Project ManagementReport

OnJoydebpur Mymensingh

Road Improvement Project(JMRIP)

Date of Submission:

Team Members:

Name Roll NoMaimona Akter 05

Palash Chandra Sarker 14Dipon Kar 16

Roni Debnath 48

Project Manager:Monowar-U-Jaman

Project Manager

JMRIP

Additional Secretary

Roads & Highway Department

Mob: +8801730782906

Instructor:Suborna Barua

Assistant Professor

Department of International

Business

University of Dhaka

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Table of ContentsProject Overview.....................................................1Objectives of the Project............................................2

Idea generation Process of the project...............................2Planning Process.....................................................2

Major Deliverables...................................................3Feasibility Study of the project.....................................3

Feasibility Indicators..............................................4Percent of poor people in the area of Influence (AOI).............4

Job creation for Local People.....................................4Percentage of Women among Total Users.............................4

Percentage of Job Created for Women...............................4Total Land Take...................................................4

Number of people to be resettled..................................5Poor People among Users...........................................5

Transport Cost Benefit Analysis Indicator.........................5Appraisal Summery Table.............................................6

Funding and Budgeting of JMRIP.......................................7Execution of the Planning............................................7

Documentation........................................................8Human Resource Management (HRM) of the Project.......................9

Procurement Process.................................................11Integration of the Project Management...............................11

Current Scenario of the Project.....................................12Deviation between Planning and Execution............................14

Deviation Measurement Techniques....................................14Controlling Measures for Minimizing Deviation.......................15

Risks Associated with the Project...................................15

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Risk Management Techniques..........................................15Problems and Challenges of PM Team..................................16

Ways of Mitigating Project Problems and Challenges..................17Expected Termination Process of the Project.........................18

Theoretical Framework...............................................18Project Priorities.................................................18

Project Communication Plan.........................................19Project Selection Method...........................................20

Responsibility Matrix..............................................21Project Structure..................................................22

Project Manager’s Opinion about Required Skills.....................22

List of Appendix

Appendix 1 Cost estimation of the projectAppendix 2 Feasibility StudyAppendix 3 Invitation for TenderAppendix 4 Expression of InterestAppendix 5 Short Listed ConsultantsAppendix 6 Revised Development Project ProposalAppendix 7 Progress Report of the Project

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Project OverviewThe Road and Highways Department (RHD) under the Ministry of

Communication is responsible for the construction and management

of the main road network comprised of 21000 km highways and roads

in Bangladesh. The capital city Dhaka is located almost at the

center of the country. The main road network has been developed

over the last forty years in stages, connecting the capital city

with the Divisional and District headquarters and commercially

important centers.

One of the major improvement roads projects is Joydebpur

Mymensing Road improvement project (JMRIP). The basic objective

of the project is to enhance the connectivity of the northern

region especially greater Mymensing area with the capital and

other part of the country.

Initially World Bank wanted to finance in this project along with

some other projects in this country. The planning and feasibility

study were completed using World Bank’s fund. Then it was planned

to convert the two lane national highway from Uttara to

Mymensingh Medical College to 4 lane highway. But after the

feasibility study, World Bank postponed their funding on this

project. But Government wanted to continue the project with own

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funding. The project length shortened to Joydebpur Chowrasta to

Mymensingh Medical College.

Then government handed over the project to a Chinese company and

give initial funding to start the project but they failed to

commence the project in time and then government collected the

bank guarantee from bank. Then Chinese company filed a case on

Supreme Court against Bangladesh government. To avoid such

problem government handed over the WI-1 & WI-2 to Bangladesh Army

and WI-3 to MBEC-PBL JV and WI-4 to SEL-TOMA Construction Ltd.

Under this project road improves to 4 lane from existing 2 lane.

