Q1. You’ve managed planning, scheduling, costing and contract management across major infrastructure and metro projects. Could you briefly outline how your responsibilities evolved as you moved into senior planning leadership roles?

I began my career as a management trainee, where my role was largely centred on preparing smaller technical deliverables such as DPRs, DLRs, and similar reports. As I progressed into management-level positions, my responsibilities expanded to include independent preparation of project schedules, primarily using Primavera P6, after having worked earlier with MS Project.

Up to the AGM level, I was personally responsible for programme preparation. Even today, in certain situations, I continue to do so, largely because effective planning is closely linked to site experience. Without adequate exposure to site conditions, it becomes difficult to develop realistic programmes and budgets or to manage extensions of time, prolongation costs, claims, and variations effectively.

In addition to planning, I have managed Contract Management, MIS responsibilities, which have varied depending on the organisation. Currently, at the head office, I work with a small team, so I handle most planning activities myself. This covers scheduling, resource loading, physical and cost weightage, and quantity loading. By bringing all this data together in the programme, I can compare planned and actual progress, analyse variances, and take corrective action quickly.

Earlier in my career, I contributed partial inputs that senior managers would consolidate. As I progressed, I took full ownership of programme preparation, monitoring, and reporting. This included preparing daily to monthly progress reports, client presentations, EOT programmes, claims, and documentation for additional works.

 

Q2. Urban transit and large-scale infrastructure projects are becoming more complex, with tighter deadlines and multi-agency coordination. How are you seeing project planning practices evolve to handle this increasing complexity?

In my experience, urban transit and underground infrastructure projects are almost always governed by tight contractual timelines, which are often shorter than what is realistically needed for execution. This makes it essential to align planning closely with available resources so that key milestones remain achievable.

I have found that monitoring is just as important as planning. If any activity starts to fall behind, it is crucial to adjust resources quickly to recover lost ground. Managing critical path activities is especially important. For example, in metro projects, tunnelling often sits on the critical path, so any delay there can directly impact the overall project timeline.

Regular schedule updates, usually every week, help me spot delays early, whether they are minor or significant. This way, I can develop and implement recovery plans before too much time is lost.

Most large infrastructure projects today follow the EPC delivery model, where the contractor is responsible for design, procurement, and construction. In such arrangements, the employer is supported by a general consultant who reviews submissions and monitors progress. Since project costing is closely linked to timelines, any prolongation tends to increase indirect costs and affect margins.

Land availability is another key factor I consider. If a project is awarded before land is fully available, execution becomes much more challenging and often leads to time and cost overruns. In my experience, projects where land acquisition is mostly completed before award tend to run more smoothly.

 

Q3. Digital tools—Primavera, BIM integrations, GIS-based planning, automated progress tracking—are becoming more prominent. Which technologies have made the most practical impact on forecasting accuracy and schedule control?

Primavera remains my main tool for preparing and monitoring detailed schedules. In addition, I have seen 4D digitalisation platforms and management dashboards become more common, especially for visualisation and supporting decision-making at the senior management level.

GIS-based tools have also become important in my work, especially for navigation-based progress monitoring. On large or linear projects, I have found these tools often provide more consistent and reliable insights than relying solely on physical site observations.

I have also started using advanced technologies for progress tracking. On long project packages, automated systems with drones and AI-based analytics help capture actual progress efficiently, since manual daily monitoring is often impractical at that scale.

Technology has also improved workforce management in my projects. Digital attendance systems, including face-recognition entry, allow for more accurate labour tracking and better cost control. Overall, these tools help me forecast more accurately, identify risks earlier, and take timely mitigation measures.

 

Q4. Cost escalations, resource constraints, and contracting risks are rising in large infrastructure projects. What planning or risk-mitigation approaches have you found most effective in maintaining baseline control?

I integrate cost control very closely with planning by using cost-loaded schedules. Activities are monitored both physically and financially, with budgets defined through standard rates for labour, materials, subcontractors, and equipment. Tracking actuals against these benchmarks helps identify early deviations and prevents uncontrolled cost escalation.

Labour availability is one of the most persistent risks in Indian construction projects. In practice, labour shortfalls are common due to absenteeism, seasonal migration, and festival-related demobilisation. Workers often leave during festivals, and remobilisation takes time, which directly affects site productivity and critical activities. To mitigate this risk, I generally plan manpower at 1.5× to 2× of theoretical requirements. For example, if an activity technically requires 100 labourers, I plan for close to 200. Even when calculations show a requirement of 500 labourers, daily absenteeism of 50–70 workers is not unusual. Planning higher manpower levels provides a buffer and helps maintain continuity of work during such disruptions.

Materials and equipment are comparatively easier to manage through advance procurement planning and scheduling. Manpower, however, remains less predictable because much of the workforce is mobile and not permanently retained.

Design changes are another recurring risk. Scope modifications arising from external or client-driven factors often require replanning under tight timelines. While these changes are usually addressed through claims, maintaining baseline control depends on how effectively the revised scope is integrated into the programme without disturbing critical milestones.

 

Q5. Underground and transit projects involve major uncertainties in geotechnical conditions and interface dependencies. How do you approach contingency planning and schedule buffering without compromising execution efficiency?

Geotechnical uncertainty is a key consideration in underground and transit projects. Contractors generally rely on investigation data provided during the bidding stage, as there is limited time for extensive independent studies. If site conditions differ from initial assumptions, alternative construction methods and additional resources may be required to maintain progress.

On one project, I encountered subsurface conditions that were very different from what we expected. By changing the construction approach and bringing in specialised equipment, I was able to meet productivity targets and minimise schedule impacts.

Interface coordination is just as important in my experience. Metro projects usually involve several specialised contractors for systems like Tunnel ventilation, MEP, signalling, rolling stock, power supply, Lift & Escalator and vertical transportation. These contractors are often brought in later, which can delay the integration of their requirements into the early design stages.

As a result, design modifications may be required after civil works have already progressed, leading to rework and coordination challenges. Early and structured interface input significantly improves overall execution efficiency.

 

Q6. Stakeholder alignment across contractors, consultants, JV partners, and authorities is critical for metro and station works. What practices have helped you drive clarity and consistency in planning communication?

To keep stakeholders aligned, I rely on disciplined and consistent contractual communication. I make sure that delays, dependencies, and required inputs are formally documented and shared through written correspondence. This documentation is critical for managing extensions of time and related costs.

On long-duration projects, I have seen delays accumulate over several years. When these are due to factors outside the contractor’s control, systematic documentation helps ensure fair resolution through established contractual processes, such as extensions of time and compensation for prolongation costs.

 

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

In my view, no tool can fully predict project outcomes. Predictability comes mainly from experience gained on previous projects. I make it a point to translate lessons learned into risk considerations during planning, so that similar challenges are not repeated.

For example, labour productivity assumptions vary based on real project data and experience. Having accurate productivity benchmarks is critical for preparing realistic schedules. Since project timelines are driven by resources, I focus on understanding and planning for resource behaviour.

From an investment perspective, I have seen that exposure to infrastructure is usually through companies rather than individual projects. The key factors I look at are the organisation’s track record, financial performance, technical capability, experience with complex projects, and risk management ability.

External factors like land availability, political environment, and ground conditions also play a big role in project outcomes. With increased competition in complex infrastructure segments, I find that disciplined planning and execution are more important than ever to protect margins.