Lagaan: A Project Management

Case Study of the Making of

the Film
Sujoy Singha
Student ID: 222!2
M"Sc Management Science#
$ni%ersity of Southam&ton
MA'( )*++: Managing ,esources and
-&erations
2../02..
1ord Count: 2#22
C-'34'3S
*" Introduction
2" Syno&sis
+" Project Sco&e and 1ork 5reakdo6n Structure
!" Stakeholders Analysis
2" ,isk Analysis I
)" Project 'et6ork and Critical Path
7" ,isk Analysis II and Causal Ma&&ing
/" 8o6 is Causal Ma&&ing hel&ful in Project
Management9
" Structures and Methods for (o%ernance and
Management of Project
"* Suggestions For Project Management
Frame6orks And Methods
*." Project ,esult
,eferences
Lagaan: A Project Management Case
Study of the
Making of the Film
One of Indian cinema's biggest successes, Lagaan was not only big in
terms of revenue and worldwide acclaim, but also for its grand scale -
including an international cast, remote location shooting, 10,000
extras and a first time producer !his article attempts to capture the
aspects of "ro#ect $anagement in the ma%ing of this movie and
reflects upon the "ro#ect's scope, &or% 'rea%down (tructure, )is%
*nalysis and +overnance methods 'y combining these, a graphical
representation of the entire process of movie ma%ing can be viewed
from the eyes of "ro#ect $anagement
*" I'3,-D$C3I-':
15th of June, 2001 saw history being made on the big screen. One of
India's biggest movie hits ever, Lagaan was reeased wordwide and it
was an instant success. !most " years in the ma#ing, Lagaan was buit
on an astronomica budget of $s. 250 miion %amost &' ( 5 miion)
%'oxOfficeIndiacom). It was not ony a domestic success %domestic
revenue* $s. "+, miion or &' ( -.-+ miion), but aso won
internationa accaim and earned &' ( 2.5 miion at the internationa
bo./office. 0or debutante 1roducer !amir 2han, %who was aso the ead
actor in the movie) and director !shutosh 3owari#er, this was a huge
canvas which coud sway in either direction /become a monstrous hit,
or fa fat on its face.
2" S:'-PSIS:
Lagaan de1icts the story of the viagers of 4ham1aner in 1+,", India
who are faced with increasing and ta. %Lagaan) by the 5ritish ruers.
6he 5ritish army ca1tain chaenges the viagers to a cric#et match
and at sta#e is ta. e.em1tion. 5ut if the viagers ose the game, the
ta. woud be raised further. 6he viagers ed by 5huvan, acce1t the
chaenge and courageousy come face to face with the 5ritish army in
the cimactic cric#et match.
+" P,-;4C3 SC-P4:
78ro9ect sco1e management is 1rimariy concerned with defining
and controing what is and is not incuded in the 1ro9ect.: %"$'O,
+uide)
0rom the writer and director/!shutosh 3owari#er;s 1ers1ective,
this 1ro9ect began with the initia idea ince1tion stage which ed to the
fu scri1ted storyine of the idea. 6his scri1t was then 1itched in front
of 8roducers who woud be wiing to finance this 1ro9ect. <=ote* &ni#e
>oywood, where studio networ#s 1rovide the funding, fimma#ing in
India is 1rimariy financed by individuas?
6he definition of the sco1e of such a huge 1ro9ect is very
im1ortant as it ceary ma1s out what #ey activities shoud be carried
out for the 1anning, arranging, controing and im1ementing of the
1ro9ect successfuy.
>ence, the sco1e of the 1ro9ect woud invove activities which
woud s1an from 1re/1roduction 1anning and arrangements,
scheduing and budgeting, to the actua shooting 1rocedure, as we as
1ost/1roduction activities. 0urther, in terms of the business conte.t,
this 1ro9ect woud necessariy aim at 1roducing the 1anned fim %which
is the end 1roduct) within the schedued time. 4ontroing the entire
1rocedure of ma#ing the fim is divided into manageabe sub/divisions
and the crew members are assigned their res1ective roes and
res1onsibiities e.g. 'et 5uiding is to be su1ervised by the !rt @irector,
4inematogra1hy is to be handed by the @irector of 8hotogra1hy, who
aso co/ordinates with the reated de1artments i#e 'ound, Lights etc.
