PROJECT MANAGEMENT CONCEPTS AND

APPLICATIONS MBA-532A

RESEARCH BASED ASSIGNMENT

SUCCESS AND FAILURE FACTORS IN PROJECT
MANAGEMENT OF FIVE INDUSTRIES

CIA 1

Submitted by
GROUP – 1
ADRASTOS
ABHISHEK RANJAN 1927703
ABISHEK P 1927704
SANDEEP PAREEK 1927722
SIVARANJENE R 1927748
SURYA S 1927751

Under the Guidance of

Dr. PAPRI RAY

INSTITUTE OF MANAGEMENT
CHRIST (DEEMED TO BE UNIVERSITY)
BENGALURU 560029

OCTOBER 2020
 TELECOMMUNICATION INDUSTRY
VODAFONE CASE ON UPGRADATION

INTRODUCTION
Vodafone, headquartered in London, England is a mobile phone service providing company
which belongs to the telecom industry and has a revenue of 72.6 billion dollars with 86,400
employees. It has more than more than 404 million customers in 30 countries and operating in
5 continents. They made their first ever mobile call in January 1985.

CASE BRIEF
In the year 2006 the company planned for a business transformation, they wanted their
employees to do all the transactions and the activities from their mobile device just like the
way Blackberry was operating. The company’s Global Finance Transformation Director at
Vodafone Niall O’Sullivan wanted this to happen and wanted 80% of the internal transactions
on mobile devices to bring in more mobility and to increase the speed and reduce the cost. The
increasing digitalization meant that Vodafone had to transform their business to increase the
sales and sustain in the Telecommunication industry. This was the Project which was
undertaken as an upgradation of an SAP to the organization and was a successful project for
the company.

REASONS FOR SUCCESS FROM THE CASE

1. CENTRALIZED SHARED SERVICES: By shared services we mean that bringing in

all the operations in a single framework. This brings in centralization as well when all
the operations are controlled from one place it gives the edge of controlling things much
more effectively and does not rely on other factors and saves ample time in processing
as well. creating a centralized shared services organization and a set of common
processes in finance, human resources, and the supply chain for all of its operating
companies this was one of the major reasons, where in 2006 this is quite new and
challenging as well.
2. CORE PROJECT TEAM: The implementation plan called for a core project team to
visit each of the individual operating companies and implement these new processes
locally with the help of a systems integrator and local resources, this team took
over the
responsibility, whatever is the issue and any improvement is needed, it has to be approached
and dealt by the core project team.
3. CFO: CFO of an operating company was the man in charge, he was not from an IT
background and still was appointed as the head, as the management believed it was the
entire business development and every needs to have the knowledge and its their
responsibility, is what Vodafone believed and named the CFO as their head for the
upgradation.
4. WORKSHOPS IN LONDON: Vodafone had planned the upgradation very well as they
had workshops for the employees who were working in the organization, prior to the
upgradation a year before the workshops had begun in London to demonstrate the
employees and train them towards the upgradation.
5. ROLE OF ACCENTURE: Vodafone had acquired the services of Accenture as they
were filling in the gaps by training the employees on the jobs and also took care of
employees who were not willing to work towards the change and focused on them a bit
more so that they also coordinate well.
6. PILOT IMPLEMENTATION: This a basic thing which everyone has to do it. Before
going live, they need to test the ERP and that is what Vodafone did as well, they had
their Pilot testing in Hungary just before going live in German. This gave them the
added advantage to see what was working and what was not working and also allowed
them to make any changes if required.

7. GLOBAL DESIGN AUTHORITY: This was a committee which had the senior officials
as part of the committee who had the decision-making authority. Whenever a person or
a group has any suggestions in the implementation which included the IT organization
during the ERP implementation, the Global Design Authority had to approve the
change, in that case it brought in more stability and also made the implementation
simpler where nobody can change anything just like that until and unless the Global
Design Authority had approved it. (SAP INSIDER, 2012)
DATA ANALYSIS

The data is taken from ACE analyser and analysed using excel to support the impact of the
successful project management.

Gross Sales

4000
3500
3000
2500
2000
1500
1000
500
0
2007 2008 2009 2010 2011 2012

Source: ACE ANALYZER

Post the success of the project the Vodafone sales had an upward trend in this was because the
upgradation to SAP made their workforce more effective. But the competition in the market
saw Vodafone to fall and later it was merged with IDEA.