Location of the project is Joydebpur Chowrasta to Mymensing

Medical College. Total length is 87.18 km. Total cost estimated

of the project is 181512.12 (in lakh taka). The project is

totally funded by the Government of Bangladesh. JMRIP is divided

into 4 working packages WI-1, WI-2, WI-3, and WI-4. Bangladesh

Army is constructing WI-1and WI-2 work packages lengthening 30

kilometer. Roads and Highway Division (RHD) is constructing

remaining 50.18 kilometer roads under work packages WI-3 and WI-

4. Within June 2015 the project hopes to be concluded.

Still now this is the second largest roads improvement project in

Bangladesh only after Dhaka- Chittagong Highway project. After

finishing the project it will open a new window for the people of

the northern region as well as all other part of the country will

be benefited.

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Objectives of the ProjectThe main objectives of the project is to improve (widen and

strengthen) about 87.67km National Highway of existing road link

in order to

Enhance the road connectivit6y of Northern region especially

greater Mymensingh area with the capital and other part of

the country.

Promote inter-district trade facilities in Bangladesh.

Develop the industrialization in Northern part of

Bangladesh.

Enhance the socio-economic development of the Northern part

of the country.

Improve road safety in the Road Network.

To complete the project as early as possible by July 2015.

Idea generation Process of the projectWhen Awami League came into power to form government in 2009,

their one of the major mandates was to convert the 2 lane Dhaka-

Mymensingh National High Way into 4 lane High way. Greater

Mymensingh is famous for its vast agricultural products like rice

and vegetables. Due to damaged and narrow highway, these products

can’t supply to different part of the country within short time

and low cost. For making easy transport of these products is also

a big reason to improve this road. People of several districts

like Mymensingh, Gazipur, Netrakona, Jamalpur, Tangail, Sherpur

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and Kishoregonj will be able to travel Dhaka more conveniently

after completing this highway.

Planning ProcessWorld Bank first thought to develop road transportation sector of

Bangladesh. World bank took many projects under this program.

Some roads development projects include this program. One of

this was RSRF (Road Sector Reform Project). World Bank funded for

the development of the project. After planning, World Bank

postponed the project. Then government of the Bangladesh decided

to implement the planning to execution of this project. That time

the name of the project is changed. The new name of the project

was decided as Joydebpur- Mymensing Road improvement Project

(JMRIP).

Funding of the project planning - World Bank

Major DeliverablesThe main features of this project are following:

87.18 km of road.

1 Flyover at Mawna, Sreepur, Gazipur (450 meter long).

1 Railway overpass (widening existing pass).

5 number of breezes.

160 number of culverts.

4 number of foot over breezes.

5.6 Hectors of Land acquisition.

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Feasibility Study of the projectGenerally the feasibility of a project is determined on the basis

of financial return. How the project creates value for its

clients. As Joydebpur- Mymensing Road Improvement Project is a

government project, only for socio economic development not for

earning any financial return so the feasibility of the project is

considered on the basis of socio economic indicator. IRR

calculation provides the result to accept the project or not.

World Bank studied the socio-economic feasibility of the project.

The decision concludes based on the Internal Rate of Return

(IRR).

Result of IRR=

0.54 (accepted)

Feasibility Indicators

Percent of poor people in the area of Influence (AOI)

Data on Area and population has been collected from the

Population census of the country. The rest of the data are

calculated from the collected information as per PAF methodology.

Job creation for Local People

For getting data on involvement of local people interviews have

been undertaken with local constructor. Averaging the results it9 | P a g e

was found that 90 percent of the employed labor forces are from

the locality.

Therefore scaled score for this indicator is = 90/10 = 9

Percentage of Women among Total Users

Total Users: 232517

Number of Women users: 52226

The percentage of women among total users= 52226/232517 = 22.46%

Percentage of Job Created for Women

Interviews with local contractors suggest that around 35 percent

of the people employed in construction are women.

Total Land Take

Total amount of land taken for the project is = 8.66 hectare

Number of people to be resettled

Total amount of land taken for the project is 6 hectare. The

people living in this area are resettled by the compensation from

the project authority.

