In Conversation with Project Managers

Amartya Roy

Amartya Roy is a Senior Project Manager with over 24 years of industry experience, including 8 years with KBR. He currently leads the Ammonia-Urea PMC project portfolio, overseeing the Amufert and Stanch projects.

1. What does accountability mean to you as a Project Manager, and how does it influence the way you lead your projects?

To me, accountability means taking complete ownership of decisions, actions, and outcomes. As a Project Manager, it is about doing the right thing the first time, safeguarding project objectives, and ensuring stakeholder expectations are consistently met. Accountability shapes my leadership style by driving clarity, responsibility, and a results-oriented mindset across every stage of the project lifecycle.

2. How do you ensure accountability across your team to consistently deliver high-quality outcomes?

I believe accountability grows in an environment where people are empowered and trusted. I encourage team members to make informed decisions, adhere to company policies and procedures, and take ownership of their deliverables. Clear delegation, defined responsibilities, and continuous day-to-day communication are key to maintaining alignment and ensuring high-quality execution throughout the project lifecycle.

3. When it comes to design decisions or project direction, how do you balance ownership with collaboration and accountability?

Balancing ownership with collaboration starts with setting clear goals and expectations for the team. I focus on enabling delivery while encouraging open discussion and technical collaboration. At the same time, I avoid micromanagement and trust the expertise of the team. When challenges require broader support, I proactively engage upper management to ensure timely decisions and maintain project momentum.

4. Can you share how you personally demonstrate accountability in your day-to-day work, especially when facing challenges or setbacks?

A recent example is the ongoing Stanch project, a fast-track assignment where two contractors are executing FEED activities in parallel for the Ammonia-Urea complex. The original schedule required completion within six months, but shortly after kick-off, the client requested further acceleration. This created significant pressure on the team and the delivery timeline.

In response, I focused on maintaining team confidence and alignment through empathetic leadership, daily communication, and effective delegation. By ensuring every team member understood their responsibilities and felt supported, we were able to sustain accountability across the project.

The results were encouraging. In just five months, the KBR PMC team reviewed approximately 7,000 deliverables across all disciplines and revisions from both FEED contractors. Beyond timely reviews, the team leveraged insights from recently completed similar projects to provide valuable recommendations to the client, contributing to design optimization and a reduction in overall CAPEX. This experience reinforced my belief that accountability is not only about ownership—it is about enabling teams to perform at their best under pressure.

Nanda Kumar K

With more than three decades of experience in the Refinery, Petrochemical, LNG, and Oil & Gas sectors, Nanda Kumar has led projects across the full project lifecycle from Feasibility Studies and Pre-FEED to FEED, Detailed Engineering, EPCM, PMC, and Field Engineering Support. Their extensive experience has been instrumental in delivering complex projects while fostering high-performing teams and a culture of excellence.

1. What does accountability mean to you as a Project Manager, and how does it influence the way you lead your projects?

To me, accountability means taking ownership of commitments, decisions, outcomes, and the actions required to achieve project objectives. It extends beyond responsibility—it's about being answerable for project performance and results while upholding transparency, integrity, and trust throughout the execution process.

As a Project Manager, accountability is a cornerstone of my leadership philosophy. It drives me to communicate clearly, make proactive decisions, and remain focused on delivering commitments related to safety, quality, schedule, and cost. When leaders consistently demonstrate accountability, it creates an environment where team members feel empowered to take ownership of their work and contribute confidently toward shared goals.

2. How do you ensure accountability across your team to consistently deliver high-quality outcomes?

Building accountability begins with establishing clear expectations and ensuring every team member understands their role, responsibilities, and contribution to project success. I emphasize setting SMART goals: Specific, Measurable, Achievable, Relevant, and Time-bound so that expectations are both clear and actionable.

Regular progress reviews, project dashboards, status trackers, and open communication channels help maintain visibility and alignment across the team. Equally important is creating an environment built on trust, where team members feel supported and empowered to take ownership of their deliverables.

