Process and Project Systems by Gaurav Jhunjhunwala

Process and Project Systems

Case Study of Chhatrapati Shivaji International Airport (T2) – Mumbai

Gaurav Jhunjhunwala Student ID - @00373099 M Sc Project Management in Construction (2013 – 2014) 2nd May, 2014

INDEX 1.0 Introduction ………………………………………………………………………………………….………. 01 1.1 Iconic Project Selection ……………………………………………………………………...…………....………..... 01 1.2 Achievements of the Project ………………………………………………………………………………….……… 03

2.0 Sub Task 1 ……………………………………………………………………….….…………………………. 05 Mapping and description of process in pre construction stage using IDEF0 and UML

2.1 Methodology …………………………………………………………………………………………………………………. 05 2.1.1 IDEF0 ……………………………………………………………………….…………….……………………………. 05 2.1.2 UML Activity Diagram ………….………………………………………….…………………………………… 05 2.2 Process Planning during Pre-Construction Stage ………….………………………….……………………. 06

3.0 Sub Task 2……………………………………………………………………….….……….…………………. 13 Detailed Risk Analysis

3.1 Methodology …………………………………………………………………………………………………………………. 14 3.2 Risk Identification and Analysis ………….…………………………………………………………………………… 15 3.21 Risk Register …………………………………………………………………………………………………………. 16

4.0 Sub Task 3……………………………………………………………………….….……………….…………. 20 Strategies for Project Improvement

4.1 Off-Site Construction Strategies ……………………………………………………………………………………. 20 4.2 Application of Off-site Construction ………………………………………………………………………………. 21 4.3 Quality Management ……………………………………………………………………………………………………. 24 4.4 Application of Quality Management ……………………………………………………………………………… 25

5.0 Conclusion ….……………..…………….….……………….……………………………………………….. 27 6.0 References……………………………………………………………………….….…………………………. 28 7.0 Appendices …………………………………………………………………….….………………………….. 31 7.1 IDEFO and UML Diagrams ……….…………………………………………………………………………………….. 31 7.2 Risk Register ………………………………………………………………………………………………………………….. 38 7.3 Risk Matrix …………………….……….……………………………………………………………………………………… 40

Process and Project Systems 2014 1.0 Introduction This report deals with a selection of an iconic project and analyzing the process involved during its pre-construction stage by the use of IDEF0 and UML diagrams. It deals with the risks involved in the project and the measures taken to overcome it. The report gives insight to off-site construction used for the project and also gives great details of the project and ways in which the overall project quality could have been improved.

1.1 Iconic Project Selection An icon can be described as a symbol or graphic representation; it is a sign which has a characteristic in common with the thing it signifies. In the construction industry, the mention of word “icon” relates to; landmarks, symbolic, monument, innovative, path breaking, memorial, idol, marvel, pioneering, identity etc. However, structures that fall into this category usually have attained global recognition as an architectural marvel for their unique design and function. Some structures are built to be iconic where as others achieve this status over time. There are many buildings which are considered iconic and are identified as the face of the city to which they belong. The Sydney opera house, the Leaning tower of Pisa, the Eiffel tower, the Burj Khalifa are all iconic to their city and are also visited by thousands of tourists from all over the world every year. The iconic structure selected for this report is the identity of the city of Mumbai. It is the Chhatrapati Shivaji International Airport (Mumbai International Airport Pvt. Ltd.) is one of India’s busiest airports. It is the most constraint airport in the world and is situated in the heart of a busting metropolis; Mumbai - the city of dreams. Mumbai is the commercial capital and the entertainment hub of India. The need for modernization of airports was realized and a proposal for the development of a new terminal was being planned. In 2007 the airport handled 20.3m passengers a year and it was estimated that the growth will be approx. 10-20% in the next 5years (AAI, 2012). The airports in India were inadequate for handling such capacity and the proposal for the New International Terminal at Mumbai was put in place. The Mumbai International Airport lacked one key element when compared to major airports – land.

Fig 1.11(a) – Passenger Growth Forecast Source – AAI, 2012 1

Process and Project Systems 2014

Fig 1.11(b) – Air Traffic Movement Growth Forecast Source – AAI, 2012

The new airport terminal was perceived as a dream for Mumbai and from the time of its inception it was believed to be an “Iconic landmark and a Gateway to India” (GRI Report, 2012). It is the greatest example that an Indian company can achieve in terms of standards and functioning. The project itself was difficult to conceive. It is one of the most constraints airport in the world and to modernize it was one of the biggest challenges the team would have to face. Apart from the land constraints one needs be aware that the work had to be carried out in an airside operation environment. The new terminal had to be constructed with a fully functional airport beside it and had to have minimal interference with its passengers. The new airport terminal would cater not only cater to the international passengers but also be opened to domestic passengers once the terminal is fully operational (AOPAO, 2014).

Before (2003)

Now (2014)

Fig 1.12– Air Traffic Movement Growth Forecast Source – Google Earth, 2014

On Completion (2016)

The new terminal not only makes the city as well as the nation proud of it as it achieved new feat in architecture and technology. All this was made possible by an Indian company - GVK. It will be viewed by 40m passengers arriving and departing the city. It is not only a landmark but also a symbol, a “GATEWAY” to Mumbai. The new terminal brings a sense of pride in every Mumbaikar (people of Mumbai) as it something which none of them imagined as no one expected that something of this sort could be ever built in India. It is truly a magnificent and a remarkable achievement for everyone and has surpassed all expectations and made it the city’s latest icon.