5ased u1on the sco1e definition, the Aor# 5rea#down 'tructure
%A5') of the 1ro9ect is 1re1ared, which enists the activities reBuired to
com1ete the 1ro9ect successfuy. A5' is 9ust a ist of activities and is
not chronoogicay ordered as in the case of 8ro9ect =etwor# @iagram.
6he 1ossibe A5' diagram of this 1ro9ect is shown beow.
0ig. 1.1* Aor# 5rea#down 'tructure of the 0im 8ro9ect
<=ote* a) Lagaan invoved cast members from India as we 5ritish
actorsCactresses and hence the audition 1rocess has been divided into
@omestic and Internationa.
b) 6he D.ec 8roducer and !sst. @irection 6eam su1ervise over
the status monitoring and $esource Eanagement of the shooting.
c) Lagaan was shot in a singe sot of F months in a remote
viage caed 5hu9 in the west coast of India. Location !menities have
been s1ecificay mentioned as secured and comfortabe
accommodation for the "00 cast and crew members, was very crucia.
d) '1ecia mention of e.tras audition has been done. Lagaan;s
cimactic cric#et match invoves 10,000 viagers.?
!" S3A<48-LD4,S A'AL:SIS:
78ro9ect sta#ehoders are individuas and organiGations that are
activey invoved in the 1ro9ect, or whose interests may be affected as
a resut of 1ro9ect e.ecution or 1ro9ect com1etion. 6hey may aso e.ert
infuence over the 1ro9ect;s ob9ectives and outcomes.: <"$'O, +uide?
It is crucia to understand and identify the sta#ehoders and determine
their e.1ectations and reBuirements so as to ensure a successfu
1ro9ect. 6he sta#ehoders in this 1articuar 1ro9ect can be*/
a) @irector C Ariter* / >e invests his idea, s#i, time and effort in
bringing the 1ro9ect to ife. >e is the driving force and the head of the
creative de1artment.
b) 8roducer%s)*/ 6hey invest the money and ta#e care of the financia
as1ect of fimma#ing. $ight from the ocation and eBui1ment hires to
1aying bis for the cast and crew members, they oo# over a of it.
c) 4astC4rew* / 6he "00 strong castCcrew members s1end a ong F
month away from their famiies in a remote ocation unti they
com1ete their tas#. 6hey are aso the active 1artici1ants and
e.ecuters of the 1ro9ect.
d) Loca 8o1uation* / 6he oca 1o1uation is aso significanty affected
by such a huge 1ro9ect being underta#en in their vicinity.
e) Law and Order* / 6he aw and order of the ocation is aso a
sta#ehoder as it can affect the way the fim is 1roduced. !ny
disru1tion to the environment, anti/cruety aws against animas etc are
factors which infuence the 1ro9ect.
'uccessC0aiure for each 'ta#ehoder has been tabuated beow.
'&44D'' 0!IL&$D
@I$D46O$CA$I6D$ 3reen 'igna for Initiation 8ro9ect $e9ected
On 'chedue 'hooting and
4om1etion 8ro9ect @eay
@esired 'uccess of 0im 0im =ot Ae $eceived
8$O@&4D$%') 8ro1er channeing of 0unds 0inancing 8robems
On 'chedue 'hooting and
4om1etion 8ro9ect deay
@esired 'uccess and D.1ected 8rofit
0im =ot @oing 3ood
5usiness
4!'6C4$DA
On 'chedue 'hooting and
4om1etion 0im @eayed
D.1ected 4ontractua 8ay/off 8robematic 8ay/Off
@esired 'uccess of 0im 0im =ot Ae $eceived
LO4!L 8O8&L!6IO= =o @isru1tion to Loca Dnvironment
Loca Dnvironment
@isru1ted
Loca Dm1oyment O11ortunities =C!
L!A !=@ O$@D$
=o 0ora and 0auna 3etting
adversey affected
0ora and 0auna
>am1ered
Labour Laws being 0oowed Labour Laws @isobeyed
6abe 1.1 'uccessC0aiure !naysis for 'ta#ehoders
0urthermore, contractua agreements between the different
sta#ehoders can be reated to distribution of share of revenue and
1rofit margins, ength of the contract 1eriod, safety, security and
insurance agreements, and abidance to industry standards and abour
aws.
