Project Management: A Review of Tata Steel Bastar Project

This presentation discusses the common issues of project management, including poor planning, poor communication, and poor stakeholder management. It then provides a brief overview of the Bastar project, which aimed to produce 5.5 million tonnes per annum. The presentation also highlights the losses and issues with the project, such as poor planning, communication, and stakeholder approval. Finally, it suggests what Tata Steel should have done differently and provides references for further reading.

Project Management: a review of Tata steel Bastar project

What is project
management
It is an organized way that helps person
or individual to plan and manage the
resources that are necessary to compete
a project successfully.

Three project management
issue
The common issues of project
management are:
 Poor planning
 Poor communication
 Poor stakeholder management

poor planning
It is one of the common issues of project
management. If the planning for the
project is not effective it will have the
following issue:
 Incomplete estimation of resources
 Poor project schedule
 Budget overflow

Communication
It is another common issue of project
management. If the communication for
the project is not effective, there will be
issue in coordination between team and
the project scope. Hence the project will
not be successful.

Stakeholder Approval
Stakeholder are an important part of the project.
there should be perfect coordination between
the stakeholders. There are various roles that
different stakeholder have for the project:
 Approving budget
 Approving the project scope, schedule
 Approving and reviewing project quality
Without proper approval from the stakeholders
the project is not possible to execute
successfully

A brief overview of the
Bastar project
 An memorandum of understanding
(MoU) was signed between Tata and
the Chhattisgarh government in June
2005. the estimated cost for the
project was 19,500.

Summary of Bastar project
Bastar project was one of the most talked
about project of Tata steel. The project
aimed to produce 5.5 million tonne per
annum. Hence there was a plan to setup
an integrated steel plant in the
Lohandiguda region of Bastar district

Losses of the project
If the project was executed successfully it
would have
 annual turnover of 3455 cores per year
 An employment for thousands
 An opportunity to supply 108 million
tones of high grade iron ore for the plant
and an annual turnover of millions

Issues with the project
Poor planning:
There was lack of planning in the project
right from the beginning. After the MOU
was signed there was no plan for the
project progress that resulted in project
delay and due to this the project has to
be ultimately withdrawn.

Issues with the project
Communication:
After the MOU was signed, the project
authority of the Tata steel did not made
regular communication with the
government and none of the stakeholder
had any idea like what is going on in the
project. this resulted in imperfect
coordination between the stakeholders

Issues with the project
Stakeholder approval:
The farmer or the land owner was one of
the most important stakeholder for the
project. however when government
signed the MOU , there was no approval
for the land from the owner themselves.
This created the main legal issue and this
made it impossible to execute the project
further

Things Tata steel should
have done
If the project is closely analyzed it will be
seen that there were certain things that
Tata steel should have done:
 proper planning and follow up after the
MOU was signed
 Communication of progress report to
the relevant stakeholders and made
effective coordination

Things Tata steel should
have done
 proper estimation of resources
including the law and enforcement of
land accusation
 Agreement with the land owner
before land accusation

References
 Bocken, N.M.P. and Short, S.W., 2016. The theory of effective project report: a
comprehensive discussion. McGraw-Hill, Inc.
 Chan, C., 2014, January. The importance of project report two execute project
 Dan, A., the scope and status of viewer in art, 2015. Method and apparatus for
leading effective project execution.
 Laukkanen, T., 2015. The definition and scope of project report in project
management. a modern theory of art, 42, pp.35-46.
 Porterfield, T.E., 2015. Evaluation of project report: an empirical investigation of
viewer scope and success. International Journal of project management, 40(6),
pp.435-455.
 Raisch, W., 2016. Towards a sufficiency-driven art and culture: evaluation of as-Is
Workflow Modelling, 18, pp.41-61.
 Reijonen, H., Hirvonen, S., Nagy, G., Laukkanen, T. and Gabrielsson, M., 2015. The
bias of project manager towards project report. A modern approach, 51, pp.35-46.
 Warren. N, 2017, January. The importance of post evaluation for successful project
implementation: an intuitive guide.