By removing obstacles, providing guidance when needed, and encouraging collaboration, accountability becomes a shared commitment rather than an imposed requirement. This approach consistently drives safe, high-quality, and client-focused outcomes.

3. When it comes to design decisions or project direction, how do you balance ownership with collaboration and accountability?

Successful project delivery requires a balance between strong leadership and collaborative decision-making. While I take ownership of key decisions, I firmly believe that the best solutions emerge when diverse perspectives and technical expertise are brought together through open and constructive discussions.

My approach is to encourage dialogue, objectively assess risks and opportunities, and ensure decisions remain aligned with project objectives and client expectations. Once a path forward is agreed upon, I clearly define responsibilities and expectations so that accountability remains with the appropriate individuals while preserving a sense of collective ownership.

This balance not only strengthens decision-making but also promotes innovation, engagement, and a stronger commitment to project success.

4. Can you share how you personally demonstrate accountability in your day-to-day work, especially when facing challenges or setbacks?

I demonstrate accountability by maintaining a proactive, transparent, and solution-focused approach in my daily work. When challenges arise, my priority is to understand the root cause, evaluate potential impacts, and develop practical recovery plans rather than focusing on assigning blame.

I view setbacks as opportunities to learn, improve, and strengthen both processes and teams. Open communication with stakeholders, timely decision-making, and providing support to team members during difficult situations are critical to maintaining confidence and momentum.

By leading through action and remaining accountable during challenging periods, I aim to foster a culture where resilience, continuous improvement, and ownership become part of the team's everyday mindset.

Sarma S Bhagavatula

Sarma currently leads the P84/P85 Project, a landmark offshore development where KBR serves as the Detailed Engineering Subcontractor to Seatrium, Singapore, under Petrobras' EPC contract. Executed through a multi-office workshare model, the project combines the expertise of KBR Singapore Engineering Centre and KBR Chennai Engineering Centre, successfully delivering critical milestones for two FPSOs while supporting one of the industry's most complex offshore developments.

1. What does accountability mean to you as a Project Manager, and how does it influence the way you lead your projects?

Accountability begins with a clear understanding of one's role, responsibilities, and the impact individual actions have on project outcomes. Every decision, commitment, and action contributes to the overall success of the project and, ultimately, client satisfaction.

As a Project Manager, I believe accountability is a fundamental principle of effective leadership. It is important not only to embrace accountability personally but also to ensure that every member of the project team understands the role they play in achieving project objectives. When accountability becomes part of the team's mindset, it fosters ownership, commitment, and a shared focus on delivering successful outcomes.

2. How do you ensure accountability across your team to consistently deliver high-quality outcomes?

Accountability starts with leadership. At every level of the project, leaders must recognize the responsibilities entrusted to them and understand the influence they have on project performance.

I believe high-quality outcomes are achieved when individuals are not only aware of their accountability but are also empowered to make decisions that support project objectives. Equally important is creating an environment where team members know they have the support, guidance, and mentorship needed to overcome challenges and achieve results.

This approach has been instrumental in the success of the P84/P85 Project, where a resource pool of more than 500 professionals across multiple locations in India has worked together to deliver project milestones while maintaining high standards of quality and performance.

3. When it comes to design decisions or project direction, how do you balance ownership with collaboration and accountability?

Projects of the scale and complexity of P84/P85 require both a clear sense of purpose and a strong culture of collaboration. Ownership and accountability are essential, but they are most effective when complemented by teamwork and stakeholder engagement.

I firmly believe that collaboration does not dilute accountability; rather, the two go hand in hand. Engineering quality and project progression depend heavily on effective inter-disciplinary coordination, open communication, and the ability to engage stakeholders when support is needed to resolve technical challenges.

By fostering a collaborative environment while maintaining clear ownership of decisions and deliverables, teams can make informed decisions, resolve issues efficiently, and remain aligned with project objectives.

4. Can you share how you personally demonstrate accountability in your day-to-day work, especially when facing challenges or setbacks?

