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Operations Management The Hyderabad Metro from Idea to Execution: The World's Largest Metro Rail Project under a Public Private PartnershipThe Hyderabad Metro Rail project, executed through a complex PPP model, presented unique challenges. Reddy and his team encountered significant obstacles, including resource constraints, a volatile political climate, and the intricate task of aligning various stakeholders. Through innovative financial models, advanced engineering solutions, and strategic stakeholder management, the team successfully navigated these hurdles and completed the first phase of the project. This case provides valuable insights into managing large-scale infrastructure projects through a PPP framework. How did Reddy and his team balance the interests of diverse stakeholders? What lessons can project managers draw from this experience to effectively handle the complexities inherent in massive, multifaceted projects such as the Hyderabad metro?
Learning Objectives
Learn More- Navigating the challenges and complexities of managing large-scale infrastructure projects in urban environments.
- The importance of stakeholder management in the successful execution of large-scale projects.
- The complex nature of PPP projects and their sheer scale.
- The temporal challenges of such a large project, including integrating overcoming obstacles
- Managing nonlinearity in project planning investments to project plans, and drawing up contingency plans.
- Executing a vision and strategy in project management
Published: Feb 20, 2025₹399.00 -
Operations Management Adopting Remote Patient Monitoring at Robustus Health
Robustus Health, a leading hospital network in the Midwest, faces operational challenges such as high patient readmission rates, staffing shortages, and bed capacity issues. With the healthcare industry's shift toward value-based payment models, reducing readmissions while maintaining quality care has become a priority. To address this, Robustus launched a pilot Remote Patient Monitoring (RPM) program in partnership with CareSignal, targeting COPD patients. The pilot demonstrated notable success, reducing readmission rates by 8-12%, increasing patient retention to 80% after one year, and improving cost efficiency. However, scaling the RPM initiative across Robustus' hospital network presents significant challenges. Key stakeholders, including clinical, IT, and nursing leaders, expressed concerns about seamless EMR integration, workflow disruption, operational sustainability amidst staffing shortages, and program adaptability for diverse patient populations. While RPM promises improved clinical outcomes, early intervention, and cost savings, its success depends on aligning with existing systems, ensuring staff adoption, and addressing patient engagement barriers. The case highlights critical considerations for enterprise-wide RPM adoption, including financial investment, data privacy, and operational models (centralized vs. decentralized). Robustus must strategically navigate these complexities to achieve clinical integration and long-term value while fostering stakeholder consensus.
Learning Objectives
- Analyze the role of RPM in achieving clinical integration and improving patient outcomes.
- Evaluate stakeholder concerns regarding the adoption of RPM technology.
- Assess the cost-benefit analysis of scaling RPM across hospitals.
- Identify the key implementation challenges and risks of RPM.
- Evaluate the capabilities of RPM solutions and compare their strengths and limitations for healthcare integration.
- Explore operational models (centralized vs decentralized) for RPM implementation.
Learn MorePublished: Dec 31, 2024₹399.00 -
Operations Management Indian Railways: Data-Driven Decision Support System to Recommend Special Trains Operations
Special trains are unscheduled trains run to meet the unexpected surge in demand during holidays and festive seasons, which is generally difficult to predict. Special trains were therefore allocated at SCR using rule-based processes, resulting in suboptimal revenues and occupancy rates. This case presents a data-driven approach to schedule special trains based on passenger waitlist data and application of statistical techniques.
Learning Objectives
Learn MoreThe central objectives of the case are the following:
- Understand the limitations of legacy systems and how to overcome them using the latest technologies.
- Discuss the practical approach to solving real-world problems using data analytics in the context of the special train scheduling challenge faced by IR.
- Appreciate the power of data-driven decision support systems and get hands-on experience of building and testing analytical data models.
Published: Jul 10, 2023₹399.00 -
Operations Management Artificial Intelligence for Improving the Procurement Experience of Non-Stock Items at Indian Railways
During the summer of 2021, Sumana G., Chief Technology Officer of South Central Railway, was reviewing the annual productivity reports of field employees. This was an annual exercise that was crucial to central planning as it helped identify potential weaknesses and possibilities for improvement. Sumana knew that evaluating the productivity of store personnel would be the most challenging task because Indian Railways (IR) managed over 280,000 items stocked in 215 depots across the country. While reviewing the time sheets, Sumana quickly realized that field officers were spending a significant time amount of time on materials purchase, especially items purchased locally by field offices. On further inquiry, field officers revealed that retrieving data from the stores database based on item descriptions posed considerable challenges, and in most cases, the search results were not very useful. Sumana was quick to realize that an artificial intelligence (AI)-based search engine could solve this problem.
Learn MoreLearning Objectives
The central objectives of the case are the following: Understand the material management system challenges of large, geographically dispersed corporations that maintain massive inventories. Discuss the practical applications of AI-based solutions and various text-based clustering techniques. Understand the complexities of a text-based clustering problem, especially the limitations of a lexical similarity-based approach and the advantages of a hybrid approach.