Poor People among Users

The major portion of the people involved with the construction

process or by any other ways is mainly poor people. This project

directly or indirectly employs many poor people with the project.

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Transport Cost Benefit Analysis Indicator

For transport cost benefit analysis two critical aspects are to

be taken into account. All the amounts were categorized into

costs and benefits and spread over time according to their

possible time of concurrence.

Appraisal Summery TableImpact indicator Scaled

scorePoor people in the AOI 0.00Poor people among users 7.85Job creation for local

people

9.00

Women among total users 7.49Job created for women 7.00Total land take 9.95Number of people to be

resettled

8.02

Economic internal rate of

return

6.69

Increase in Availability 0.80Financial Internal Rate

of Return

N/A

IntegrationAccident Reduction

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Total 54.61

Thus the overall score of the project is 54.61 out of 100 or IRR

is 0.54.

Interpretation of the Appraisal Results

1. Considering the level of score of the project (54.53), the

project appears to be a very good project.

2. As seen in the appraisal summary table the project is very

good in items of efficiency as well as Efficiency score is 33.72.

3. The project performed quite well in cost-benefit analysis. It

also see, to have a very good impact employment creation because

it is hoped to employ significant percent of local people.

4. On the multi-modal integration issue the project will have

good impact in integrating water transport network and road

transport network as the main importance to provide corridor

(with international route) for various export impact of the

country.

Funding and Budgeting of JMRIPGovernment of Bangladesh funds the project to implement. This

project is not for profit oriented project, only purpose is socio

economic development.

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Amount of Cost of the project ( In lakh Taka): Total 181512.19

Funding of the GOB : 181512.19 (In lakh TK)

Cost estimation of JMRIP: The cost estimation of this project is given in the appendix 01.

Project Implementation Period

a) Original: 01- 07-2010 to 30-06-2013

Note: Defect liability period will be 1 year after

completion.

b) 1st revised : 01-07-2010 to 31-12-2013

Note: Defect liability period will be 1 year after

completion.

c) 2nd revised: 01-07-2010 to 30-16-2015 (Including Defect

liability period).

Execution of the PlanningThe Civil work of Joydebpur- Mymensing Road Improvement Project

are divided into four contract package(package WI-1, WI-2, WI-3,

WI-4). To complete the construction work under this project

within the stipulated time as program, the notice to Commerce for

package WI-3 and WI-4 were issued on March 2011. Although the

construction works of contract package WI-3 and WI-4 are going

on, unfortunately the contract WI-1 and WI-2 were terminated at13 | P a g e

the very initial stage due to fundamental breach of contract by

the contractor. Later it was decided by the government of

Bangladesh that the construction works of the package WI-1 and

WI-2 would be implemented by the Bangladesh Army through deposits

works.

DocumentationDocuments are used for different task of the project. To select

contractor, consultant several documents are used. Some documents

are –

Invitation for Tender (IFT): Invitation for tender was used to

invite contractor for the construction of the project through

Open trading Method (OTM). IFT was published to invite contractor

for the work package WI-3 and WI-4. In this document provide

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brief description of works and eligibility of the contractor were

mentioned. (Given in appendix 3)

Request for Quotation (RFQ): Request for Quotation (RFQ) was used

to invite consultant for the construction of the project through

Open trading Method (OTM). This was published to invite

contractor for the work package WI-3 and WI-4. In this document

provide brief description of works and eligibility of the

consulted were mentioned. (Given in appendix)

List of short- listed consultant: This document is published to

inform the Proposal Evaluation Committee to select consultants.

This is a short list of possible consultants. (Given in appendix

05)

Expression of Interest: By this document, tender is requested

from international consultants to involve with the project.

(Given in appendix 04)

Theoretical Framework

Project PrioritiesAlthough quality is considered as the success of a project,

client of a project may expect the other things also. This

includes the project has to finish within the time or it has to

finish within the budget. When parties’ gives priorities more on

time schedule of the project completion, then it is said that

they give priority more on time. It is similar to other factors

that are cost priorities, performance priorities.

