PowerPoint Presentation

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Just a Metro or a Nations Pride

Executive SummaryThe over burden of traffic in Delhi has forced the govt. to think of alternative plan for mass rapid transit system.Providing a MRT system with world class facility and highly technically advanced MRT such as Delhi Metro is a magnificent example of a successful project that India has executed.There were many challenges faced by the team to deliver the project on time ,within the budget and maintain the quality standard.The project management tools & methodology has been implemented in the Delhi Metro project in accordance to compliance with the project.The execution of the project with the team working with dedication & commitment has made the project successful .

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QuotesEveryone who has travelled by the Delhi Metro wants one in his/her city. Today, there is a national resurgence in public interest in urban public transport. (Dr. Manmohan Singh,PM India ,2006)

The successful implementation of the Delhi Metro project would not have been possible without the timely availability of funds and the necessary political support. An equally important role has been played by the DMRCS corporate culture which emphasizes that targets are most sacrosanct & our dignity is in performing our duty well. (E.Sreedharan,MD.DMRC,2005)

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IntroductionDelhi Metro was meant to solve Delhis traffic problems, which had become unmanageable.The first step to build the metro system in the city was taken in early 1990s.In 1995 the Govt. of India(GOI) & the Govt. of the National Capital Territory of Delhi(GNCTD) formed the Delhi Metro Rail Corporation Ltd.(DMRC) to construct the Delhi Metro.It was considered as a social sector project .E. Sreedharan was appointed the Managing Director(MD)of DMRC the project Manager for phase 1 in November 1997.Work on Line 1 of Phase 1 started in October 1998.

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Background NoteMetro system were generally considered as a transport option where the population of the city has crossed 1 million mark.By the early 1990s Delhi had more registered vehicles than Mumbai ,Kolkata & Chennai put together.The automobiles in Delhi contributed more than 2/3rd of the atmospheric pollution in Delhi.(ICMR,2006)There was an urgent need to improve both the quality and availability of mass transport services in Delhi.All the traffic study of Delhi carried out by various entities such as Central Road Research Institute (CRRI) and 35 more studies recommended Mass rapid transit system(MRTS) to solve Delhis problems.

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Background Note Contd. The study to develop MRTS for Delhi was undertaken by Rail India Technical & Economical services Ltd. (RITES) in 1989 and was completed in 1991.RITES established in 1974,is the consultancy wing of the Indian Railways. It largely operates in the fields of transport, infrastructure & related technologies.RITES in 1995 submitted a Detailed Project Report(DPR) & recommended the component transit system comprising rail corridors(surface/elevated),metro corridors(underground).RITES further recommended sequential construction of the total network because of the high costs associated with the project.The complete network was to have 16 lines sections with higher projected passenger traffic densities to be constructed first.

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Delhi Traffic Problems-Study

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Delhi Metro ProjectIn order to implement the Delhi Metro Project ,the GOI & GNCTD set up a 50:50 joint venture company called Delhi Metro Rail Corporation Ltd.(DMRC) in 1995.The company had to complete the phase 1 of the project within 10 years by 2005.The proposal for phase 1 of the Delhi Metro Project was approved by the GOI in September 1996.Phase 1 was to connect Delhis business education & shopping districts.It was to cover 340 hectares of land (of which 58% was govt. land ,39% private agricultural land & 3 % private urban land).It involved the construction of 3 lines with total length of 56 km, 50 stations (10 underground) & 3 maintenance depots.

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Phase 1 Delhi Metro Project

Source: http://img.topyaps.com/wp-content/uploads/2015/04/Delhi-metro-phase-1.jpg

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Phase 1 of the Delhi

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Delhi Metro Project Life Cycle

Source: http://2.bp.blogspot.com/_aQ4341ekTfQ/SoF4uRJR8wI/AAAAAAAAAD4/r3exqPASZDQ/s1600-h/project-lifecycle-v2.jpg

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Project InitiationThe Project Manager appointed was Mr. E.Sreedharan.He was also the Managing Director for DMRC appointed in November 1997.HE was in the Indian railways till 19990.He had earned reputation for completing major projects on time & within the budget.He was also known for the success behind Konkan railways.

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Funding the ProjectThe total cost of the first phase of the project was estimated to be Rs. 60 billion at April 1996.Later in 2002 the cost rose by 10 % per year in 2002 & the estimate was revised to be Rs. 89.27 billion. It was a social sector project expected to benefit the regional economy in more than one ways.The financial plan for phase 1 was approved by GNCTD & GOI in 1996 of which 28% was to be financed by equity.64% of the project funding was to be provided by the Overseas Economic Cooperation Fund (OECF) which later became JBIC.Japan Bank International Corporation (JBIC) provided a time sliced loan where the payment period for each loan was 30 years.The DMRC planned to repay the loan through revenue generated from property development around metro and corridors,& by levying taxes on the residents of Delhi.