INDUSTRY Vs COMPANY
Cash Profit
PAT
Total Expenditure
Total Income

0 500000 1000000 1500000 2000000 2500000 3000000

Total
Total Income PAT Cash Profit
Expenditure
Industry 2009 2643420.69 1951545.4 69442.66 379162.45
Company 2009 405261 303102 8033 73852

Industry Company

Source: ACE ANALYZER

When we compare the company Vodafone with Telecommunication Industry, we see that the
Total Income contributed by Vodafone is 405261 million out of 2643420.69 million to that of
the industry which is 15.33% contribution to the industry which was right on top after Airtel.
Similarly, the contribution of Cash profit was also high for the company which contributed
19.47% to the industry.

SUCCESS FACTORS THROUGH RESEARCH PAPERS

1. TIME FRAME: Time frame is important for a completion of project on time, in Somalia
during a war face a telecom project was undertaken as the industry provides more job
opportunities. The project was completed in a short span of time as they were uncertain
about the situation. Which reduces the risk in project and the cost involved. (Abdulkadir
Noor, 2019)
2. PRE-PLANNING: The most important aspect in any project is pre planning, which can
be considered as estimation of time and cost as well. This will help in cutting down the
cost and time an also assess the risk involved. It also helps in identifying the competitors
and help in preparing a strategy to overcome the situation which was the case in EUROPE
when they undertook an project for telecommunication satellite launch.

They came up with a collaborating strategy to avoid competition and work within the
organization to bring more integration in the project which paid off. (Anne-Sophie
Fernandez, 2014)

3. COMMUNICATION: The most important aspect for any project is communication, the
flow of communication from top level management should be clear and precise to the
point and everyone in the project has a role, each person should know whom to contact
and communicate to get the required details or if anything to report.
It was evident in this telecommunication infrastructure where they had a clear communication
structure. (Shin, 2008)
4. SCOPE AND ENGAGEMENT: The project group members need engagement among
them firstly and them in the project which was evident in the Project of Digital city of
Vinhedo. Where the engagement of the project team was high and along with that the
team had provided telecommunication devices with them for a better engagement and
communication. (Denis Alcides Rezende, 2014)
5. PROJECT PLANS AS WORKING DOCUMENTS: The project has to be broken into
small plans just like the breaking it down so that it becomes much easier. The project
becomes mini projects where you finish one by one and in case of the mega projects this
become vital for a successful project. (Clarke, 1999)

RELEVANCE TO THE BUSINESS SITUATION

On the whole rather than establishing a centralized procurement department, Vodafone created
a procurement company that is based in Luxembourg and operates on the centralized SAP
platform. They also choose Budapest, Hungary as the location and built an entire shared
services organization from scratch which included purchasing a new office building and hiring
staff, while simultaneously implementing SAP ERP.

GAP IN PROJECT MANAGEMENT

The gaps addressed in few papers are the core involvement in the project teams as only one
paper out of 5 addressed the involvement of the project groups and also a key aspect is the
engagement of group to execute a relevant and a successful project.
 INFRASTRUCTURE INDUSTRY

THE COIMBATORE BYPASS ROAD PROJECT

INTRODUCTION
India has the second largest road infrastructure in the world with a road length of 3.3 million
km. There is, however, a high difference in quality and road conditions throughout the region.
Since 1998-9, the Indian transport industry has managed 870 billion tons of freight km (btkm)
and 2.450 billion passenger km (bpkm) of passenger transport. By this, the road sector held
566 btkm (65 per cent) of freight and 2,132 bpkm (87 per cent) of passenger traffic. The project
included the construction of a 28-km long two-lane bypass route, the 32.2 m new Athupalam
bridge over the river Noyal, the Chettipalayam Tamilnadu rail bridge and the fix of the old
bridge at Athupalam, all in the state of Tamilnadu. Larsen & Toubro (L&T) are allowed to
receive and maintain payments from users of the new and old Athupalam bridges.
CASE BRIEF
The Coimbatore Bypass was the first road project to be initiated on the basis of BOT1 (build,
operate and transfer) in South India. The plan was effort, require the involvement of the private
sector and the levying of tolls on consumers to ensure viability in the long term. The road is
between the Neelambur on the Salem side of NH-47 Tamilnadu and Madukkarai on the Palghat
side of Kerala.
REASONS FOR FAILURE FROM THE CASE
Issues Raised by the Coimbatore Bypass Experience

After four years of project completion, LTTIL has reported a cumulative loss of Rs 12.6 crores.
Was the traffic itself less than expectations or was the primary source of non-compliance with
the toll? Overall experience reveals that the use of the Athupalam Bridge is strong and the
construction of the bridge has become a huge comfort for users.

