring ensured that the team achieved the tasks on time. He reiterated that the main reasons for success were stakeholder alignment and the implementation of project management techniques.

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Invited speaker, Mr. P. H. Rana, speaking on how the Gujarat government successfully developed the largest solar park in Asia in 2012
Development of Largest Solar Park in Asia - Challenges and Implementation
- P. H. Rana

Mr. P. H. Rana, director and advisor, Gujarat Power Corporation Limited, spoke on how the Gujarat government successfully developed the largest solar park in Asia in 2012. The main challenge for the project was the non-availability of a large stretch of vacant land. The Gujarat Energy Development Agency surveyed wastelands and identified a suitable area near Kutch to develop a 54-acre solar power plant. Other challenges during construction included poor connectivity to the area, lack of potable water, saline water in the region, non-availability of construction material, and harsh weather conditions.

The project followed a master plan that provided the project scope for the construction of patrolling roads, internal roads, canals, reservoirs, and a water pipeline. The power plant is a multi-developer facility with 21 developers from India and abroad having worked on the project. It is a multi-technology (thin film, crystalline, and silicone), multi-facility, and multi-beneficiary project. The environment-friendly plant has helped develop the local economy and infrastructure, generated employment, and helped improve the socio-economic condition of the region. The other benefits include improved infrastructure, better communication, regular water supply, increase in water conservation, and increased vegetation.

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