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Loans from JBIC

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Project TeamBy the end of 1998 DMRC was able to recruit only 100 people .Sreedharan was given complete freedom to pick & choose the project team.Each member of the team was personally interviewed by Sreedharan where he went through their track record.DMRC faced the problem of skill shortage thus after recruiting the staff DMRC sent them for training to Hong Kong which then trained other staff.The trained staff in turn trained the others and thus Metro Training School at Shastri Park, Delhi came to existence.The team Sreedharan build was meant to reflect image of efficiency, courtesy and we-mean-business.To complete the project in time and budget, effective contract awarding and procurement process was followed, to avoid corruption and management gap.

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Project PlanningWith Public Sector having the image of stalling infrastructure projects for long due to lack of funding, DMRC settled the funding issue even before the commencement of the project.To avoid political interference, DMRC sought autonomy on all major parts of the projects from GoI.The managing director of DMRC was the only person to take decisions related to tenders.The financial decision making power also rested with MD of DMRC only.Each employee was provided to follow, submit and update DPR(Detailed Project Report) provided on daily basis, in case of deviation, rectifications were implemented immediately.Every Monday meetings were held by resp. Heads to review targets, set new targets and revise targets.Reverse clocks were implemented, to make adhere to the schedule of the major projects.Even with the project starting 3 years late to the scheduled, the originally planned schedule was followed to deliver.17

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Project PlanningThe phase-I of the project was planned to deliver on December 2005, provided if started by 1995, but the organization wasnt in position till 1997 and finally GoI gave green flag in April 1998.To ensure disputes do not take place for halting the project, DMR (Operations and Maintenance )Act., 2002 was enacted.According to the Act Lower courts are not allowed to take decisions related to DMR, it also suppressed the rights of the local authorities and municipal corporations to take any action.International standards were followed to maintain and control cost and operations od the project.To ensure Quality, independent and outside team was implemented who had no connection, relation and communication with the ground team.To ensure best technology is delivered, a five member consortium was formed called General Consultants Group, to absorb best technology from the outside world.GCG was managed by PCI(Pacific Consultants International) of Japan.18

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Quality Standards: External Independent teams were assigned to ensure quality control of the complete project. This also included workers wearing the complete protection gear at work place.ISO 14001 environment management standards help organization minimize the adverse effects of their operation processes on their environment.OHSAS 18001 health and safety certification2222

Project Implementation

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Project Implementation

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Construction PhaseIn order to ensure quality construction the quality assurance team was independent of the field executives.Safety was a major concern where all workers were required to wear helmets & other appropriate safety gears.The DMRC secured the best technology available globallyThe Delhi Metro has the best and latest technology in the world.In fact they were using tomorrow's technology today.

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Construction Phase

Several multinational engineering corporations from Australia, France , Germany, Japan, Korea, Portugal, Spain & Sweden worked on the project.A Five member consortium ,called the General Consultants Group was provided overall consultancy for the project.The Group included Japanese firms Pacific consultants International(PCI),Japan Railway Technical Services and Tonichi Engineering Consultants INC,Parson Brinkerhoft international of USA & Rites .The group was led by PCI.

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Construction PhaseThe Broad Gauge was used for track .The DMRC decided to adopt construction technologies that would help it make up for lost time.These included trench less digging and the use of pre fabricated /pre cast concrete blocks and ballastless tracks.Ballastless tracks minimized maintainence costs,reduced vibration and provided greater riding safety and comfort for passengers.

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Construction PhaseIn ballast less tracks ,tracks are placed on concrete without sleepers or ballast being used. These are mainly used in high speed lines or tunnels.The construction work involved utility diversions ,barricading and actual civil construction.All tracks in the elevated corridor were laid on concrete (ballast less).The tracks were supported on single piers.The elevated viaducts had a height of 10 meters and were built generally in the middle of the roads.The tracks were fenced with 10 feet high concrete slabs with barbed circular wire on top to prevent trespassing.28

Construction PhaseThe section of metro over the Yamuna river was constructed first because the density of project was projected to be the highest on this route.Building over the Yamuna river was completed using a special technique called incremental launching- in which the segments of bridge were precast and then launched in place with the help of special low friction sliding bearings with lateral guides.Line 2 was constructed by Kumagai Gumi of Japan ,Skanska of Sweden, Itochu of Japan, Hindustan Construction company of India using Cut and Cover method.

