Concrete

Golden rule for project managers

Published

5 years ago

March 5, 2021

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Many a time, colleagues would ask me what is the sure shot recipe for success in managing projects. The answer would come to me very easily, and I would naturally respond by saying that there is no such magic bullet in project management. At the same time, I always hasten to add, that there is but one pre-condition for success. And that is, We must think of the project contractors as our partners, and not as opponents. This may sound quite easy to practice, but in actual practice I have seen that it is almost always observed in its violation. Contractor bashing is so common-place amongst us, that we have almost made it a religion in itself.

Before we delve into the strange behavioural aspects of this phenomenon, let me explain the contractual relationships that define a contractor. This is easier done with an example. Let us say that in Delhi, the Delhi Metro Rail Corporation enters into a public-private partnership with a company named DAMEPL for setting up the Airport Metro Line. Let us assume that DAMEPL, in turn, engages Siemens, among many other parties, to carry out signalling installation. Now, Siemens again, employs M/s XYZ Pvt Ltd for the actual erection work, and this XYZ Pvt Ltd asks M/s ABC Co., as labour contractors. Thus, in this illustration, we have created a 5 tier contractual structure. We can see here that as we step down this so called ladder, a contractor in turn becomes a customer, and that there are many customer-contractor relationships existing in such a large project at different levels.

I am a little confused. I do not know precisely why we tend to treat our contractors in a condescending manner, suspecting them all the time, and persecuting them all the time. Is this attitude rooted in our colonial past, or is it arising from our public sector mentality? Or, is it that we are always afraid to befriend the contractors, lest we are seen to be unfairly favouring them? Is it a cultural approach of ours, to play safe like true-blue bureaucrats, or is it driven by some kind of innermost sadistic tendencies that we harbour? I am clueless on this, but I do know this for a fact that we mistreat our contractors, and I also know that this can be most damaging for a project. Also, isn?? this behaviour surprising and downright funny, considering that the two entities, customer and contractor, have, in the end, a common purpose, which is to complete the project successfully.

Take the foregoing example. Going by our absolutely normal behaviour patterns, the project would have failed, (delayed, etc.) primarily because everyone in the whole chain who is a customer/owner would have dealt with the contractor down the line in the most non-cooperative and unhelpful manner. Like we say, in an organisation culture flows top down, in our example also, the way a customer will behave with the contractor, will largely depend on the kind of treatment he has in turn received as a contractor, from HIS customer. If DMRC were to follow the golden rule and embrace DAMEPL as a partner, this helpful attitude would have spread downward to DAMEPL, Siemens, and others. But alas, this is not to be! Even in a so-called ??ublic-private partnership??contract, the public sector makes a mockery of the word partnership, and proceeds to deal with the hapless ??artner(s)??in the traditional and time-tested contractor treatment formula.

One small corollary to this golden rule. A potential contractor is not necessarily a friend. We must maintain proper arms length distance in our interactions with all potential contractors, before the contract is awarded. During competitive bidding, during negotiations and during the finalisation process, the owner/customer will be well-advised to be distant, formal, fair and transparent with all competing bidders. But once the contract is signed with the successful bidder(s), they immediately become partners to embrace and not contractors to persecute. So we have to discriminate between the pre-contract and post-contract phases, in defining and shaping our relationship with our contractors.

To sum up, a project manager must view all contractors as partners, and not as a subordinate, nor as a necessary evil in a project. S/he must behave like a friend of the contractor, not as a foe. The contractor is very much a part of the project team, united in a common goal, and has to be treated as such. Remember, this is just a pre-condition to success in projects, not a complete solution to project management.

– SUMIT BANERJEE

Concrete

India, EU Resume Talks To Finalise Free Trade Agreement

High-level negotiators meet in Delhi to push balanced trade deal

Published

19 hours ago

November 4, 2025

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A senior delegation from the European Union (EU) is in New Delhi from 3 to 7 November 2025 to hold detailed discussions with Indian counterparts on the proposed India–EU Free Trade Agreement (FTA). The negotiations aim to resolve key pending issues and move closer to a comprehensive, balanced, and mutually beneficial trade framework.

The visit follows Union Minister of Commerce and Industry Piyush Goyal’s official trip to Brussels on 27–28 October 2025, during which he held forward-looking talks with European Commissioner for Trade and Economic Security Maroš Šef?ovi?. Both sides reaffirmed their commitment to intensify dialogue and strengthen cooperation towards finalising the FTA.

This week’s deliberations will focus on trade in goods and services, rules of origin, and technical and institutional matters, guided by the shared goal of creating a modern and future-ready trade pact that reflects the priorities and sensitivities of both India and the EU.

The discussions gained further momentum after a virtual meeting on 3 November 2025 between Minister Piyush Goyal, Commissioner Maroš Šef?ovi?, and EU Commissioner for Agriculture and Food Christophe Hansen, which helped align positions on key areas of mutual interest.

As part of the ongoing negotiations, Ms. Sabine Weyand, Director-General for Trade at the European Commission (EU DG Trade), will visit New Delhi on 5–6 November for high-level consultations with India’s Commerce Secretary Rajesh Aggarwal. The talks will address technical and policy matters critical to concluding the agreement.