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As a government funded project, Government body tries to finish

or want to see the project completed. Here budget or time is not

so much matter, government wants the project done. If we present

the priority matrix of JMRIP, the scenario can be found:

In this matrix, it is clear that, the project management team

have little pressure on cost and time. They have pressure only on

the performance of the project. According to the information, the

initial budget is 900cr taka and now it is around 1850 core taka.

Time schedule is also revised. So their main priority is to get

the work done. They have time or budget flexibility.

Project Communication PlanGovernment project is basically on tender base program, where

there are contractors, consultant recruited by the Roads and

Highway department. Here the information passes from bottom to or

top to bottom. When any portion of work is completed, the

contractor report to the consulting team and consulting team

monitor their activities and check the quality of the project

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work and give formal report to that the work is okay, then the

report is submitted to the project manager. Project manager

verify this and inform the project director about this. Through

this process the communication process is done. Here Minister of

Roads & highway ministry gather information from the project

director. If here any information needed this hierarchy is

followed. But when any challenges arise, RHD team tries to solve

it by taking with the stakeholders and by informing different

interested group. The communication hierarchy of the project is

similar to this:

Project Selection MethodIn the idea generation stage, the selection process of JMRIP is

discussed. Project can be selected on the basis of financial or

non financial method. The project is basically selected on the

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financial model. Experts are said to do feasibility study on the

socio economic perspective, social perspective, environmental

perspective, economic perspective etc. On the basis of these

studies, IRR (Internal rate of return) is measured. In this

projects’ IRR is 0.54. Theoretically, the project is not so much

good. But considering the user of the road and some other issues,

the project is selected for execution.

Responsibility MatrixResponsibility matrix is used for summarizing the task to be

accomplished and who is responsible for what on the project.

While visiting the project site, we learn detail about the

responsibility matters as a whole. Responsibility matrix of JMRIP

project is given below:

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Responsibility Matrix R= Responsible

S= Support

Project StructureIn JMRIP project, government assigns some government employees

for execution of the project. These employees are supposed to

involve only to the project in the project execution time. In

that time these employees has to perform only the task associated

with the project. In this case, theoretically the project is

organized by dedicate team. The team member includes project

director, project manager, Assistant project director, assistant

project managers. Project structure of the project is graphically

presented below:

Project Management Structure

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Human Resource Management (HRM) of the ProjectManagement Employee

In the management team of the project man power or employee of

the project are divided into two classes:

1. Upper level employee

2. Lower level employee

3. Consultant

Upper level employees: Upper level employees form management team

of the project. They are project authority. These people are

recruited from different existing sector of Roads and Highway

Division. For their work they get 20% allowance on their basic

salary.

Lower level employees: Maid, driver, peons, clerk are recruited

from outsource. They are the helping hand of the management team.

They are contractual employee. Their salary is paid on contract

basis.

Consultant: Consultant helps the Project director and received

salary on monthly basis.

Construction employee

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Employees those are directly related with the construction are

recruited trough contractor of the project. There are some types

of construction worker.

Master role

Worker works on “no work no pay’’ basis. General work hour is 8-

5. After this period if any worker works, it will count as over

time period and get wage on rule of overtime. They are paid after

every one month.

Subcontractor

Bill paid based on CFT or contract. These workers take contract

for a certain task and bill make for the task. They show their

work progress and received payment. 20% of their total wage cuts

from their wages, 10% for security and rest 10% for Value Added

Tax (VAT).

Own worker

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Permanent worker: Are contractor’s permanent employee regardless

of any specific project. For this employees there have a

provision fund.

Consultant: Consultant audits the work in every level. They

received salary on monthly basis.

Selection of Contractor and Consultant

Consultants: Through RFP (Through Request for Proposal)

consultant are invited and based on their skill consultant are

selected.

