ABSTRACT In India the GDP growth rate for fiscal year 2015 is at 7.4 percent and is targeted at 8-8.

Dr Malini Pande

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International Journal of Science, Technology & Management                                   www.ijstm.com  
Volume No 04, Special Issue No. 01, March 2015     ISSN (online): 2394-1537 
243 | P a g e  
PROJECT MANAGEMENT IN INDIA: A REALITY 
CHECK 
 
Dr Malini Pande 
Professor & Head, Department of Management Studies,  
Dr MGR University, Chennai, (India) 
 
ABSTRACT 
In India the GDP growth rate for fiscal year 2015 is at 7.4 percent and is targeted at 8-8.5 percent for fiscal 
year 2016. The target of the government is to increase growth to double digits in the coming years. The Budget 
2015 stressed on the need for accelerating investment and developing infrastructure. To stride towards the path 
of growth it is imperative that development projects that provide employment, stimulate investments, create 
infrastructure and a positive business environment are initiated and completed on time. Project Management is 
defined as the achievement of the objectives of the project through people. It involves organizing, leading, 
planning and control of the resources assigned for the project. Here we are going to talk about Project 
Monitoring, Control, and Evaluation. Exploratory research technique using case study analysis has been used 
and the researcher investigates a few ongoing government projects that have been delayed in the construction 
industry in Chennai. Literature review and in depth interviews have thrown some light on understanding the 
best method of monitoring projects. There is lack of good Project Management in several projects leading to 
time and cost overruns. Successful completion of any project requires effective project monitoring. Planning, 
Allocation, Implementation, Measurement, Evaluation, and Adjustment - all these six steps need to be followed 
to be successful in project implementation. 
 
Keywords: Project Management, Project Monitoring, Planning, Allocation, Implementation, 
Measurement, Evaluation, and Adjustment, Economic growth. 
 
I. INTRODUCTION  
 
Development and growth are the buzz words in economics. Developing nations wish to enhance their Gross 
Domestic Product to improve the income levels and living standards of the masses. In India the GDP growth 
rate for Fiscal Year 2015 is at 7.4 percent, is targeted at 8-8.5 percent for Fiscal Year 2016, and the ambition of 
the government is to increase the growth to double digits in future. The Budget 2015 stressed on the need for 
accelerating investment and developing infrastructure. To achieve an increase in income and stride towards the 
path of growth it is imperative that development projects that provide employment, stimulate investments, create 
infrastructure and a positive business environment are initiated and completed on time. In India projects are 
being created and implemented all the time for faster economic growth. These projects besides creating the 
prerequisites for growth infuse liquidity in the economy and stimulate a multiplier effect, where an initial dose 
of investment spurts a multiple increase in income. These investments will involve several large projects and for 
International Journal of Science, Technology & Management                                   www.ijstm.com  
Volume No 04, Special Issue No. 01, March 2015     ISSN (online): 2394-1537 
244 | P a g e  
the projects to be completed successfully it is absolutely imperative that efforts are made towards good project 
management.  
II. PROJECT, PROGRAMME, AND PROJECT MANAGEMENT: MEANING 
 
There is a difference between a project and a programme. Several projects may be parts or constituents of a 
programme. So a programme is a broader term, designed to solve a particular problem and it may have several 
projects in it. A programme is for long term, it starts on a particular date but its ending date depends on the 
completion of all the projects that form a part of the programme.  Projects are basically activities undertaken to 
complete the programme.  A Project can be defined as a complete package of investments, policy measures, and 
institutional and other actions designed to attain a specific objective or objectives within a specific time period. 
Projects can also be defined as a one time job that has a specific starting and ending date, a clearly articulated 
objective, and a predefined budget. Projects that are often called development projects in developing countries 
include capital formation and infrastructure development.  
Project Management is defined as the achievement of the objectives of the project through people. It involves 
organizing, leading, planning and control of the resources assigned for the project. So project management 
consists of identifying development needs, designing the project, implementing the project, monitoring and 
controlling the projects, and finally evaluating the performance of the project. Here we are going to talk about 
Project Monitoring, Control, and Evaluation. 
 
