UPDATED DELIHI

8/7/2019 UPDATED DELIHI

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[Year 2011]

[SYDENHAM INSTITUTE OF

MANAGEMENT STUDIES &

RESEARCH AND

ENTREPRENERSHIP

EDUCATION]

[18 th Feb 2011]

Delhi Metro Rail Project


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DELHI METRO RAIL PROJECT(PRODUCTION MANAGEMNET)

SUBMITTED BY:Agrawal Manoj (PF1001)

Bajage Dnyeshwar (PF1002)

Chake Priti (PF1003)

Enteshamuddin Farooqui (PF1004)

Gupta Prashant (PF1005)

Kasper Winslow (PF1006)

Katariya Paramsrikant (PF1007)

Khamkar Mahesh (PF1008)

Memon Azim (PF1009)

More Suraj (PF1010)

SUBMITTED TO:PROF.AMAL ROY

SYDENHAM INSTITUTE OF MANAGEMENTSTUDIES

RESEARCH AND ENTERPRENEURESHIPEDUCATION

CHARCHGATE MUMBAI:400020

2010-2011

UNIVERSITY OF MUMBAI2


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INDEXSr. Topic

Page no

1 Acknowledgement4

2. Abstract5

3. Introduction6

4. Background

7

5. Planning the project8

6. Salient features9

7. Construction11

8. The project team13

9. Managing the stakeholders19

10 . Lessons from the incredible delhi metro project26

11. Bibliography30

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ACKNOWLEDGEMENTWe would like to express deep regards to our honorable Director Dr. M.A. Khan forhis continues encouragement and support.

We here after express our profound gratitude to the management of SIMSREE forgiving this opportunity for amalgamating our theoretical knowledge with thepractical experience.

We deeply grateful to Prof. Amal Roy for his help, valuable guidance, and co-operation which they provided us to complete our project.

We would like to express our thanks to the library staff of SIMSREE for timelyavailability of books and computer which have been an input into completion of thisproject.

Thanks you all for your cooperation, time and your heartfelt actions without whichthis project would not have been possible.

Truly it is highly impossible the people who have directly or indirectly helped for theproject.

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ABSTRACT

The Delhi Metro project gave Delhi a world-class mass rapid transit system. Moreimportantly, it stood out from most other public sector projects in India in that itwas completed on schedule and within the budgeted cost.

The case describes the organization and planning of the project and highlights thesteps taken by the DMRC to ensure the successful completion of the project. It alsoexplains how the DMRC managed the various stakeholders like the central and stategovernments, the contractors, and the citizens of Delhi, to ensure that the projectwas implemented smoothly. The case ends with a brief discussion on the futureplans of the DMRC.

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INTRODUCTION

The Delhi Metro is a rapid transit system serving Delhi, Gurgaon and Noida in theNational Capital Reqion of India. The network consists of six lines with a total lengthof 161 kilometers (100 mi) with 135 stations of which 31 are underground. It has acombination of elevated, at-grade and underground lines and uses both broadqauqe and standard qauqe rolling stock.

Delhi Metro is being built and operated by the Delhi Metro Rail Corporation Limited(DMRC). As of November 2010, DMRC operates around 2,700 trips daily between6:00 and 23:00 running with an interval of 2.5 minutes between trains at peakfrequency. The trains have four coaches, but there are plans to shift to six coachtrains to increase capacity. The power output is supplied by 25-kilovolt, 50 Hertzalternating current through overhead catenaries . The metro has an average dailyridership of 1.5 million commuters, and, as of August 2010, had carried over 1.25billion commuters since its inception.

Planning for the metro started in 1984, when the Delhi Development Authority andthe Urban Arts Commission came up with a proposal for developing a multi-modal

transport system for the city. The Government of India and the Government of Delhijointly set up the Delhi Metro Rail Corporation (DMRC) in 1995. Construction startedin 1998, and the first section, on the Red Line , opened in 2002, followed by theYellow Line in 2004, the Blue Line in 2005, its branch line in 2009, the Green andViolet Lines in 2010. Subsequently, these lines have been extended and new linesare under construction in Phase II of the project, including the Delhi Airport MetroExpress whose opening has been postponed until January 2011 due to safetyconcerns.

Phase I of the project was set to cost Rs. 98 billion. As of early 2006, around450,000 passengers were travelling by the Delhi metro every day. The Delhi Metrowas meant to solve Delhis traffics problems, which had become almostunmanageable. This project was conceived to be as a social sector project. Hence, asignificant portion of the project cost was funded through a soft loan provided bythe Japanese Government through JBIC (Japan Bank International Corporation). Therest was funded through GOI and GNCTD (Government of the National CapitalTerritory of Delhi)

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BACKGROUND

The first ever traffic study of Delhi (titled the Origin-Destination Survey of Traffic of Greater Delhi) was carried out by the Central Road Research Institute (CRRI) in1957. As many as 35 more studies on Delhi transport problems were conductedsubsequently by various entities. Almost all the studies recommended by the MassRapid Transit system (MRTS) as a means to solve Delhis traffic problems

The concept of a mass rapid transit for Delhi first emerged from a traffic and travelcharacteristics study carried out in the city in 1969. Over the next several years,many official committees by a variety of government departments werecommissioned to examine issues related to technology, route alignment andgovernmental jurisdiction. In 1984, the Delhi Development Authority and the UrbanArts Commission came up with a proposal for developing a multi-modal transportsystem, which would consist of constructing three underground mass rapid transitcorridors as well augmenting the city's existing suburban railway and road transportnetworks. .