Contractors: Through Invitation for Tender (follow OTM method)

contractors are invited. Then through bidding which party demand

lowest price, are selected.

Procurement ProcessCollecting materials

All materials used in this project are collected from suppliers.

Contractors of the work packages contact with the supplier of

each material and collect material in advance. Minimum stock of

materials always holds. For example each contractor stock minimum

500000 (5lakh) CFT sand for construction.

Contractors collect all materials locally except bitumen. Bitumen

is exported from other country.

Procurement Management

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Contractors of the work packages submit the bill of the expenses

of materials to project manager. Then project manager show the

document to Project director. After getting the clearance of the

accuracy of materials through consultant, Project director

approves for the sanction of the bill. When project manager gets

the authorization, he issues cheque for bill payment.

Integration of the Project ManagementAll the activities of the project are integrated through a

hierarchical system. Section officers of different section of the

project collect information from the lower level and transfer to

the upper level. Project Director is the key person of the

project. There are some important persons stand between section

officer and Project director and all of them manage the total

activity of the project. Assistant project director helps the

project director. Additional director facilitate the job of the

project director. There exist a consultant between Project

Director and Additional Project Director (APD). In this project

there are two Project Manager. One for work package WI-1 and WI-2

and another for WI-3 and WI-4. Deputy Project Manager (DPM)

provides information to project manager. DPM collect information

from the Section officer and transmit the information to the

upper level. Following chart show the hierarchy:

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Current Scenario of the ProjectThe task land acquisition and transfer of utilities are almost

completed. There are bridges under this project and all these

bridges have been constructed and opened for transportation.

There are 153 culverts from which 112 culverts have already been

constructed and another 37 are in progress. There will be 4 steel

foot over bridges in Joydebpur, Vhaluka, Trishal and Mymensingh

which will be constructed later.

WI-1 and WI-2 are being constructed by Bangladesh Army. In this

phase, a railway over bridge in Salna and a flyover in Moa are

under construction. 90% of the railway over bridge and 87.24% of

the flyover has already completed.

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Figure: Current Scenario

42.91% of financial progress and 49.68% of actual progress of the

WI-1 and WI-2 work packages are recorded which is under

Bangladesh Army.

49.38% of financial progress and 55.58% of actual progress of the

WI-3 and WI-4 work packages are recorded which is under Roads and

Highway Authority.

There are 7 big Bazar on this Highway from Noyanpur to

Mymensingh. The flexible pavement of the roads is heavily

destructed in these bazaar areas by erosion of oil, water and

garbage which permanently blockade the drainage system. To avoid

this, ‘Rigid Pavement’ is being constructed in the roads of these

big bazaar areas.

But there are some bridges which have been inaugurated already

but don’t have transportable roads in the either side of the

bridges.

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Deviation between Planning and ExecutionTimeframe: The final completion date of the project is June 2015,

but according to the contractors the project will not be

completed within the deadline. However, contractors frequently

can’t complete their target task within the timeframe.

Work progress: There are only 7months remaining before the

deadline but surprisingly only 55% tasks of the entire project

are completed. The project management team is still very much

optimistic about the completion of the project within the

deadline. But it is quite unrealistic to complete remaining 45%

tasks in 7 months where the other 55% tasks have completed in 4

years!

Budget: Budget becomes almost double in the execution phase than

the planning session. In the planning phase, the estimated budget

was BDT 950 crore which with time to time adjustment, now becomes

BDT 1815.12 crore.

Specification and Quality: Sometimes some misspecifications are

also caused and quality of the tasks or materials doesn’t match

with the standards set before. During our visit, the consultant

rejected a particular task of the road due to misspecification.

Deviation Measurement TechniquesUsing Software: Both the consultants and contractors of the

project use Microsoft project software to tract a record of the

entire project works. Here they set a target point with timeframe

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and update the completed tasks. By comparing the actual

completion with the target point, they measure the deviation.