1. PROJECT STRUCTURING: only one bid for the project from a private entity. This
was largely attributed to a deficit in project structuring, both in scope and in financial
terms. LTTIL bids for the project on the basis that the Athupalam Bridge segment be
bundled with the bypass segment to make it financially viable.
2. PUBLIC CONSULTATION: no demand or ability to pay polling has been made or any
action has been taken to plan customers for a high-quality facility that saves on
 maintenance costs such as time, electricity, wear and tear, etc. There was no previous
public consultation or dialogue with opinion leaders prior to the vote to charge the
bridge.
3. BIASED CASE OF BUILDING: revenue estimates were projected to be in the bypass
and bridge ratios of 40:60, while spending in construction was in the ratio of 87:3. The
users of the bridge were expected to cross subsidize the users of the bypass.
4. DELAYS DUE TO QUEUING: the tolling on the bridge has its attendant queuing time
and waiting time. This was perceived by the public as a hindrance instead of an
increased quality of service.
5. LACK OF PROJECTION AND PLANNING-
o Local traffic: Athupalam Bridge was built near the city limits of Coimbatore.
The amount of local traffic has been very high. There was a lack of desire to
pay tolls, particularly because they had not charged tolls for the bridge crossing
prior to the completion of the new two-lane bridge.
o Multiple journeys: the arrangement called for the collection of tolls only on the
basis of single journeys taken over the bridge. It dismissed people who made
several trips a day. These users have considered trip wise toll charges an costly
affair.
o Current toll: the arrangement provided for the selection of current two-lane
bridges. Since the completion of the current two-lane bridge, each bridge was
used uni-directionally. Public objected to the toll being levied on the current
bridge for which LTTIL had made no extra investment.
o Enforcement: local taxis operators, bus operators and commercial fleet
operators formed groups to demonstrate against the collection of tolls and
declined to pay tolls. Despite public protests, toll collection persisted, but with
poor / low compliance. LTTIL appealed to the government to amend the Motor
Vehicles Act adequately in order to allow a private entrepreneur to impose toll
collection and control traffic flow for drivers refusing to pay toll charges.
DATA ANALYSIS
Analysis of Toll Collections at Athupalam Bridge from December 1998 to July 2000
Sl Type of Amount Amount Amount Actual amount
no vehicles collectables per collected on collectable if collected by
agreement vehicles basis concessional toll LTTIL
(irrespective of was accepted (as
no of trips per the Minister’s
made) suggestions)3
1 CJVs 20,486.87 18,432.16 20,422.71 9574.81
2 LCVs 18,272.99 16,757.04 18,240.50 4089.18
3 Buses 32,083.52 24,136.58 28,937.71 1482.01
4 Trucks 39,753.86 37,873.97 39,656.07 11589.1
5 MAVs 2,763.79 2,748.45 2,763.79 1836.04
Total 1,13,361.02 99,948.20 1,10,020.78 28,571.14
Loss -13,412.82 -3,340.24 -84,789.88