In 1989, the GNCTD, with support from the GOI, commissioned a feasibility study fordeveloping an MRTS for Delhi. The study was undertaken by Rail India Technical andEconomic Services Ltd (RITES) and completed in 1991. RITES recommended a three-component transit system comprising rail corridors (surface/evaluated) , metrocorridors (underground), and a dedicated bus way, totaling 198.5 km This mix of elevated underground section was proposed in order to bring down the overallproject cost .

RITES further recommended sequential construction of the total network because of the high cost associated with the project. The complete network was to have 16lines. Sections with higher projected passenger traffic densities were to beconstructed first. In 1995, RITES submitted a Detailed Project report (DPR) for PhaseI of the Delhi Metro project.

While extensive technical studies and search for financing the project were inprogress, the city expanded significantly resulting in a twofold rise in population anda fivefold rise in the number of vehicles between 1981 and 1998. Consequently,traffic congestion and pollution soared, as an increasing number of commuters tookto private vehicles with the existing bus system unable to bear the load. An attemptat privatizing the bus transport system in 1992 merely compounded the problem,with inexperienced operators plying poorly maintained, noisy and polluting buses onlengthy routes, resulting in long waiting times, unreliable service, extremeovercrowding, unqualified drivers, speeding and reckless driving. To rectify the

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situation, the Government of India and the Government of Delhi jointly set up acompany called the Delhi Metro Rail Corporation (DMRC) on March 5, 1995 with E . Sreedharan as the managing director.

PLANNING THE PROJECTIn India, major infrastructure projects are often stalled because of a lack of funds,political interference, lack of professionalism and accountability, property disputes,corruption, etc. Therefore, even before the commencement of the project, theDMRC attempted to put in place effective systems to ensure the smooth progress of the project.

Funding was not an issue in the case of the Delhi Metro project because it wassettled even before the project commenced.

In order to steer clear of political interference, the DMRC sought autonomy on allmajor matters and the GoI promised to give it this autonomy. "Financial powerswere vested in the managing director. Also, the managing director was the lastauthority on tenders," said Anuj Dayal chief public relations officer, DMRC...

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SALIENT FEATURES

Coaches

3.2 metre wide coaches with vestibules that permit passengers to move throughoutthe length of the train. Trains currently consist of 4 coaches - two driving coachesand two trailing coaches. The system is designed for trains with up to 8 coaches.The coaches are equipped with 3 phase AC motors, VVVF control, chevronrubber/air bag suspension system and regenerative braking system. The initial lotsof 60 Electric Multiple Unit (EMU) coaches are being supplied by Rotem of SouthKorea while subsequent coaches will be indigenously manufactured by Bharat EarthMovers Ltd. (BEML). Contracts have been signed for the delivery 240 coaches. BEMLbegan delivery of locally assembled coach sets in August 2003, and fully locallymanufactured units in January 2004. The coaches have stainless steel bodies andfiber-reinforced plastic interiors and weigh about 42-t each. They are rated for 80-km/h max speed. The nominal capacity is 58 seated and 325 standing passengerseach. All trains are fully air conditioned. The trains have wide glass windows andautomatic doors, which can be controlled by the train operator. The system alsoprovides intercom facilities for the passengers to speak to the driver in case of an

emergency.

Comfort

Trains are air-conditioned and maintain an optimal temperature of 290C inside thecoaches. The underground stations will also be air-conditioned. Ticketing andpassenger controls are through Automatic Fare Collection System. Entries and exitsto metro stations are controlled by microprocessor-controlled flap-doors operated by'smart-cards' and contactless tokens. For convenience of commuters, adequatenumber of escalators is installed at metro stations. Parking facilities are available atmost Metro Stations for private vehicle owners who can park and ride on the Metro.Special feeder buses are provided for the benefit of - 20 - commuters. The entry pathis lined with tactile tiles to guide the visually impaired from outside the stations to thetrains. The Metro Sahayaks are present at stations to provide assistance at all times.

Security

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Security on the Delhi Metro is handled by the Central Industrial Security Force (CISF), who have been guarding the system ever since they took over from theDelhi Police in 2007. Closed-circuit cameras are used to monitor trains and stations,and feed from these is monitored by both the CISF and Delhi Metro authorities attheir respective control rooms. Over 3500 CISF personnel have been deployed to

deal with law and order issues in the system, in addition to metal detectors , X-ray baggage inspection systems and dog squads which are used to secure the system.Intercoms are provided in each train car for emergency communication between thepassengers and the driver. Periodic security drills are carried out at stations and ontrains to ensure preparedness of security agencies in emergency situations.