Process and Project Systems 2014 1.2 Achievements of the Project The airport has been built at a cost of 2.1billion dollar and is spread over 4.4million square feet in four levels. The airport itself is an architectural feet and never before such an attempt was made by an Indian company. The design draws inspiration from the feather of the national bird of India – peacock. The roof of the project covers an area of 70,000 sq mt. and makes it the largest roof in the world without an expansion joint (as seen in figure 1.21). In addition to its superlative roof it also features the largest and longest cable wall system in the world (SOM, 2014). It has the largest indoor landscape program in India and has been awarded an LEED gold certification from the Indian Green Building Council (IGBC, 2014).

Figure 1.21 – Largest Roof without Expansion joint at CSIA Source – GVK, 2014

Table No. 1

Mumbai being the commercial capital of India is more inclined towards economics and also seeks art as an investment but the International Terminal boasts a 3km long art walk which is the world’s largest indoor art program. It’s titled “Jaya He” adopted from the national anthem and displays works of over 2400 artists which collectively showcases Indian art and culture (GVK, 2014).

Figure 1.22 – “Jaya He” – 3km long art walk at CSIA Source – GVK, 2014

Process and Project Systems 2014 Each city has its own identity and the New Chhatrapati Shivaji International Airport Terminal gives Mumbai a new identity and is believed to be the modern Gateway to India. It is the same city where the Gateway of India was built by the British to commemorate King George V and Queen Mary when they visited India in 1911 (MTDC, 2014). Till date airports were just a medium of transport and helped boost infrastructure but the Mumbai International Airport breaks all boundaries and redefines the true meaning of a symbol for the people of its city and country.

Figure 1.23 â&#x20AC;&#x201C; Views of CSIA Source â&#x20AC;&#x201C; SOM, 2014

Process and Project Systems 2014 2.0 Sub Task 1 Mapping and Description of Process in Pre-construction Stage using IDEF0 & UML The following section discusses the use of IDEF0 and UML activity diagram to understand the process involved in a project. It gives great insights and helps in understanding each activity by a means of a map i.e. the process model. Process modeling helps in understanding the working of different process by providing all the necessary information (Baines et. al 1989). It makes work visible, improves communication and understanding of flow of process. The process provides a frame of reference and helps identify opportunities to improve a process (Rhem, 2006).

2.1 Methodology 2.1.1 IDEF0 Diagrams Projects in the construction industry have become more complex and the use of IDEF0 (Integration DEFinition Language 0) helps in producing a function model for a project. It is a graphical representation of the functions or processes within a system (University Of Salford, 2014 Learning Package 3.1). An IDEF0 comprises of a multiple activities and provides information which is related to a particular process/activity (see figure 2.1.11). Control

Input

FUNCTION NAM E

M echanism

Call

Fig 2.1.11 – IDEF0 Diagram Source – IDEF, 1993

Output

The inputs and outputs are the information exchanged between the processes. The output is the resultant information/report which is processed out of a function. The controls govern a particular process. Mechanisms are the teams which are defined to perform the action. The use of IDEF0 helps in breaking down the processes and analyzes each function by the means of which makes it easier and more graphical to understand (Liu and Zhang, 2006).

2.1.2 UML Activity Diagram The Unified Modeling Language (UML) is “graphical language for visualizing, specifying, constructing and documenting the artifacts of a software-intensive system” (OMG, 1997). The activity diagram in the UML helps in determining the steps to a process thus helping an individual to build a workflow and distribute responsibilities. The UML activity diagram is easy to use and can be implemented in any field. It helps in providing improvements in the flow of an activity and also the flow of information between different organizations involved. It provides a visual understanding of different process. It also helps in capturing communicating and levering knowledge in problem solving (Alhir, 1993). The following section would discuss the use of the above methodologies to understand the process and sub-process involved in the preconstruction stage of the selected iconic project.

Process and Project Systems 2014 2.2 Planning Process during Pre-Construction Stage Growing passengers and inadequate facility and infrastructure was the sole reason seen which made way for a new Airport Terminal. The Airport Authority of India (AAI) had inadequate funds and the income from the passengers when compared to other international airports was very low (see figure 2.21). A committee was set up for the same and it was then decided that the CSIA would be developed as a Public Private Partnership project.

Fig 2.21 – Revenue Based facts of AAI (Mumbai CSIA) Source – AAI, 2012

Figure 2.22 explains the idea of the project i.e. the development of the new airport terminal. It is by means of this IDEF0 diagram the processes will be evolved. It gives the project a reference and is a top level diagram which is followed by a series of child diagram which would provide elaborate details about the subject.

Fig 2.22 – IDEF0 Context Diagram

Process and Project Systems 2014 Figure 2.23 is the child diagram of the context diagram Figure 2.22. The initial study; tender stage and planning stage are parent diagrams and have child diagrams to them. Each stage is crucial in planning the next process. Failure of any process leads to the failure of the next and the succeeding processes. The figure 2.23 is Level 1 IDEF0 Diagram and is an overview of the overall stages of the preconstruction stage of the project. It explains the initial study carried out by the AAI to analyze the risks and limitations of the project. Maximum projects are delayed because the failure to have a good understanding of the client brief hence this stage is the most important process of the project and a failure to understand the importance of this stage would result in failure of all other processes and project. Following the initial stage is the tendering of the project in which a tender would be released to bring in bidders and select an appropriate partner for the development. This stage would look at detail financial as well as technical support required for this project. As it deals with the development of an airport terminal at an existing functioning airport; awarding the tender to the right organization would be the most crucial aspect of the project. Once the private partner is finalized the conceptual planning stage begins where the proposals and detailed designs are analyzed and a final project report is submitted for the final approval. Once approved the pre-construction stage would deal with the overall project construction planning and implementation planning.