Physical observation by PM team and Consultants: Project

management teams and the consultants continuously observe the

tasks of the contractors. They make a daily work schedule for the

contractors and at the end of the day; they compare the

contractors’ tasks of the day with the pre-set target. They also

do it weekly and monthly basis.

Controlling Measures for Minimizing DeviationSuggestion to the Contractors: The assigned consultants always

give suggestion to the contractors about how to reduce the

deviation between planning and actual tasks. Sometimes they also

help the contractors in solving particular problems.

Adjustment with the next works: When a contractor can’t fulfill

the day’s target, then he has to add the uncompleted task with

the next day’s work plan.

Threat for punishment: Project manager and consultants frequently

threat to the contractors to reduce the deviation. Threats can be

financial like delay of bill sanction or cut down of payment.

Risks Associated with the Project1. Land acquisition and taking control

2. Replacement of utilities (Gas line, T&T line, Electricity

line etc)

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3. Explosion of gas lines

4. Agitations among the local people due to road accidents in

this road

5. Theft of raw materials and equipments of the contractors

6. Pressures and different types of requests from local

political leaders and powerful peoples as well as big

industrial factories.

7. Bad weather (rain)

8. Labor unrest for late payment and other demands

9. Idleness of equipments

10. Reject of a finished or ongoing task due to

misspecification

Risk Management TechniquesBoth Project Manager and Contractors says that they don’t have

risk management initiatives. But they think, the following risk

management initiatives should be there to reduce risks associated

with the project:

1. Convince the local people non-violently

2. Employing security guard

3. Communicate quickly with the utilities’ authority in case of

any accident in the utility line

4. Timely payment of the workers

5. Blockade and maintain the traffic control of the work-in-

progress roads

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6. Try hardly to complete a task according to the

specifications.

Problems and Challenges of PM TeamTo complete the construction work under this project within

stipulated time the project authority has faced several

challenges concerning to the design, implementation, construction

area safety, supervision and maintenance of road and related

structures. The following major challenges are brought to light.

Land Acquisition & Taking Control: Land acquisition and

taking control of the acquired land are two major challenges

for Project management authority. They have to face the

difference of cost for land acquisition which is prescribed

by 1680 lack for 5.6 hectors as per DPP and 7900 lack for

8.66 hectors by DC of Mymensingh. The other challenges are-

the complaints of receiving money for the land, newly set up

electrical khuti on the road etc.

Relocation of Utility lines: At the time of construction

they have faced dangerous situations for hampering and

transferring the gas line, electrical line, TNT line etc.

and they also have to pay transfer cost to all those

departments.

Prolonged Rainy Season: The implementation period is 30

months where they have to face three rainy seasons. Already

they have passed two rainy seasons. At that time they are

compelled to execute less work according to the daily

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planning because rain sometime washed the work in process

construction and create unfavorable environment to work.

Inefficiency of the contractors: Lack of inexperience of

local contractor in a big project, their limited educational

& practical knowledge, inappropriate managing workers system

have made the project challengeable to complete within their

expected life span.

Resettlement: For the time factor the cost of various

components of the project are being changed. At the

adjustment of cost variation the project authority are

compelled to change their planning and resettle other issues

that are related with the project. And the whole process

creates delay for the project.

Political Situation: Political situations like Hartal have

influenced the total working environment. The agitating

people of opposite group obstruct the work and sometimes

make fire of the vehicles that are used for the project.

Workers feel unsecure in the workplace and sometimes they

are not present in the workplace.

Grave of Freedom Fighters: As per design they have shown

that a freedom fighters body buried in the extension area of

the road which is very sensitive issue for construct the

road. The authority faced critical situation for transfer

the grave out of road design. Finally they could transfer

the grave with long conversations with the local people.

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Lack of Consciousness: After completing all the procedures

of making the road it will take at least 24 or 36 hours for

making the road usable. They have made bamboo barricade at

this time to ensure the safety of mixing all ingredients but

the drivers have broken barricade and hampers the works that

causes time to do the work again & delay the project time.

