a.Identify the strategic objective of this project and how do you think this can contribute to the strategic objectives and success factors for the project mentioned in Case Study-2: e-Birth of a Nation.

b.Identify the 10 Project Management Knowledge Areas associated with this project and very briefly mention as to how you have identified it.

I Need case study based on this files

54 ndia's skyrocketing growth is only matched by its surging demand for energy expected to roughly double over the next two decades. With India on pace to consume more than 10 percent of 7 if: the global power supply by 2040, producers will need to pivot beyond fossil fuels for the country to reduce its staggering reliance on energy imports. PM NETWORK DECEMBER 2019 PMLORG -... _' ----- w u.- Extending the life of the country's largest off shore natural gas eld offered one solution, with the potential to supply energy for millions of homes. So in 2015, India's Oil and Natural Gas Corp. (ONGC) launched the Bassein Development Project in the Arabian Sea, partnering with L&T Hydrocarbon Engineering (LTHE) on the US$414 million initiative. LTHE is a subsidiary of Larsen & Toubro, a l'Ml Global Executive Council member. \"Traditionally, the energy mix has been coal and other fossil fuels But with global warming and the PHOTOS COURTESY OF INDIA'S Oi LAND NATURAL GAS CORP. 2019 PMI Project of the Year FINALIST In the Flow June 2015: Project is awarded to LTHE. December 2016: Offshore installation begins. March 2017: Offshore installation is completed- ahead of monsoon season. July 2017: Brownfield and greenfield hookup integration is completed September 2017 green initiatives promoted by the government of Hydrocarbons India ... the country wants to move to gas," says are introduced to Subramanian Sarma, CEO and managing director, "Every available platform. Project LTHE, Mumbai, India. "Every available gas reserve gas reserve has is dedicated by has to be exploited to meet this demand." to be exploited Prime Minister Prime Minister Narendra Modi had already to meet this Narendra Modi. established the goal to more than double the demand." November share of natural gas in India's energy mix by 2017: Project is 2030. To align with that objective, ONGC advised -Subramanian Sarma, LTHE, completed-86 Mumbai, India LTHE to complete the project in less than 31 days ahead of schedule. months. LTHE could give users access to energy DECEMBER 2019 PM NETWORK 55The Bassein Development Project under construction. At right, an LTHE design (enter more quickly, help ONGC's customers generate revenues sooner and establish itself as a leader in the hydrocarbon industry. \"It was in many ways a landmark project for us because of the sheer size, complexity and stringent schedule,\" says Kaustuv Bagchi, head of India off shore operations, LTHE. But LTHE had to adapt to one big risk: India's monthslong monsoon seasons. The inclement weather would limit key activities off the coast of the state of Maharashtraforcing the team to cre atively prioritize tasks and work schedules to keep workers safe and maintain progress. OFFSHORE LIMITS The team scoured the plan to identify e'iciencies that would accelerate progressiwithout sacricing quality of work or the welfare of workers. Proj ect managers took an aggressive and innovative 56 PM NETWORK DECEMBER2019 PMI.ORG approach to map out ways to shrink the schedule for the design, construction and commission of an offshore platform with one gas turbine generator, three process gas compressors and other processing facilities. They also had to devise plans to rapidly build ve large integrated modules while laying subsea pipelines and tackling browneld modi cation. For example, the original plan called for three independent gas compressor modules, but the LTHE team optimized them into a single module, which signicantly reduced the time to complete offshore installation, hookup and commissioning. The components were integrated on land, which greatly reduced the safety risks inherent in working offshore, Mr. Bagchi says. The team also built temporary housing on an offshore platform connected to the work site by a bridge. During monsoon season, gusty winds, strong currents and high swells prohibited vessels \"Performing job safety analysis and implementing the mitigation measures, we were able to manage or contain unsafe practices." R. Sathyanarayanan, LTHE from approaching the olfshore platform out of fear of collision. The temporary accommodations allowed workers to stay at the platform and work safely during the monsoon season. The team insti tuted a permitt0work system during monsoon season to ensure no work was done without proper supervision. Project leaders also received detailed weather forecasts every six hours, Mr. Bagchi says, allowing them to adjust plans if rough conditions were expected. In addition, they also designed the living quarters knowing that workers would spend 14 days at a time living and working there. "The