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ARAVIND P PGP/20/201
Difficulty in acquiring • Due to involvement of large number of sate and land is a state subject. Landowner were given
land compensation and rental charges for 1 year till their rehabilitation is completed
Difficulty in making 760 •Railway line was divided into 7 zones and constructed started at each zone at same time. Thus
km line cost and time both were reduced
•Contractor’s risk is very high. Carefully scrutinizing the contractor's profile. Only those were
Risk of contractors selected ho had adequate cash flow
•In a cross state construction project, this risk is very high in one incident construction was
Political interference stopped for 9 months due to differences with government of Goa
Difficult geological •Project required different kinds of survey, clearance and geological inspection. Accident took
condition place while excavating tunnel in mountains, This delayed the project
Organizational
Technical Risk External Risk Project Risk
Risk
Government
Safety
approvals
Safety Safety
Land acquisition Design Changes
The Konkan railway project, also known as the KCRL, involved many risk
factors and they are classified into the following heads and these factors are
graphed on the impact vs likelihood based on our estimation
Likelihood
Risk 4 – Workforce related risks
Risk 6 Risk 1 Risk 7
Risk 5 – Equipment supply related risks (raw material
risks) Risk 2 Risk 3
Risk 6 – Weather conditions related risks
Risk 7 – Risk involving the contractor
Risk 8 – Release of finance and budgeting
Impact
Risk Response/Monitoring and Control
In a country like India, where the length regulations and the political complexity is a reality.
This case was no different.
For mitigating such risks, a well experienced project management team should be
appointed with extensive and dynamic experience to handle such situations and the one
which is experienced to work in a complex market such as India.
A solid team support should also be emphasized upon. Thus, a proper team support
structure should be developed instead of having a stand-alone project structure.
A proper inter and intra communication channel should be developed for a better
coordination and monitoring of the project.
Apart from it, given the complexity involved in the project, the frequency of the project
monitoring should be increased so that in case of fluctuations in the project parameter,
some remedial actions can be taken or contingency plan should be adopted to address
the problem.
For the problem of uncertainty in the supply of tools and equipment, a domestic backup
supplier for the imported material should be appointed as the case when there is no
backup supplier would lead to total shutting up of the project.
Risk monitoring and control
1. Risk Reviews: This is performed by the internal risk team for monitoring the addition,
deletion or changes to prioritization due to impact or probability changes.
2. Risk Audits: This is generally performed by external agencies having expertise in some
technology and also providing and thus an impartial view about the status of the project.
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