2" ,IS< A'AL:SIS I:
$is# can be defined as 7&ncertainty inherent in 1ans and the
1ossibiity of something ha11ening that can affect the 1ros1ects of
achieving business or 1ro9ect goas:. <'( -0./? Aith Lagaan being a
huge 1ro9ect, the 1ossibiity of ris# to cree1 in from every noo# and
corner was high and it needed to be managed. 6he two main ris#s that
needed to be deat with were aso directy reated to two biggest
constraints H6ime and Eoney. 5oth can be cassified as the main ris#s H
i.e. over/budget and 1ro9ect/deay. 6he ma9or ris#s contributing to this
are discussed beow*/
a) &ncertainty* 6he scri1t of Lagaan invoved a ot of uncertain
eements which was never seen before in Indian cinema. ! 1eriod fim,
shot in a remote ocation with amost an un#nown cast %e.ce1t for the
ead actor). 0urther, the director;s 1revious two movies had not been
we received. ! these meant Lagaan had the ris# of not doing we at
the bo./office.
b) Dnvironment* 6he ocation for the shooting was in 5hu9, 3u9rat in
Aestern India. 6he weather conditions coud get Buite e.treme and
affect in the deay of the shoot. 0urther, sandstorms and heavy winds
#e1t obstructing the shooting 1rocedure.
c) !ccommodation* >ousing the entire "00 cast and crew members in
a singe ocation, was e.tremey ris#y. Dnsuring safety, security and
1ro1er food and odging was essentia. If not done 1ro1ery, heath
conditions and safety of the cast and crew woud be affected
negativey.
d) >eath* 6he main cast and crew members were irre1aceabe. !ny
one of them getting in9ured or i woud mean the 1ro9ect to be hated
com1etey.
e) 6echnica* DBui1ment Eafunctions, technica shortcomings
demanding rewor# and customiGation etc. ead to 1ro9ect deay.
f) 4ontroing $esources* 4o/ordination of "00 castCcrew members to
consistenty 1roduce correct out1ut as we as behave as 1re/1anned
is ony 1ossibe in an idea word. Over and above, the cima. scene of
Lagaan invoves 10,000 e.tras. 6his coud ris# the entire shoot if not
controed.
)" P,-;4C3 '431-,< A'D C,I3ICAL PA38:
6he entire 1ro9ect can be further sub/divided into two ma9or sub/
1ro9ects.
6he first 1art is the 8re/8roduction 8ro9ect, which ends with the
5eginning of the 'hoot.
6he second 1art is the 'hooting and 8ost/8roduction which ends with
the fina eement of the 1ro9ect, the $eease of the movie.
0ig 1.2* 8re/8roduction 8ro9ect =etwor# @iagram
!though, the 1ro9ect 1rocedure begins with the 'cri1t Ariting, but
from a management 1oint of movie, the 1ro9ect initiation start/1oint is
after the 'cri1t is being given a go/ahead. 6he 8ro9ect =etwor# shown
in 0ig 1.2 and 1." gives a gra1hica idea of the 8ro9ect activities.
0ig 1."* 'hooting and 8ost/8roduction 8ro9ect =etwor# @iagram
6he critica activities are the ones which contribute the highest to the
ris# factor of the entire 1ro9ect. 6hese activities ty1icay invove high
time and resource and rey a ot on other uncertain factors i#e weather
conditions, irre1aceabe resources %i#e the 6echnica crew, eading
members of cast etc.). 0urther, these coud aso be such activities
which are mandatory to be com1eted for any other activity ese to
begin. 4onsidering this, the foowing can be termed as critica
activities.
a) 6he a11ointment of the correct 4ast and 4rew members for the
1ro9ect is the most crucia activity for the 1ro9ect. Aithout the right
minded resources, any 1ro9ect can coa1se and in case of this 1ro9ect,
this is e.tremey essentia.
b) 6he sheer siGe of such a 1ro9ect demands a 1ro1er 1anning and
scheduing to contro the time and money constraints effectivey.
>ence, 1ro9ect scheduing and 1anning is one of the critica activities.
c) Location !menities and 'et @esign* Aithout 1ro1er amenities, the
cast and crew member team cannot be #e1t on ocation. 'et @esign on
the other hand serves the bac#dro1 of the movie canvas which needs
to be com1eted before the movie begins.
d) 'hooting* 0or obvious reasons, the shooting of the movie is aso one
of the crucia activities because this is where a the 1anning is being
im1emented.
