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Documente Profesional
Documente Cultură
OF THE DELHI
METRO RAIL
PROJECT
PROJECT MANAGEMENT
ASSIGNMENT
1. Work Breakdown Structures and Task Time Estimates for Delhi Metro Project 6
2. Risk Management Plan and Risk Register for Delhi Metro Rail Project 8
2. Introduction 2
5. Conclusion 11
6. Recommendations 12
8. Appendix-I 14-16
1
EXECUTIVE SUMMARY
The report summarizes the project management techniques initiated and applied during the execution of
the Delhi Metro Rail Project by the assigned organizations. This report gives a brief explanation on the
initiation, planning and covering the costs of the budget for the execution of the project. The report also
describes what roles have been played by the organizations’ involved in the implementation of the project
with their outcomes and conclusions. The Delhi Metro Rail Project has proved to be a great success in the
recent times as it turned out to be a boon for the people of Delhi city.
2
INTRODUCTION
Since 1991, The Indian economy has witnessed a rapid expansion and growth with the advent of
economic liberalization in India. This led to the initiation of major infrastructure projects in India. With
this, cities began to grow at a brisk pace as they provided a major share to the economy with people
migrating from remote villages and towns in India looking for employment. Similarly, the city of Delhi
also witnessed the same economic growth. With this, the population of Delhi also started increasing at an
exponential rate. The increase in population of Delhi significantly led to the increase in number of
vehicles running on the streets. The traffic movement witnessed slow pace due to increased number of
vehicles leading to mass congestion. This congestion has resulted into people leaving their homes nearly
3 to 4 hours prior to the reporting time at their respective places in order to reach on time. The availability
of public transport services like buses, taxis and auto-rickshaws have not matched to the ever-increasing
levels of demands of the general public for their convenience in travelling to their workplaces.
The traffic on the roads of Delhi sees a heterogeneous mix of auto-rickshaws, private cars, buses,
motorcycles, scooters, etc. pushing against each other and has resulted into a very chaotic situation of the
roads leading to increase in accidents which sometimes prove to be fatal, wastage of fuel by stop-start
progression of vehicles and even in environmental pollution that has caused deterioration in quality of air
in Delhi.
In view of these ever-increasing demands for transportation facilities by the people of Delhi, The
Government of India (GoI) and the Government of National Capital Territory of Delhi (GNCTD) set-up a
joint-venture with equal partnership named as Delhi Metro Corporation Ltd., (DMRC) in order to initiate
and execute a potential world-class, passenger-friendly and eco-friendly Mass-Rapid-Transit System
known as the Delhi Metro Rail Project.
The Delhi Metro Rail Project is the first of the mass rapid transit systems to be initiated and executed in
India with modern-day technology and world-class features. It is designed to be a potential self-sufficient
transport system and more importantly an alternative means of transport for the people of Delhi in order
to reduce traffic congestion on the streets.
3
The Delhi Metro Rail Corporation Ltd, (DMRC) was the organization that was assigned for the planning,
implementation and delivery of the project. It was set up as a joint venture between Government of India
(GoI) and Government of National Capital Territory of Delhi (GNCTD). DMRC did a background study
in order to address the woes of Delhi’s urban traffic and examined the viability of various mass rapid
transit systems around the world in order to execute the project.
Under the competent leadership of E. Sreedharan, M.D., DMRC, the construction of the metro began in
1998 and within a span of four years, the construction of the first route of Delhi Metro got completed in
record time and the operations had commenced by the end of 2002.
The Delhi Metro Rail Project is planned to be built in phases not only covering the city of Delhi but also
connecting nearby cities of Gurgaon, Noida, Ghaziabad and Faridabad with metro trains within a span of
20 years with each phase was projected to be completed in 5 years. The completion of one phase was
designed to be set as a benchmark for the commencement of targeting the next phase.
