Theory

Of Constraints: Conflict Cloud

THEORY OF CONSTRAINTS: Conflict Cloud

Prepared By:
Manoranjan Jha (G15031)
Ravikant Kumar (G15044)
Ritesh Pandey (G15047)

Group: 6

Prepared By: Manoranjan Jha, Ravikant Kumar, Ritesh Pandey


Background:

Theory Of Constraints: Conflict Cloud

Many Urban infrastructure projects in Bihar were executed by a government agency named Bihar Urban Infrastructure Development Corporation. Projects
were mostly Road, Water and Waste Water. M/s Realization Technology India Pvt Ltd was assigned as a Project management Consultant for a portfolio of
15 projects of worth 1600 Cr. They were only working to arrest possible delays in projects.
For supervision, BUIDCo had its own hierarchy of engineers. But, they were grossly over worked.
Projects were executed by big construction companies of India like Gammon India, IVRCL, Ramky Infra etc. For the first time in Bihar such huge investments
were made in these sectors.
QA & QC agencies like STUP, TCE, IPE Global were hired for quality assurance and control. Project Managers of these agencies were the signing authority for
contractors work approval and payment.
Hence, in the current scenario the responsibility was not clear on part of client and quality consultant.
Work Scenario:
Normal flaw in project execution is, Resources working in high WIP environment leading to high cycle time and project delays. After the arrival of
Realization Technology some good practices were started at site, like full kitting (Task Preparation), WIP reduction (Finding priorities and bottlenecks).
Project was reviewed as per TOC (CCPM) i.e. completion of critical chain vs consumption of project buffer.
Bigger issues were escalated to the (clients) higher management for solution.
UDEs:
1) Slow decision making by the client
2) Nebulous responsibility mapping
3) Project was reviewed by the client using CCPM guidelines whereas review of clients performance was done by UDHD Secretary and Urban
Development Ministry in terms of disbursement of funds
4) Agency which made initial designs are not present in the current scenario
5) Too bureaucratic process
6) Time lines of projects were driven by political events e.g. elections
7) Other government agencies were reluctant to offer help

Group: 6

Prepared By: Manoranjan Jha, Ravikant Kumar, Ritesh Pandey

Theory Of Constraints: Conflict Cloud

Projects are
gefng delayed

All stake holders

have dierent
priorihes

QA-QC consultant
wants to follow
their own
contract

Slow decision
making form
client

Reluctant to take
decision on their
own
Group: 6

Want collechve
decision making
by all parhes

Have too many

projects to
manage

May require extra

man power or,
change of
contract

Prepared By: Manoranjan Jha, Ravikant Kumar, Ritesh Pandey

Inihal designs
(DPR) were made
by dierent party
3

Theory Of Constraints: Conflict Cloud

Fast decision
making by clients
officials

Redefining
Responsibilities
in terms of
disbursement

Successful
completion of
projects

Review by
disbursement of
money

Conflict

Collective decision
making by client
and QA & QC

Responsibilities
as per the agreed
contract

Review as per
physical
completion

Group: 6

Prepared By: Manoranjan Jha, Ravikant Kumar, Ritesh Pandey