Others:

Mosque in the road line

Accident: For the lack of consciousness sometimes

local people are injured and dead during

construction time or without construction time

which create difficult situation to work and make

challengeable to continue the work.

Ways of Mitigating Project Problems and ChallengesTo solved the problems the management have to go through the help

of different governmental bodies and local people. The Following

mitigations are taken to handle these unfavorable situations-

Through DC Office: To settle the problem of paying the money

to its rightful owners the authority goes to DC office of

both Mymensingh and Gazipur.

Through various departments: Workers sometimes have faced

the problem of removing the line of gas, electricity, TNT.

To mitigate the problems the authority has to take

assistance of different governmental department like PDB,

TITAS etc.

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By conversation: In the direction of the design the

authority has to negotiate with the local people and the

committee of the mosque in order to make them understandable

to transfer the mosque and grave.

Support of police: The authority has to take the assistance

of police to handle the situation where people are agitating

with unfavorable situation occurred by people and workers

and hampered the working environment.

By raising awareness: To lessen premature death and injuries

of the local people in the construction area they have

raised awareness through the publicity like signboard for

notice, barricade etc.

Expected Termination Process of the ProjectAfter completing all the process of project construction, the

contractor will inform the project authority to take the project

by means of project completion report. Then the project authority

through the planning commission will check out all the things

according to their standard and ensure that the project has met

all the measurement and demand of them. To get the confirmation

from planning commission, the project authority has taken the

work from contractor and hand over it to the roads and high way

division. Then Roads and Highway Division hands over.

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Expected termination process of the project

Defect Liability Period: At the time of receiving the project the

project authority take bond from the Contractor that if there is

any defect in the project within one year, they have to liable to

reconstruct the road with their own cost.

Work Breakdown Structure

WBS of JMRIP

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Required Skills of a Project ManagerThe project manager is a government employee and he states the

skills of a project manager from his practical knowledge. He

emphasizes on “don’t say no” to your Boss. That means you should

prepare for all types of work and you should have the mentality

for taking pressure. In adverse situation PM has to tackle the

situation smartly. If any PM says to any types of work, it

presents his inability and other people may do it. It creates

negative impression to others. He also mentions the following

points about the leadership skills required for a PM:

Leadership: PM of JMRIP think that the first skills that a

project manager need in leadership skills. The project can

run swiftly when the project manager can lead the team

efficiently.

Experience: If the project manager does not have any

knowledge about the project or he has no previous idea, the

project may not run successfully.

Motivation (emphasis more on negative motivation): PM

emphasis more on negative motivation like create obstacle to

the payment of the contractor.

Followership: PM of JMRIP think that for becoming a good PM,

you need to have followership skills. When you can follow

your boss, your subordinates also follow you.

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Flexibility: Sometimes PM needs to be flexible. It may be on

sickness of the workers.

Instant Decision Making Capability: Generally a project

manager needs to take different decision while project is

going on. So, analytical power and instant decision making

capacity helps a PM to run the project successfully.

Recommendation:While visiting the project site, we observe some weak points of

the project. Here we mention some recommendation that may support

the authority in other project or can control the activities of

the present project.

In the project, they authority started their work before

land acquisition which is responsible for the increase in

project cost as the contractors’ equipments sat idle. For

reducing the cost the authority should finish the land

acquisition task before the project starts.

Different unexpected maters like the grave of a freedom

fighter, mosque on the road design should be investigate

before the project starts.

There is no risk management system in the organization.

Project director should give concentration on this.

As the project structure is dedicated team, in our view

manpower should increase a little bit more.

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Contracts faces different problem as their materials is on

the construction site at night. In this case, they have to

assign night guard.

In the very beginning, the work is given to two Chinese

companies. But after 6 month it is found that these

companies are became bankrupt. This happen because of less

investigation before the work was given to them. So, before

giving them work, the authority should investigate about the

organization.

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