Fig 2.23 â&#x20AC;&#x201C; IDEF0 Child Diagram Level 1 7

Process and Project Systems 2014 Figure 2.24 is a Level 2 child diagram of the Initial Study process. This stage deals with the most important information which needs to be extracted from the client. It is most important to get the maximum information from the client. To get the maximum information for the tender process the initial project brief is prepared. A design brief is prepared which the site constraints, project limitations and building regulations are taken into consideration. Following the design planning the conceptual planning of the project is perceived. This stage provides a more detailed understanding of the clientâ&#x20AC;&#x2122;s requirements and this stage does review the original brief and alterations are made to the brief as per the output. The next stage is the cost planning which is the most important aspect of the project. Economics are the main aspects that govern any construction project. A detailed understanding of this process would help the bidders understand the finances necessary for the project and also the investment AAI was looking at. Once the first three processes are completed a detailed report is prepared which takes into consideration all the risks, site studies, requirements as well as the contractual agreements for the development of the terminal. This report would also contain a revised brief which is prepared after every process resulting in a better client understanding leading to the success and future planning of the project.

Fig 2.24 â&#x20AC;&#x201C; IDEF0 Child Diagram Level 2

Process and Project Systems 2014 Figure 2.25 is a Level 2 child diagram of the Tender process. This is the most important process in finalizing the private partner for the development of the CSIA, Mumbai. This process deals in 4 sub-processes. It is a four stage tender process and all risks are taken into consideration before awarding the project to the private partner. The first process deals with the list of mandatory requirements proposed by the AAI in order to reduce the number of private investors bidding for the project. These would have minimum standards and annual turnover of the company as part of the requirements. It not only prevents incompetent bidders but also has reduced the number of people bidding for the project. Once the bidders are short listed from this process a second bidding is done by the remaining companies in terms of financial support. This would not only assure AAI of the investment by the private company but also make sure that the project does not come to a halt in terms of finance as it is the most common reasons for the failure of projects. In a project like the airport the technical capability is as important as the finance and since it will be built with an operating airport next to it; the shortlisted bidders from the financial process were required to submit a set of technical qualifications and also the previous projects carried out by their firm. On successful completion of all processes the final tender was awarded to GVK out of the remaining six companies (AAI, 2012). The staged process resulted in eliminating companies which were incapable of handling the project thus avoiding future risks. Once the company was awarded the tender a set of contracts were signed and the private partner took charge of the project and the following processes were done in collaboration with the AAI.

Fig 2.25 â&#x20AC;&#x201C; IDEF0 Child Diagram Level 2 9

Process and Project Systems 2014 Figure 2.26 is a Level 2 child diagram of the Planning process. This stage is handled by the private partner GVK. It is only after successful completion of the other processes one can come to this stage. This stage mainly deals with the design and planning of the project. It is clientâ&#x20AC;&#x2122;s brief which would help in the successful approval of the final report submitted by the partner. The conceptual design and the design development process are further explained by a UML activity diagram in figure 2.27 and 2.28 respectively. These processes give a detailed understanding of the clients brief into reality. The plans and proposals are detailed when the concept is approved by the AAI. Once the client has developed the detailed design the detail specification and numbers come into light. The finance and investments are put into numbers and once the process is finalized a detailed report with overall cost, estimate and budget is submitted to AAI by GVK for final approvals before the planning of the construction stage of the project. Following this process is the pre-construction process which is handled by both; AAI as well as GVK. Both teams work together dividing the risks making the project process easy which would lead to successful completion of the project.

Fig 2.26 â&#x20AC;&#x201C; IDEF0 Child Diagram Level 2

Figure 2.27 and 2.28 displays the flow of activity in the Conceptual process and design development process respectively.

Process and Project Systems 2014

Fig 2.27 â&#x20AC;&#x201C; UML Activity Diagram of IDEF0 Level 2 Conceptual Stage

The figure 2.27 shows the flow of activities and distribution of responsibility between the AAI, GVK and the selected architect SOM. Once GVK receives the tender contract and the project brief it starts to work on the project and analyze the risks and other necessities. It appoints the architect, receives the conceptual designs and evaluating the cost prepares a project report for the approval from the AAI so that it could be further developed.

Process and Project Systems 2014

Fig 2.28 â&#x20AC;&#x201C; UML Activity Diagram of IDEF0 Level 2 Design

On approval of the conceptual stage report GVK then moves into the detail design and detail cost estimation of the report as seen in figure 2.28. On successful completion and internal approvals the project report is finally compiled and sent to AAI for its approval before the pre-construction planning of the project. A risk analysis is necessary for a successful process planning stage and the in-depth analysis is provided in the next section of the project report.