For the year 2001-2, the company announced a loss of Rs 5.9 crores, leading to a net loss of Rs
12.6 crores [LTTIL Annual Report, 2002]. There was a minimum of 2,180 journeys a day for
around 230 buses. The company estimated that Rs 20,000 will be lost daily on public buses
alone. LTTIL also incurred the cost of deploying the officers. It billed Rs 53 lakhs for 2001-2
defence charges. LTTIL was forced to produce additional securities by financial institutions.
Interest payment worked out to be R 9 cr per year.
SUCCESS FACTORS FROM THE RESEARCH PAPER
1. COST PERFORMANCE- It includes the extent of: adverse climatic and economic
conditions; unfavorable project specific attributes; top management support;
monitoring, feedback, coordination, conflict and knowledge of the project participants;
and reluctance to make timely decisions. Of these, coordination amongst project
participants was found to be the most significant of all factors, having a maximum
positive influence on cost performance. (Iyer, 2005)
2. STAKEHOLDER MANAGEMENT - Construction firms in general strive to include a
variety of partners in large development ventures. In these cases, it is important to
handle and provide the stakeholders with sufficient assistance. This paper has therefore
carried out an observational analysis on its management by way of the sample survey
carried out by different engineers and managers. (Goodenough D. Oppong, 2017)
3. CLARITY IN THE CONTRACTS – It is needed to reduce the dangers of delaying and
overrunning expenses; the government must ensure successful land procurement and
 relocation. The state should have an appropriate interchange rate structure and define
toll adaptation frequencies to ensure the protection of income flows, and help to forecast
benefit to road developers. Also, to minimize repair costs, rigorous fines for vehicle
overload should be levied. Project planners should make use, by building the
emergency budgets, of an acceptable mix of funds that is acceptable for producing
project income and should be planned well for overcoming costs. (Thi My Thanh
Truong, 2019)
4. PROJECT PLANNING -In the study examine the tensions within government-funded
initiatives that had detrimental consequences on cleaner development and outside
stakeholders. The results show that the construction sector is faced with a crisis in fast-
growing economies. The major sources of tension have been disclosed, including
insufficient planning, regulatory challenges, monopolies, multiple goals, a
socioeconomic climate and various interests. In a preferential order, 1) mitigation, 2)
agreements, 3) mediation, (4) settlement, 5) avoidance and 6) lightening, were the
suggested successful dispute resolution techniques. (Nannan Wang, 2019)
5. FLEXIBILITY IN THE CONTRACT- Research recommend that the government
should consider its effect on the project in planning government guarantees. This paper
also suggests that government guarantees can be used by private developers as a
mechanism to attract investors in road quality and road capability. For example, based
on our model results, if the government is to increase the standard of the road, it should
include a price compensation guarantee or a minimum traffic guarantee with a low level
of guarantee for the private investor. The idea that auction lowers the toll is known for
a long time. The findings of our model also confirm this acknowledgement. So, where
government assurances have a smaller improvement in the toll, then auction can be
preferable. (Zhuo Feng, 2015)

GAP IN THE PROJECT MANAGEMENT

1. There is no clarity between the government and the developer about how to solve the
issues, whether the project is faced with unexpected issues. This will be a big great
incentive for private players to participate in road construction projects. Other specific
disincentives are perceived risk due to difficulty in forecasting traffic demand and
ability to pay.
2. No response from the government on steps to ensure compliance with the toll or to
compensate for losses. If the government fails to respond, potential public private road
 projects will be in jeopardy, as already feared with the proposed BOT bridge projects.
RELEVANCE TO THE BUSINESS SITUATION
In view of the above, the outlook appears to be enhanced on annuity rather than toll related
projects. Annuity-based projects include projects in which the BOT user earns profits either on
the basis of traffic levels or in a fixed sum. While this theory explicitly tackles the inability of
the consumer to pay bills, the notion of demand is distanced from the economic principle of
transaction fees.
 AVIATION INDUSTRY
AIRBUS A380

INTRODUCTION
Airbus is a European Corporation. It was found in the year 1970. The company operates in
three divisions namely, Commercial aircrafts, Defence and Space, Helicopters. Airbus’s
registered Headquarters is in Leiden, Netherlands, while operating Head office is in Toulouse.
As of 2019, Airbus is the world’s largest Airliner Manufacturer.

BRIEF OF THE CASE

After Airbus declared a deferral in the delay of its upcoming A380, the greatest traveler airplane
ever constructed, in June 2006, it raised an alert for the airline world, particularly for the clients
of A380. Preceding this, in 2005, the European plane producer had just broadened its delivery
plan by a half year. The organization referred to some manufacturing issues as purpose behind
the postponement. In any case, industry watchers speculated that there was more to the story
than simple production issues. While the panicked clients were thinking about claiming
remuneration for the postponement, investigators considered what caused the emergency and
how Airbus planned to conquer it. Some additionally accepted that the emergency at Airbus
was a brilliant open door for Boeing to recapture its initiative position.

