CONTENTS
Certificate of original authorship vii
Certificate of Dissertation Advisor’s consent ix
Acknowledgments xi
Abstract xiii
List of figures xv
List of tables xix
List of abbreviations xxi
1 INTRODUCTION 1
1.1 Background 1
1.2 Introduction to cases 6
1.3 Decision making models 7
1.4 Research objectives 9
1.5 Dissertation outline 9
2 RECONCEPTUALIZING DECISION MAKING 11
2.1 Decision making process 11
2.2 Research questions 12
2.3 Methodology 13
2.3.1 Case study methodology 13
2.4 Case selection 16
2.5 Field work and data collection 18
3 DECISION MAKING AND RISK IN BRTS 21
3.1 Decision making 21
3.1.1 Rational model 22
3.1.2 Behavioural model 24
3.2 Basis of decision making 27
3.3 Risk, risk analysis and risk management 28
3.4 Environment in decision making 31
3.5 The ‘Hiding Hand Principle’32
3.6 Decision making in public administration34
3.7 Who were the decision makers? 35
4 BRTS IN INDIA 39
4.1 Background . 39
4.2 BRTS elements 39
4.3 JnNURM and NUTP 43
4.4 BRTS status in India 44
4.5 Defining success 50
4.5.1 Reasons for success. 51
4.6 Decisions in BRTS 53
4.6.1 Critical decisions 54
4.7 Conditions for successful project implementation 66
4.8 The decision making context. 68
5 JANMARG: AHMEDABAD’S BRTS 69
5.1 Introduction 69
5.2 Project context 70
5.3 The situation before 2005 74
5.3.1 AMTS and its struggle75
5.3.2 The IPTS 77
5.3.3 The plan for the metro 78
5.4 Analysing decisions 81
5.4.1 Choosing BRTS as an option 81
5.4.2 Selecting the consultant 84
5.4.3 The implementation authority 86
5.4.4 Finalising the first corridor 90
5.4.5 Finalising system type 94
5.4.6 Changing the bus station location 97
5.4.7 The business model 99
5.5 Implementation and operations103
5.6 Current issues 105
5.7 Future plans 106
5.8 Continuity in decision making 106
6 iBUS: INDORE’S BRTS 109
6.1 Background 109
6.2 Project context 110
6.3 The situation before 2005 113
6.4 A new bus system 115
6.4.1 Issues with ICTSL 117
6.5 Analysing decisions 118
6.5.1 Choosing BRTS as an option 118
6.5.2 Selecting the consultant 119
6.5.3 The implementing authority124
6.5.4 Finalising the first corridor 125
6.5.5 Changing the bus station location 130
6.5.6 Finalising system type 132
6.5.7 The business model 133
6.6 The legal tussle 137
6.7 Implementation and operations 139
6.8 Continuity in decision making 140
7 COMPARING EXPERIENCES 145
7.1 The importance of environment in decision making 145
7.2 Windows of opportunities and impact on project outcomes 146
7.3 The response to unexpected situations 148
7.4 Continuity in decision making 149
7.5 How were decisions made? 151
8 CONCLUSIONS 153
8.1 General observations 153
8.2 Assessing research questions 155
8.3 A new model of decision making? 157
8.4 The experts versus decision makers 159
8.5 Contribution to science 160
8.6 Further research 160
References clxiii
Annexure 1 clxix