Process and Project Systems 2014 3.0 Sub Task 2 Detailed Risk Analysis All construction projects are associated to risks and uncertainty. The complexities involved in each project are different and so are the risks involved in each project. “Risk is the probability; an adverse event that may occur during a stated period of time” (Royal Society, 1991 p.339). Its impact can be considered as an unwanted incident which may cause an unnecessary consequence. Risk management is a continuous process throughout the life of a project and it cannot be applied only once. As per Edwards, P.J. & Bowen (1998) risk can be classified into three stages. 1. Risk Identification – It is the identification of an element which may cause failure to the entire project. Identifying risks that affect the project are important and failure to identify any risk may lead to critical situations during the life cycle of a project. The decisions to counter risks should be taken earlier in a project and hence identifying those risks is a crucial aspect for all projects (Godfrey, 1996). 2. Risk Analysis – Once the risks are identified each of them are analyzed. It could be the probability of the event occurring in a number of cases. More the probability seen across projects, more are the chances of it occurring. Risk analysis deals with the evaluation of risks and how it would affect the project (Williams, 1995). 3. Risk Response – The decisions taken to tackle the risks is the response one has to each risk in case of emergency. Each risk needs to be tackled if it would have an impact on the project. The solution to tackle this risk is the response generated so that the project is unaffected (Songer, 1997).

Figure 3.01 – Risk Management Process

Process and Project Systems 2014 3.1 Methodology The development of CSIA, Mumbai involves a number of risks as it had a functional airport next to it. This section would deal with a series of risk identification and analysis by using the risk register. Based on the risk identification and analysis three dimensions of risk would be considered as suggested by Edwards and Bowen (2005). The three dimensions can be seen by the use of a three-dimensional cube as seen in figure 3.11.

Figure 3.11 – Risk severity Model Source - Edwards and Bowen, 2005

The three-dimensions to understand the risk affecting the project deal on a scale of five but we would consider it on a scale of three as only the major risks are being taken into consideration. 1. Probability of Occurrence (PE) – It deals with the possibility of a risk taking place. On a scale of three it could be rated as Rare (R) which would be unlikely to occur; Possible (P) is moderate and Certain (C) which is very likely to occur. 2. Impact (I) – It refers to the affect it will have on the project. On a scale of three it could be rated as Low (L) which shows that it is safe; Medium (M) displays moderate impact and High (H) means it would have a huge impact on the project and would require additional care. 3. Duration (D) – It refers to the time during which risk may occur. On a scale of three it could be rated as Short (S) that indicates the risk is nearby, Medium (M) represents a little buffer on time where as Long (L) indicates that there is plenty of time to take action. The risk which is rated as short needs to be taken care of to the earliest as it will be the first to impact.

Process and Project Systems 2014 Figure 3.12 displays the risks dimensions on a scale of 3.

Probability of Occurrence

Rare (R)

Possible (P)

Certain (C)

Impact

Low (L)

Medium (M)

High (H)

Duration

Long (L)

Medium (M)

Short (S)

Figure 3.12 – Risk Dimension Scale

3.2 Risk Identification and Analysis The development of a new airport terminal does have interests from political and social sectors as it would have a great impact on the city. As suggested by Roumboutsos and Chiara (2010) it is necessary to do PEST analysis on the public private partnership project to understand the overall risks that would have an impact, as the project involves the economy of the public sector it would involve social and political interests.

TABLE NO. 2 – PEST ANALYSIS on Risks

Political

Economical

• The CSIA is a public-private partnership project and will have a lot of political influence to it.

• The CSIA is a public private partnership project and involves finance investment from public as well as private firm.

• Construction of new terminal is seen as a political gain and many political parties would seek their interest.

• Huge investments are required for the development as a result foreign banks may be one of the investors as the international terminal would have a global affect.

• Political impacts would be high on a project of this scale and would draw continuous interests politically but on larger context it would only slow down the work and make the process longer.

Social • The CSIA new terminal would be built in the same vicinity as the old terminal. As a result would have great impact on the people travelling to the existing airport.

• The risk in fluctuating currency would make the exchange rate differ and the amount may increase/decrease when more money needs to be loaned or returned.

Technological • The airport terminal has various organizations working on the same project. It deals with organizations across the globe.

• The new terminal development would require the acquisition of slums which had illegally occupied the airport land.

• The airport was seen as a new technological feat and for it new technology had to be implemented which had to be bought from international markets.

• A lot of five-star rated hotels are located in the vicinity and the people living in these would be affected as they are close to a construction site.

• It would require skilled people to use the new technology which was not too common in the city and as a result training might need to be provided for the long run.

Process and Project Systems 2014 3.21Risk Register Having done the PEST analysis one can understand the various impacts the project would have on all fronts. Now making a risk register would provide an overall understanding of the risks impacting the project on all aspects. (Risks have been identified on the Risk Matrix which can be seen in figure 3.22)

Table No. 3 â&#x20AC;&#x201C; Risk Register

Process and Project Systems 2014

Figure 3.22 â&#x20AC;&#x201C; Risk Matrix

From the risk register in Table 3 it can be inferred that there are a great number of risks which would have an impact on the overall time schedule of the project. It is necessary that each risk is handled carefully and there are alternative options to tackle them. Space Constraint - The major constraint of the project is land. As it is located in the middle of the city there is no scope of expansion (As discussed in chapter 1.1). The new terminal had to be developed alongside an operational airport and it was the major challenge for all organizations working on it. Selection of architect and project planning would play crucial roles. New and innovative construction techniques need to be developed so that the project could be completed in the stipulated amount of time. Offsite construction should be taken as a consideration to avoid difficulties of construction on site. Gibbs (1999) suggests that offsite construction favors sites which have constraints in carrying out construction activities. Delay in Land Clearance - Construction work cannot start on site if the land is occupied. The clearance of land would be a major challenge. There is large amount of airport land which is occupied by slum dwellers illegally. However there is a need for the government authorities to get the land clear and relocate the existing tenants as per the Slum Rehabilitation Act, 1995. Sooner the land occupied, faster the work starts on site. The AAI in collaboration with the Slum Rehabilitation Authority (SRA) should plan the best possible way for clearing the occupied land in early stages by compensating/re-housing the individuals affected by the project. Traffic Planning - Traffic considerations also needed to be taken as the route leading to the construction site would be leading to the airport as well. Good planning and management would lead to the overall success. Diverting the traffic and creating alternate routes with the help of

