New value elements that BHEL is introducing in project-execution include:supply chain management; engineering and manufacturing process improvement;construction management; monitoring through visualisation; pre-awardpreparation; project information management; and partnership with promotersand vendors. BHEL has also adopted `SMART' (Specific, Measurable,Achievable, Realistic, and Time-bound) strategies for the review of projectprogress and mid-course correction.

``With the liberalisation of our economy, the stage is set for fiercecompetition from multinationals and domestic players. To survive competitionwe have to complete projects in time and if possible, ahead of schedule.

This would provide us a financial edge, enhance confidence of promoters andeventually help bag orders at home and abroad,'' said the east regionalchief of this government-owned power equipment manufacturing giant andproject contractor, SN Roy.

BHEL is involved in at least three power projects where work has beencompleted or progressing in time or ahead of schedule. These are: the twophases of the Bakreswar Thermal Power Project (3x210MW) promoted by the WestBengal Power Development Corp; the Kayakulam Combined Cycle Power Plant(350MW) in Kerala promoted by National Thermal Power Corp; and JajuberaThermal Power Station (2x120MW) of Tata Electric Co. However, there are alsoprojects where BHEL is lagging behind in terms of the implementationschedule.

BHEL claims it has learnt lessons from the delays. For example, in the caseof the Rokhia gas turbine power project in Tripura, its first unit could notbe commissioned in time as the road - National Highway 31 - was washed awayin floods and night movement was restricted due to insurgence.

These factors were not considered during the planning and implementationprocess and caused delays in bringing equipment to the project site fromits plants at Hyderabad, Bangalore, Chennai and Delhi. Similarly, there wasno system to track equipment while transporting it to the project site. Forexample, a consignment for Gujarat Industrial Power Corp Ltd was left by thewayside for about five months near a bridge.

So, BHEL tried to develop a system considering that ``time is the onlycommodity which cannot be counterfeited, stolen, or placed in inventory''and, therefore, ``project management is nothing but real time monitoring''.Initially, BHEL tied up with existing STD booths along the route and its menwere deployed on inter-state borders. ``Now an escort jeep accompanies aconsignment as a part of the system under the vendor's scope,'' said Roy.This has made movement and tracking of consignment easier and a lot of timeis saved, he added.

Another change: earlier BHEL used to get into the fine details of a projectonly after bagging the order. ``Now, we try to conceptualise a project evenbefore quoting for it. We realise that the success of a project will dependon how well you conceptualise it.''

Hence, BHEL is now doing route surveys even before bagging an order. BHELclaims this helped it bag the order for the Tala hydel power project inBhutan despite stiff international competition.