6he foowing timescae shows the various activities and the time ta#en
by them. <'ource* '. 5>!62!L, !he (pirit of Lagaan, 2001?
!46III6J
'e1
,,
Ear
,,
!1r
,,
Eay
,,
Jun
,,
Ju
,,
!ug
,,
'e1
,,
Oct
,,
@ec
,,
Jan
00
Jun
00
Ju
00
@ec
00
Jan
01
Jun
01
$D'D!$4> 0O$
LO4!6IO=
6D4>=I4!L 4$DA
!88OI=6D@
@OED'6I4 4!'6
!&@I6IO=
I=6L 4!'6 !&@I6IO=

LO4!6IO= !ED=I6ID'
!=@
'D6 @D'I3=
E&'I4CLJ$I4'

'>OO6I=3 5D3I='
8O'6 8$O@&46IO=
8&5LI4I6J !=@
$DLD!'D
6abe 1.2* 6imescae distribution of 8ro9ect !ctivities
5ased on this timescae <3antt 4hart, >.Eayor, "ro#ect $anagement?,
the critica 1ath %the ongest 1ath of 1anned activities to the end of
the 1ro9ect, and the eariest and atest that each activity can start and
finish without ma#ing the 1ro9ect onger) for the 1ro9ect networ# can
be deduced as shown in the figure beow.
0ig 1.K* 4ritica 8ath of 8ro9ect =etwor#
7" ,IS< A'AL:SIS II A'D CA$SAL MAP:
!s seen from $is# !naysis in 'ection, we have discussed the F
main ris#s faced by this 8ro9ect. On further anaysis of the 8ro9ect, the
correation between the issues and ris#s can be determined. 6he ris#s
and issues enisted beow are identified as the #ey ones faced by this
1ro9ect.
On Location !ccommodation
0ood for entire castCcrewCe.tras
'afety and 'ecurity
>eath and >ygiene Issues
Aeather 4onditions
4o/ordination 1robems with e.cessive amount of D.tras
DBui1ment Eafunction
Loca Labour Laws
@eay in 'hooting
8ro9ect behind 'chedue
Over 5udget
@eay in $eease
@ecrease in 8rofit Eargin
6he causa ma1 figure %beow) shows how the ris#s and issues are
reated to each other.
0ig 1.5 $is# 4ausa Ea11ing @iagram
<6he boc#s in bue denote the ris#s and issues faced by the 1ro9ect.
6he 1in# boc#s denote the measures ta#en by the management to
hande these ris#s and issues. ?
6he management actions that woud be underta#en to hande these
issues and ris#s are shown in 1in# boc#s in the above fig. 6hey are
isted beow.
'u1ervise >eath, 'afety and 'ecurity
D.tra Dffort by !sst. @irection 6eam to 4ontro D.tras
4ustomisation and $ewor#
=egotiate with Law !dministrators
>ire =ew DBui1ment
4ontro 5udget for 8ost 8roduction
/" 8-1 IS CA$SAL MAPPI'( 84LPF$L I' P,-;4C3
MA'A(4M4'39
4ausa Ea11ing gra1hicay re1resents a correation between the ris#s
and issues of the 8ro9ect. 0urthermore, the management actions to be
ta#en to rectify these issues are in#ed as we. 6his creates a cear
1icture of the #ey areas where focus and intense wor# is reBuired so as
to ensure that the 1ro9ect is com1eted successfuy. 6he benefits of
4ausa Ea11ing in 8ro9ect Eanagement are isted beow.
It gives rise to a richer #nowedge of the 1ro9ect issues and
enabes the management to see the big 1icture and in detai as
we.
6hrough 4ausa Ea11ing, 1redicting wea#est in#s and their
conseBuences becomes easy.
4onseBuenty, serious measures can be underta#en to eradicate
these ris#s and issues.
'everity of ris#s can be anaysed on the basis of inter/
connections and disconnections with other ris#s.
Eost im1ortanty, in a huge 1ro9ect invoving numerous activities,
it serves as an aid to reduce com1e.ity and view the ris#s and
issues in feedbac# oo1s. 6his is vita to 1revent 1ro9ects from
becoming absoute faiures.