Fare

Fare collection is smartcards, tourist passes and tokens. Fares depend on distancetraveled and range between Rs. 6 and Rs. 14 for the part of Line 1 that is now

operational. Contactless, stored-value smartcards are available for Rs. 100, 200 and500 in value. They are available after paying a refundable deposit of Rs. 100 andcan also be recharged when the value on the card is exhausted. Each rechargegives a discount of 10% on travel fare. Apart from travel, Metro cards will be usedfor purchases at shops within metro stations. Tourist passes are available forunlimited travel for Rs. 50 and Rs. 150 for one and three days respectively. Thetokens and cards must be used both at the entry and the exit points. Tokens areavailable for single journey and return tickets only.

Environmental Impact

A detailed Environmental Impact Assessment has been done in 1994 to minimizethe negative environmental impact of the Project during the construction stage of the Project. For every tree cut during construction, the DMRC is planting 10 trees inadvance as compensatory afforestation. Around 26000 trees have been planted atNajafgarh, Isapur and Rebla Khanpur. Through proper care 30% of trees in thealignment have been saved. Installation of storm water drains for disposal of wastewater, monitoring air and noise pollution, disposal of excavated materials aresome of the measures taken during construction to minimize the damage to theenvironment and inconvenience to public.

International Certification The Delhi Metro has been awarded OHSAS 18001 (Occupational Health and SafetyAssessment sequence 18001) by Registro Italiano Navale India Pvt. Ltd. (RINA),Genova. The Delhi Metro Rail Corporation (DMRC) received the ISO 14001 certificatefor establishing an

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environmental management system making it the First Metro in the World toreceive this certification at the construction stage.

CONSTRUCTION

Physical construction work on the Delhi Metro started on October 1, 1998. After theprevious problems experienced by the Calcutta Metro , which was badly delayed and12 times over budget due to "political meddling, technical problems andbureaucratic delays", the DMRC was given full powers to hire people, decide ontenders and control funds. As a result, construction proceeded smoothly, exceptfrom one major disagreement in 2000, where the Ministry of Railways forced thesystem to use broad gauge despite the DMRC's preference for standard gauge .

The first line of the Delhi Metro was inaugurated by Atal Behari Vajpayee , the thenPrime Minister of India on December 24, 2002 and thus it became the secondunderground rapid transit system in India , after the Kolkata Metro. The first phase of the project was completed in 2006 on budget and almost three years ahead of schedule, an achievement described by Business Week as "nothing short of amiracle".

Enactment of the Metro Railways (Construction of Works) Act, 1978 :-The proposal of Delhi Metropolitan Rail first of all was conceived in

Delhi Master Plan, published in 1960. For the implementation of this Project, theMetro Railway (Construction of Works) Act, 1978 was enacted and Delhi Metro RailCo. was formulated. The responsibility for implementation of this project was givento Shri Sreedharan by appointing him as Chairman of Delhi Metro Rail CorporationLtd. He is also known for the completion of Konkan Railway Project in India beforeschedule.

Construction Techniques AdoptedFor Delhi Metro Rail Corridor.

The following four techniques of construction of Delhi Metro Rail were

adopted :

1. Bottom Up Construction Technique (Open Cut ConstructionTechnique)

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This is the technique which is normally adopted by every builder similar to theconstruction of a basement. It is the easiest and cheapest wayof construction. This technique was adopted where alignment of underground metro rail was passing through vast open space. Through thistechnique first of all earth is excavated and thereafter construction is startedfrom the bottom of the excavated land / basement. Such construction was carriedout 25 to 30 metres below the ground level

2. Top Down Construction Technique :

This technique was adopted where underground metro rail was proposedbelow any road thus having very narrow open space for digging thesoil. Through this technique first of all retaining walls were constructedby boring the foundations of said walls so that adjoining constructedbuildings and soils / rocks foundations of such buildings may not collapsethrough gravity. After constructing the retaining walls at specifiedgradients / slopes, the slab relating to top roof is also constructed onthe surface of the earth by saving shuttering expenditure andearth is excavated later on. Through this technique, the side wallsand roof is constructed first before excavating the earth. Since in thistechnique construction has started from top to down, therefore, thistechnique is accordingly named as Top Down Construction Technique.Such construction was carried out 25 to 30 meters below the ground level.

3. Tunnel Boring Technique : The tunnel boring technique was adopted where underground Metro Rail wasconstructed below the constructed buildings and roads. Such tunnels wereconstructed 25 to 30 meters below the ground level. 4. Elevated Rail Construction Technique :

The elevated rail construction technique was adopted where Metro Rail wasproposed to run in the centre meridian of the existing roads. Under this techniqueafter constructing pillars, the pre cast RCC Box segments / girders were

connected through high tensile wires in the form of flyovers and railway trackswere constructed thereon.

Metro Rail Construction Strategy Of The Construction Team:-

For the construction of underground and elevated Metro Railwithin a specified time, the construction work of total length of Metro Railwas sub divided into different stretches. For the construction of different

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stretches different construction teams of specialized Civil Engineers weredeployed. Similarly the works relating to underground and elevated railwaystations were also allotted to different specialized teams of CivilEngineers. The construction teams deployed for the construction of varioussegments of underground and elevated Metro Railway Corridor are assisted

by the following ancillary teams.