III. RESEARCH METHODOLOGY 
 
In this research Qualitative Research technique has been used to understand the issues related to Project 
Management with reference to government projects in Chennai city.  Qualitative analysis in this research 
involves analysis of data such as words from interviews. The case study approach is a widely practiced approach 
by all researchers for qualitative research involving non statistical procedures. Exploratory research technique 
using case study analysis has been used and the researcher investigates a few ongoing government projects that 
have been delayed in the construction industry in Chennai. These projects are the cases studies for this research. 
Our research has not created any new theories in project management but tried to confirm that most of the 
projects falter at the monitoring stage. Based on the interviews made with the respondents one truth stood out 
clearly that project monitoring is a neglected area and attitude towards monitoring is very casual. This paper 
wishes to reaffirm the importance of step by step, methodical, and professional monitoring of projects and the 
lack of and therefore need for training the project managers in project monitoring and control.  
The names of the projects cannot be revealed due to request for confidentiality from the respondents.  Data was 
collected through in depth interviews with contractors, Project Managers, and Government officials involved in 
the project. The information and knowledge gained through these interviews gave an insight to the researcher 
regarding the lack of professional project monitoring done in some of the projects. Successful implementation of 
projects requires a series of steps. We are not discussing all the steps in entirety. Here we are focusing on the 
part related to Project Monitoring which is extremely important for the success of a project. Literature review 
and in depth interviews have thrown some light in understanding the best method of monitoring projects. 
 
IV. PROJECT MONITORING 
 
International Journal of Science, Technology & Management                                   www.ijstm.com  
Volume No 04, Special Issue No. 01, March 2015     ISSN (online): 2394-1537 
245 | P a g e  
The process of observing progress of the project, observing how resources are utilized and anticipating 
deviations from planned performance will come under the purview of Project Monitoring. If we wish to utilise 
the resources earmarked for the project in an optimal manner it is crucial that monitoring and control is done on 
a regular basis. Timely completion of the project also requires continuous monitoring. Monitoring is also needed 
to ensure that inputs are converted into the highest quality of output. A good monitoring system will 
communicate reliable and accurate information about key result areas at a fast speed. There are several aspects 
of Monitoring. Some of them can be categorised as a) physical progress of implementation of projects (e.g. 
irrigation canals and drains, power projects etc), b) production, productivity, and profitability performance , c) 
maintenance of capital assets created so that there is no wastage of resources, d) ensure that there are no 
negative externalities or negative spill-over effects of the project. 
 
V. PROJECT MANAGER AND HIS ROLE 
 
A Project Manager plays a tremendous role in the success of a project. He or she needs to monitor and control 
the project by designing and implementing systems for the process so that there is the highest quality of output 
within the shortest possible time. The success in achieving this depends on how well the Project Manager 
involves, motivates, and guides his team. A Project Manager also needs to be capable of anticipating cost 
overruns and taking timely corrective action. This can be achieved by regularly monitoring resource absorption, 
following time deadlines, and having the intelligence and flexibility to vary the planned approach if there is any 
sign of overrun. He has to be fully knowledgeable about the control mechanisms and also ensure that other staffs 
of the project are properly prepared i.e. skilled and motivated to monitor the performance of the parts of projects 
under their control. Constant supervision and vigil is imperative.  
 
VI. STEPS IN MONITORING AND CONTROL 
 
Monitoring and Control means that activities of the project are completed on time and within the budget, that is, 
there are no time and cost overruns. To ensure this six steps are necessary:  
6.1. Planning - This is required for goal setting and goals help in setting expectations. It is against these 
expectations that project authority can control and monitor project performance. 
6.2. Allocation – This is about applying the resources to various activities in the project. 
6.3. Implementation- This is about undertaking all the technical work that is required to complete the project. It 
absorbs resources and provides results for the project. 
6.4. Measurement – Project management requires that deviation from goals and performance should be detected 
at the earliest stage. All performance indicators need to be observed and deviations measured. 
6.5. Evaluation – This is about understanding the why and how of deviations, what caused the deviations from 
the set goals and planned performance. 
6. 6.Adjustment – This means taking remedial or corrective action to resolve any deviations that exist.  
 