REASONS FOR FAILURE FROM THE CASE

 The average expense of the airplane was $445 million and its four-motor design and
tremendous weight (560,000kg) made it costly to run.
 In an industry portrayed by low margins, fuel efficiency is above all important and this
made issues for the A380.
 Airlines discovered they could fly two 777s on a common long stretch course at a lower
all in all expense than flying one A380, making the airplane financially uncompetitive
on everything except a modest bunch of routes around the world.
 At the point when Airbus disclosed the model in 2005, its principle selling point was
its sheer size. Unexpectedly, the airplane's size is the thing that turned potential clients
off. Every unit is more costly than modest models, which implied that Airbus was
working in a narrow market from the earliest starting point.
  Airbus had out-designed the air terminals: Gates must be refitted to oblige a plane of
such greatness; runways must be fortified to adapt to its weight; and even terminals
must be changed in accordance with ease potential traveller congestion issues
originating from the A380's immense capacity.
 The Boeing 777-9 thought to have a single deck, however it has quite recently a solitary
deck, its normal limit of around 400 seats close enough to match that of the A380.
Further, in spite of having half the same number of motors, it can fly similarly. Fitted
with collapsing wing tips, the jet can work all through the entirety of the world's major
air terminals.

 One of the main causes in delay of the launch of Airbus A380 for two years was owing
to the fact of having a complex wiring design system for it.

 The other important reason is the size, since its too huge, the profitability goes down
when many seats go unfilled.

DATA ANALYSIS

Airbus A380 Boeing 747-800

R&D Cost $13.8 Billion -

Passenger
525 passengers 467 passengers
Capacity

Fuel Potential per 100Km 2.9L 2.8L

Nautical Range 13358 Km 12875 Km

Development Period 8-10 years 3-4 years

L -72.72m L -76m
Dimensions W - 6.54m W - 6.1m
Wing span - 79.75m Wing span - 68.5m

Price $375.3 million $317.5 million

Speed 1185km/hr 988km/hr

REASONS FOR FAILURE FROM THE RESEARCH PAPERS
1) INADEQUATE SCOPE : The scope of the Project was narrow, the company made old
fashioned assumptions and failed to understand the evolving expectations (Baghdadi &
Kishk, 2015).
2) INCREASED PRODUCTION AND TRANSPORTATION COST: The manufacturing
units located in various places and assembling in another place leads to increased
Management. Also high R&D cost later made the cost recovery difficult. (Forsyth,
2005).
 3) ABSENCE OF LEAN MANAGEMENT: The cost of production was high, The later
affected the cost recovery part and losses were written off (Thorhallsdottir, 2016).
4) TIME FRAME: Complex systems in place tend to delay the deadline issued. Risk
Management was not properly taken care of, this lead to delay in delivery (Ivory &
Alderman, 2005).
5) POLITICAL RISK: Since the company has contractual agreements between European
countries, Airbus quotes Brexit as one of the reasons for failure. French and German
remedial subsidies however relaxed for some losses (Deng et al., 2014).

GAP IN PROJECT MANAGEMENT

The main gaps identified in most of the paper is risk tolerance. Risk mitigation is a very
important aspect when it comes to Project Management. Airbus lacked a cohesive Project
Management team to mitigate risk and put control measures in place.
BUSINESS SUGGESTION
 As mentioned earlier, A collaborative approach would have bought out the various
ideas and perspectives. to be considered in early stages.
 A proper multi-dimensional research and In-depth analysis of the customers behaviour
and needs and current expectation should be done.
 Time focus needs to be given more attention. Top manager needs to be polychromic
initially to involve people and help employees with detailed information related to the
project.
 BANKING INDUSTRY
THE EPIC MELTDOWN OF TSB BANK

INTRODUCTION
TSB Bank plc is a retail and commercial bank in the United Kingdom. TSB in its present
form launched on 9 September 2013. Its headquarters are located in Edinburgh and it has
more than 5.2 million customers with over £20 billion of loans and customer deposits. The
bank was formed from the existing business of Lloyds TSB Scotland plc, into which a
number of Lloyds TSB branches in England and Wales and all branches of Cheltenham &
Gloucester were transferred, and renamed TSB Bank plc.

CASE BRIEF
TSB split from Lloyds Banking Group (LBG) in September 2013, a move constrained by the
EU as a state of its citizen bailout in 2008, a clone of the first gathering's PC framework was
made and leased to TSB for £100m per year.

That financial framework was a mix of numerous old frameworks for TSB, BOS, Halifax,
Cheltenham and Gloucester, and others that had come about because of the joining of HBOS
with Lloyds because of the financial emergency. Under this plan, LBG held all the cards. It
controlled the framework and offered it as an exorbitant help to TSB when it was spun off
from LBG.

