Advancing India's infrastructure management: Learning from global leaders

India is on a journey to become a developed country by the Amrit Kaal period, with the maturity of Program Implementation being a key factor. This goal stands in contrast to the organized and evidence-based methods seen in developed countries like the USA and the UK. These countries have used organizations like the Office of Management and Budget (OMB) and the Infrastructure Projects Authority (IPA), along with laws such as the Program Management Improvement and Accountability Act (PMIAA), to greatly improve their program management maturity. By learning from these nations, India could create a roadmap for improving its own project implementation skills.

The current state of program implementation maturity in India

India's aspirations to evolve into a developed nation by the end of Amrit Kaal necessitate a robust framework for Program Implementation maturity. Despite efforts such as the formation of the National Institute of Chartered Project Professionals (NICPP) and initiatives by NITI Aayog, the outcomes have been less than satisfactory. The NICPP, primarily focusing on certification, falls short of addressing the broader spectrum of program management challenges. It underscores a significant gap between intent and execution, highlighting a pivotal issue: the need for a comprehensive mechanism backed by legislation, akin to models in the US and UK.

Global benchmarks

In the United States, the Project Management Improvement Accountability Act (PMIAA), enacted in 2016, signifies a substantial legislative effort to standardize and improve project and program management practices across the federal government. This legislation underscores the importance of accountability, best practices, and strategic alignment of projects with organizational goals. The Project Management Institute (PMI) recognizes this act as a milestone that has led to better project outcomes, more efficient use of resources, and a greater focus on achieving strategic objectives. The PMIAA's success can be attributed to its mandate for the adoption of industry-recognized project management practices and the establishment of a formal job series for program and project managers, thereby professionalizing the role within the federal government.

The United Kingdom has taken a different approach through the establishment of the Infrastructure Projects Authority (IPA), which acts as the government's centre of expertise for infrastructure and major projects. The IPA, by coordinating with 33 ministries and overseeing the professional development of over 14,000 project management professionals, plays a pivotal role in enhancing project delivery. Its Annual Report on Major Projects for 2019-2020 highlights the authority's contributions towards improving project performance through expert support, scrutiny, and assurance. The UK model emphasizes a centralized approach to governance, oversight, and support for project management, which has been instrumental in improving the delivery and outcomes of major government projects.

In contrast, India's efforts to enhance project management maturity, as demonstrated by the initiatives of NITI Aayog and the establishment of the National Institute of Chartered Project Professionals (NICPP), reflect a growing recognition of the importance of project management in achieving national development goals. However, the outcomes of these efforts have been mixed, with challenges in execution and achieving the desired impact. This gap between intention and achievement suggests that while there is acknowledgment of the need for improved project management practices, the implementation and institutionalization of such practices face significant hurdles. The challenges could stem from various factors, including bureaucratic inertia, lack of skilled professionals, and the complexity of scaling best practices across diverse and numerous projects.

Comparatively, these approaches highlight the importance of legislative backing, professionalization of project management, and centralized oversight for improving project management practices in the public sector. While the US and the UK have shown progress through legislation and centralized expertise respectively, India's approach indicates a recognition of the need but also underscores the challenges in translating recognition into effective execution and outcomes. The experiences of these countries provide valuable lessons for others looking to enhance their project management capabilities, particularly in the importance of aligning projects with strategic goals, the need for professional development, and the benefits of centralized oversight and expertise.

The insights drawn from the program management practices in developed nations like the US and the UK offer a compelling blueprint for countries like India, aiming to enhance their project and program management (PM) maturity. The success stories of the Office of Management and Budget (OMB) in the US and the Infrastructure Projects Authority (IPA) in the UK underline the significance of a holistic ecosystem in advancing program management disciplines. This ecosystem encompasses legislation, government backing, coordination among various ministries, and a culture steeped in scientific program management principles.

