+
Modernising Road Infrastructure
ROADS & HIGHWAYS

Modernising Road Infrastructure

The vision of any road asset management platform is to create a comprehensive, data-driven system that optimises the planning, maintenance, and operation of its portfolio to ensure safety and sustainability. It provides a 360-degree approach to managing all road assets, from pavements and structures...

The vision of any road asset management platform is to create a comprehensive, data-driven system that optimises the planning, maintenance, and operation of its portfolio to ensure safety and sustainability. It provides a 360-degree approach to managing all road assets, from pavements and structures like bridges and tunnels to road signages, advanced traffic management systems, and drainage systems by leveraging advanced technologies such as IoT, artificial intelligence, and real-time data analytics. The objective is to extend the life cycle of the assets by prioritising proactive maintenance, thereby optimising costs, minimising environmental impact, and improving user satisfaction. Challenges faced Achieving this objective is complex due to challenges related to operations and maintenance (O&M) efficiency, budget constraints, data management, technology integration, human resources, stakeholder management, sustainability, and performance measurement. Addressing these challenges requires a strategic, integrated approach with effective coordination across all levels and functions. Coordination is integral to each stage of a highway project — bidding or acquisition, design, construction, and O&M. It also plays a crucial role in cost control by ensuring that all activities within a project or organisation are aligned and well-managed, eliminating redundancies and duplication of efforts. Coordination across project stages Improving coordination in projects can be achieved through various management methods and processes that focus on enhancing communication, aligning objectives, and optimising workflows. Project management principles are essential tools for improving coordination and controlling costs. Principles such as clear planning, effective communication, risk management, resource optimisation, continuous monitoring, stakeholder engagement, and the use of technology provide a robust framework. Effective project coordination begins with clear planning and scope definition. By outlining the project’s objectives, deliverables, and timelines, all team members and stakeholders are aligned on a common goal. This alignment reduces conflicts and ensures that everyone knows their roles and responsibilities. In terms of cost control, a well-defined scope helps prevent scope creep — where unapproved changes or additional tasks inflate costs. Maintaining a clear scope and baseline allows project managers to monitor expenses against the budget and avoid unnecessary expenditures. Applying project management principles Effective communication among all team members is a core principle of project management. A structured communication plan that includes regular meetings, status updates, and feedback sessions ensures that all stakeholders remain informed and aligned throughout the project. Good communication reduces the chances of errors, rework, and delays, which directly impacts project costs. Transparent communication channels enable quick decision-making and early identification of potential problems, minimising the financial impact of unforeseen issues. Proactively managing risks is another critical project management principle that enhances both coordination and cost control. By identifying potential risks early and developing mitigation strategies, teams can avoid disruptions that may cause delays and additional expenses. Coordinated risk management ensures that all stakeholders are aware of potential challenges and are prepared to respond quickly, reducing the likelihood of cost overruns due to emergencies or unforeseen events. Optimising resource use is vital for both coordination and cost control. Effective resource management involves planning, scheduling, and allocating resources—including personnel, plant and machinery, equipment, and materials—in a way that maximises efficiency and minimises waste. Coordinating resource allocation across various tasks and teams helps avoid bottlenecks and ensures that resources are used where they are most needed. This reduces direct costs, such as labour and materials, and indirect costs, such as delays or rework. Continuous monitoring and control are fundamental to project management, where the role of the Project Management Consultant (PMC) becomes critical. By regularly tracking progress against the project plan, project managers can identify variances early and take corrective actions to keep the project on track. Performance metrics, such as the cost performance index (CPI) and schedule performance index (SPI), provide insights into whether the project is within budget and on schedule. Early detection of issues through monitoring allows for timely interventions, preventing minor problems from escalating into costly delays. Engaging stakeholders throughout the project lifecycle ensures that their expectations are met and potential conflicts are addressed early. Regular stakeholder engagement promotes transparency and trust, facilitating smoother coordination among various teams. In terms of cost control, managing changes effectively through a structured process helps avoid unexpected costs associated with unapproved changes or scope alterations. Clear procedures for change requests and approvals ensure that any changes are necessary, justified, and budgeted for, maintaining financial control. Human resources and team dynamics The success of these principles depends heavily on how well human resources are managed and how teams are structured and motivated. Teams that bring together diverse skills and expertise are better equipped to handle the complexities of road asset management. For example, a team comprising engineers, financial analysts, project managers, and environmental experts can address various aspects of the project—from design and construction to budgeting and environmental impact assessment. Diverse teams improve coordination by providing a holistic view of the project, allowing for more comprehensive planning and problem-solving. Each team member contributes their unique perspective, ensuring that all potential issues are considered and addressed early, preventing delays and cost overruns. Leveraging digital tools Incorporating technology and digital tools into road asset management can greatly enhance coordination and cost control. Digital tools facilitate seamless communication and collaboration by providing a centralised platform where all project data is stored and accessed. They enhance coordination by enabling teams to visualise project progress, track changes, and manage tasks in real time. For example, creating a digital twin of the road asset enables all stakeholders to view and understand the project in detail, reducing misunderstandings. Technology helps track costs more accurately and efficiently. For instance, project management software can automatically generate cost reports, track expenditures against the budget, and flag potential overruns. Asset management applications aid in asset maintenance, reducing unnecessary travel and labour costs. Digital tools also enable predictive maintenance, which helps in timely intervention, reducing long-term repair costs. Effective coordination facilitates seamless communication among diverse stakeholders, including government agencies, contractors, and local communities, preventing misunderstandings, delays, and redundancies. This leads to effective cost control measures which manage the substantial financial investments required for road projects, reducing waste, avoiding cost overruns, and maximising resource utilisation. Together, coordination and cost control ensure the long-term sustainability of the road network. About the author Arpan Ghosh, President, leads the Engineering Department at Cube Highways Technologies and manages a team of 136 members across five sub-departments. He holds a Postgraduate Degree in Civil Engineering (M-Tech) from IIT Kanpur.