I demonstrate accountability through visible leadership, proactive engagement with clients, and a consistent focus on finding solutions that support project delivery. Being present, accessible, and actively involved in decision-making helps build trust and confidence among both clients and project teams.

Projects of the magnitude of P84/P85 inevitably encounter challenges and unforeseen setbacks. In such situations, I believe it is important to remain hands-on, take ownership of the issues, and work collaboratively with the team to identify practical solutions.

Rather than viewing challenges as obstacles, I see them as opportunities to innovate, improve processes, and develop solutions that minimize or eliminate impacts on project delivery. This mindset not only helps maintain project momentum but also strengthens the team's resilience and commitment to success.

Subramanya Kanakatte

Subramanya Kanakatte brings over 33 years of experience in the oil and gas industry, spanning upstream, downstream, LNG, and ports and marine projects. With more than 15 years of project management experience, he has successfully led multidisciplinary teams and complex projects, delivering results through a practical, people-focused leadership approach.

1. What does accountability mean to you as a Project Manager, and how does it influence the way you lead your projects?

Taking complete ownership of project outcomes and results, including the processes that drive them. It is about being responsible not only for what is delivered but also for how it is delivered.

This mindset influences the way I lead projects every day. Accountability helps me:

Be more proactive in decision-making.
Delegate responsibilities effectively while empowering team members to own their deliverables.
Maintain a strong focus on quality and schedule performance.
Anticipate project risks early and implement mitigation measures before they impact delivery.

When accountability is embedded into project leadership, it creates clarity, ownership, and a stronger commitment to achieving project objectives.

2. How do you ensure accountability across your team to consistently deliver high-quality outcomes?

Creating accountability within a team starts with building trust and maintaining strong engagement throughout the project lifecycle.

Some of the key practices I follow include:

Working closely with the team and providing support whenever needed.
Building team morale through continuous encouragement and recognition.
Treating mistakes as learning opportunities and guiding team members toward positive solutions so that issues are not repeated.
Clearly defining roles and responsibilities for every individual.
Maintaining open, transparent, and honest communication.
Encouraging a solution-oriented mindset rather than focusing on problems alone.

When people feel supported, valued, and clear about their responsibilities, they naturally take greater ownership of their work, leading to better project outcomes.

3. When it comes to design decisions or project direction, how do you balance ownership with collaboration and accountability?

Collaboration plays a critical role in successful project execution. While accountability ensures ownership, collaboration brings together the collective expertise needed to make informed decisions.

One of the approaches I follow is establishing a clear responsibility matrix so that ownership is well defined without resorting to micromanagement. This allows team members to perform confidently while remaining accountable for results.

When it comes to design or project decisions, I typically share my recommendations and perspectives, but I also encourage open discussions among the responsible teams. By evaluating different viewpoints and working within the project's scope boundaries, the team can arrive at the best possible solution while maintaining accountability for implementation.

4. Can you share how you personally demonstrate accountability in your day-to-day work, especially when facing challenges or setbacks?

Challenges and setbacks are inevitable in any project. My approach is to address them systematically and focus on solutions rather than obstacles.

When faced with a setback, I typically:

Assess and understand the root cause of the issue, whether it originates internally or from external factors.
Break down the challenge into manageable tasks and categorize them based on priority and complexity.
Take immediate action on issues that can be resolved internally.
Log and track items requiring external support or additional time, ensuring they are addressed through the appropriate channels.

By approaching challenges in a structured manner, it becomes easier to maintain momentum, manage risks effectively, and keep the project moving toward its objectives.

Sundar Swaminathan

Sundar Swaminathan serves as the COC Delivery Manager for the Bul Hanine Offshore Redevelopment Project, leading the workshare execution across KBR's Chennai and Bengaluru Engineering Centres while reporting to the Project Director based at SOC. Prior to joining KBR, he spent many years with McDermott, where he managed complex EPCI projects across multiple roles and international locations, building extensive experience in offshore project execution and delivery.

