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Effective Communication Management for Urban Infrastructure Projects
Vanita Ahuja, Shalini Priyadarshini
RICS School of Built Environment, Amity University
Paper discussing the content of the paper published in proceedings of PMI National Conference, 2015 held in Bengaluru
Agenda
• Urban Infrastructure Projects• Stakeholders
• Stakeholder Management
• Stakeholder Management Strategies
• Communication Management
• Communication Technologies and Strategization
• Stakeholder Communication through Project Phases
• Communication Management Principles
• Effective Communication Management
• Case studies – DMRC and BRT
Urban Infrastructure Projects Social and physical requirements of rapidly increasing population
India’s Urban Awakening: Building Inclusive Cities, sustaining economic growth, McKinsey Global Institute, 2010
Urban Infrastructure Projects
India’s Urban Awakening: Building Inclusive Cities, sustaining economic growth, McKinsey Global Institute, 2010
Stakeholders in Urban Infrastructure Projects
• Stakeholder groups include ` `• Project affected people/groups• Project participants • Non‐governmental and other interested organizations• Academicians and experts, and • Local government officials
• Also • Future generations• Surrounding natural environment
Stakeholders in Urban Infrastructure Projects
Stakeholders
Internal
Demand Side
Employees – End Users – Financers – Customers
Supply Side
Architects – Engineers – Contractors Trade – Contractors – Suppliers
External
Private Actors
Local Residents – Landowners –Environmentalists – Archaeologists
Public Actors
Regulatory Agencies – Local government – National
Government
Have legal contract with the client
Communication gap
Public Engagement
is a key determinant to success
Social Quotient of a
Project
Stakeholder Management in Urban Infrastructure Projects
• Stakeholder impact is dynamic and changes over project course• Understand interests, involvement, interdependencies, influence and potential impact on project
• Achieve common understanding at early project stages to minimize conflict, revisions and radical feedback
• Multiple analysis models and iterative assessment for stakeholders based on
• Power – ability to impose will• Urgency – need for immediate action • Legitimacy ‐ appropriate level of involvement
Stakeholder Disaggregation
Key Stakeholders Identification
Stakeholder Management Strategies
Agreement | Negotiation | Avoidance | Challenge | Control
Lead | Cooperate | Involve | Protect | Educate | Monitor
Proactive | Reactive |Defensive | Accommodative
Effective Communication
Communication Management in Urban Infrastructure Projects
• Complex and time consuming process. • Challenges include
• Non‐recognition of all stakeholders• Diverse communication capabilities • Technically and structurally inappropriate strategies for stakeholders• Information requirement variation in different project stages
Untimely/ inadequate information
Dissatisfaction and Resistance
Project delays, increased costs,
inadequate quality management
Silent Majority
Dynamic Stakeholder Management
Communication technology and strategizing Communication Management
• Increased efficiency through a better plan; communication flow, instrument and structure using
• Advance IT tools, web‐based social media, computer games, interactive project websites, and
• methods like media advertisements, public forums and announcements, exhibitions and road shows, project models and TV campaigns
• Visioning• Project website
• Public Relations officials for meetings between external stakeholders, technical experts and project managers
• Social, economical and environmental concerns along with technical considerations
Effective Stakeholder Communication through Project Phases
Planning and designInitiation
Completion Redevelopment
Execution
Flexible and multi‐directional synchronous communication for complex negotiations with key stakeholders. E.g. Workshops
Align project expectations, create awareness, build relationships. E.g. push communication and instructional videos
Provide information, acknowledge contribution, maintain relationships. E.g. personal and impersonal communication
Familiarize end user with project value and accomplishment
Similar to planning stage
Effective Communication Principles
• Information tailored to specific stakeholder requirements in easy to understand language and format
• Integration of different communication methods• Single point of contact for communicating with each stakeholder• Priority for communication about budgets, legislations, contractual agreements, progress, risks
• Accessible information in advance to public consultation and decision making
• Respect for local traditions, languages, time‐frames and decision making process
• Clear mechanism for response to feedback, concerns, grievances and suggestions
Effective Communication Management
• Improves project visibility• Establishes project priorities• Fulfills stakeholders’ needs• Creates trust• Reduces unpredictable risks• Paves way for innovation and improved technical solution• Softens the impact of dynamic changes associated with these projects
Case study ‐ Delhi Metro Rail Corporation Initiated in the early 1990s; Phase I and II started in 1998 and 2006. Phase III underway.
Phase III commissioning will make DMRC the 7th largest worldwide, with 330 km long network and 234 stations, catering to 4 million daily commuters,
Rail network constructed through dense areas; challenges included land acquisition, massive underground work and services relocation.
Case study ‐ Delhi Metro Rail Corporation
• Identified all important stakeholders to develop subgroup‐specific communication plans• Community meetings during planning phase to explain the project • Used mass communication media platforms to build positive project image• Construction planning done with least disruption to existing commute routes• Collaborated with local NGOs to develop a peer‐education programs for labour, contractors and internal team members
• Strategies to educate people about correct and responsible service use• Volunteer programs like Metro‐Mitra for commuters safety
Case study ‐ Delhi BRT
Total road‐network of Delhi: 28,500 km Major arterial roads record peak‐hour speeds of <30 km with high congestion at signalized intersections.
Pilot project: Open BRT of 5.8 kms. stretch for Delhi Transport Corporation (DTC) and private operator buses on upgraded dedicated lanes
Case study ‐ Delhi BRT
• Encountered criticism from public private vehicle owners, political leaders, media
• Inadequate effort made to identify all stakeholders and their concerns
• No team/spokesperson for creating external awareness.
• Lacked a comprehensive communication strategy till after the BRT was implemented
• Failed to utilize media and organize a promotion drive
• Not effective consultation with stakeholders during construction phase.
• Absence of awareness/ education campaigns or training programs for users or operators
References for Case Studies
• Case study: Delhi Metro Rail Corporation, http://siteresources.worldbank.org/SOUTHASIAEXT/Resources/Publications/448813‐1183659111676/delhimetro.pdf, accessed in January 2015.
• CSIR Final Report, (2012), Evaluating Bus Rapid Transit (BRT) Corridor Performance from Ambedkar Nagar to Mool Chand, Delhi, CSIR‐Central Road Research Institute, New Delhi.
• Economic Times, Delhi polls: Sheila Dikshit finally promises to scrap Bus Rapid Transit corridor’ 27th Nov., 2013. http://articles.economictimes.indiatimes.com/2013‐11‐27/news/44520313_1_brt‐stretch‐brt‐corridor‐crri
• ET Bureau News Report, BRTS: Lessons Delhi can learn from Ahmedabad's transport system, 19th May, 2013. http://articles.economictimes.indiatimes.com/2013‐05‐19/news/39355001_1_ahmedabad‐brts‐ahmedabad‐municipal‐transport‐services‐delhi‐metro
• Mail Online India, Delhi set for expanded Metro service adding 140km of train lines and 15 lakh new passengers, 21st September 2014.
• Prasad, V.M. and Govind, S. (2006), The Delhi Metro project: Effective project management in the Indian public sector, ICMR Case study, www.icmrindia.org
• Sharma, A., Bourgeois Environmentalism and Mass Media: The case of Bus Rapid Transit System in Delhi, Harvard University Graduate School of Design Report.
• The Times of India, DMRC launches Metro Mitra with CISF, 25th February, 2015. www.timesofindia.com
Thank You