PMO Control Tower

Portfolio — all locations India-wide view across every project in the portfolio — industrial, commercial, healthcare, infrastructure and data centre. Pune and Hyderabad are live on the Control Tower today; the remaining locations are shown as pipeline projects with illustrative figures, pending confirmation of scope and timing.

India — All Project Locations

Progress by Location — Actual vs Plan (%)

Location Detail

Project

Actions needed

Major delays

What’s going right

What’s going wrong

Pune & Hyderabad — Site Locations

Overall S-Curve — Baseline vs Planned vs Actual

Status at a Glance — Every Dimension in One View

Milestone Scoreboard — Next 4

Milestone	Baseline	Forecast	Status

AmberForecast finish 14 Nov 2027 — 15 working days past the 30 Oct 2027 commitment

Work done 32.4% against 41.8% planned by now. The delay is driven by a design revision hold on Zone A (Pune) and long-lead chiller package delivery slipping to Dec 2026. Civil works at Pune are 46 days behind baseline due to monsoon impact and late piling start. Environmental Clearance / Consent to Establish (SPCB) is on the critical path.

14 Nov '27

Forecast Finish

+15d vs commitment

32.4%

Work Done vs Planned

Plan: 41.8% · Behind plan

4 / 14

Milestones Met

3 at risk · 7 upcoming

7

Open Constraints

2 critical · 3 high

₹950 Cr+

Combined CapEx

Pune + Hyderabad · Phase 1

Forecast Finish Trend — Monthly Schedule Reviews

Each point is that month's re-forecast of the finish date, shown as days early/late vs the 30 Oct 2027 committed date (dashed line = 0 = on time). Feb–May'26: slippage grew as design revision holds cascaded. Jun'26: a recovery plan (resequenced civil works) briefly closed the gap. Jul'26 onward: new risks (SPCB clearance, procurement delays) pushed the forecast out again to the current +15d.

Work Done vs Planned — % of Project

Driving the Delay

Primary delay driver

Design Revision Hold — Zone A

Rev 3 not issued. Foundation design cannot be finalised. 14 activities on hold. Civil works cascade delay: ~3 weeks.

CRITICAL Owner: Client / Design Consultant Overdue: 16 days

Sets the end date

Environmental Clearance / CTE (SPCB)

Consent to Establish pending with the State Pollution Control Board. Construction halt risk if not received by Oct 2026. Currently on critical path.

HIGH Owner: Client — Approvals Target: 30 Sep 2026

Procurement risk

Chiller Package Delivery — Dec 2026

Long-lead plant delayed by 8 weeks. Zone B installation sequence blocked until the chillers land on site.

HIGH Owner: PMC Procurement Impact: Zone B start

What Changed — Last 2 Weeks (1 Sep → 15 Sep 2026)

Milestone Movements — 5 biggest slips

Milestone	Group	Was	Now	Slip
Complete Foundations — Pune Zone A	Construction Milestones	15 Aug 2026	30 Sep 2026	+46d late
Environmental Clearance / CTE (SPCB)	Regulatory Milestones	01 Sep 2026	31 Oct 2026	+60d late
Major PO Placement (>80% value)	Procurement Milestones	31 May 2026	30 Jun 2026	+30d late
Design Freeze — Zones A & B	Design Milestones	30 Apr 2026	15 May 2026	+15d late
Equipment Installation Start — Pune	Construction Milestones	15 Nov 2026	15 Jan 2027	+61d late

14 Nov 2027

Forecast Finish

+15 days vs 30 Oct commitment

4 / 14

Milestones Met

3 At Risk · 7 Not Started

32.4%

Overall Progress

Plan: 41.8%

30 Oct 2027

Committed Deadline

Fixed — Client requirement

Overall S-Curve — Baseline vs Planned vs Actual vs Forecast Site photos

RAG Zone — Schedule Variance by Discipline

Milestone Scoreboard

ID	Milestone	Baseline	Forecast	Variance (days)	Status

Weekly Quantity-Based Tracking — Scope vs Planned vs Actual vs Balance Quantities tracked at activity level — each row shows total scope, planned cumulative, actual achieved, and balance remaining. Updated weekly by VisiLean PMO from site DPRs. RAG auto-computed against planned-till-date: Green only if actual is at/above plan · up to 5% behind = Amber · more than 5% behind = Red. (Unlike schedule-variance RAG elsewhere, any quantity shortfall is never Green.)

Site Area Discipline RAG

Quantity Tracker — All Sites

Site	Area	Discipline	UoM	Scope	Planned Qty (till date)	Actual Qty	Balance	Planned till date %	Actual %	Variance	Skilled	Unskilled	RAG

Weekly Liquidation Profile — Planned vs Actual per Discipline Each chart shows weekly planned increment and actual progress for a discipline. Cumulative S-curve overlaid. Data updated every Monday from previous week's DPRs. Missing bars indicate weeks with no data yet submitted.

