Since the time overrun is extremely vast and complex subject which requires in-depth studies and it also requires a sound knowledge of other specialized subjects like Financial management, Risks Management, Legal Frameworks for construction, Project Management and others, it becomes difficult to suggest any solution to minimize overruns.
However, the foregoing analysis of the reasons for time overruns provides some clues for the remedial steps. These can be enumerated as follows:
Investment decision on a project should be undertaken only after full investigation, collection of data, analysis and crystallization of the concept.
Since in many projects, this analysis may be expensive and may require preparation of the detailed project report, the fast stage clearance should be used to eliminate those project ideas which are prima-facie not viable and on which expenses for detailed analysis may not be incurred. For this purpose, suitable databank for project analysis containing data about other similar projects (past & present) should be developed.
Evaluation studies of completed projects should also help in developing this bank data. Once final investment decision after sound appraisal is taken, no significant change in project concept, location, technology and scope should normally be permitted.
Sound implementation planning is a pre-requisite for effective implementation. Realistic, resource – based (resource requirements matched with availability constraints) implementable plans can be formulated by using techniques such as PERT/CPM and estimating activity times, linkages and resource requirements realistically through an inter-disciplinary group-process where experiences of many persons is pooled together.
Here also a data bank on similar projects (past and present) would be useful. Where protect authorities do not have sufficient experience or data, consultants can be employed for this task. Generally, a slack of about 10-15 per cent should be kept in reserve and an internal network for shorter duration may be drawn up which may be used by the implementing staff. Alternatively, the 10-15% stock may be implicitly included in the time duration of the last one or two activities. This ‘reserve’ is a means to meet the contingency of unforeseeable delays. Good computer software packages are available for project planning with PERT/CPM, equipment scheduling, manpower planning, cost optimization and control, monitoring etc. which could be effectively used. With sound implementation planning after proper project formulation more than half of the battle is won.
Even after the government approval of the project, there may be many clearances required from various government agencies, in order to save time, there may be one or more ‘Empowered Committees’, consisting of the of the secretaries or senior officials from concerned ministries, which may give some of the necessary clearances. Some major projects, for which such committees were constituted, were successful in minimizing time over-runs.
Once a project is approved for investment and ‘go ahead’ is given, funds should be committed to meet the requirements (both for the project and for the inter-linked activities/projects of other agencies on which it is dependent) as determined from the programme of work projected by resource-based network. There should not be piecemeal or ad-hoc based network. It may be advisable to determine year-wise requirement of funds for all projects under implementation for the whole plan period, which may be updated at each annual plan. Similarly, year-wise requirements for key materials like cement; steel can also be worked out in advance which should be committed by the respective allocating agencies, till the completion of the project.
Since in majority of projects, execution is through contracts, their proper management is a key to minimize time over-runs. The contract planning (both for works and equipment supplies) has to be linked closely to resource-based implementation planning of the projects. Contractors and suppliers should be bound to give their resource and time plans integrated with project plans (based on PERT/ CPM) and follow them. Each contract’s dates should be as per the detailed network. There should be close follow-up and interaction. Existing penalties and incentives need to be considerably enhanced so that contractors are also interested in on-time performance. Where delays are anticipated, project authorities should be able to off-load contracts (partially or fully) to other parties (either within the country or abroad) well in time. Target cost contracts with incentives for savings should be encouraged to minimize time over-runs. Where consultants are used for planning, awarding and following up the contracts, the effectiveness of consultants in contract management should be properly evaluated. ‘Expediters’ from project authorities or consultants can be helpful in watching progress, expediting deliveries and giving advance warnings, as they will be stationed at or visiting the suppliers’ shops. Contractors should be considered as partners in project execution and help should be provided in solving their genuine problems, as otherwise project execution will be help up.
A simple and effective monitoring system is essential to identify and anticipate the deviations from implementation plan, analysis the underlying problem areas and suggest corrective action. Anticipation is important from the point of view of preventing or overcoming the problems before they occur or taking alternative steps to minimize their impact on project time and cost. A good data bank on implementation of activities of this and other similar projects (past and present) could greatly help in the monitoring process. Over-monitoring should be avoided as it leads to unnecessary paperwork, tying up of project manpower resources and viewing of monitoring as an end in itself rather than as means to achieving the ends. Emergence of ‘Project Monitoring’, as a specialized profession should be encouraged. The objective of external agencies, which are monitoring the performance, should also be to provide help in solving problems rather than finding faults. Joint ‘Monitoring groups’ can be established, which may consist of representatives of the project as well as inter-linked agencies and the parties concerned. The groups could monitor and review the progress of the complete system -the project and the inter-linked activities/projects. .
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