Published: Mar 27, 2023₹399.00 -
Operations Management Account Opening in Blue Bank - Part A: Process Visualization
The fictional case is set in 2023 when Blue Bank, a rural retail bank, was set up to respond to the economic distress surfacing in the U.S. state of Mississippi. The motivation was to reduce the proportion of unbanked adults in the rural parts of the state and thereby create a primary credit supplier to businesses for economic development. The case, which focuses on solving the higher turnaround time (TAT) problem of the account opening process at Blue Bank, is presented in two parts, with Part A focusing on the process lens and Part B on the data lens. In Part A of the case, Jim Chenault reviewed the progress of the bank's performance in June 2022. The start was successful, with 40 branches opened in the rural parts of the state. However, the 48 hour promise that the bank made to customers for account opening was often violated, as the decision-making steps, handoffs, and transactional activities associated with account opening concealed process deficiencies. Chenault wondered if he could map the process to understand it end to end.
Learning Objectives
The central objectives of the case (Part A and B) are the following:
- Understand how to map a process by using flowchart and swim-lane process mapping techniques.
- Facilitate critical thinking and decision-making through root cause analysis by using qualitative and quantitative analysis.
- Understand how to validate root causes by using statistical and graphical tools.
Published: Mar 31, 2023₹399.00 -
Operations Management Account Opening in Blue Bank - Part B: Root Cause Analysis
The fictional case is set in 2023 when Blue Bank, a rural retail bank, was set up to respond to the economic distress surfacing in the U.S. state of Mississippi. The motivation was to reduce the proportion of unbanked adults in the rural parts of the state and thereby create a primary credit supplier to businesses for economic development. The case, which focuses on solving the higher turnaround time (TAT) problem of the account opening process at Blue Bank, is presented in two parts, with Part A focusing on the process lens and Part B on the data lens. In Part A of the case, Jim Chenault reviewed the progress of the bank's performance in June 2022. The start was successful, with 40 branches opened in the rural parts of the state. However, the 48 hour promise that the bank made to customers for account opening was often violated, as the decision-making steps, handoffs, and transactional activities associated with account opening concealed process deficiencies. Chenault wondered if he could map the process to understand it end to end.
Learning Objectives
The central objectives of the case (Part A and B) are the following:
- Understand how to map a process by using flowchart and swim-lane process mapping techniques.
- Facilitate critical thinking and decision-making through root cause analysis by using qualitative and quantitative analysis.
- Understand how to validate root causes by using statistical and graphical tools.
Published: Mar 31, 2023₹399.00 -
Operations Management Telangana Graduates’ MLC Elections 2021: Handling Known and Unknown Uncertainties
The case is centered around the timeline of the Telangana graduates’ MLC elections 2021, which were held against the backdrop of a known unknown: the COVID-19 pandemic. The electoral officials had to be mindful of the numerous security protocols and complexities involved in implementing the election process in such uncertain times. They had to incorporate additional steps and plan for contingencies to mitigate risks while executing the election process. Halfway through the election planning process, it became clear that the number of voters and candidates was unprecedentedly large. This unexpected development necessitated a revision of the prior plan for conducting the elections. Shashank Goel, Chief Electoral Officer (CEO), and M. Satyavani, Deputy CEO, were architecting the plan for conducting the elections with an unexpectedly large number of voters and candidates under pandemic-induced disruptions. Goel was also reflecting on how to develop contingency plans for these elections, given the uncertainty produced by unforeseen external factors and the associated risks. Although he had the mandate to conduct free and fair elections within the stipulated timelines and was assured that the required resources would be provided, several factors had to be considered. According to the constitutional guidelines for the graduates' MLC elections, qualified and registered graduate voters could cast their vote by ranking candidates preferentially. Paper ballots had to be used because electronic voting machines (EVMs) could not handle preferential voting. The scale and magnitude of the elections necessitated jumbo ballot boxes. To manage the process, the number of polling stations had to be increased, and manpower had to be trained. Further, the presence of healthcare workers to ensure the safety of voters and the deployed staff was imperative. The Telangana CEO’s office had to meet the increased logistical and technical requirements and ensure high voting turnouts while executing the election process.
Postponing the election was not an option for the ECI from the standpoint of the legal code of conduct. The Telangana CEO's office prepared a revised election plan. The project plan was amended to incorporate the need for additional resources and logistical support to execute the election process. As the efforts of the staff were maximized effectively, the elections could be conducted smoothly and transparently although a large number of candidates were in the fray.
Teaching and Learning Objectives:
The key case objectives are to enable students to:
- Appreciate the importance of effective project management, planning, and execution in public administration against the backdrop of uncertainties and complexities.
- Understand the importance of risk identification, risk planning, and prioritization.
- Learn strategies to manage various project risks in a real-life situation.
