BUDDH INTERNATIONAL CIRCUIT

A PROJECT MANAGEMENT OVERVIEW

BY:
UTKARSH [PGP/19/177]
AUXILIA JIJI PITCHAIMONY [PGP/19/079]
ANKESH SINGH [PGP/19/005]
KATELLE LETERTRE [IE/19/022]

INDEX
Introduction
Project Scope
Project Initiation
Stakeholders
Project Execution Plan
Project Timeline
Work Break Down Structure
Permits & Approvals
Project Budgeting
Project Monitoring & Control
Project Closure
Economic Benefits

INTRODUCTION

The track was officially inaugurated on 18 October 2011

The 5.13km long circuit was designed by German architect and racetrack designerHermann Tilke

TheBuddh International Circuitis an Indianmotor racingcircuit in Greater Noida, Uttar Pradesh, India,
40km from Delhi. It is one of the fastest tracks in the world. The track in all has 16 largely medium
speed corners. The F1 cars lap was at an average speed of 210 km/h.

Project Scope

To bring the Formula 1 closer to the Indian fans and motor enthusiasts and increase
tourism and create employment opportunities.

roject Initiation

JPSK sports Pvt Ltd secured a 10 year contract with the Formula One Administration in 2007.
Hermann Tilke, a german designer was appointed as the track designer for the BIC.
3 sites were selected for the track, Mumbai, Hyderabad, and Greater Noida.
The first two were considered dead.
Greater Noida was selected as a prime location for the track construction on recommendations of
Hermann Tilke.

roject Stakeholders
Jaypee Group
FIA
FOA
Indian Olympics Association

roject Manager

ur (MD & CEO of JPSK Group) was appointed as the Project manager for the circuit in 2007.

PROJECT EXECUTION PLAN

ACQUISITION OF THE LAND
CONSTRUCTION OF THE ROADS
CONSTRUCTION OF FIRST LAYER OF CIRCUIT
CONSTRUCTION OF THE STADIUM
CONSTRUCTION OF PIT ZONES
CONSTRUCTION OF THE SECOND LAYER OF CIRCUIT
CONSTRUCTION OF MEDICAL AND EMERGENCY RESPONSE
BUILDING
CONSTRUCTION OF THE GRAND STAND
CONSTRUCTION OF FINAL LAYER OF THE CIRCUIT

PROJECT TIMELINE

October
2009

Earth work was started

and 25cm of earth was
compacted to 97% to
create a embankment
that will not sink in case
of a rain

July 2010

October 2010

October
2011

Project came to halt due

to Nature's fury

Project restarted again

and constructions started
again.
Asphalt specialist Dr.
Rainer Hart joined the
project to construct the
track.
The aggregate mixture
that requires high
strength and resistance
against the tires is
imported from 300km
away to construct the
track

Project Completion

edence Diagram of the construction process

WORK BREAKDOWN STRUCTURE
Activit
y

Description

Predecessor

Site clearing

--

Removal of trees

--

General excavation

Grading general area

Excavation for utility channels

B, C

Placing frames & reinforcements for

concrete

B, C

Installing Channel Lines

D, E

Installing Other Utilities

D, E

Pouring Concrete

F, G

ROJECT PRIORITY MATRIX

TIME

PERFORMAN
CE

COST

CONSTRAIN
ENHANCE
ACCEPT
Performance: Most critical to the international F1 circuit project as it has to meet international
standards
Time: Project to be completed as quickly as possible due to varied stakeholder involved
Cost: Though over budget is not desirable but it is acceptable (common in such projects)

RISK
MANAGEMENT

RISK MANAGEMENT STEPS

Risk Management Planning

Risk Identification

Qualitative/ Quantitative Risk Analysis for Risk Assessment

Risk Response Planning/ Contingency planning

Risk Monitoring & Control

SK MANAGEMENT PLANNING PROCESS

Organizational
Process Assets
Standard protocols by F1
International in circuits
for risk management
generally includes
Strategic and
Operational Risks
Environmental Risk
Safety, Security and
Health Risks
Financial Risk
Track Risk
Legal and Regulatory
Risk
Human Resource Risk

Enterprise
Environment
Factors

Risk averse
employees
Staff needed
motivation

Management Plans
The management
encourages the project
team to take
appropriate measures
to
Minimize adverse
effects to project scope,
cost and schedule
Maximize opportunities
to improve the projects
objectives with lower
costs, enhanced scope
and higher quality
Minimize management
by crisis

RISK IDENTIFICATION

BRAINSTORMING

Brainstorming generally involves the management and technical teams to come up with possible
micro and macro level risks

RISK PROFILING

Design - No unrealistic assumptions with key jobs being 5.125 kmCircuit Racing Track with 16 turns,
100,000 seating capacity international cricket stadium, 18-hole golf course, 25,000 seat field
hockey stadium and a sports academy, 30 elevators and extension of taxiways and parking bays

Testing - Testing part of the contract and managing equipments dealt by the vendors

Schedule - No dependency on other projects.

Budgets - Cost estimates and the associated risks were not accurate because of which it overshot
from the initial estimate to USD 400 Million

Contractors - No ambiguity on contracts. Construction primarily contracted to Jaypee Group. The

project featured Hermann Tilke as the chief architect.