living quarters had to be designed for the comfort, safety and leisure of the offshore work personnel,\" says R. Sathyanarayanan, joint general manager, offshore, LTHE. Both the living quarters and project site were covered with posters and other materials to increase safety awareness. Project leaders con Kaustuv Bagchi, LTHE ducted frequent safety awareness sessions and job safety analyses prior to the start of every construc tion activity. "Offshore projects usually pose a lot of safety issues, and this thought dominates our workspace," Mr. Bagchi says. The living quarters also pushed the platform height to a staggering 48 meters (157 feet), making it the tallest platform LTHE had ever fabricated. To mitigate the risks, the team assembled prefabricated sections on the ground, then erected them as mod ules on the platform. "That way we minimize the safety issues related to working at height,\" Mr. Sathyanarayanan says. Throughout the project, all team members and stakeholders were authorized to stop work if they encountered unsafe practices or activities. Although some worried those precautions could add delays to the project, they actually helped LTHE meet its accel 2019 PM| Project of the Year FINALIST \"It was in many ways a landmark project for us because of the sheer size." DECEMBERZO19 PM NETWORK 57 - From left, Kaustuv Bagchi, Subramanian Sarma, R, Sathyanarayanan and Satish Palekar "We are proud to have delivered a project of this magnitude and complexity to this level of performance." Satish Palekar, LTHE erated delivery date. In the end, there were no recorded safety issues over the project lifespana total of more than 6.4 million work hours without a losttime injury. \"Performing job safety analysis for all critical operations and implementing the mitigation mea sures, we were able to manage or contain unsafe practices,\" Mr. Sathyanarayanan says. CRASH COURSE The schedule overlapped with two monsoon sea sonsinot only adding safety risks but also the potential to create punishing delays. Storms can make it unsafe to transport equipment or workers to offshore platforms and block some tasks from being completed until after the monsoon season ends, Mr. Bagchi says. For example, the original plan called for commissioning to be completed in January 2018, but with monsoon season running from May through September, the team realized it couldn't install the new structures within the original time frame. 58 PM NETWORK DECEMBER2019 PMI.ORG 50 project leaders made a bold decision: crash the schedule and accelerate the timeline to install new structures by March of 2017 to get ahead of the storms. LTHE had never done this before, but the project team believed it was the only way to deliver the project on time. As part of the crash, the team relied on sys temic concurrency, overlapping the design, fabrica tion and engineering. Project managers reviewed the crashrelated changes with stakeholders and empowered them to accelerate their decision-mak- ing processes. For instance, engineering centers fasttracked approval of deliverables. And as soon as engineers approved a preliminary design, procure ment and fabrication began, Mr. Bagchi says. "This enabled all the structures to be ready six months ahead of schedule, which allowed us to install them one season before.\" Accelerating the schedule also created enough oat to complete all browneld integration. \"The Energy Boost Finishing the project early was a record-setting boon: Months early amount that India's Oil and Natural Gas Corp. was able to ramp up production team was able to complete the project 86 days ahead of schedule, because of the key strategies that we had taken,\" Mr. Bagchi says. MEASURE OF SUCCESS By empowering project managers and stakehold ers to embrace creative decision making, project leaders fostered a cando ethos. Team leaders were given full authority to regularly coordinate with ONGC stakeholders to review deliverables and resolve issues with suppliers and contractors. \"A clear and transparent communication plan was the key to a good relationship with stakeholders and executive sponsorship, and it maximized their engagement and continued support of the project," Mr. Bagchi says. The results were astonishing, helping LTHE establish new benchmarks. For the rst time in company history, LTHE installed the last two mod ulesithe thermo generator building module and Number of safety incidents over 28 months Number of days it took to hook up one of the offshore platforms, a record for L&T Hydrocar- bon Engineering process gas compressoron consecutive days and completed offshore platform connections in a com panyrecord three days. By taking innovative and aggressive actions, the project was completed in 28 months. And by nishing ahead of schedule, LTl[E enabled ONGC to ramp up production at the site three months early. \"It is all about setting international benchmarks 0f the highest order,\" says Satish Palekar, head of offshore, LTHE. \"We are proud, as an Indian multinational company, to have delivered a project of this magnitude and complexity to this level of performance.