- Identify the characteristics of effective leadership in times of crisis and the key takeaways from such scenarios
Published: Jan 17, 2023₹399.00 -
Operations Management Data-Analytics-Based Decision-Making at Teach for India
The case is designed to be used in courses on Nonprofit Operations Management, Data Analytics, Six Sigma, and Business Process Excellence/Improvement in MBA or Executive MBA programs. It is suitable for teaching students about the common problem of lower rates of volunteerism in nonprofit organizations. Further, the case study helps present the importance and application of inferential statistics (data analytics) to identify the impact of various factors on the problem (effect). The case is set in early 2021 when Shefali Sharma, the Strategy and Learning Manager with Teach For India (TFI), faced a few challenging questions from a professor at the Indian School of Business (ISB) during her presentation at an industry gathering in Hyderabad, India. Sharma was concerned about the low matriculation rate of TFI fellows, despite the rigorous recruitment, selection, and matriculation (RSM) process. A mere 50-60% matriculation rate was not a commensurate return for an investment of INR 6.5 million and the massive effort put into the RSM process. In 2017, Sharma organized focused informative and experiential events to motivate candidates to join the fellowship, but it was not very clear if these events impacted the TFI matriculation rate. After the industry gathering at ISB, Sharma followed up with the professor to seek his guidance in performing data analytics on the matriculation data. Sharma wondered if inferential data analysis could help her understand which demographic factors and events impact the matriculation rate.
Learning Objective
- Illustrate the importance of inferential statistics as a decision support system in resolving business problems
- Formulating and solving a hypothesis testing problem for attribute (discrete) data
- Visually depicting the flow of work across different stages of a process
Published: Jul 3, 2022₹399.00 -
Operations Management Project Ashray: Planning a Time-Constrained Project
In response to the uncontrollable second wave of COVID-19 in the south Indian state of Telangana in April 2021, a few like-minded social activists in the capital city of Hyderabad came together to establish a 100-bed medical care center to treat COVID-19 patients. The project was named Ashray. Dr. Chinnababu Sunkavalli (popularly known as Chinna) was the project manager of Project Ashray. In addition to the inherent inadequacy of hospital beds to accommodate the growing number of COVID- 19 patients till March 2021, the city faced a sudden spike of infections in April that worsened the situation. Consequently, the occupancy in government and private hospitals in Hyderabad increased by 485% and 311%, respectively, from March to April. According to a prediction model, Chinna knew that hospital beds would be exhausted in several parts of the city in the next few days. The Project Ashray team was concerned about the situation. The team met on April 26, 2021, to schedule the project to establish the medical care center within the next 10 days. The case is suitable for teaching students how to approach the scheduling problem of a time- constrained project systematically. It helps as a pedagogical aid in teaching management concepts such as project visualization, estimating project duration, float, and project laddering or activity splitting, and tools such as network diagrams, critical path method, and crashing. The case exposes students to a real-time problem-solving approach under uncertainty and crises and the critical role of NGOs in supporting the governments. Alongside the Project Management and Operations Management courses, other courses like Managerial decision-making in nonprofit organizations, Health care delivery, and healthcare operations could also find support from this case.
Learning Objectives:
To learn: Time-constrained projects and associated scheduling problems Project visualization using network diagrams Activity sequencing and converting sequential activities to parallel activities Critical path method (early start, early finish, late start, late finish, forward pass, backward pass, and float) to estimate a project's overall duration Project laddering to reduce the project duration wherever possible Project crashing using linear programming
Learn MorePublished: Jun 8, 2022₹399.00 -
Operations Management Executing the Bogibeel Bridge for Social Impact: Risk Planning and Managing Earned Value
The case goes on to describe the enormous challenges involved in building the 4.94 km long Bogibeel Bridge in the North Eastern Region (NER) of India. When it was finally commissioned in 2018, it was hailed as a marvel of engineering. With two rail lines and a two-lane road over it, the bridge spanned the mighty Brahmaputra river. The Bogibeel Bridge was India's longest and Asia's second-longest road and rail bridge with fully-welded bridge technology that met European codes and welding standards. The interstate connectivity provided by the bridge enabled important socio-economic developments in the NER that included improved logistics and transportation, the growth of medical and educational facilities, higher employment, and the rise of international trade and tourism. While the outcomes of the project were significant, the efforts that went into constructing the Bogibeel Bridge were equally so. This case study is designed to teach the importance of effective risk planning in project management. Further, the case introduces students to earned value analysis and project oversight in managing large projects. The case centers on Indian Railways' need to quickly discover why the Bogibeel project was not going according to plan. The case also serves as a resource to teach public operations management where the focus is on projects and operations that result in socio-economic outcomes.
Learning Objective
Learn MoreThe key case objectives are to enable students to:
- Appreciate the importance of risk planning and risk prioritization and learn strategies to manage various project risks
- Understand earned value management (EVM) and the associated metrics and calculations for project evaluation on time and cost schedules.
- Identify social impact outcomes in public/infrastructure projects.
Published: Jul 22, 2021₹399.00
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