4
i. Feasibility- project formulation, feasibility studies, and strategy design and approval. A go or no-
go decision is made at the end of this phase.
ii. Planning and Design- base design, cost and schedule, contract terms and conditions, and detailed
planning. Major contracts are let at the end of this phase.
iii. Construction- manufacturing, delivery, civil works, installation, and testing. The facility is
substantially complete at the end of this phase.
iv. Turnover and Start-up- final testing and maintenance. The facility is in full operation at the end of
this phase.
There are four basic reasons for project planning which as follows -
i. To eliminate or reduce uncertainty.
ii. To improve efficiency of the operation.
iii. To obtain a better understanding of the objectives.
iv. To provide a basis for monitoring and controlling work.
Many projects in India are put on hold or remain stalled for years due to corrupt political influence,
nepotistic and obsequious work culture within the organization, mismanagement of resources and
exaggerated costs due to high level embezzlement at various stages of project management leading to
scandalous outcomes. Similarly, to execute a state-of-the-art mass rapid transit system in the city of
Delhi, extensive planning was required by the DMRC keeping in view to deny any chance of corruption
or misallocation of funds to prosper at any stage of project management. The DMRC had their objectives
well set-out to address the issues regarding the implementation of the project.
The DMRC planned the Delhi Metro Rail Project in order to meet the following objectives:-
i. To deliver a state-of-the-art mass rapid transit system in the city of Delhi for easy commuting to
places which are inaccessible while travelling by roads.
ii. Reduction in number of usage of vehicles for short trips.
iii. Convenience in movement of traffic on busy streets.
The work breakdown structures and task time estimates for the Delhi Metro Rail Project are described by
the following table (Refer next page)-
6
Table 1 - Work Breakdown Structures and Task Time Estimates for Delhi Metro Project
Stakeholders. The process of classifying, analyzing and managing the influences of the stakeholders is
known as stakeholder management.
In the case of Delhi Metro Rail Project, there were many stakeholders that were to be addressed by the
DMRC. The stakeholders were the construction companies who collaborated as contractors, funding
agencies, governments and the general public. On consultations the contractors, the DMRC ensured that
the problems at the project-affected roads would be solved by construction of new roads and widening of
existing roads so that there would be smooth movement of traffic during construction. The DMRC also
ensured that the mandatory clearances and permits required from the concerned organizations and bodies
would be received without any hassles and through effective communication so that it does not face any
legal issues by them. DMRC set a high safety standards so that the extent of damages would prove less
fatal in case of accidents.
Engineering projects might bring a large-scale impact on various environmental components like air,
water, land, ecology, etc. In view of that the project execution does not hamper the environment of Delhi,
the DMRC assessed the impacts of construction with updated soil tests, plantation of trees near to the
metro stations, reducing noise, air and water pollution levels and they submitted timely reports to the
Central Pollution Control Board (CPCC) and the Ministry of Environment
& Forests (MoE&F), Govt. of India. The DMRC also gave assurance to the Archaeological Survey of
India (ASI) that the construction work through the heritage monuments of Delhi like the India Gate,
Qutub Minar, etc. would not be affected.
Since the Delhi Metro Rail Project was constructed with the funds allocated by the Japan Bank for
International Corporation (JBIC) since it was the main funding agency. The DMRC maintained a good
collaborative partnership with the officials of JBIC as they invited them for inaugurating various metro
sections as a friendly gesture. The project was completed within the budget with effective management of
resources.
Table 2 - Risk Management Plan and Risk Register for Delhi Metro Rail Project
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V. Budgets and Costing of the Delhi Metro Rail Project
Financing is the prerequisite for the projects without which projects do not proceed further. The nature and
the amount of finance required varies significantly throughout different stages of projects.
Since the Delhi Metro Rail Project is a joint-venture, it was financed by the following means:-
i. 32% cost of the project were financed by the Government of India (GoI) and Government of
National Capital Territory of Delhi (GNCTD).
ii. 54% cost of the project were financed through the loans from Japan Bank for International
Corporation (JBIC) with a signed Memorandum of Understanding (MoU) that the loan borrowed
would be repaid with variable interest rates regarding the market within a span of 35 years.
iii. The rest 7% were from loans exempted of interests for land acquisition and another 7% through
development of property.
iv. Reliance Infra paid 50% of the funds for construction of metro line through Delhi Airport through
public private partnership model.
