Project troubleshooting

Read the case study below and answer the questions that follow US$242914$SO$1$ AC$1,4,5$; SO$2$ AC$3,4$; SO$3$ AC$3,4$; SO$4$ AC$3,4$; SO $5$ AC$2$

CCFO Identifying, Demonstrating, Contributing

$[$Total: $20]$

Calcutta's Metro $$ a textbook example of the problems that can arise from poor planning and implementation.

In the late $1990$s Calcutta's long$-$awaited metro finally opened to a collective sigh of relief from the long$-$suffering population of this large Indian city. Critics had long derided the project as one of the slowest$-$moving public works projects ever conceived and implemented. The single route line, comprising $17$ stations and slightly more than $10$ total miles of track, had taken $23$ years from the date it was first approved at a final estimated cost of almost $$5$ billion. To put this figure into perspective, the Gautrain is an $80-$kilometre system with $10$ stations, and the estimated final cost was R$25\mathrm{.}4$ billion $($$$2\mathrm{.}5$ billion$)$ and it took approximately five years to complete.

The project was originally hampered by poor funding that slowed the development process. However, it was during the project planning that a number of constraints became apparent that were to negatively impact on the project. For example, one factor that impeded progress was the decision to begin construction right in the middle of the city. Rather than start at one of the two terminal points, the project managers elected to begin digging in the city centre, first tunnelling down and then in both directions simultaneously. The problems with soil removal and heavy equipment transportation rose dramatically as a result. Among other factors that the Metro project had to work around were:

$1.$ Exclusive possession of the site was not possible. Normal life in the city had to go on as usual $$ there was a constant battle between maintaining normal traffic flows and creating enough buffers to allow for Metro construction.

$2.$ Traffic could not be fully diverted from the roads. It was impossible to divert traffic from already overcrowded thoroughfares.

$3.$ Uncharted utilities $($sewer$,$ water, telephone and electricity cables$).$ By far one of the worst features of this construction was the near total absence of a master plan showing the location of underground utilities and cable lines. Work was continuously started, stopped, and gradually restarted as crews hit underground lines and had to call for repair crews and await their repairs and or diversion.

$4.$ Shops around the site had to be provided with $$view$$ and $$approach$.$ Local shop owners were justifiably worried about the effect on their commerce of closing off access to their shops while construction went on$.$ They actively worked against Metro development until they were individually provided with access lanes from their shops to the still$-$operating streets.

Another unforeseen problem resulted from the large bureaucracy that sprang up around the Metro$$s construction. Utilising thousands of labourers led to the creation of a huge social umbrella for employees and their families as housing, schools, and medical centres were created and subsidised by the Metro Authority for the life of the project. In fact, one critic argued that it was wishful thinking to assume that workers would be motivated to quickly complete a project that provided such a comprehensive set of benefits for them and their families!

$($Adapted from Pinto, $2007$:$173)$

$1.$ Use the project implementation framework depicted in the diagram given above to analyse the case study.

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$2.$ How much of the problems the Metro faced were the result of a poorly conceived project plan and implementation challenges and how much was due to simple bad luck? Defend your position $($e$.$g$.$ by using the Fishbone Analysis tool$).$

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$3.$ What lessons learned can you take from this case study?

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$4.$ Use a project you are familiar with to discuss project planning in your division. What do you think need to be done to improve the planning phase of projects at your organisation?

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