Process and Project Systems 2014 MMRDA should be taken into consideration. Heavy trucks and materials could be moved during the afternoon hours as the traffic on the international terminal as well as the national highway is comparatively less (data of international flight information retrieved from CSIA, 2014). Approvals and Sanctions – A Majority of projects are delayed due to sanctions and approvals required for the construction of the project, major reasons being the change in government policies and backlog of work. Ranjani Govind (2013) argues the need for a government body in India like the RICS in the UK, but the delay in approvals is a major factor which needs to be taken into consideration and some buffer in time must be kept from this process to the next. Since the project is a public private partnership it is suggested by Spackman (2002) that the approvals and sanctions risks of the project should be handled and shared by the public organization Security – The area of construction activity adjacent to the airport is sensitive zone as per the defense ministry and hence security plays a crucial aspect of the project. It is necessary to provide adequate security to the airport as well as the construction site of the new airport. Special management care needs to be taken into consideration while planning the overall security of the site. The overall security may need to be increased surrounding the functional airport. Private security officials may be hired and local police patrolling around the site regularly may also be considered. Mistaken Information – Some information may not be communicated correctly from the client during the tender stage which may cause rework thus increasing the overall expenditure and increase in time for project completion. An in-house team that is constantly involved in the project will be monitoring the entire phase of the project till the tender is awarded to a private partner as discussed in chapter 2. Approval on all stages needs to be taken by the private firm from the public organization to avoid any miscommunication and difference in understanding. Selection of Private Partner - The selection of the private partner was a major concern as the risks had to be transferred from the government organization to the private organization. As a result a four stage tender process was set up as explained in chapter 2. The project requires a huge amount of capital investment as well as technical capability. The tender process took into consideration these aspects and there were mandatory requirements to eliminate incompetent bidders. The second and third stage dealt with the finance and economy pertaining to the project. The bidders with more financial and technical abilities were shortlisted. The final selection of the contractor was done on the basis of profit sharing on the revenue earned which was awarded to GVK (AAI 2012). Communication – The CSIA development deals with a number of organizations who are located globally. Keeping all organizations informed and updated on all aspects of the project is a major concern and appointment of an experienced project management team is needed who could handle the overall planning of the project and keep everyone updated with the scenario (Hexham and Vangen, 2000). Appointment of a renowned project management firm to cater to problems concerning to communication of decisions across all organizations and project handling

Process and Project Systems 2014 would lead to the overall success of the project. Managing a project has an impact on cost as well as the project duration. Vicinity of Construction – The new terminal is surrounded by a functional terminal as well as city’s top star rated hotels. Construction activity in the vicinity would have an impact on the surrounding areas. Special care needs to be taken when the construction activities are being carried out. Demolition of existing building should be handled carefully as it would generate dust in the atmosphere. Management of all activities would play a vital aspect. Use of offsite construction avoids interference with the surrounding areas during the major portion of the project i.e. the construction stage (Lawson et. al, 2014). Design Brief – Failure to understand the design brief could be an area of concern and especially with projects that require such huge some of investment. A series of case study and site investigations needed to be done so that the maximum requirements are mentioned by the client. Approvals on all stages of design should be approved by the public organizations involved as it would avoid future conflicts (discussed in chapter 2 UML diagrams). Being a Public Private Partnership it is understood that some of the risks shall be mutually divided such as delay in government approvals; as it one of the most common reasons in the city for project delays (Rebeiz and Karim, 2012). Having a public organization deal with the political and authorization front, risks can be tackled effectively where as the private partner would take the design, construction, economy as well as the social aspects into consideration. There are a few risks which needs to be shared such as the inflation and other risks caused by natural calamities (Act of God/Force Majeure) which needs to be understood and mutually agreed by both organizations.

Figure 3.211 –Sharing of Risks

Some risks are not thought of when the project is in the preconstruction stage. It has to be understood that as the project is being implemented they might have to face unforeseen circumstances as the risks involved during this period will be at the maximum. Mitigation of unforeseen risks is the most crucial aspect of the project which results in the success or failure. A failure to tackle these risks is an area of concern and an appointment of an experienced project manager would help deal with the same.

Process and Project Systems 2014 4.0 Sub Task 3 Strategies for Project Improvement The strategy to improve a project is by the integration of design, engineering and production. It would help reduce cost and improve the overall project performance (Gibb A. 1999). New methods are being adapted to make construction easier and avoid more on site activities. Offsite construction is the new strategy used by organizations to complete construction projects at a faster pace.

4.1 Off-Site Construction Strategies Offsite Construction is the assembly of prefabricated components on a building site using modern day tools and technology. As the word suggests the construction is carried out offsite only the assembly is done at the required place (Gibb A. 1999). Offsite construction is being carried out in most of the leading countries and is growing at a rapid pace (see figure 4.11).

