Since Independence, infrastructure has shaped India’s idea of progress. The vision was clear: railways would bind distant regions, highways would carry commerce across states, dams would anchor energy and irrigation, and power lines would bring light to the farthest villages. As projects grew larger, they also grew more entangled. Land waited for clearance, clearances waited for designs, designs waited for utilities to shift, and utilities waited for approvals buried in another office, another jurisdiction, another file. Each delay had a reason, each reason had an owner, and yet no one truly owned the outcome. For years, many projects lived fragmented lives which were reviewed in isolation, explained in hindsight, and delayed in perpetuity. When progress stalled, responsibility dissolved into process. There was motion everywhere, but momentum nowhere.
What was missing was not intent or investment, but a forum where interlinked constraints could be seen together, resolved together, and driven to closure. It was this quiet but consequential gap in project governance that the PRAGATI-led ecosystem set out to fill.
PRAGATI arrived not as a new layer of review, but as a junction where parallel tracks finally met. Conceived in 2015, it carried a deceptively simple idea: that monitoring must lead to decisions, and decisions must end in delivery. Chaired by the Prime Minister, it brought together Union Secretaries and State Chief Secretaries, aligning those who held the levers of action around a single, shared view of nationally significant projects and their bottlenecks. In that room, delay could no longer hide behind language. Milestones were examined, issues made visible, and questions asked directly. Most importantly, responsibility carried a name, a timeline, and a date for return.
Still the real story of PRAGATI does not unfold only during these high-level reviews. It lives in the quiet, persistent work that precedes and follows them. This preparatory discipline, institutional memory, and follow-through is provided by the Project Monitoring Group (PMG), the operational backbone of the ecosystem.
I have seen PMG grow the way institutions rarely do, patiently and with purpose. What began as a simple digital interface has evolved into a mature, technology driven, milestone based monitoring platform that has reshaped how infrastructure projects are tracked and resolved in India. Within this architecture, PMG serves as the first point of consolidation and analysis, acting as both sentinel and translator. The team tracks projects at a granular level, listens to the ground, validates claims, and distils complex inputs into structured insights for higher-level reviews under PRAGATI. Information once scattered across files, correspondence and periodic reviews is now consolidated into a single digital system, combining real-time data on progress, costs, timelines, milestones, and photographic evidence from the ground. Today, Cabinet-approved projects enter the system within days of sanction, their journeys mapped through continuous data flows that keep decision making anchored in current realities rather than retrospective reporting.
At the heart of the platform lies its most consequential feature: a structured project and issue tracking framework. Implementation bottlenecks are no longer buried in correspondence or annexures; they are formally logged, time-stamped, and assigned clear ownership to the concerned stakeholder with defined timelines for resolution. Transparency is embedded by design. Central ministries, state governments, district administrations, and project proponents see the same information simultaneously, can provide comments, upload updates, and track progress to closure.
This shared visibility fundamentally alters accountability. Role-based dashboards provide personalized views, allowing officials, from senior leadership to district administrations, to see precisely what requires attention within their mandate. Automated alerts, reminders, and compliance tracking ensure that issues do not fade with time but return to the table again and again, until resolved. Meeting agendas, minutes, and review documents are generated directly from the data, reducing routine reporting effort and sharpening the focus on decision-making.
As a result, most issues are resolved quietly through this technology enabled coordination, while more complex, inter-ministerial bottlenecks are escalated through a calibrated framework up to the apex platform. Escalation is not dramatic; it is deliberate. In this way, this PRAGATI led ecosystem, with PMG at its core, bridges technology and governance, turning data into decisions and decisions into delivery. Closure, in this system, is not an aspiration, it is an expectation.
I have witnessed the way behaviour has shifted across ministries and states. Fragmentation becomes uncomfortable when everyone sees the same facts. Delay becomes difficult when it is illuminated, named, and revisited within a system anchored in direct Prime Ministerial oversight. Projects that languished for years airports, rail lines, highways, power corridors began to move, not because their nature changed, but because the fog around them lifted.
Today, more than three thousand projects, worth over ₹85 lakh crore, move through this ecosystem. Issues rise, resolve, and retire with a steady institutional cadence. This is not the theatre of governance; it is its discipline. For citizens, the impact is not abstract. It is felt in the bridge that finally opens, the train that runs on time, the airport that no longer exists only in announcements. Each completion quietly restores faith that the State can keep time, that public money can become public value.
As India looks ahead, capital will matter, ambition will matter but delivery will matter the most. And delivery cannot depend on heroic individuals or episodic interventions. It must be embedded, routine, and resilient. That is the quiet achievement of the PRAGATI ecosystem. It has given governance something it long lacked: a way to manage time. By aligning authority with accountability, data with decisions, and monitoring with closure, it has transformed delay from a tolerated habit into an unacceptable outcome.
In doing so, it reminds us that progress is not always loud. Sometimes, it arrives as a system that simply refuses to let things slip.
Courtesy PIB, Srinagar
The author is Lead & Senior Assistant Vice President, Project Monitoring Group (PMG).