The EU delegation’s visit underscores the shared determination of India and the European Union to conclude a fair, transparent, and equitable FTA, aimed at boosting trade, investment, innovation, and sustainable economic growth.

Both sides view the FTA as a strategic pillar in their partnership, capable of enhancing market access, creating new opportunities for businesses, and promoting a resilient and diversified global supply chain.

Concrete

Om Birla: World Sees India as a Key Investment Destination

Speaker says India’s democracy and growth draw global confidence

Published

19 hours ago

November 4, 2025

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Lok Sabha Speaker Om Birla on Thursday said that the world is increasingly looking to invest in India, drawn by its vibrant democracy, rapid economic expansion, and technological prowess. Speaking at the 125th Anniversary Celebrations of the Bharat Chamber of Commerce in Kolkata, themed “India@100: An Age of a New Dawn,” Birla said that under the visionary leadership of Prime Minister Narendra Modi, the nation is steadily advancing towards becoming a global economic powerhouse.

He emphasised the government’s commitment to building a business-friendly environment, driven by the principles of minimum government, maximum governance. The administration, he said, is focused on reducing bureaucratic hurdles, expanding industrial capacity, and encouraging innovation. Birla also urged the private sector to invest more in research and development (R&D) and strive to meet global standards, assuring that the government will complement such efforts to strengthen India’s innovation-led growth.

Praising the Bharat Chamber of Commerce, Birla called it a source of inspiration for business chambers across India. He lauded its 125-year legacy of resilience, foresight, and public service, recalling its origins as the Marwari Chamber of Commerce. The Chamber, he noted, has played a key role in India’s industrial, social, and economic transformation and in promoting corporate social responsibility.

Birla observed that India’s success as a democracy lies in its stability, inclusiveness, and deep cultural roots. “Democracy in India is not just a system of governance, but a way of life,” he said, adding that the nation’s robust institutions ensure policy continuity and investor confidence, both crucial for long-term growth.

He stressed that where democracy thrives, sound policy decisions and effective implementation follow, creating a foundation for sustainable development. Birla also highlighted India’s rise as a global innovation hub, driven by strong public–private partnerships in technology and R&D, which are propelling India into leadership positions in emerging industries.

Touching on inclusive growth, Birla noted that the increasing participation of women and youth reflects India’s social transformation. He highlighted women’s growing role across sectors and said they will remain pivotal in shaping a self-reliant and developed India. Similarly, he praised India’s youth and entrepreneurs for driving creativity, enterprise, and innovation, shaping the country’s future with energy and vision.

Reaffirming the vision of Atmanirbhar Bharat, Birla called for stronger collaboration among industry, government, and academia to build a resilient, self-sustaining economy. He also underlined India’s emerging leadership in clean and green energy, expressing confidence that the country will play a leading role in addressing climate and environmental challenges globally.

Acknowledging West Bengal’s historical contribution to India’s growth, Birla said the state has long been a cradle of intellectual, cultural, and industrial excellence. He noted that Bengal has produced eminent thinkers, reformers, poets, and industrialists, and continues to inspire the nation with its enduring spirit of innovation and enterprise.

Concrete

Mumbai Metro, Monorail Told To Submit Disaster Plans

BMC orders SOPs and drills to strengthen emergency preparedness

Published

19 hours ago

November 4, 2025

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The Brihanmumbai Municipal Corporation (BMC) has directed Mumbai’s monorail and metro operators to submit detailed emergency management plans and Standard Operating Procedures (SOPs) for review, as part of efforts to bolster the city’s overall disaster preparedness framework.

The directive was issued during a meeting of civic authorities responsible for disaster management, held at the BMC headquarters on Wednesday. The session was convened to assess Mumbai’s emergency response mechanisms following the monorail breakdown near Bhakti Park, Chembur, on 19 August, which left several passengers stranded for hours due to a technical malfunction.

Dr Vipin Sharma, Chairperson of the Mumbai Suburban District Disaster Management Authority and Additional Municipal Commissioner (Western Suburbs), emphasised that the city’s monorail and metro systems must be integrated comprehensively into Mumbai’s emergency management strategy. He noted that these rapidly expanding networks require independent consideration given their critical role in public mobility.

Dr Ashwini Joshi, Chairperson of the Mumbai City District Disaster Management Authority and Additional Municipal Commissioner (City), instructed that mock drills be held regularly at all metro and monorail stations to assess and enhance emergency response capabilities.

Meanwhile, Dr Amit Saini, Additional Municipal Commissioner (Eastern Suburbs), said the session was aimed at reviewing coordination and readiness among key agencies in light of Mumbai’s expanding transport infrastructure. He stressed the importance of inter-agency collaboration to ensure rapid and efficient response during emergencies.

Professor Dr Ravi Sinha from the Indian Institute of Technology (IIT) Bombay commended the coordinated handling of the August 19 monorail incident, which involved the BMC’s disaster management department, Mumbai Fire Brigade, and other civic response teams.

Officials concluded that strengthening communication channels, training exercises, and real-time coordination between agencies would be central to improving the city’s ability to respond swiftly to future incidents involving its transport systems.