" S3,$C3$,4S A'D M438-DS F-, (-=4,'A'C4 A'D
MA'A(4M4'3 -F P,-;4C3
6he sco1e of this 1ro9ect is very arge, and hence, each activity
was treated as a mini/1ro9ect. '1ecia care was ta#en to ensure that
the 1ro9ect was being run on schedue. 0or this, ca sheets were
utiised to trac# records of attendance of cast on time. 8recise timings
for brea#s were aotted and each activity was given a deadine.
8ro9ect 'cheduing, @etaied 5udgeting and $esource 4ontroing
were im1emented to manage the 1ro9ect. 5esides that, chec#1oints at
strategic 1oints were used to monitor the 1rogress of the 1ro9ect.
"* S$(4SS3I-'S F-, P,-;4C3 MA'A(4M4'3 F,AM41-,<S
A'D M438-DS:
Dven though this 1ro9ect im1emented some best 1ractices mentioned
above, it became over/budget and 1roduction was com1eted two
months after the schedued com1etion date. 6he uncontroabe ris#
factors did contribute to this deayL however, methods for governance
of 1ro9ect coud have he1ed in reducing the deay. 'ome of these
framewor#s and methods are briefy discussed beow.
6he -/' framewor# of 8ro9ect Eanagement <>.Eayor, "ro#ect
$anagement? 1rovides a com1rehensive set of issues that need to be
considered. 6hese are 'trategy, 'tructure, 'ystems, 'taff, '#is,
'tyeC4uture and 'ta#ehoders.
8ro9ect Eanagement 8rocess 3rou1s Ea11ed to the 8an/@o/4hec#/!ct
4yce
<"$'O, +uide, 200K?* 6his 1rocess is an enhanced cyce which is
a11ied on the interreationshi1s within and among the 8rocess 3rou1s.
6he Eonitoring and 4ontroing 8rocess is interacts with every as1ect of
the other 8rocess 3rou1s as shown in fig %beow).
0ig 1.F 8ro9ect Eanagement 8rocess 3rou1s Ea11ed to the 8an/@o/
4hec#/!ct 4yce
'tage/3ates <6.Aiiams, $anaging )esources and Operations? 1rovide
a chec#/1oint at each stage of the 1ro9ect. It #ee1s a trac# record of
the successCfaiure of an activity.
0ig 1.- 8ro9ect Eanagement 8rocesses 'tage/3ates 0ramewor#
*." 384 P,-;4C3 ,4S$L3:
a) In Jan 2001, a catastro1hic earthBua#e hit the viage of 5hu9, si.
months after the shooting com1eted, and caiming 1",000 ives. Euch
before its wordwide reease, the fimma#ers screened it e.cusivey to
the viagers of 5hu9.
-
b) !though Lagaan was deayed and over/budget, it did very we at
the bo. office, and was highy a11reciated in many fim festivas
wordwide. It was nominated for 5est 0oreign 0im 4ategory at the
!cademy !wards in 2002.
+
c) It won awards at Locarno, 8ortand, Leeds and 5ergen Internationa
0im 0estiva. It aso features at no.1K in the 750 fims to 'ee before Jou
@ie: ist com1ied by 554 and 4hanne K.
,
d) 8ost reease, Lagaan has s1awned a huge number of merchandising
items ranging from comics to toys. 6he @I@ of Lagaan remains as the
highest seing @I@ in India.
10
,4F4,4'C4S:
1. '!6J!JI6 5>!62!L, !he (pirit of Lagaan, 2002, 8o1uar 8ra#ashan
2. !op 0arners 1000-100/, 5o.OfficeIndia.com
". ! 3uide to the 8ro9ect Eanagement 5ody of 2nowedge %8E5O2
3uide), "
rd
Ddition, 200K, 8ro9ect Eanagement Institute
K. 5'F0-,, +uide to "ro#ect $anagement, 2002
5. >.E!JLO$, "ro#ect $anagement, "
rd
Ddition, 2005, 8earson
Dducation
F. 6.AILLI!E', $anaging )esources and Operations, 8ro9ect
Eanagement, 200,, 'choo of Eanagement, &niversity of 'outham1ton
-. Lagaan screens at 'hu#, 6ribune India, June 1", 2001
+. 2ull list of Oscar winners and nominees, 3uardian, 0eb 12, 2002
,. 2ilm buffs reveal must-see list, =DA'.554.4O.&2, Ju 2", 200F
10. Lagaan beats (holay in 343 (ales, 0inancia D.1ress, Ju 21, 200-