THE PROJECT TEAM Ancillary Teams Supporting The Main Construction Teams

1) Survey Team :- The survey of Metro Railway track was conducted by Mr.Tommy Trving Chief Surveyer of Skanska a company of joint venture.The survey of railway track was completed by a Survey Team of Surveying Experts

headed by Shri Tommy Since, correctness of survey is considered the foundation of any project, therefore, credit for completion of the Delhi Metro Rail without facingany problem in the alignment of railway track, which was partly laid below earth(underground) and partly above ground (alivated) in different stretches by differentconstruction teams goes to this team. 2) Land Acquisition Team: The land acquisition team which was functioningunder the Metro Railway (Construction of Works) Act, 1978 successfully acquired allstructures / and land falling within the alignment of railway track. In fact, credit foracquiring prime land without any hurdle and without any delay goes to the Govt.which has given free hand to Delhi Metro Rail Corporation for acquiring the land anddisbursing the compensation to the affected persons.

3) Structure Demolition Team: This team was assigned the duty to demolishall acquired structures coming in the way of Metro Rail Corridor.

4) Geo-technical Team: The Geo-technical team which have specialists forunderstanding the behavior of the earth and rock sliding during excavation andconstruction have surveyed the area and helped the construction team in framingtemporary and permanent structures for tunneling, pile foundations and other civilworks.

5) Environmental Team: This team was checking the noise, vibration, air andwater pollution affecting during the construction work and was responsible formaintaining the environment of the area within the prescribed norms during theconstruction process of Delhi Metro Rail

6) Safety Team : The safety team consisting of different specialists of all fieldswere responsible for enforcing preventive and corrective actions to safe guard the

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security of each person working in construction of Delhi Metro Rail so that no personis affected by any accident of minor or major injury.

7) Quality Assurance Team: Quality Assurance Team was responsible forgetting the quality of the structures maintained from the Construction Teamworking at site. This team ensured that all civil works are carried out in accordanceof the specifications laid down on the plans and designs of the Metro Project.

8) Programming Team: The Programming Team was responsible forcompleting the entire work of Metro Project within the prescribed time. This teamdistributed the whole work into a time span of 54 months for the construction of different patches of the railway tracks, tunnels, railway stations etc. This team laiddown different time schedules for the different patches of works. The total work wasdivided into 11 levels of Work Breakdown Structures ( schedule of Works ) and said

schedule of works was further sub divided into yearly, monthly, weekly, daily, shiftwise, hourly and even minutes wise.

9) Engineering Designing Team: This team was responsible for givingsolution of every problem at site during the construction process of the Metro Rail.

10) Material Procurement Team: This team was assigned the duty of procurement of construction material.

11) Instrumentation Team: This team was responsible for studying thebehavior of the earth before construction, during construction, after completion of construction works and during the operation of Metro Rail through their scientificinstruments.

12) Tree Cutting & Transplantation Team: This team was assigned theduty of cutting the trees coming in the alignment of Metro Rail with the permissionof the Forest Department and also for transplanting the uprooted trees at otherappropriate places.

13) Water Team: The water team was consisting of Public Health specializedEngineers. This team was responsible for temporary re-aligning the water supplylines ( the water supply lines serving the existing built up areas ) coming in the wayof railway track and ensuring that no house is affected due to the constructionoperation of the Metro Rail.

14) Power Team: This team was consisting of Electrical Engineers and this teamwas responsible for temporary and permanently re-aligning all power/electric linesi.e. below ground and over head coming in the way of railway track so that power of any locality is not disturbed and no casualty may take place with the execution of above project.

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15) Telecom Line Team : This team consisting of Telecom Engineers wasresponsible to look after all lines including fibre optic lines, coaxial lines and copperlines coming in the way of railway track.

16) Storm Water Drainage Team: This team consisting of Civil Engineersspecialized in Drainage works was assigned the duty to look after the drainagesystem coming in the way of railway track to ensure that drainage system of thearea is not affected due to operation of the said Metro Rail.

17) Sewerage Team : The sewerage team consisting of Civil Engineers havingspecialization in public health works was assigned the duty of looking after thesewerage lines coming in the way of railway track so that existing sewerage network of the area could not be affected due to the construction work of Metro Rail.

18) Road Team: The Road Team consisting of Civil Engineers specialized in roadconstruction works was assigned the duty of re-aligning the existing roads comingin the way of railway tracks and for regulating the smooth flow of traffic of the area.

19) Land Excavation Team : This team specialized in earth excavation wasassigned the duty of excavating the earth wherever necessary including excavationthrough rock blasting.

20) Earth Filling Team: This team was assigned the duty to fill the earthwherever necessary.

21) Pre-Cast Ducting Team: This team was assigned the duty to construct pre-cast ducts.

22) Water Proofing Team: This team was assigned the duty to carry out water

proofing the concrete structures for stopping water seepage in undergroundtunnels.

23) Dewatering Team : This team was assigned the duty for dewatering thearea through sucking underground water by installing tube wells at a distance of 30meters along the railway tracks so that water may not accumulate in the tunnelsbeing constructed at a depth of 30 to 25 meters below the ground.

24) Cracks Repair Team : This team of civil engineers having specialization inrepairing the buildings was assigned the duty of repairing cracks occurring inprivate buildings due to construction operation of Metro Rail Project.