Discipline Site

Weekly Liquidation — Civil

All Disciplines — Cumulative Progress %

Recovery Required — Portfolio S-Curve

What It Takes To Still Hit 30 Oct 2027 The bold red line below is the run-rate the whole programme needs to hold from now on to close the gap to the committed date — not a system forecast, but the plan VisiLean's planners build by hand: re-sequencing activities and resetting quantity assumptions week by week in the New Table View until the curve closes. VisiLean does not auto-level resources against the plan; this line moves only when a planner moves it.

Cumulative % Complete — Actual vs Recovery Rate Required

Weekly Summary Table — All Disciplines

Discipline	Total Scope	Planned This Week	Actual This Week	Variance	Cum Planned %	Cum Actual %	Cum Variance	Rate Needed to Recover	RAG

Productivity-Based Planning — Run Rate vs Required Rate Since all contracts are unit-rate (no resource-loaded schedules), productivity is computed from: Actual Qty completed ÷ Workers deployed = daily run rate. Asking Rate = remaining scope ÷ remaining calendar days. Red = asking rate >2× actual rate.

Run Rate vs Planned Rate vs Asking Rate (% scope/week)

Workers on Site — Daily Average by Discipline

Are We Building Fast Enough?

Phase / Discipline	Done	Plan (till date)	Done/Plan	Actual Rate (last 4 wks)	Planned Rate	Asking Rate	Workers (avg)	Step-up Needed	RAG

Design Deliverables Tracker — Key Deliverables Only Tracked at deliverable type level (not individual drawing numbers). Stages: Not Started → IFA (Issued for Approval) → Client Comments → IFC (Issued for Construction) → Approved. Each deliverable type tracked against baseline and forecast completion.

10

Deliverable Types Tracked

72.4%

Overall Design % Done

Plan: 85.2%

28

Open Design Review Actions

Blocking IFC for Zone C

3

Deliverables On Hold

Design Progress by Deliverable Type

IFA vs IFC vs Approved — Count by Type

Design Deliverables Register — Planned-till-date vs Actual, Gap Visible

Deliverable Type	Total Docs	Issued (IFA)	Approved (IFC)	On Hold	Planned Qty (till date)	Actual Qty / %	Gap	Baseline	Forecast	Status

Knock-on Effect — Delay Propagation Across Dependent Deliverables

Deliverables are logically dependent — a delay upstream (e.g. concept design not yet frozen) puts every downstream deliverable that relies on it at risk, even where the downstream team has continued drafting on a preliminary basis.

Deep-Dive Construction Tracker — WBS/Activity-Level Progress, Delay Q&A Civil and structural construction activities tracked at WBS/activity level with baseline vs forecast completion. Where an activity is delayed, the planner logs the delay reason, the responsible party, and the expected resolution — this view drives the weekly review meeting.

Activity Gantt — Baseline vs Forecast

Constraint / Delay Log — Planner Q&A

WBS / Activity	Site	Discipline	Baseline Finish	Forecast Finish	% Complete	Delay	Delay Reason	Responsible Party	Expected Resolution	Status

Procurement Tagged Item Tracker — PO Placed → Lead Period → Material Delivered → Erected Each equipment category tracked through 4 lifecycle stages, quantity-first: count of tags reached vs the count that should have been reached by now (Planned-till-date), so the gap — and therefore the RAG — is self-explanatory. Modelled on LLE (Long Lead Equipment) methodology.

Category Status

Procurement Pipeline — Category Summary (Quantity → Percentage → Planned-till-date → Gap)

Equipment Category	Total Tags	PO Placed — Qty (Actual% / Plan%)	Material Delivered — Qty (Actual% / Plan%)	Gap vs Plan (units)	Erected — Qty (%)	RAG

Drill-down — choose a category

Tagged Item Detail

Tag No.	Description	Stage	PO Placed	Lead Period Ends (Plan)	Delivery Plan	Delivery Actual / Forecast	Erection Plan	Delay (days)	RAG

Constraints & Action Register — Daily DPR Actions + Weekly Review Actions Actions arising from DPRs and meetings are logged here with owner, target date, and linked activities. MoM documentation is managed by the PMC externally; action closure status is updated in VisiLean weekly.

7

Total Open Constraints

2

Critical

3

High

1

Committed

Constraints by Category

Action Closure Trend

Open Constraints — Priority List

#	ID	Type	Constraint Title	Area	Raised	Target	Holds / Impact	Owner	Status	Priority

Work Fronts — Phase Status & Rate Needed to Recover Each construction phase on its own terms: how much of the project it carries, how much is built, what is running, and the rate needed to recover the committed finish date.

Phase Progress — Done vs Planned (%)

Critical Activities by Phase

Work Fronts Summary

Phase	Activities	% Scope	Done %	Planned till date %	Done / Plan	Open	Critical	Past Baseline	Rate Needed