Page 9 - TCExpression | Tata cunsulting engineers limited

Cover Story 09

could be optimised to accommodate double the pax strength. conflict resolution. While this appears a logical path to
Post the upgrade, the same elevator is now enhanced to carry take, the stakeholders involved were–Principal Architect
14 passengers in each elevator. and their partner consultants like MEP & Structure, Group
TATA companies within Bombay House, TATA Group
companies that collaborated on their function areas for
Success factors design and integration, construction management team
under SNK, regulatory consultants and owners, consultants,
the ABCL team. From the project execution perspective,
The most important success factor was a clear vision and the interactions with stakeholders from Tata Sons, weekly
direction from the Group Chairman–One vision, one goal, review meetings to manage project progress and timelines,
one finish line, completely non-negotiable. No matter what, monthly review by the Chairman, etc., kept the team at
the building had to be inaugurated on the specific occasion. optimum levels of performance.
The main complexity was the extent of stakeholders
involved in the project. What worked well was the team work There was also little scope for error or rework. Hence, a pilot
facilitated by key SPOCS that anchored the diverse program approach was taken with Floor 3, East Wing being completely
management components. There was also continuous transformed in terms of utility and design. For instance,
brainstorming amidst the stakeholders for consensus and the initial architectural plan had ceilings and was not along

Amazing fACts

400 vendors across
disciplines were managed

127,000 sq ft of
heritage space transformed

the lines of open office concept, typical of a modern office
environment. The design went back to iteration to rework
on the pilot. Here, consensus was sought on design vs
HVAC and MEP clashes in maintaining codes, standards
and engineering protocols. Once the pilot was reviewed,
the rest of the project was carried out on similar lines. This
saved a lot of time and rework was restricted to a mere 10%
and with no cost escalation. Ultimately the bottom line was
team work and consensus. This was clearly managed by
Ms Arthi Subramaniam, managing the IT, Automation &
Digital front, and Mrs Seema Kailash from Group CFO’s office,
who anchored the teams. Her contribution was extremely
valuable to keep the project moving.

The transformation of Bombay House is indeed the pride
of Tatas. 127,000 sq ft of a heritage building space was
transformed into an ultra-modern heritage building
office space within overall timelines of six-seven months.
Completed to perfection, launched on the earmarked
day, during the 150th Anniversary of Tatas, history was
rewritten, a legend reborn. The TCE-Ecofirst team takes a
bow as the curtains come down on a landmark project.