Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in
Infrastructure Delivery Models Jyoti Madabhushi Tata Consultancy Services ltd., Synergy Park, Non SEZ, Gacchibowli, Hyderabad, 500032 Abstract: Delivering infrastructure projects has enormous degree of uncertainty, complexity and urgency associated with them and has become quite challenging. It has been realised for more than a decade that infrastructure projects cannot be successfully executed using traditional models of project delivery viz low price competitive tendering , fixed price contracting, risk transfer etc. Benchmarking refers to the use of certain standard cost of quality measures that have been preestablished through different best practices. Means of benchmarking are the use of prices or standards used in other comparable schemes. For many types of infrastructure, the knowledge of their condition is poor or incomplete and a weaknesses are not known till the work is underway. End of the day, one should have achieved reduced procurement cost and time over the project life, flexibility over programme of delivery, potential for continuous improvement and ability to retain influence over strategic direction of work. Keywords: models
Infrastructure, projects, delivery,
Delivery of infrastructure projects is challenging and has evolved traditionally for more than four decades. For quite long, methodologies or structure of delivery was signed off between the partners more or less in a fixed mode and executed. Not much of strategy was involved since capabilities were discrete and zones were defined with limited scope for innovation and competition. With the changing scenario and globalisation, traditional practices are being reviewed again with more focus on alternatives, options, transparency and agility. Comparative studies both in the domestic scenario and international arena led to brainstorming suggesting a client driven approach spanning across the geographies. Involving key stakeholders who have soiled their hands in various delivery models right from the word go leads to more a collaborative approach in infrastructure deliveries. Models of delivery change dynamically to suit the business requirements. Rigid though process has paved way for flexibility amongst multiple parties managing across organizational boundaries in projects, programs, portfolios and the handover from projects to operations. Creating a
Imperial Journal of Interdisciplinary Research (IJIR)
learning environment, building capabilities and generating innovation to improve infrastructure delivery models is the talk of the day. Exploring the dynamics of value creation and capture in infrastructure delivery has given birth to nascent ideas. Digitalisation being the buzz word today has led to elaborating the transformational potential of digital technologies. System integrators, owner/operators, delivery partners, pop up clients, joint ventures and public private partnerships are the different forms of organizations involved in project deliveries. Rigorous research needs to be done to address the manifold conditions and different aspects involved in the delivery of infrastructure projects. Related public and private organisations are seeing a sea change in the eco system. New forms of cooperation and coordination are arriving such as integrated project teams, relational contracts and partnering arrangements. We are defining and managing the risks, uncertainties, stakeholders and complexities involved in infrastructure delivery from front end planning to project execution and handover. Identity of organizations involved in infrastructure provision is changing with a shift from public to private provisions across design, construction, delivery, financing and operation or new hybrid forms of public private collaboration. Infrastructure projects are known for their cost and time overruns and failure to meet organizational specs especially while creating the assets, systems and networks in say transport, energy, water, hospitals, schools etc. which underpin and enable a nation’s socio and economic development. The choice is driven by the nature of the infrastructure requirement. When the infrastructure is large, indivisible and complex than collaborating is worth exploring. If the infrastructure is smaller, can be acquired in discrete phases and simpler, it can be procured using incremental partnership. Any final decision should be taken after a full options appraisal. Infrastructure development is difficult now as a decision must be taken now which will have serious implications over a period of time. Certain parameters to be considered are how confident are we now over the type of infrastructure needed over the next 10 to 15 years and when will the advances in technology
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Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in make the assets obsolete. There will always be uncertainties in these areas which should not be a reason for inaction. Central issue is to develop infrastructure solution in situations where uncertainties are present. End Notes Poor choices of infrastructure delivery can lead to inefficiency, waste, suboptimal use of resources and loss of trust of users. The delivery model should be decided based on the value addition and project’s characteristics and not on the basis of habit. Sound frameworks for delivery can increase efficiencies. Suboptimal systems impede good decision making which undermines infrastructure delivery. Focus should be on systems, processes and tools. Declarations List of Abbreviations ROI - Return on Investment
Imperial Journal of Interdisciplinary Research (IJIR)
ITIL library
Information Technology Infrastructure
Funding This is to confirm that the author does not have any sources of funding and is self-funded. References International Journal of Scientific Research , International Journal of Technology and Management Author’s information Jyoti Madabhushi, B.E., M.S. has got more than 25 years of work experience in IT industry with more than one and a half decade experience in project management. She has worked in various capacities from being a handson technical person to project manager, program manager, portfolio manager to strategic business unit head mapping her portfolio to the changing trends in IT.
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