1. What does accountability mean to you as a Project Manager, and how does it influence the way you lead your projects?

To me, accountability means taking ownership of commitments, decisions, and outcomes while enabling the team to perform effectively. It influences my leadership by fostering transparency, timely decision-making, and a solution-oriented mindset focused on project delivery. This not only applies to me but also to the multidisciplinary leadership teams at COC and BEC working on this project.

2. How do you ensure accountability across your team to consistently deliver high-quality outcomes?

I promote accountability through clear role definition, transparent communication, structured follow-ups, and proactive risk identification. By encouraging collaboration across disciplines and maintaining focus on quality and milestones, the teams stay aligned toward delivering certainty. Any deviations are tracked routinely, and corrective actions are implemented to mitigate the gaps.

3. When it comes to design decisions or project direction, how do you balance ownership with collaboration and accountability?

I believe strong project ownership and collaboration are complementary pillars of sound project engineering management that drive design decisions. While remaining accountable for outcomes, I also ensure that the approach to design decision-making is collaborative by actively engaging all multidisciplinary teams to evaluate perspectives, manage interfaces, and make balanced, informed project decisions aligned with the contract and project scope.

4. Can you share how you personally demonstrate accountability in your day-to-day work, especially when facing challenges or setbacks?

I demonstrate accountability by setting an example of the commitment and ownership I expect from the team. In a large and fast-track project such as this, I encourage my team to address challenges in a timely and open manner, evaluate solutions carefully, and choose the path that best protects both KBR's interests and those of our client.

Venkat Pushpanathan

Leadership, accountability, collaboration, and ownership are at the core of Venkat's project management philosophy. In this conversation, he shares his perspective on driving accountability, empowering teams, making informed decisions, and leading with integrity to deliver successful project outcomes.

1. What does accountability mean to you as a Project Manager, and how does it influence the way you lead your projects?

For me, accountability begins with comprehensive responsibility. As a Project Manager, I am accountable from initial planning through final delivery, ensuring that all project outcomes are effectively managed.

Accountability shapes my leadership approach by fostering clear communication, setting expectations, and resolving conflicts efficiently. It also requires transparent decision-making, where decisions are documented, justified, and aligned with project goals to build clarity and trust.

Ultimately, accountability empowers project managers to create a culture of ownership while maintaining a strong focus on delivering predictable, high-quality results.

2. How do you ensure accountability across your team to consistently deliver high-quality outcomes?

Ensuring accountability starts with clearly defining roles and responsibilities. Frameworks such as RACI help remove ambiguity and establish ownership across the team.

Regular progress reviews, including milestone checkpoints and retrospectives, help maintain alignment and identify risks early. I also believe in data-driven accountability, where transparent performance metrics make progress measurable and actionable.

Equally important is empowering team members with the autonomy to make decisions while holding them responsible for outcomes. This balance encourages ownership and strengthens a positive accountability culture.

3. When it comes to design decisions or project direction, how do you balance ownership with collaboration and accountability?

Balancing ownership and collaboration begins with establishing clear decision ownership. Assigning accountability for major decisions helps avoid delays and ensures project momentum is maintained.

At the same time, collaboration is essential. Open discussions and the involvement of diverse expertise across teams lead to stronger, more informed decisions. I believe decisions should be anchored in data, user needs, and business objectives to ensure objective and well-reasoned outcomes.

Once a decision is made, teams should adopt a "disagree and commit" mindset while ensuring the rationale is documented for transparency and future reference. This approach promotes both accountability and effective execution.

4. Can you share how you personally demonstrate accountability in your day-to-day work, especially when facing challenges or setbacks?

I demonstrate accountability by modeling ownership and integrity in my daily work. This means openly owning both successes and failures and building trust through consistent actions.

Proactive communication is another key aspect of accountability. Keeping stakeholders informed about risks, challenges, and progress helps prevent surprises and enables timely decision-making.

When setbacks occur, I focus on taking swift, decisive action and implementing recovery plans to maintain project momentum. At the same time, I view every challenge as an opportunity to learn and improve. Through self-reflection and feedback, I continuously strive to strengthen my leadership and drive better outcomes for both the team and the project.