Source: (TCPL.com), Portfolio 201029

Construction PhaseIn cut and cover method the tunnel is first dug and is roofed over, with strong supporting beams to prevent roof collapse.The four km stretch in line 2 involved underground tunneling which was done using fully automated ,high performance boring machines by IMCC(International Metro Civil Contractors.Different types of machines were used for tunneling depending on the type of soil condition such as Rock tunneling Boring Machine (TBM)and Earth Pressure Balance Machines (EPBM)purchased from Bangkok.To further speed up the process of tunneling ,the DMRC used the New Austrian Tunneling Method(NATM)The finished internal diameters of these tunnels were 5.7 meters.

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Construction PhaseIn line 3 some changes were incorporated to cut down on cost as well as time .Line 3 used u shaped girders in constructing most of the elevated sections that were shock absorbent. Also cement were replaced with steel to save time.

https://www.google.co.in/imgres?imgurl=x-raw-image%3A%2F%2F%2F2ca9fda913259d86208e19ba3ab5d1910183f8c075573a69b065a89836f0918d&imgrefurl=http%3A%2F%2Fwww.wiki.iricen.gov.in%2Fdoku%2Flib%2Fexe%2Ffetch.php%3Fmedia%3D823%3A13.pdf&docid=j6NbO_aKCY4qnM&tbnid=hp0lE6n9qSyiXM%3A&w=3072&h=2304&bih=599&biw=1366&ved=0ahUKEwid2M_EnLbNAhUJto8KHWUwATwQMwhsKEUwRQ&iact=mrc&uact=8 https://www.google.co.in/imgres?imgurl=http%3A%2F%2Fthemetrorailguy.com%2Fwp-content%2Fuploads%2F2016%2F02%2FGhaziabad3.jpg&imgrefurl=http%3A%2F%2Fthemetrorailguy.com%2F2016%2F02%2F08%2Fpics-progress-of-delhi-metros-red-line-in-ghaziabad%2F&docid=kfsgs_V9hADBNM&tbnid=gs0ct4uvWChM_M%3A&w=600&h=346&bih=599&biw=1366&ved=0ahUKEwjI2ri0n7bNAhXKLY8KHcJ7DKMQMwgiKAcwBw&iact=mrc&uact=831

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Source: http://www.railway-technology.com/projects/delhi-metro/delhi-metro6.html 32

Phase III Approved Map

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Source: http://epaper.timesofindia.com/Repository/getimage.dll?path=CAP/2011/04/02/54/Img/Pc0540300.jpg 33

Project Planning Phase IV

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Source: http://www.railnews.co.in/wp-content/uploads/2013/06/Delhi-Metro-Ph3-DMRC.jpg 34

Managing Stakeholders

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35Source: Google Images

Companies involved the Project

36Source: www.icmrindia.org 36

Stakeholders FundingThe capital investment for Phases I and II was $2.7bn. 30% of the total investment was funded by Government of India (GoI) and Government of Delhi.While another 60% was financed through a loan from Japan International Cooperation Agency (JICA). DMRC paid back $100m to JICA by August 2010.

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37Source: (Business and Standards), 2014

38Source: http://www.business-standard.com/article/companies/japan-again-delhi-metro-s-knight-in-shining-armour-111103100013_1.html 38

Revenue Source and Structure of DMRC

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Source: http://www.slideshare.net/vim5050/summer-training-dmrc-ppt 39

Revenue Source of DMRC

40Selling from tokenSelling from smart cardSelling from tourist cardBy advertisingSelling from property development

Source: http://www.business-standard.com/article/economy-policy/delhi-metro-rail-finances-in-the-red-116053101257_1.html 40

DMRC Project Methodology Used

41Source: http://www.commonplaces.com/blog/agile-v-waterfall-how-to-approach-your-web-development-project/ 41

DMRC Project Training

42The Training Institute provides holistic training in terms of knowledge, skill and attitude along with physical, mental and spiritual health of the trainees.The Training Institute also provides consultancy services in the field of Human Resources Management, Operations and Training (Simulators, CBT, Designing Training Modules, Conduct of Training etc ).We are also considering training proposals from developing countries in the field of urban rail transportation.Source: http://www.delhimetrorail.com/training-institute/ 42

Project EvaluationMummed the critics with effective completion and within the specified budget.DMRC expected to save about Rs. 6-7 billion( Rs. 500-600 crores ) on the project.Global standard cost for project maintained at US $32-35 million per kilometer, in comparison to Bangkok Metro project costs of US$56-80 million per kilometer.Set a new standard in completion of projects in Public Sector.

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Source: www.delhimtrorail.com/en/qe25r94f

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