Figure 4.11 â&#x20AC;&#x201C; Countries with respect to expenditure on offsite construction Source â&#x20AC;&#x201C; Smith, 2010

There are various advantages of offsite construction. There is a general misconception that quality is compromised when the construction is done offsite, but this is not true. The quality of components is enhanced as they are built under supervision in a controlled environment. As it is built offsite the components can be built irrespective of the weather and hence labor productivity and safety is improved which is a common concern in all projects. Since a majority of work is done offsite there is less disturbance to its surroundings, this helps the adjacent buildings next to a construction site. Most prefab components are modular which minimizes waste and saves cost (Lawson et. al, 2014). The major advantage of using offsite construction when compared to traditional construction is that a lot of time is saved as activities happen simultaneously (as seen in figure 4.12).

Process and Project Systems 2014

Figure 4.12 â&#x20AC;&#x201C; Onsite vs Offsite Construction Schedule Source â&#x20AC;&#x201C; Smith, 2010

There are limitations to offsite construction as well. Since the modules are built offsite the transportation of these components would play a vital role. Inadequate infrastructure are major drawbacks for not implementing offsite construction on major projects. Offsite construction provides less flexibility in terms of altering the design. Once the drawings are sent for prefab there is little which can be done. Most of the construction projects get delayed as the client keeps changing the brief. Since offsite construction follows a strict time schedule the client needs to take decisions so that the components can be prepared offsite. Offsite construction does keep projects on track with respect to time which is the major advantage as well as its disadvantage (Lecture notes, 2014).

4.2 Application of Off-Site Construction Looking at the number of constraints the development of CSIA had it was suggested by the construction company to use prefab components. The architects being in America were experienced as major projects in the USA are done offsite. Severe land constraints; an operational airport close by; a tight project schedule were several factors which made way for the organizations to think about prefab construction. Land constrain was the major factor which gave the idea of offsite construction. The airport being the 2nd most busiest in India (AAI, 2012) had to be completed on time without any disruption to the existing and operating terminal next to it. The major structure of the building is done using prefab steel. The structure of the steel work of the roof can be seen in figure 4.21. Since one of the most important design features of the structure was the roof it was done offsite and assembled on site.

Process and Project Systems 2014

Figure 4.21 â&#x20AC;&#x201C; Prefab steel structure of the roof Source â&#x20AC;&#x201C; Archdaily, 2014

The roof covers an area of 70,000sq mt. and is supported by columns which are spaced at 64m in one direction and 34m in the other direction. To handle such massive loads of the roof the use of prefab steel structure within the concrete columns was suggested. These beams were made offsite and then assembled onsite by the use of cranes before concreting the columns. It helped the cause of the building as well as saved a lot of time as the roof was already being done offsite while the building was being constructed onsite. Since is it the primary feature of the terminal it would require great finishing and superior quality. Since the two activities were happening parallel the roof was just to be bought on site and assembled together reducing the overall time and effort of the labourers (SOM Technical Report 2014).

Process and Project Systems 2014 The construction of new terminal demanded direct access to the terminal from the national highway which would reduce the travel time from 40min to a mere 10 min and also make the domestic airport accessible within a few minutes (figure 4.22). Faster connectivity was the need of the hour (MMRDA, 2014). The major chunk of the route had to be constructed over the existing route which was to access the existing airport by the public. It was suggested that the 3.5km elevated road be done using offsite construction to save time as well as to avoid traffic snarls at the construction site as it would create chaos at the airport.

Sahar Elevated Road

National Highway

Figure 4.22 â&#x20AC;&#x201C; Sahar Elevated Road Source â&#x20AC;&#x201C; MMRDA, 2014

Use of offsite construction proved beneficial in both these scenarios helping the project in multiple ways and avoiding many difficulties. Many modules in this project were prefabricated which help reduced the lead time and improve the overall quality as well as the aesthetics of the structure. These were just two scenarios explained in detail where prefab has been used. The use of offsite construction in India is growing at a rapid pace due to many constraints and it is on individuals to use it for their benefits like the organizations involved in making the CSIA did (NBMCW 2014).

Process and Project Systems 2014 4.3 Quality Management Quality management and quality improvement are essential for a successful organization. Improved quality raises profits and provides a competitive advantage (Wild, 2002). In the manufacturing industry meeting/exceeding the customer requirements are considered to be good quality. Quality management deals with quality control, quality assurance and total quality.

Figure 4.31 â&#x20AC;&#x201C; Elements of Quality Management Source â&#x20AC;&#x201C; Lecture notes, University of Salford

Quality management helps in assuring quality to the project and is beneficial for the client as well as the organizations involved. It helps in reduction of waste and increases the efficiency of the process. It helps in reduction of cost as the faults are identified at the early stages when it undergoes supervision. Quality management helps in identification of problems and also increases the safety of labour on site which is a modern day concern for all construction projects. However maintaining quality and applying it on construction site does require great amount of planning and also takes some time. Quality implementation could be a bit expensive as it requires professionals and training of staff for improved standard (Gitlow, 2005). There are various factors that affect the construction industry in maintaining and improving the quality standards. The main processes that influence the construction industry are the quality of design and the management of the process quality. These factors influence the total quality of the project (Wild, 2002). The CSIA has raised the benchmark of all public private partnership projects and defined new standards of construction in Mumbai.