Next Story
Infrastructure Energy

Reliable Energy Storage Vital for 24/7 Renewable Power: TKIL

Reliable, scalable, and efficient energy storage systems are essential to ensuring uninterrupted renewable energy supply, said engineering firm TKIL Industries at the India Energy Storage Week (IESW) 2025.India aims to achieve 500 GW of renewable energy capacity within the next five years.Speaking at IESW, organised by the India Energy Storage Alliance (IESA), Vivek Bhatia, Managing Director and CEO of TKIL Industries, emphasised that the country’s energy sector is experiencing a major transformation. This shift is being driven by innovations in storage technology, aimed at improving grid re..

Next Story
Infrastructure Energy

IIT Madras, Hyundai Launch £17m Hydrogen Research Centre

The Indian Institute of Technology Madras (IIT Madras) and Hyundai Motor India Ltd (HMIL) have announced the establishment of the Hyundai HTWO Innovation Centre, a cutting-edge hydrogen research facility set to begin operations by 2026.The Rs 180 crore (approx. £17 million or USD 21.5 million) project will be located at IIT Madras' Discovery Campus in Thaiyur, near Chennai. Of the total, Rs 100 crore (approx. £9.4 million) has been committed by HMIL and its philanthropic arm, Hyundai Motor India Foundation (HMIF), with support from the Government of Tamil Nadu and its investment promotion ag..

Next Story
Infrastructure Energy

India’s Hydrogen Demand to Hit 8.8 MTPA by 2032: IESA Report

India’s hydrogen demand is projected to grow at a compound annual growth rate (CAGR) of 3 per cent, reaching 8.8 million tonnes per annum (MTPA) by 2032, according to a report released by the India Energy Storage Alliance (IESA).Unveiled on the first day of the India Energy Storage Week (IESW) 2025, the report points out a gap between ambitious project announcements and actual progress. While green hydrogen (GH₂) projects totalling 9.2 MTPA have been announced, only a limited number have reached Final Investment Decision (FID) or secured long-term domestic or international offtake agreemen..

Advertisement

Advertisement

Subscribe to Our Newsletter

Get daily newsletters around different themes from Construction world.

STAY CONNECTED

Advertisement

Advertisement

Advertisement

Advertisement

Talk to us?