So, after the getting TSB old information base to be moved to new framework and time-frame
was just year and a half TSB individual were stating that Sabadell had done this multiple
occasion in Spain. Be that as it may, little Spanish nearby banks are not rambling LBG
heritage frameworks. In any case, in 2018 On April 23, Sabadell reported that Proteo4UK the
name given to the TSB rendition of the Spanish bank's IT framework was finished, and that
5.4m customers had been effectively moved over to the new framework.

In any case, just a short time after the switch was flicked, frameworks folded and up to 1.9m
TSB customers who use web and versatile banking were bolted out in April 2018 and all the
migrated accounts were locked and made it a big failure for the project.
REASONS FOR FAILURE FROM THE CASE

1. SENIOR TSB MANAGEMENT: The senior TSB the executives would have been
confronted with a situation of whether to acknowledge the dangers of doing the live
movement without complete testing in the preliminaries, or to delay go-live by a little
while and report to the board another slippage, and a few countless pounds of
additional cost invade. They bet and lost.

2. NO SPECIALIST TO CHECK THE PROJECT: The bank was endeavoring a

perplexing activity. There would have been a group of thousands drawn from inner
staff, staff from IT administration organizations, and self-employed entities. Their
exercises would have must be painstakingly planned, with the goal that they played
out the mind-boggling set of assignments organized appropriately to the correct norm.
A considerable lot of them would have been uncommon pros. In the event that one
such master is off debilitated; it can obstruct crafted by several others. One can
envision that, as the task drew nearer go-live, having been postponed a few times
previously, the preliminary relocations were generally effective yet not great.

3. ABSENCE OF PROJECT RISK POLICY: there must be a reasonable strategy on

hazard, and the arrangement ought to be adhered to. What measures must be met for
go-live? Whenever this has been resolved, the measure of testing required can be
resolved. On the off chance that the tests are not passed, there must be the order not to
endeavor the movement, regardless of whether it will cost considerably more. There
was no policy for risk was there for the project and when they faced risk there were
no option left to them.

4. LACK OF PLANNING AND CONTROL: Cautious arranging and control is basic. It

barely needs saying that it is absurd to expect to deal with an unpredictable movement
without cautious arranging and those dealing with the relocation must have a suitable
degree of involvement and ability. Likewise, nonetheless, the arranging must follow
a sound fundamental methodology that incorporates preliminary movements, testing,
and rollback plans as depicted previously. While the work is going on, close control
is significant. Senior administration must remain nearby to what exactly is occurring
on the ground and have the option to respond rapidly, for instance by optimizing
approvals, if postponements or blockages happen.
 5. NO PHASED APPROACH USED: So, while migrating the data of a bank and doing
such a large number of data, these kinds of projects should be done in phase wise but
here they did the project in a single phase and thus it led to project failure.

Data Analysis
After this migration process, the customers are declining since April 2018.

Source: Bank Portal of TSB

So, the above data clearly shows the downfall in the number of customers of TSB Bank after
the project failed of migration to new portal, customers lost the confidence of bank and data
published by BACS clearly tells how badly they get affected because of this project failure.

How Projects to be done as per the Research Paper

1. WITH CONSULTATION OF EXPERIENCED SENIOR MANAGEMENT: While
doing any kind of project always first backed with the experience of senior managers
and then try to further move into the next phase.
2. PROPER PHASE WISE: A project should be divided into phases not in a single phase
try to complete it as if anything happens all the data can be lost and its hard once to
again bring it back to normal condition.
3. PROPER TESTING: Take a sample of the project and try to test first then only move
to the higher level of completing project.
4. Controlling and Monitoring: Always monitor the on-going project and critically
 control the tasks as the person is doing sometimes never knows what he is doing if
anything goes wrong.