\" The blueprint for meeting India's future emery needs translates to all projects going forward: Proj ect leaders can inspire teams by providing them with the proper tools, resources and authority, Mr. Sarma says. \"It was a challenging project, but 1 had full condence in my people, and Ijust backed them up." PM 2019 PMI Project of the Year FlNALlST 6.42 million Number of lost-timeinjury-free hours logged by entire team Source: L&T Hydrocarbon Engineering DECEMBERZO19 PM NETWORK 59 \fRebirth of a Nation The article is based on material in the white paper "The Role of Project Management in Transforming a Nation from Developing to Developed Status: The Case of India Vision 2020," presented by Raju Rao, PMP, at PMI Global Congress 2006-Asia-Pacific in Bangkok, Thailand. Boasting an annual economic growth rate Strategic Vision The India-improvement efforts are on the right track, of about eight percent, India is generating big buzz in says Raju Rao, PMP, director and founder of Xtraplus business circles. The country has emerged as a cost- Solutions, a Chennai, India-based project management effective outsourcing solution for everything from IT to consultancy. He has studied the 2020 report and simi- engineering. And tourists flock here not only to check lar papers extensively to understand "the role of proj- out the cultural sites, but to search for less expensive ect management in achieving the strategic vision of a medical treatments. nation," he says. India is determined to exploit that potential even Formulating a vision with clear objectives and further through organizational project management. outcomes in business terms is half the battle to A massive web of individuals and groups have developing a program initiative, particularly for joined together to ensure it captures opportunities large, broad-scale social projects, he says. "What to improve the country and its position in the normally happens in these projects is that it's very global marketplace. difficult to make decisions because their outcome "There are people doing their own thing in their has to be measured by social rather than business own interests, but those interests can be aligned parameters," Mr. Rao says. "You need to work with The most crucial part for connecting projects to strategic intent for a nation will be formulation of programs with clear objectives. -Raju Rao, PMP, Xtraplus Solutions, Chennai, India toward a common one," says James the fuzzy front-end where the lack of clarity in Abraham, vice president and director of identifying requirements and knowledge about a Boston Consulting Group (BCG), New situation at the operational level is frequently not Delhi, India. taken into account." Along with BCG, the key players Mr. Rao also applied the concept of strategic intent include the All India Management Asso- to the 2020 findings. As outlined by authors C.K. ciation (AIMA), the Confederation of Indian Industry Prahalad and Gary Hamel in Competing for the (CII) and the government of India. Mr. Abraham Future [Tata McGraw-Hill, 2002], strategic intent can teamed up with AIMA's High-Level Strategic Group help organizations achieve their goals through a (HLSG) of 27 business and academic leaders for a sense of direction, discovery and destiny. The authors February 2003 report called "India's New Opportun base their theory, in part, on the dramatic post-war nity 2020." ascent that Japanese companies made to dominate The report identified three major areas of action: world markets. 1. Build the communications infrastructure Using strategic intent works well in cases where 2. Market India to change perceptions there is a disconnect between resources and aspira- 3. Accelerate the reach and richness of education. tions, Mr. Rao says. "This is very much evident in 74 PM NETWORK JUNE 2006 | WWW.PMI.ORGTHE 77 DEADLY SINS OF PROJECT MANAGEMENT. FAILURE STAKES ARE HIGH. SUCCESS IS THE ONLY OPTION. Your projects are only as good as the people who lead and support them. Management Concepts helps teams succeed by assessing overall project readiness and creating a culture where exceptional project execution can flourish. The result is an environment where team members are nurtured, budgets are respected, and competitive value increases. Let Management Concepts bring the virtues of success to your organization. Higher standards for project management. MANAGEMENTCONCEPTS The mind at work TRAINING . CONSULTING . PUBLICATIONS www.managementconcepts.com/sins Call us today at: 703.270.4128Armada Nation India as therels a substantial gap between where we are today compared to where we would like to reach." However, he points out there are differences and challenges in applying strategic intent to a nation versus an organization. \"The most crucial part for connecting projects to strategic intent for a nation will be