Managing projects in fast track – A case of public sector organization in India

Prasanta Kumar Dey (Department of Management Studies, University of the West Indies, Bridgetown, Barbados, West Indies)

International Journal of Public Sector Management

ISSN: 0951-3558

Publication date: 1 December 2000

Abstract

Completing projects faster than the normal duration is always a challenge to the management of any project, as it often demands many paradigm shifts. Opportunities of globalization, competition from private sectors and multinationals force the management of public sector organizations in the Indian petroleum sector to take various aggressive strategies to maintain their profitability. Constructing infrastructure for handling petroleum products is one of them. Moreover, these projects are required to be completed in faster duration compared to normal schedules to remain competitive, to get faster return on investment, and to give longer project life. However, using conventional tools and techniques of project management, it is impossible to handle the problem of reducing the project duration from a normal period. This study proposes the use of concurrent engineering in managing projects for radically reducing project duration. The phases of the project are accomplished concurrently/simultaneously instead of in a series. The complexities that arise in managing projects are tackled through restructuring project organization, improving management commitment, strengthening project‐planning activities, ensuring project quality, managing project risk objectively and integrating project activities through management information systems. These would not only ensure completion of projects in fast track, but also improve project effectiveness in terms of quality, cost effectiveness, team building, etc. and in turn overall productivity of the project organization would improve.

Keywords

Citation

Dey, P. (2000), "Managing projects in fast track – A case of public sector organization in India", International Journal of Public Sector Management, Vol. 13 No. 7, pp. 588-609. https://doi.org/10.1108/09513550010362677

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Publisher

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MCB UP Ltd

Copyright © 2000, MCB UP Limited

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