Process and Project Systems 2014 4.4 Application of Quality Management Application of quality management requires an organization to determine the size of the project and the project team. Many projects lead to difficulties due to insufficient numbers and problems are often not noticed as the teams are over burdened with different work. The project activities needs to be determined and the method of work allocation should be clearly identified. The responsibilities and commitment of project responsibilities should be well defined and handled effectively. Several decisions and measures were taken by the public and private partners that were vital for the development of CSIA. As discussed earlier in section 4.3 there are two major factors which contributed to the nature of quality of a project. 1. Design Quality – The selection of the architect was the most important criteria for the project to be iconic. GVK the private investor looked no further and appointed the world’s leading architecture firm SOM (Skidmore, Owings and Merrill LLP) to design the gateway project. The architects are very famous and boast a portfolio of designing world class buildings all across the world including the Burj Khalifa. Their experience and expertise in building world class projects assured that the quality of design and the iconicity of the project is maintained. 2. Management of Process Quality – Each process was carefully monitored and executed. The brief was well prepared and the contracts and tendering process was elaborate as explained in the process of pre-construction stage in chapter 2. At no stage was any required process eliminated. For better implementation and coordination one of the most experienced project management team CH2M HILL were appointed to assure the standard and rate of construction work carried out. The organizations had also decided that the construction company L&T follows all Indian as well as American standards with respect to the construction of the project (SOM Technical Report 2014). The project went through several deadlines and various deadlines were missed due to multiple factors. There are unforeseen circumstances which a project has to go through and some factors were also not considered while constructing this project. Land clearance and political intervention were two major factors which delayed the project by two years and also increased the overall cost of the project. Had such issues been identified and worked upon then the situations could have been avoided. There are various programmes and philosophies which could have been implemented for the improvement of quality. Six Sigma philosophy developed by Motorola in the 1980s must have been implemented for a better outcome of the project. This strategy explains the philosophy of working smarter and not harder. It is a methodical approach for continuous improvement in areas of critical importance which is responsible for the success of the project (Wild, 2002).

Process and Project Systems 2014 Six Sigma philosophy deals with 5 stages of improvement – 1. Define / Prioritize- It defines the process that needs the priority for improvement which is the key process that will enable maximum quality. 2. Measure – Capability of the process 3. Analyze – To find out where and how the defects occur 4. Improve – The vital factors that could improve the problems identified 5. Control – It is the performance of the and after the analysis which would help sustain the gain

Figure 4.41 – Six Sigma Philosophy Source - GoLeanSixSigma

Planning needs to be completed before implementation, same way quality planning is required to be thought of before the implementation. Using international standards are a way to improve the standard and the overall quality of product, however defects hidden only escalates the problems in the future. Using the six sigma philosophy on all stages of planning will improve the overall process and quality of the building. Lean thinking philosophy can also be implemented as it helps increase the quality and reduce the waste of the product thus improving the overall value. The Toyota Principles of Lean as implemented by the company itself are the reason for the manufacturers present day success. All these philosophies are long term and must not be seen as short term goals. Quality will improve only with continuous improvement and implementing the ideas in overall processes.

Process and Project Systems 2014 5.0 Conclusion Project planning and execution has become more complex in todayâ&#x20AC;&#x2122;s fast changing world. The development of technology and new tools and techniques are helping the construction industry, project timelines have reduced to months from a few years. This report draws various tools and techniques which are useful even in modern day construction industry and will continue to prove helpful in the future as well. The use of IDEFO and UML as a visual tool to study the processes and sub processes of the construction projects is very helpful. It visually explains the stage of each process and also the requirements, the things that would govern the stage and also the person responsible for it. It helps in eliminating the unnecessary processes but also focuses on processes which are critical for the success of the project. Identifying risks are a major concern for all projects. There are several risks which are not noticed during the planning stage hence it is necessary to carefully identify all aspects of the project and note the risks involved in the project. The use of risk register is a helpful tool, it identifies the level of risk as well as the organization required to tackle the risk. Mitigation of risks can also be identified and would prove beneficial for the project, the client as well as all the organizations involved. For the overall success of the project various strategies can be implemented. The last task discusses the use of Six Sigma philosophy and use of offsite construction for the project improvement. Similarly many philosophies are being implemented which help the project and prove beneficial. The use of Lean which helps eliminating waste and increase the value of the product are new philosophies which are driving the construction industry. Implementing such techniques are proving beneficial for the client and also reducing the cost of the project as the unwanted processes are being eliminated. The CSIA is an icon for the people of India but the project had to undergo various difficulties and involved multiple risks because of the constraints it faced. However in the end, the project has successfully been opened to the people travelling to and from Mumbai. The CSIA boasts of new technology and architectural feat, but a project with such complexity has not yet been built India and that does increase the significance of the project. Its iconicity cannot be questioned as it holds a sense of pride for the people of the country and is truly a new Gateway to India.