VII. AREAS IN MONITORING 
 
Any project needs to keep three things in minds: 
First, that it meets its goals and delivers what it was supposed to deliver.  
International Journal of Science, Technology & Management                                   www.ijstm.com  
Volume No 04, Special Issue No. 01, March 2015     ISSN (online): 2394-1537 
246 | P a g e  
Second, that it is completed on the planned end date.  
Third, the project is completed within the specified budget. 
 
 
VIII. MONITORING TECHNICAL PERFORMANCE 
 
There are various methods of monitoring technical performance of a project. Some of them are: 
8.1. Technical teams or Activity teams in the hierarchy of reporting to output managers or 
Department Head 
They are most appropriate for the purpose of monitoring because these are people who are directly responsible 
for conducting the work and ensuring that the deliverables are made. 
8.2. Activity Bar Chart 
This is a graphic way of showing the schedule of project activities. This chart can provide information related to 
a complete list of objectives, outputs, activities, calendar for the entire project, and start and end date for each 
activity. This is actually a tool for monitoring technical performance of a project and indicates the dates by 
which these deliverables should be completed.  
8.3 Peer Review 
To evaluate the quality of the technical work peer review can be very useful. However its usefulness is 
contingent on the peers being technically capable and knowledgeable. 
8.4. Third Party Technical Review 
This is done by people or an individual who has no stake in the project. This review gives objectivity and 
expertise which only a third party can give.  
 
IX. MONITORING TIME PERFORMANCE 
 
Activity bar chart represents the project schedule. For monitoring time performance two devices have been 
found useful. They are: 
9.1 Resource Bar Chart 
This is a good monitoring device which helps us to consider the impact of the schedule delay on all aspects of 
the project.  This bar chart indicates when the materials were supposed to come and when they have actually 
come. From this resource bar chart it is simple to assess if time schedule has been followed in project 
implementation. 
9.2 Expenditure Schedule 
The budget allocated to individual activities can be aggregated by output. On the basis of activity level 
monitoring data, this enables the Project Manager to monitor the schedule of expenditure for the complete 
project. 
 
X. MONITORING COST PERFORMANCE 
 
Cost performance also is of crucial importance and could be a critical strategy for monitoring the project. Some 
important tools are: 
International Journal of Science, Technology & Management                                   www.ijstm.com  
Volume No 04, Special Issue No. 01, March 2015     ISSN (online): 2394-1537 
247 | P a g e  
10.1 Budget as a Tool for Monitoring 
If the budget is compared to the actual costs as they are incurred then it could be an effective tool for 
monitoring. But if one has cost category budgets at the activity level, then one can detect financial deviations 
early in the project. The accountant in the project team can help the activity team create a simple monthly 
statement which compares actual to planned expenditure per cost category. The periodic statement reflects 
financial activity during the current period. This reveals the cost performance. 
10.1 Cash Flow Projection 
Cash flow is a useful tool for predicting real costs and actual incomes. It also helps in anticipating cash 
shortages. If optimal performance is the goal then all three elements – technical, time, and cost performance 
should be monitored simultaneously. 
10.2 Value Engineering Review 
There is always a stress on reducing project cost. Value engineering is a reviewing process of the value of the 
item used in the project. The value engineering review uses costs as a basis of review. Value of an item refers to 
the minimum cost at which the activity provided by the item under review could be obtained from any other 
item. This means that when non-functional cost is reduced or removed from an item, its value can be increased.  
 