25) Plant and Equipment Team: This team consisting of MechanicalEngineers was assigned the duty to repair all machinery and equipments engagedin the execution of this project.

26) Electro-Mechanical Team : After completion of civil works, the Electro-Mechanical team was assigned the duty for electrical fittings and for the installationof all electrical appliances and computers etc.

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27) Lift and Escalator Team : This specialized team installed the lifts andescalators on all railway stations.

28) Public Relations Team: This team was assigned the duty to take care of all

V.I.Ps inspecting the construction operations of the project.

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With the funding for the project being finalized, the next step was to constitute aproject team. Sreedharan was appointed as project manager and managing directorof the DMRC in November 1997. A technocrat, he had had a long stint in the IndianRailways (IR) and had retired in 1990. During his service with IR, he had earned areputation for completing major projects on time and within the budget.

Twenty-two kilometers of the metro project are up and running. Not only has theDMRC has stuck within the completion targets, some stretches have finished six

months ahead of time and the entire project is expected to be completed byDecember 2005. To finish the project faster, work is going on three frontssimultaneously: utility diversion,barricading and actual civil construction.

Eighteen months from now, the ventures overground and underground network isexpected to carry 2.1 million passengers per day across 59 stations. A train will runevery three minutes during peak hours, and the service, when running at fullcapacity, will carry 60,000 75,000passengers per hour each way.

Already, the Delhi Metro project rivals similar services in London, Seoul and NewYork. The station air-conditioning and ventilation system in tunnels have beenplanned to meet the rigorous climatic conditions of Delhi. The coaches are all air-conditioned. Ticketing is fully automatic. Contact-less smart cards serve thepurpose of tickets for metro passengers. All entrances of the metro stations arecontrolled through automatic flap gates through which 45 to 60 passengers can exitand enter per minute. The entire fare collection system is monitored through acentral commuter in the operational control centre of the DMRC.

But the real marvel of the Delhi Metro project stems from two counts. First is theway in which a foreign dependent project has been localized and re-engineered.This was done by roping in Indian companies as consortium members at each stage

of the project. Over the course of the seven-year venture, several capabilities havebeen acquired by the Indian partners. In 2002 Indian engineering firm Bharat EarthMovers Ltd signed a contract with South Korean firm

Rotem for manufacturing rust-proof and has fibre-reinforced interiorssteel coacheswithin India under a transfer of technology agreement. A year later, Bharat Earth

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Movers (BEML) released the first rake comprising two engines and four trailercoaches. By 2005, BEML will supply 180 coaches.

Alongside the manufacturing practices, project management processes have alsobeen transferred seamlessly. When the metro project started,a five-memberconsortium managed it. Four of them were global firms:

Pacific Consultants International, Railway Technical Services and TonichiEngineering Consultants from Japan, and Parson Brinkerhoff International from theUS. Rail India Technical and Economic Services (RITES) was the only Indianconsultant.

Now, for the final stretch of the metro project, DMRC and RITES are confidentenough to navigate the venture from here alone, even though the third stretch willpass through some of the most congested areas of Delhi. Better still, DMRCsdomain expertise acquired over the last seven years is now being used to developfeasibility studies for other metro projects. The studies include route alignment,utility mapping, and projected demand for transport in the next five decades, soiltesting, environmental impact and system designing.

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MANAGING THE STAKEHOLDER IN THEPROJECT

Effective project management involved not only completing the project on scheduleand within the budget, but also managing the project's stakeholders. Thestakeholders included the governments, the contractors, the funding agencies, andthe general public. Despite assurances that the DMRC would enjoy autonomy, it

faced political pressure not only in its recruitment processes, promotions, andcontract awarding but also in land acquisition...

Finances / Funding

Arrangement of Funds For Delhi Metro Rail :-As Urban MRT projects are developed to provided safe, speedy and

affordable mode of travel to the commuters, such projects generally are not foundfinancially viable in the most cities of the world, despite their large economicbenefits. There fore, burden of Delhi Metro Rail is being shared through (i) DelhiMetro Rail Corporation Ltd. (ii) equity contributions from the GOI / GNCTD, (ii) softloan from the OECF (Japan), (iii) revenue generated through property developmentand (iv) certain decided levies / taxes on the city dwellers.

The capital cost of Phases I and II has been estimated to be 14,430 crore (US$ 3.13billion) at 2004 prices. However, more recent estimates have placed the cost of construction at 200 crore (US$ 43.4 million) per kilometer. Thirty percent of thetotal investment for Phases I and II has been raised through equity capital with theGovernment of India (GoI) and Government of Delhi contributing equal shares, andapproximately another 60 percent has been raised as either long-term orsubordinate debt , through soft loans from the Japan Bank for InternationalCooperation . The rest of the investment is proposed to be recovered from internalrevenues through operations and property development. The Metro also received1,914. 3 crore (US$ 415.4 million) as grant-in-aid from various agencies for thefinancial year ending March 2009. As of August 7, 2010, Delhi Metro has paid backan amount of 567. 63 crore (US$ 123.18 million), which includes loan amount forPhase I and interest amounts for Phases I and II, to the Japan InternationalCooperation Agency (JICA).