The estimated and final budgets for the Delhi Metro Rail Project are stated below-
CONCLUSION
The Delhi Metro Rail Project proved a greatly successful public-sector project undertaken in India
excluding the influence and views of government officials and bureaucrats on decision-making and
implementation techniques. The project delivered a new and comfortable means of transport to the people
of Delhi with achievement of its objectives in reducing traffic congestions on the roads and bringing
down pollution levels. Though the final budget costs of the phases escalated from the original budget
costs, the DMRC ensured that it would adhere to achieve its predetermined objectives on time and
meeting the planned targets in order to arrest cost escalation. Though project management is about
continuous improvement and learning from mistakes, the Delhi Metro Rail Project proved that one
organization comprising of fully dedicated and committed members can manage such a highly labour-
intensive project with proper decision making and effective management and monitoring techniques. A
competent and firm project manager can lead a team of hundreds of individuals through a dynamic and
results-oriented leadership.
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RECOMMENDATIONS
From the above report, it is recommended to abide by following steps for effective and efficient project
management:-
1. Engineering projects should be managed on public-sector basis and not on private-sector basis
which shifts priority towards earning pecuniary profits rather than development.
2. For highly volatile markets like India, etc. covers for financial risks and securities is of utmost
importance as unexpected market breakdown can lead to tremendous financial loss thereby
contributing to failure of project.
4. Proper labour-training programmes need to initiated and channelized so that the labour force can
contribute efficiently towards successful project management.
5. The organization behind project management should recruit people on the basis of credibility and
competency.
6. A set of rules and ethics should be made mandatory to be followed at every stage of project
management and violating to which invite severe penalties like termination from service, etc.
7. In developing countries, the stakeholders have a critical view on large-scale projects so the
organization behind the implementation of the project require effective negotiation skills to
please the stakeholders.
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APPENDIX-I
Task Name Start Date Finish Date Duration
i. Preparation of 05-Jun-1989 08-Jul-1995 2224 days
feasibility report by
DMRC and approval
of project from the
government.
ii. Bidding and 20-Aug-1995 12-Oct-1996 419 days
nomination of
companies for
construction of the
metro routes.
iii. Bidding and 13-Dec-1996 15-Feb-1997 64 days
nomination of
companies for supply
of rolling stock.
iv. Bidding of funding 10-Mar-1997 25-Apr-1998 411 days
agencies and budget-
set-up with allocation
of resources.
v. Construction and 17-Aug-1998 19-May-2005 2467 days
opening of metro
routes of Phase I
vi. Testing and inspection 24-Sep-2001 16-Jan-2005 1210 days
of trains and stations
along the metro routes
of Phase I
vii. Hiring and training of 18-Jul-2000 14-Sep-2004 1519 days
staff for Phase I metro
routes
viii. Construction and 22-Aug-2002 30-Dec-2009 2687 days
opening of metro
routes of Phase II
ix. Testing and inspection 30-Jan-2006 20-Jun-2009 1237 days
of trains and stations
along the metro routes
of Phase II
x. Hiring and training of 15-Mar-2004 27-Oct-2008 1687 days
staff for Phase II
metro routes
xi. Construction and 21-Aug-2007 29-Nov-2021 5214 days
opening of metro
routes of Phase III &
Phase IV.
xii. Testing and inspection 19-May-2012 22-July-2021 3351 days
of trains and stations
along the metro routes
of Phase III & IV.
xiii. Hiring and training of 5-Oct-2008 8-Apr-2020 4203 days
staff for Phase III& IV
metro routes.
Table 1 - Work Breakdown Structures and Task Time Estimates for Delhi Metro Project