XI. CONCLUSION 
 
The GDP growth rate for 2015 is at 7.4 percent, for 2016 it is targeted at 8-8.5 percent, and the ambition of the 
government is to increase the growth to double digits in future. The Budget 2015 stressed on the need for 
accelerating investment and developing infrastructure, if this dream is to become a reality. The additional fiscal 
expenditure is expected to go to infrastructure spending which in turn is expected to spur growth. The capital 
expenditure has seen an increase of 33.8 percent at Rs 1.35 lakh crore. Also the government's 'Make in India' 
programme to make India a manufacturing hub, presents a huge opportunity for job creation. All this focus and 
effort at boosting India’s economic growth involves investments in high productivity sectors like infrastructure, 
manufacturing and related industries. These investments will involve several large projects and for the projects 
to be completed successfully requires efforts at good project management. 
While the government is looking to fast-track stalled projects and start new projects a large number of mega 
infrastructure projects are facing delays. There is a lack of good Project Management in several of these projects 
leading to time and cost overruns. Successful completion of any project requires effective Project Monitoring. 
Planning, Allocation, Implementation, Measurement, Evaluation, and Adjustment - all these six steps need to be 
followed to be successful in project implementation. Our research has not created any new theories in project 
management but tried to confirm that most of the projects falter at the monitoring stage. Based on the interviews 
made with the respondents one truth stood out clearly that project monitoring is a neglected area and attitude 
towards monitoring is very casual. This paper wishes to reaffirm the importance of step by step, methodical, and 
professional monitoring of projects and the lack of and therefore need for training the project managers in 
project monitoring and control.  
 
REFERENCES 
 
[1] The Economic Times, 1 March 2015 - Union Budget 2015 
International Journal of Science, Technology & Management                                   www.ijstm.com  
Volume No 04, Special Issue No. 01, March 2015     ISSN (online): 2394-1537 
248 | P a g e  
[2] A.M. Odeh and H.T. Battaineh (2002) Causes of construction delay: traditional contracts. International 
Journal of  Project Management. 20, p. 67-73. (2002)  
[3] S.A. Assaf and S.A, Al-Hejji (2006) Causes of delay in large construction projects. International Journal of 
Project Management. 24, p. 349-357. (2006)  
[4] CT. Ramanathan and S.P. Narayanan (2009) Management of Multiple Projects in Pre-design and Pre-
construction phase. 2nd Construction Industry research achievement international conference (CIRAIC 
2009). CIDB. Kuala Lumpur, Malaysia. (2009) 
[5] I.B. Arazi, S.P. Narayanan and CT.Ramanathan (2011) Review on Uncertainities causing time and cost 
overrun in construction projects. World Academy of Science, Engineering and Technology (WASET 
2011), Bangkok, Thailand. (2011)  
[6] Delays and Cost Overruns in Infrastructure Projects: An Enquiry into Extents, Causes and Remedies Ram 
Singh Department of Economics Delhi School of Economics University of Delhi 110007 
[7] GOI(2006a), “Financing of the National Highway Development Programme”, Report of the Core Group, 
Planning Commission, Government of Financing Support to Public Private Partnership in Infrastructure, 
Planning Commission, New Delhi. 
[8] GOI(2006b), “Guidelines on Financing Support to Public Private Partnerships in Infrastructure, Planning 
and Commission”, New Delhi.  
[9] Managing Changes in Construction Projects, Written and compiled by the research team: University of the 
west England, Bristol Professor Ming Sun.  
[10] The Root Causes of Delays in Highway Construction, Dr. Ralph D. Ellis, Jr. Associate Professor 
Department of Civil and Coastal Engineering University of Florida 
[11] Construction Delay in International Projects, By Prof. Sami M. Fereig Ph.D., P. Eng. Dr. Nabil Kartam, 
Ph.D. Kuwait University, Kuwait. 
[12] “Pre-Execution Delays in Construction Project” by R.C. Boolchandani Chief Engineer (construction) 
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PROJECT MANAGEMENT IN INDIA: A REALITY CHECK

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