Revenue and profits

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In 2007, the Delhi Metro claimed to be one of only five metro systems in the worldthat operated at a profit without government subsidies. This was enabled bykeeping maintenance costs to a minimum and harnessing additional revenue fromadvertisements and property development, apart from ticket sales. The Metro alsogenerates revenue by leasing out its trains and stations for film shoots. Due to itsincreasing association with Delhi as an image of the city's everyday life, it has beena popular filming location for production houses, and several films andadvertisements have been shot on board. Producers have to pay as much as 1 lakh(US$ 2,170) for every hour of filming, besides a security deposit and insurance.

For the financial year ended March 2008, the Metro reported operating revenues of 305.27 crore (US$ 66.2 million) and a profit before tax of 19.98 crore (US$ 4.34

million), which rose to 723.77 crore (US$ 157.1 million) and 90.43 crore (US$ 19.6million) respectively for the financial year ended March 2009.

Operations

Inside a Metro Station.

Trains operate at a frequency of 3 to 4.5 minutes between 6:00 and 23:00. Trainsoperating within the network typically travel at speeds below 80 km/h (50 mph),and stop about 20 seconds at each station. Automated station announcements arerecorded in Hindi and English. Many stations have services such as ATMs , foodoutlets , cafs and convenience stores . Eating, drinking, smoking, and chewing of gum are prohibited in the entire system. The Metro also has a sophisticated firealarm system for advance warning in emergencies, and fire retardant material isused in trains as well as on the premises of stations. Navigation information isavailable on Google Transit . The first coach of every train is reserved for womenonly. Delhi Metro is the second contemporary rapid transit system in the world to doso after the Dubai Metro .

Security

Security on the Delhi Metro is handled by the Central Industrial Security Force (CISF), who have been guarding the system ever since they took over from theDelhi Police in 2007 . Closed-circuit cameras are used to monitor trains and stations,and feed from these is monitored by both the CISF and Delhi Metro authorities attheir respective control rooms. Over 3500 CISF personnel have been deployed todeal with law and order issues in the system, in addition to metal detectors , X-ray

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baggage inspection systems and dog squads which are used to secure the system.Intercoms are provided in each train car for emergency communication between thepassengers and the driver. Periodic security drills are carried out at stations and ontrains to ensure preparedness of security agencies in emergency situations.

Ticketing

For the convenience of customers, Delhi Metro commuters have three choices forticket purchase. The RFID tokens are valid only for a single journey on the day of purchase and the value depends on the distance travelled, with fares for a singlejourney ranging from 8 (US$ 0.17 ) to 30 (US$ 0.65). Fares are calculated based onthe origin and destination stations using a fare chart. A common ticketing facility forcommuters travelling on Delhi Transport Corporation (DTC) buses and the Metro willbe introduced in 2011. Travel cards are available for longer durations and are mostconvenient for frequent commuters. They are valid for one year from the date of purchase or the date of last recharge, and are available in denominations of 50(US$ 1.09) to 800 (US$ 17.4). A 10% discount is given on all travel made on it. A

deposit of 50 (US$ 1.09) needs to be made to buy a new card. Tourist cards can beused for unlimited travel on the Delhi Metro network over short periods of time.There are two kinds of tourist cards valid for one and three days respectively. Thecost of a one-day card is 100 (US$ 2.2) and that of a three-day card is 250(US$ 5.4), besides a refundable deposit of 50 (US$ 1.09) that must be paid at thetime of purchasing the card.

Benefits Of Delhi Metro Rail

The 1st. phase, 2nd phase and 3rd phase of Delhi Metro Rail have

already been commissioned. The operation of said Metro rail has reduced the trafficcongestion on roads running parallel to the said Metro line. It has also reduced thetraveling time of the commuters. It is considered reliable, safe, and morecomfortable mode of transportation as it has reduced the road accidents. Inaddition, it has reduced atmospheric pollution including noise and has also reducedthe fuel consumption of transport sector resulting in saving of foreign exchange. Itreduced the need for parking spaces, expansion of roads, flyovers, laying of newroads etc. in areas which are being served by it. It reflects sense of pride to the cityand country having a world class facility.

Issues

Understand the preliminary activities to be taken up before a large infrastructureproject can be started

Appreciate the significance of the role of a project manager in project execution

Understand the importance of the right work culture in successful projectmanagement

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Recognize the importance of managing the various stakeholders in a project

Appreciate the difficulties involved in the execution of large infrastructure projectsin developing countries, and how these can be overcome

A long line of commuters waiting to purchase tickets at the Yamuna Bank station in

east Delhi.

As the network has expanded, high ridership and technical snags in new trains haveled to increasing instances of overcrowding and delays on the Delhi Metro. Toalleviate the problem, orders for new coaches have been placed and an increase inthe frequency of trains has been proposed. Infrequent, overcrowded and erraticfeeder bus services connecting stations to nearby localities have also been reportedas an area of concern. In 2010, severe overcrowding on the Yellow Line, whichconnects the north and south campuses of Delhi University , was reported to be areason for students missing or reporting late for classes.