GAP IN PROJECT MANAGEMENT

On account of TSB Bank, the issues that happened after the live relocation were either not
seen in testing, or they were spotted yet the administration chose to acknowledge the hazard
and go live at any rate. In the event that they were not spotted, it would demonstrate that
testing was not extensive enough IBM explicitly highlighted inadequate execution testing.
That could be because of an absence of involvement among the key directors. On the off
chance that the issues were seen in testing, it infers frail go-live models and additionally an
unseemly danger strategy. IBM additionally inferred that TSB ought to have played out a
staged relocation.
It might be that the public will never completely realize what made TSB's relocation turn out
badly, however it seems like lacking arranging and testing were central point. Touchy
customer information was put in danger, and customers endured long spontaneous blackouts,
bringing about CEO Paul Pester being called to the Treasury select board of trustees and the
Financial Conduct Authority dispatching an examination concerning the bank. Eventually
Pester lost his employment.
 ADVERTISING INDUSTRY
POSITIONING OF TATA NANO

INTRODUCTION
Tata Nano is a compact car which was manufactured am marketed by Tata Motors. Tata Motors
projected production figures of 250,000 annually at launch. But this was not achieved due to
the decline in sales volume, the perception of the car being unsafe and lacking quality due to
low cost. The design of the car implements various measures to reduce manufacturing costs.

CASE BRIEF
Tata Nano was introduced as the world’s cheapest car. Innovation led to the creation of Tata
Nano and paved way to tap latent opportunities lying at the bottom of the pyramid in the
automobile, four-wheeler segment. But the focus of this project was deviated when it failed to
attract the right segment of customers. This case highlights how Tata Motors recognized its
shortcomings and mistakes that led to the rejection of Nano among the segment it was created
for. It only focused the bottom of the pyramid.

SOURCE: Industry Exports

REASONS FOR FAILURE FROM THE RESEARCH PAPERS
1. THE SINGUR CONTROVERSY - Tata announced its manufacturing unit of Nano in
Singur, West Bengal. A protest was led by the farmers for the land acquisition by the
company. There was political forces and Singur in West Bengal to a new plant at Sanand
in Gujarat, resulting in loss of time. The operation in the Sanand plant started late and
there by delaying the launch of Nano. (Singh & Srivastava, 2012)
2. THE GREEN CONCERN- Another major issue was the concern raised by the
environmentalists. The environmentalists argued that the launch of Nano would lead to
increasing traffic on the already congested roads of India thereby raising the levels of
pollution. The roads are not robust enough to bear the burden of many cars on the road.
(Singh & Srivastava, 2012)
3. STRATEGY FAILURE- Tata Nano was introduced as the world’s cheapest car, failed
to find favour with Indian families who could not previously afford an automobile. The
sales reduced from 9000 units to 3000 units, which further led to reduction in labour in
the manufacturing unit. The production came to a standstill. It failed to reach the targeted
customers. (Palepu, anand, & Tahilyani, 2011)
4. COMMUNICATION- The communication campaign was aimed to be cost-effective
and innovative in reaching the customers. It mainly focused on print medium and radio
advertisement rather than television advertisement. They also advertised through Nano
games, Nano chat rooms, Nano conversations on Facebook, Orkut and blogs, Nano pop-
ups on major websites launching Nano merchandise like baseball caps, key chains, and
T-shirts. (Upadhyay & Sharma, 2011)
5. DISTRIBUTION NETWORK- Tata Nano had a different distribution network from
contemporary ones. Low income customers were hesitant to walk in to large Tata
showrooms. (Sarkar & Hazarika)
DATA ANALYSIS

SOURCE: Blogger

SOURCE: Business Standard

RELEVANCE TO THE BUSINESS SITUATION

Nano led to creation of ultra-low-cost cars for the Indian and other emerging markets but Tata
Motors Ltd was not the only one to enter into this market. Will Nano be able to retain its market
share in the long run? What is the strategies Nano would adopt to capture the market before its
rival cars come into full force? What are the other avenues that Nano can focus to increase its
market share? These are the questions that the company should think over to regain its market
in the industry.

GAP IN PROJECT MANAGEMENT

Other major auto giants were also gearing up to fulfil this gap. Hyundai Motor India Ltd.
introduced low-price car called Hyundai Eon in India in October 2011. The management
should have been clearer about the target customers and have a good relationship with the
stakeholders.
CONCLUSION

Success of a project refers to the measurable terms of what will be the outcome of the project,
which is accepted by the end-user. These factors are the elements which a successful project
requires. Project failure is when the requirements are not delivered in line with the expectations,
Hence, in any project we need to analyze the activities or elements which ensures successful
completion of the project. Above all the cases dealt with various success and failure factors for
a particular project. This analysis helps to know the elements required which satisfies all the
stakeholders in a project. It is also important to ensure there is proper flow in the project
management.
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