formulation of programs with clear objec- tives," he says. That's where the three strategic action points outlined in the report come into play. The HLSG Supply and Demand The All India Management Association's HighLevel Strategic Group identified key areas for action at the macro level to boost supply and demand for India's services. sectors, including remote engineering, health and her- itage tourism, business processing outsourcing and do-it-yourself support. These services fall into two broad categories: I Professional services provided remotely from India: IT and IT-enabled services, telemedi- cine and e-learning l Customers serviced in India: Leisure tourism and special-service tourism, such as healthcare and education services. \"India can accelerate its economic growth and mitigate the unemployment problem forecast for the coming decades by seizing a huge opportunity provided by a combination of To Build Demand l Strengthen India's image as a brand that's reliable, safe, a value for the money and touristfriendly l Focus marketing on select countries with select services I Build credibility with customers through partnerships l Promote acceptability of the offshore concept I Improve the service experience for inbound tourism l Invest in promoting trials to induce individuals and corporations to sam- ple services and enable business mod- els, such as initial free medical advice. On the Supply Side l Develop domain expertise in specific areas, such as courseware design and change management for an e-learning firm I Reform the education and training sectors to increase base of skilled professionals l Strengthen connectivity infrastruc- ture (telecom, IT, airports) for in bound tourism l Promote public-private partnerships l Form interest groups around opportunities I Align regulatory policies to facilitate opportunity realization. global developments in industry, trade and demographics.\" Mr. Abraham says. The HLSG took significant time to understand why India, despite its knowledge of what needs to be done, often fails to make things happen. he says. \"The lack of speed was generally the result of an implementation model that enforces compliance, rather than obtains commitment, the power of which stakeholders can use to obtain a desired out- come,\" he says. \"The HLSG took identified numerous opportunities tied to these three areas, which were prioritized for action. India's large population of educated youth puts it in prime position to provide a host of services to other countries, according to the 2020 report. It estimates up to 40 million new jobs and $200 billion in annual revenues could be generated from a host of service 76 PM NETWORK l JUNE 2006 l WWWPMIDRG a path to create and guide the process of involvement and action, using the report as a stimulus to obtain commitment from stakeholders.\" Ultimately, the Vision defined in the India 2020 report isn't unfolding per a set plan. Rather, the lack of plan is part of the plan. \"We didn\"t get into a specific plan of action,\" Mr. Abraham says. Q: What are the odds you'll deliver your project on time? And what are the odds you'll deliver on budget? "The perfectadd-in to Microsoft Project for managing cost and schedule risk." Chris Capossela, General Manager Microsoft Project A: Risk+ for Microsoft Project Risk+ is a comprehensive risk analysis tool that integrates seamlessly with Buy Risk+ 2.0 On-line Microsoft" Project to quantify the cost and schedule uncertainty associated with your project plans. Risk Free for 30 days! Predicting how long a project will take or how much it will cost is almost impossible, and single point estimates for task duration and cost can be Features: dangerously misleading "Seamless Integration with Microsoft Project - Proven Risk Analysis Techniques Risk+ uses sophisticated simulation techniques to answer questions such as: . Quick Setup of Risk Parameters "What are the chances of completing by 2/28/2006?" Risk Histograms "How confident are we that costs will be below $9 million?"; or "What are the chances that this task will end up on the critical path?" . Integrated Cost and Schedule Analysis . Sensitivity Analysis Complex and expensive scheduling systems have provided these capabilities Probabilistic Branching for years. Risk+ brings these features to Microsoft Project, the world's most Conditional "If-Then-Else" widely used scheduling tool. The combination of Risk+ and Microsoft Project Custom Risk Distributions provide an extremely powerful project management toolset that is both . Correlated Risk affordable and easy to use. Contact us for more information: C/S Solutions, Inc. Email: info@cs-solutions.com www.cs-solutions.com Phone: (850) 269-3260 Don't worry, it doesn't take a statistical wizard to use Risk +! If you can build a critical path network, you can use Risk+. Copyright 2005 C/'S Solutions, Inc. Risk + is a trademark of C/'S Solutions, Inc. All other company and/or product names are trademarks and/or registered trademarks of their respective manufacturers.Bebirth_of_a Nation India is a nation of approximately 1.1 billion people, the world's largest democracy and home to some of the most educated people in the world. \"Instead we laid out a large aspiration, showing the gap or opportunity. It's not a traditional approach to project management because it's not hierarchi- cal. It's parallel processing with completely dis- persed groups.