Process and Project Systems 2014 6.0 References - AAI (2012) Airport Authority of India Retrieved on March 15th, 2014 from http://www.aai.aero/allAirports/airports.jsp - AOPAO (2014) Association of Private Airport Operators Retrieved on March 18th, 2014 from http://www.apaoindia.com/?page_id=48 - Archdaily (2014) Chhatrapati Shivaji International Airport Terminal2 / SOM Retrieved on March 30th, 2014 from http://www.archdaily.com/477107/chhatrapati-shivaji-

international-airport-terminal-2-som/

- R.W. Baines, G.J. Colquhoun and J.D. Gamble (1989) The Use of IDEF0 to Link Design and Manufacture in a CIM Environment International Journal of Operations & Production Management, 1989, 9(4), 48-65 - Edwards, P.J. and P.A. Bowen (2005) Risk Management in Project Organizations Elsevier, Oxford (UK) - Edwards, P.J. and P.A. Bowen (1998) Risk and Risk Management in Construction: A review and future directions for Research. Blackwell Scientific Publications Ltd., Oxford (UK) - A.G.F. Gibbs (1999) Off-site Fabrication : Pre-fabrication, Pre-Assembly and Modularization Latheronwheel, Whittles - H.S. Gitlow (2005) Quality Management, International Edition (3rd Edition) McGraw-Hill, London (UK) - P.S. Godfrey (1996) Control of Risk: A Guide to the Systematic Management of Risk from Construction. Construction Industry Research and Information Association, London (UK) - GoLeanSixSigma (2014) The Basics of Lean Six Sigma : The 8 Wastes Retrieved on March 23rd, 2014 from http://www.goleansixsigma.com/what-is-six-sigma/ - R. Govind (2013) Streamlining Building Approvals (The Hindu dated April 20th, 2013) Retrieved on April 13th, 2014 from http://www.thehindu.com/todays-paper/tp-features/tppropertyplus/streamlining-building-approvals/article4635361.ece

- GRI Report (2012) The Sustainability Report 2012: A Snapshot GVK â&#x20AC;&#x201C; CSIA Retrieved on March 25th, 2014 from http://www.csia.in - GVK (2014) GVK CSIA Mumbai Retrieved on March 10th, 2014 from http://www.gvk.com/ourbusiness/airports/csiamumbai.aspx - C. Hardcastle, A. Akintoye and M. Beck (2002) Public Private Partnership Blackwell Science, Oxford (UK)

Process and Project Systems 2014 - C. Hexham and S. Vangen (2000) What makes Partnership work: Managing Public Private Partnership for Public Service. Routledge, London (UK) - IDEF (1993) IDEF Family of Methods: A Structured Approach to Enterprise Modelling and Analysis. Retrieved on March 18th, 2014 from http://www.idef.com/ - IGBC (2014) India Green Building Council - LEED Rated Green Building in India Retrieved on April 14th, 2014 from http://www.igbc.in/site/igbc/certifiedbuildings.jsp - M. Lawson, R. Ogden and C. Goodier (2014) Design in Modular Construction Taylor and Francis Group, Boca Raton - MMRDA (2014) Sahar Elevated Road Retrieved on April 23rd, 2014 from http://www.mmrda.maharashtra.gov.in/sahar-elevated-road - MTDC (2014) Attractions in Mumbai: Gateway of India Retrieved on March 23rd, 2014 from http://www.maharashtratourism.gov.in/MTDC/HTML/MaharashtraTourism/Default.aspx?strp age=../MaharashtraTourism/CitiestoVisits/Mumbai/MumbaiAttractions.html - NBMCW (2014) Pre-engineered Building PEB System hit Indian construction market Retrieved on April 20th, 2014 from http://www.nbmcw.com/articles/peb-roofing/peb-prefabsteel-structures/29034-pre-engineered-building-peb-system-hit-indian-construction-market.html - OMG (1997) Getting Started with UML Retrieved on March 20th, 2014 from http://www.uml.org/ - A.J. Rhem (2006) UML for developing knowledge management systems Auerbach, Florida - Rebeiz and S. Karim (2012) Public Private Partnership: Risk Factors in emerging countries Journal of Management in Engineering, October 2012, 28(4), 421-428 - Hansson and S. Ove (1991) Risk Objective or Subjective, Facts or Values Journal of Risk Research, Royal Society, 13(2), 338-348 - M. Spackman (2002) Public Private Partnerships: Lessons from the British Approach Economic Systems, 26(3), 263-301 - R.E. Smith (2010) Prefab Architecture : A guide to Modular design and Construction John Wiley Distributor, New Jersey (USA) - SOM (2014) Chhatrapati Shivaji International Airport: Integrated Terminal Building. Retrieved on April 10th, 2014 from http://www.som.com/projects/chhatrapati_shivaji_international_airport__terminal_2__struc tural_engineering

Process and Project Systems 2014 - SOM Technical Report (2014) Chhatrapati Shivaji International Airport: Integrated Terminal Building. Retrieved on April 15th, 2014 from http://www.som.com/ideas/research/chhatrapati_shivaji_international_airport__integrated_ terminal_building - SRA (1995) Slum Rehabilitation Act of 1995: Rehabilitation Schemes under the 1995 Act Retrieved on March 20th, 2014 from http://www.sra.gov.in/pgeRehabiliSchemes.aspx - University of Salford (2014) Lecture Notes Week 5 Risk and Value, Blackboard - University of Salford (2014) Learning Package 3 Process and Performance Improvement in Construction, Blackboard - R. Wild (2002) The Operations Management (6th Edition) Continuum, London (UK) - A. Roumboutsos and N. Chiara (2010) A Strategic Partnering Framework analysis methodology for Public-Private Partnerships. Emerald Group Publishing Ltd. A Journal of Financial Management of Property and Construction, 15(3), 235-246 - T.M. Williams (1995) Using a Risk Register to integrate Risk Management in Project Definition International Journal of Project Management

Process and Project Systems 2014 7.0 Appendix 7.1 IDEFO and UML Diagrams

Process and Project Systems 2014

Process and Project Systems 2014 7.2 Risk Register

Process and Project Systems 2014

Process and Project Systems 2014 7.3 Risk Matrix