Accidents

On October 19, 2008, a girder launcher and a part of the overhead Blue Lineextension under construction in Laxmi Nagar, East Delhi collapsed and fell onpassing vehicles underneath. Workers were lifting a 400-tonne concrete span of thebridge with the help of a crane when the launcher collapsed along with a 34 metres(112 ft) long span of the bridge on top of a Blueline bus killing the driver and alabourer.

On July 12, 2009, a portion of a bridge under construction collapsed when itslaunching girder lost balance as it was being erected at Zamrudpur, near East of Kailash, on the Central Secretariat Badarpur corridor. Six people were killed and15 others injured. ] The day after, on July 13, 2009, a crane that was removing thedebris collapsed, and with a bowling pin effect collapsed two other nearby cranes,injuring six. On July 22, 2009 a steel beam fell on a worker at the under-constructionAshok Park Metro station, killing him. Over a hundred people, including 93 workers,have died since work on the metro began in 1998.

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Rolling stock

A Phase I broad gauge train, supplied by Hyundai Rotem -BEML.

A Phase II broad gauge train, supplied by Bombardier .

The Metro uses rolling stock of two different gauges. Phase I lines use 1,676 mm(5.499 ft) broad gauge rolling stock, while three Phase II lines use 1,435 mmstandard gauge rolling stock. Trains are maintained at seven depots at Khyber Passand Sultanpur for the Yellow Line, Mundka for the Green Line, Najafgarh andYamuna Bank for the Blue Line, Shastri Park for the Red Line and Sarita Vihar for theViolet Line.

One of the new six coach trains.

Broad gauge

The broad gauge rolling stock is manufactured by two major suppliers. For thePhase I, the rolling stock was supplied by a consortium of companies comprisingHyundai Rotem , Mitsubishi Corporation , and MELCO. The coaches were initially builtin South Korea by ROTEM, then in Bangalore by BEML through a technology transfer

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arrangement. These trains consist of four 3.2-metre (10 ft) wide stainless steellightweight coaches with vestibules permitting movement throughout their lengthand can carry up to 1500 passengers with 50 seated and 330 standing passengersper coach. The coaches are fully air conditioned, equipped with automatic doors,microprocessor-controlled brakes and secondary air suspension, and are capable of maintaining an average speed of 32 km/h (20 mph) over a distance of 1.1 km (0.68mi). The system is extensible up to eight coaches, and platforms have beendesigned accordingly. The rolling stock for Phase II is being supplied by BombardierTransportation , which has received an order for 498 cars worth US$828 million.While initial trains were made in Germany and Sweden, the remainder will be builtat Bombardier's factory in Savli, near Vadodara . These trains are a mix of four-carand six-car consists, capable of accommodating 1178 and 1792 commuters pertrain respectively. The coaches possess several improved features like ClosedCircuit Television (CCTV) cameras with eight-hour backup for added security,charging points in all coaches for cell phones and laptops, improved air conditioningto provide a temperature of 25 degrees Celsius even in packed conditions andheaters for winter.

Standard gauge

The standard gauge rolling stock is manufactured by BEML at its factory inBangalore. The trains are four-car consists with a capacity of 1506 commuters pertrain, accommodating 50 seated and 292 standing passengers in each coach. Thesetrains will have CCTV cameras in and outside the coaches, power supplyconnections inside coaches to charge mobiles and laptops, better humidity control,microprocessor-controlled disc brakes, and will be capable of maintaining anaverage speed of 34 km/h (21 mph) over a distance of 1.1 km (0.68 mi).

Signalling and telecommunication

Inside a Metro coach.

The Delhi Metro uses cab signaling along with a centralized automatic train control system consisting of automatic train operation , Automatic Train Protection andautomatic train signaling modules. A 380 MHz digital trunked TETRA radiocommunication system from Motorola is used on all 3 lines to carry both voice anddata information. For Line 3, Siemens Transportation Systems has supplied theelectronic interlocking Sicas, the operation control system Vicos OC 500 and theautomation control system LZB 700 M. An integrated system comprising optical

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fibre cable , on-train radio, CCTV, and a centralized clock and public address system is used for telecommunication during train operations as well as emergencies.

Environment and aesthetics

The Delhi Metro has won awards for environmentally friendly practices fromorganizations including the United Nations , RINA, and the International Organizationfor Standardization , becoming the second metro in the world, after the New YorkCity Subway , to be ISO 14001 certified for environmentally friendly construction.Most of the Metro stations on the Blue Line conduct rainwater harvesting as anenvironmental protection measure. It is also the first railway project in the world toearn carbon credits after being registered with the United Nations under the CleanDevelopment Mechanism , and has so far earned 400,000 carbon credits by saving

energy through the use of regenerative braking systems on its trains.

The Metro has been promoted as an integral part of community infrastructure, andcommunity artwork depicting the local way of life has been put on display atstations. Students of local art colleges have also designed decorative murals atMetro stations, while pillars of the viaduct on some elevated sections have beendecorated with mosaic murals created by local schoolchildren. The Metro station atINA Colony has a gallery showcasing artwork and handicrafts from across India,while all stations on the Central Secretariat Qutub Minar section of the Yellow Linehave panels installed on the monumental architectural heritage of Delhi.