Key lessons and strategies for India

Legislative framework: The enactment of the PMIAA in the US highlights the critical role of legislation in providing a structured framework for program management practices. For India, adopting a similar legislative approach could mandate the standardization of PM practices across all government projects, thereby ensuring accountability and improving outcomes.

Government backing and coordination: Both the OMB in the US and the IPA in the UK operate with substantial government support, coordinating among different ministries and departments. This level of coordination ensures that project management practices are not siloed but are integrated across various sectors of the government. India could benefit from establishing a centralized body or authority with the mandate to oversee and coordinate PM practices across all government departments and projects.

Culture of Scientific Program Management: The success stories from these nations emphasize the importance of adopting a scientific approach to program management. This involves using data-driven decision-making processes, continuous learning and improvement cycles, and adopting best practices from the global PM community. Cultivating such a culture within India's PM ecosystem could drive more efficient and effective project outcomes.

Professional development and training: The professionalization of project management roles in the US federal government, as encouraged by the PMIAA, points to the importance of investing in human capital. India could focus on developing a comprehensive professional development program to enhance the skills and competencies of project managers across the government sector.

Success stories as benchmarks: The delivery of the 2012 London Olympics infrastructure by the UK's IPA serves as a benchmark for successful project delivery. India could study such international case studies to identify best practices and lessons learned that could be adapted to the Indian context.

India's challenges and opportunities

India faces unique challenges in advancing its PM maturity, including bureaucratic inertia, a lack of legislative framework specifically tailored for PM, and the need for a cultural shift towards recognizing program management as a technical discipline rather than a leadership role reserved for bureaucrats.  The perception of program management as a bureaucratic leadership role rather than a technical job is a significant barrier.

Projects like the Parliament Building, Ram Mandir, Atal Bridge, and NHAI initiatives showcase the potential for progress when there is political will and a vision for excellence. However, the bureaucratic inertia, a lack of patience for gradual success, and a preference for quick wins hinder sustainable development. The story of Project Monitoring Group (PMG) and its ‘panchayath style’ of project management reflects the urgent need for a paradigm shift towards more scientific and accountable program management practices. The Prime Minister with his vision to push India forward, deserves more support and empowerment from PMG than what it offers today.

The NITI Aayog's report on program and policy management highlights the pressing need for improvement in project execution and delivery. Despite India's rapid economic growth, the World Bank's Ease of Doing Business Index and the Global Competitiveness Report by the World Economic Forum suggest that project management remains an area requiring significant enhancement.

The way forward: Collective action and political will

Prime Minister Narendra Modi's vision for Amrit Kaal is a testament to the power of collective action and political will. Despite the precariousness of political office, the Prime Minister's decisive and visionary leadership provides a blueprint for bureaucratic reform. The contrast between the job security of bureaucrats and the accountability of political leaders to the public mandate underscores a critical area for improvement. Bureaucracy, freed from the pressures of public election cycles, has the unique opportunity to act with conviction, prioritize long-term goals over short-term achievements, and contribute to the nation's development journey with unwavering dedication.

To bridge the gap between current practices and desired outcomes, India could consider several strategic actions:

Legislative support: Enacting legislation similar to the PMIAA in the US to establish and enforce standards for project and program management across government projects.

Government and PMO Leadership: Leveraging the Prime Minister's Office (PMO) to champion PM maturity, as seen with initiatives like the Parliament building and NHAI projects, which showcase the potential for excellence when there is political will and vision. Creating a centralized PM authority or body for coordination and oversight.

Professional development: Expanding the role of NICPP beyond certification to include comprehensive training programs, continuous professional development, and a focus on the adoption of global best practices in PM.

Leveraging technology for transparency:  Encouraging a culture of transparency, accountability, and continuous improvement in project delivery. Leveraging technology and data analytics for project monitoring, evaluation, and decision-making.

Sankar Subrahmaniyam

Bhagya S. Nair

The authors are Co-Founders at InCoBAN, an infra-construction industry improvement ecosystem.