ASSUMPTIONS

Normal operations in the course of projects

Minimal inconvenience and risks associated during project execution

FISHBONE DIAGRAM

Materials

Methods
Finance and Payments

Changes in
specifications

Economic Conditions

Material Wastage

Material Shortage

Environment
Weather
Site Conditions

Delay
in
project

Labor Shortage
Insufficient Experience Equipment & Tools Shortage

Coordination Problem

People

Equipment

RISK ASSESSMENT
Evaluate the risks and decide on precaution
Stage 3 is a very vital stage in risk assessment
Encompasses evaluation of the risks and deciding on the
precautions
Pressing issues:

Identify
the
hazards

Decide
who might
be harmed
and how

Evaluate
the risks
and decide
on
precaution

Record the
findings and
implement
them

Review the
assessmen
t and
update if
necessary

Unavailability of
imported
material

Cost over run

First design changed before 2010: the

planned hairpin at turn seven was
removed, and the track at turn three was
widened to allow drivers to take different
lines throughout the corner.

More information was released in August

2010, revealing that there were plans to
make the circuit one of the most
challenging for drivers, with the circuit
rising fourteen metres within the first three
corners alone and a banked double-apex
bend on the far side of the circuit

Overall
delay

Delay in project
due to lack of
skilled
manpower

Difficulty in timely
completion due to
lack of resources

Construction of 11 parking bays and

installation of ventilation , air conditioning,
illumination and an outdoor parking lot with
2000 parking spaces

PRECAUTIONS
Can I get rid of
the risk
altogether?

Have policies and plans so that most of the risk is

mitigated
Overall delay : Close to 12
months

If not, how can I

control the risks so
that harm is
unlikely

Unavailability of imported
material

Lack of skilled man power

What could have been done?

Proper planning to ensure that materials

are available in adequate amount and
as and when required. Smooth flow of
information across different channels

Try a less risky option : Outsourcing of

skilled manpower

What was actually done?

There were delays in commissioning of

technological works- As a result no
proper planning to ensure the
availability of materials.

No option was considered: Continued

working with the available resources
which were clearly inadequate

Response Planning & Risk Monitoring & Control

Main Risks Identified

1.

Lack of skilled manpower

2.

Essential materials are imported

Risk Response Planning RISK MITIGATION

1.

Select the most experienced project manager and increase his/her authority

2.

Emphasize team support and avoid stand alone project structures

3.

Provide efficient intra and inter communication channels

4.

Get help from outside agency who is an expert on the required technology

5.

Higher frequency of project monitoring

6.

Have a domestic backup supplier for the imported material

Risk Monitoring and Control

1.

Risk Reviews by the internal risk team to monitor additions, deletions, or changes to prioritization
due to probability or impact changes.

2.

Risk Audits by the outside technology experts

STAKEHOLDER
ANALYSIS

ATEGORIES OF STAKEHOLDERS

Users

Governance

Influencers

Providers

Viewers
Business, Commerce, Tourism, Arts, Sports, and Education Organizations
Concessionaires (food and beverage services, retail services, and hotels)

FAI
Contract employees
Central & State governments
Investors
NGOs and ministry of environment
Investors and bond-holders
FAI
Central government
State government

Service providers (Fuel, baggage handling, cleaning agencies)

Parking operators and ground transportation providers
Curcuit suppliers (contractor and consulting firms and equipment suppliers)

RATIONAL LEVEL ANALYSIS

Who are the stakeholders & What are their
stakes?

Low

Power

Hig
h

Low

Stak
e

High

Kept Informed

Key Player

Viewers
Organizations (Business,
Commerce)
State government
General management

Investors
Jaypee Group
FAI
Central government
State government

Minimal Effort

Kept Satisfied

Communities affected by
circuit operations (Residents
in region)
Concessionaires

NGOs and ministry of environment

Service providers
F1 Racing teams

ACTUAL PROJECT DETAILS

Delay in availability of imported material and lack of good engineering capabilities lead
to revision of project deadline to October, 2011

Project was completed and the terminal was formally inaugurated by Jaypee's Buddh
International Circuit, was formally opened in the presence of Manoj Gaur, the chairman
of Jaypee Group, Vicky Chandhok, president of the Federation of Motor Sports Clubs of
India (FMSCI) and Karthikeyan.

Actual Cost incurred was in excess of USD 400 Millions

There is a lot of elevation change around the lap which adds to the fun, from as
much as 8% downhill and up to 10% uphill; its like a roller coaster. It really has
emerged as one of the most challenging circuits on the calendar for the drivers."
- Sebastian Vettel

Labourers who have built the circuit for Formula One's inaugural Indian Grand Prix
this weekend are living in destitution at their workplace, without shelter, sanitation
or, they claim, the pay they were promised..
- The Guardian, 28th October 2011

BOOZ ALLEN FRAMEWORK

Framework for efficient management of construction projects

Stringent and timely project

requirements definition

Leverage the expertise and

experience of contractor in all
phases

Efficient management
of construction projects
Develop in house technical
competencies to aid the
contractor

Ensure smooth and hassle free

working conditions with respect
to airports rules and regulations

NALYSIS & RECOMMENDATIONS

The Projects stands good on following two
dimensions:

Stringent and timely project requirements definition

There were no major changes in the agreed upon project scope

Develop in house technical competencies to aid the contractor

Jaypee group is now the leading group towards consultancy and other
preparatory work for circuit development in India

The following two dimensions should have been critically

reviewed:

Ensure smooth and hassle free working conditions with respect to FIA
rules and regulations

Poor working conditions of unskilled workers in construction site

Leverage the expertise and experience of contractor in all phases

Delay due to unavailability of imported raw materials and skilled / technical man
power on time

THANK YOU