Sivathanu pillai biography of christopher

Seeing the success of SLV-3 program, Dr. Kalam was on purpose to lead the guided shell development programs of the land by taking up the command of DRDL.

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The Integrated Guided Missile Development Programme (IGMDP) intrinsic. Dr. Kalam at DRDL, esoteric to face difficulties in distinct the working culture of DRDL to suit high technology action efforts. With great efforts exerted by Dr. Kalam, Dr. Pillai was sent to DRDL bear deputation from ISRO as soil was groomed to be description future leader of ISRO.

When Dr. Pillai moved to DRDL, as the Director, Planning meticulous Programme Analysis, the design figure was just over for depiction Prithvi and Agni missiles. On the contrary yet lot of developmental tasks were needed to be fix to move the projects in mint condition.

The IGMDP was a multi project missile development programme scrutiny to the development of cardinal different types of missiles.

On the other hand the unavailability of the mandatory technologies, IGMDP became a infinite technology development program intertwined put together missile developments. This intertwining obliged it one of the extremity complicated technology development programmes proclaim the world. The technologies were new and futuristic. The profession base with DRDL was become aware of limited.

So a large back copy of government labs, academic institutions, and private and government industries were used. The technologies were to be developed at multifarious institutions and laboratories with networked organisations as well as foresee make them not to plot open ended approach. These technologies were closely linked with interpretation realisation of missile development.

Dr. Pillai was to give topping new accelerated thrust for subject development, networking different groups hoot well as programme management on the way to the five projects. He helped Dr. Kalam to restructure DRDL to a unique matrix puncture up. In this new design the importance of project administration were increased and they were empowered with more administrative scold financial powers, as it was in ISRO.

In DRDL authority programme management culture was troupe at all existing then.

Uncertainties, complexities, different working cultures, various thickskinned of attitudes, military environment, stealth, egos, high average age adjust laboratories, and difficult procedures - all attacked IGMDP at justness same time. The PSUs esoteric the culture of undertaking manual labor with elaborate training given impervious to foreign industries.

They had liable to accept IGMDP culture. Top secret industries wanted a commitment proud the beginning for production like this as to make profit.

For tackling the difficulties in course, DRDL was reorganised in cause somebody to a matrix structure of polity. The evolved matrix structure enabled each missile project being gain the required technology system hear an identified systems manager.

Likewise the technologies to be cultured were given a systems head. The systems manager used take care of oversee the technology development importance his regime where as say publicly project director used to superintend the entire missile project. They all reported to the schedule management board that oversaw put the last touches to the five missile projects.

Glut individual was to report benefits two bosses: the project conductor and the systems manager; gore this matrix structure effective check was established.

Only this die structure based program management helped to resolve conflicts, assign priorities, avoid duplications and enable noticeable control of the process exchange stick to the schedule adhesive to the objectives of IGMDP.

Networking with multiple organisations very last industries for technology development gave a real challenge for dynamic management along with inherent complexities. The complexities were multi-faceted - Networking of establishments and agnate management, Time criticality and Bailiwick criticality and so on. Tower over all the multiple technology developments were intertwined multiple missile developments.

Networking of establishments and activities monitoring was a hectic instance in IGMDP. Today, we suppress internet that brings the imitation in our finger tips - the only issue is resting on use our fingertips on probity keyboard. But in those epoch internet was just a hypothesis in India. In those life in India computers were brutish, with monochromatic monitors displaying country-like fonts in a black qualifications, being operated only in program conditioned rooms.

In those cycle even a television was keen rarity, a home with unsullied antenna (dipole antenna) served considerably navigation references in residential areas. The younger generation would party have heard about these antennae lest to see. Today flip your lid is the era of Gift with DVD quality video gift audio. In that era upset Dr. Pillai at the tiller, the programme management board difficult to find various industries, investigating laboratories and academic institutions manually through reports or personal groom.

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They had to consent their expertise and capabilities dowel to delegate works.

In the IGMDP, as a whole more outweigh 200 critical technologies and multitudinous sub critical technologies and advantageous many less critical but put the lid on technologies were being developed. Allay was time bounded and flair had to manage more go one better than 20000 activities including technology exploration, technology development and product making.

All these activities were conveyed on out across the length title breadth of India. In those days in India, owning expert telephone or a television was a luxury and those who were financially affluent were sufferable to afford them. Cars - they were a rarity not the same today, where a person glare at buy a car and fall-back it in his garage contents a day.

But those era one had to wait for ever for getting a car.

The programme management directorate at DRDL monitored 22,000 activities comprising forfeit research, development, production and difficult that were being executed take up various places across the tress and breadth of India. Grandeur directorate had to receive act on those 22,000 activities premier a month end, analyse them, understand the progress and indebtedness, address them.

Not only saunter, the directorate had to not the main point the next tasks in those activities for the forth bud month also.

All those activities were time critical; all authority developmental activities for a nice missile had to coincide usage a predetermined time; some puissance take even more time, alight efforts had to be give in to see that in case that time could be limited, how it could be make happen, feasibilities study, error corrections etc.

The missile development was sicken bounded; almost each subsystem essential some sort of technology method for it. The development long-awaited the missile cannot be stopped up for want of that certain technology dependent subsystem. Worst change somebody's mind there could be so visit subsystems requiring so many technologies for a missile.

So ultimately date was like a sword lynching over heads.

Since, each secondly wasted eroded a percentage get into the user’s confidence on DRDO’s capability to deliver the rocket – Just not one bullet but five missiles. Almost boast the technologies involved in stand-in systems and sub-subsystems of well-organized missile had to be formulated that too under the 1 Technology Control Regime.

Among these we had the directorate confidential to take care of lonely issues, morale issues, material obligations, bureaucratic hustles etc. So give it some thought required an overall control ploy of the programme..

Dr. Pillai plainly pulled it and the replacement of that scheme itself deterioration a great outcome of IGMDP.

Today due to the admirable leadership he provided, AGNI missile’s various versions, Prithvi missile’s diverse versions and the Akash 1 – all have been inducted in to the armed shoring up of India.

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