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LESSONS FROM THE INCERDIBLE DELHI

METRO PROJECT1.Distinguishing features of the project in a nutshell:

Thorough planning

Effective project design

We mean business culture

Organisation culture based on punctuality, honesty and strict adherence todeadlines

The major features of the different aspects of the project which contributed to itsstupendoussuccess have been briefly discussed below:

2.Organisation Structure:

The GoI and GNCTD constituted the Delhi Metro Rail Corporation Ltd (DMRC) as acompany incorporated under the Companies Act for construction of the project andMr. Sreedharan was appointed MD.

The DMRC had two departments project organization and operation &maintenance inwhat is known as a lean organisation structure.

Selected group of professionals were trained at Hong Kongss Mass RapidTransit RailwayCorporation (MTRC)

Complete freedom was provided to Mr. Sreedharan to recruit people of hischoice and builda team. Each candidate was personally interviewed by him after a thorough reviewof their trackrecords with emphasis on integrity.

Most of the employees were in the age group of 18 to 30 years .

The stress was on effective contract awarding and procurement processesin order toprevent corruption.

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The contract awarding process was made simple and transparent , theprocurementprocesses fair and just by removing all traces of subjectivity from tenderevaluation.

The MD was given complete autonomy on all matters and was the last authorityon tenders.Review and Supervision:

Every individual would be accountable for his/her role in the project. Eachemployee had toprepare a Detailed Project Report (DPR) with particulars regarding the workassigned andwork completed each day to be submitted to the respective supervisors. In case of anydeviations, the employees had to give reasons for the same and steps forrectification.PKF Sridhar & Santhanam

Every Monday , the heads of departments had to meet to review progress, setnew targetsor revise targets.

The stress was on adherence to schedules with reverse clocks to indicatethe number of days left before important deadlines.

Due to delay in setting up of the organisation the first phase of the projectcommencedthree years after the scheduled date, but the original deadline was not revisedand theproject duration was reduced from 10 years to 7 years to make up for thedelayed start .

The Delhi Metro Railway (Operation & Maintenance) Act, 2002 was enacted,supersedingthe local municipal laws of Delhi and the lower courts were barred from issuingstay orders .A group of lawyers was engaged to make sure that the courts did not grantsuch stay orders.Cost Control measures:

The total expenditure was split into 3 heads manpower, energy andmaterials includingmaintenance, each accounting for onethird of the total project cost.

The DMRC employed only 45 persons per kilometre of track to adhere tointernationalnorms. This was only a third of the number of persons employed in the KolkataMetro Rail

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project which was the only other such project in India before Delhi.

To cut energy costs, a special agreement was entered into with the DelhiTransco Ltd tosource power at low rates.

Project duration was controlled by use of special construction technologieslike trenchlessdigging, use of ballastless tracks,etc.Primavera Project Planner:

A special software Primavera Project Planner, was used for project planningandmonitoring. The resource planning module of the project alerted users in case of excess orshortage of resources while the cost planning module provided a complete costbreakup of the project.

The software was also used to keep track of project activities, quantum of workcompletedat different levels, the time lost or gained etc.

Information regarding all critical and upcoming activities was alsoavailable to facilitatetracking and rescheduling of activities where necessary.

All this was necessary as the loss incurred if one day of work is lost is about 5millionrupees .

Quality Assurance:

A special quality assurance team independent of the field executives wasappointed toensure quality in construction.

All personnel working at the construction site were required to wear helmets andotherappropriate safety gear.PKF Sridhar & Santhanam

Consultancy and contracts was undertaken by a global bidding program whichrequired atleast one Indian partner , to ensure technology absorption by Indian firms and forlocalisation and reengineering of technology.

The technology used was the best and the latest available . Multinationalengineeringcorporations from across the globe worked on the project.

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A five member consortium led by the Pacific Consultants International (PCI) wasconstitutedto provide overall consultancy for the project.

Work on utility diversion was undertaken much before thecommencement of work on aparticular section. The concerned consortium surveyed the area for utilities (waterpipes,sewer, water pipes, etc) to submit a written report to DMRC which completed theworkwithin the prescribed period.Managing the stakeholders Government, contractors, funding agenciesand general public:

Autonomy of the DMRC was ensured in the recruitment process, promotions,contractawarding and land acquisition. It took a stand that any change in any decisionwould bemade only if it was required from a technical or professional angle and not simplybecausesomebody wants it.

Cordial relationship was maintained with the contractors by makingpayment on time . Thecontractors were grateful for not having to give bribes to secure the contractswhichensured their full cooperation and completion of the project ahead of schedule incertainsections because of their suggestions.

The officials of JBIC which provided a major part of the funding for the projectwere involvedin all major events concerned with the project to maintain cordial relations withthem.

All utilities were diverted well in advance so as to ensure minimuminconvenience to thegeneral public. Community interaction programmes were organised to inform andseeksolutions from the public.

Alternate traffic arrangements were made for the roads affected by theconstruction withthe assistance of the Indian Institute of Technology, Delhi. This was done bybuilding newroads or by widening of existing roads.

BIBLIOGRAPHY 29


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1.www.delhimetro.com

2.www.urbanrail.com

3.Case studies provided by Prof.Amal Roy.

Documents

UPDATED DELIHI