\" A Model India Advanced project management concepts can be applied to fill in a framework for developing programs and initiatives in India, Mr. Rao says. \"Most studies or reports stop with formulating a vision or action areas or guiding principles.\" he says. \"We still need a structured approach to help imple- ment the vision." This is where organizational project management models from Japan and PMI's Organi- zational Project Management Maturity Model (OPA13) play a role. The program initiative involves several steps: 1. Generate the program idea 2. Identify the stakeholders 3. Arrive at a consensus on a preliminary program definition 4. Form a program charter 5. Develop preliminary program plans 78 PM NETWORK l JUNE 2006 l WWWPMIDRG 6. Secure funding 7. Appoint a director or group leadership. Of the lines of action outlined in the 2020 report-infrastructure. marketing and education-Mr. Abraham says education is the most troublesome. The country is still in the throes of identifying all the stakeholders and forming a program definition. India is a nation of approximately 1.1 billion people, the world's largest democracy and home to some of the most educated people in the world. However, educational access and quality are inconsistent across the country, and IILSC has called for improvement. \"That element needs to be in the port- folio,\" Mr. Abraham says. \"We are especially concerned about primary and secondary school education because these are the children who will enter the workforce in 2020,\" he says. Another goal is lowering the rate of illiteracy. 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Here organization working to define and are just some of the features our program offers: promote the India brand. "Over the . On-campus and distance modes past few years, IBEF has developed a Full-time and part-time options unique brand position for India and . Experienced and world-renowned faculty connected with opinion makers, Dedicated staff committed to personalized attention which has influenced the marketing A curriculum that transcends industries of India," Mr. Abraham says. "One of our biggest concerns was Accredited by The Association to Advance Collegiate Schools of Business (AACSB) and the Middle States Association of Colleges and Schools the perception of India abroad. CEOs had a poor vision of India. Now, it's a hot investment," he says. "Two to three THE GEORGE years ago, it was exactly the opposite." IBEF gathered Indian business WASHINGTON executives who frequently sell India UNIVERSITY as a destination for manufacturing WASHINGTON DC outsourcing. "These people attend trade fairs all over the world, and most had different messages of India. BRING US YOUR We got a group together and said, Let's define what India is,' so each AMBITION. could promote it in their own way but www.business.gwu.edu/mspm with a more cohesive message," Mr. GW is an equal opportunity/ affirmative action institution certified to operate in VA by SCHEV. Abraham says. G91593PMN(01/06) Of the three areas marked for improvement, the communications infrastructure is the farthest along, he says. The spread of telecommunica tions is quite pervasive. In fact, India Take Advantage of PM Network's Pass-Along Value! has added some five million mobile Have you found an article in PM Network@ you'd like to subscribers in each of the first three use as a presentation tool? Would you like to distribute a months of this year, surpassing project management article as part of a newsletter? Con- China's monthly rate. The next wave tact the Project Management Institute (PMI) for information is focused on broadband technolo onreprinting articles (pmipub@pmi.org) and permission gies, which are considered essential to distribute them (permissions@pmi.org).More than a hotel. One of our biggest concerns was the perception of India abroad. CEOs had a poor vision of India. Now, it's a hot investment. -James Abraham, Boston Consulting Group, New Delhi, India to better connect the disparate parts of India and serve as a distribution chan- nel for education. Spacious, fully furnished apartments The concept of strategic intent goes Inclusive rates with housekeeping. utilities and more far in the case of India, according to Cutting edge technology that makes your job easier Mr. Abraham. "But it's only a direc- World-class service In cities worldwide Over 40 years of extended-stay experience tion because there is a dissonance with the current reality," he says. 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