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ICMR Case Collection ICFAI Center for Management Research
The Delhi Metro Project: Effective Project Management Manageme nt in t he Indian Public Sector PROM005 This case was written by Namratha V. Prasad & Sachin Govind, Govind, under the direction of S.S. George, ICFAI Center for Management Research (ICMR). It was compiled from published sources, and is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation.
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PROM/
The Delhi Metro Project: Effective Project Managemen in the Indian Public Sector
“Everyone who has traveled by the Delhi Metro wants one in his or her city. Today, there i national resurgence in public interest in urban public transport.” 1
- Dr. Manmohan Singh, Prime Minister of India, in 20
“The successful implementation of the Delhi Metro project would not have been possible with timely availability of funds and the necessary political support. An equally important role has b played by the DMRC’s corporate culture, which emphasizes that targets are most m ost sacrosanct 2 our dignity is in performing our duty well.”
– E. Sreedharan, Managing Director, Delhi Metro Rail Corporation Ltd., in 20
INTRODUCTION
With a 6.5 km section of Line 3 becoming operational in April 2006, Phase I of the Delhi Me project was nearing completion. Of the total length of 65.16 km of the first phase, 62 km had b completed and opened for service. This phase was set to cost Rs. 98 billion. As of early 20 around 450,000 passengers were traveling by the Delhi Metro every day.
The Delhi Metro was meant to solve Delhi’s traffic problems, which had become alm unmanageable. The first steps to build a metro system in the city were taken in the early 1990s 1995, the Government of India (GoI) and the Government of the National Capital Territory Delhi (GNCTD) formed the Delhi Metro Rail Corporation Ltd (DMRC) under the Companies to construct the Delhi Metro. Conceived as a social sector project, a significant portion of project cost was funded through a soft loan provided by the Japanese government through t hrough Jap 4 Bank International Corporation (JBIC) . The rest was contributed by GoI and GNCTD throu equity.
Master your semester with Scribd Read Free For 30 Days Sign up to vote this title E. Sreedharan (Sreedharan) was appointed managing director (MD) ofon the DMRC and proj manager for Phase I of the project in November 1997. Work on Line 1 of Phase I started & The New York Times Useful useful Not Cancel anytime.
OctoberOnly 1998. DMRC formed consortiums to advise it on the project and to provide it with Special offer for students: $4.99/month.
latest technology. It also saw to it that the foreign companies worked with the Indian companies
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The Delhi Metro Projec
The DMRC faced any number of technical and systemic challenges during the construction of metro. However, thanks to thorough planning, an effective project design, and a ‘we-me business’ culture, it was able to overcome all these hurdles. The organizational culture was on punctuality, honesty, and a strict adherence to deadlines. The DMRC successfully managed various stakeholders in the project like the general public, government bodies, etc., and a ensured that the project was environmentally safe.
With Phase I of the Delhi Metro project nearing completion, the GoI decided to extend the me network and work on Phase II of the Delhi Metro project was set to commence in September 20 In the process of implementing the project, the DMRC had gained a lot of technological experti which would be used by other cities in India and abroad to build metro systems similar to the Metro.
BACKGROUND NOTE
Metro systems were generally considered as a transport option when the population of a c crossed the 1 million mark ( Refer Exhibit I to know more about metro transit systems). D crossed that milestone as early as in the 1940s. The 1950s saw a doubling of the city’s populati with that, the vehicular traffic also soared. By the early 1990s, Delhi had more registered vehic than Mumbai, Kolkata, and Chennai put together. It had become one of the most polluted cities the world, with automobiles contributing to more than two thirds of the total atmosphe pollution. There was an urgent need felt at this point to improve both the quality and availability mass transport services in Delhi.
The first ever traffic study of Delhi (titled the ‘Origin – Destination Survey of Traffic of Grea Delhi’) was carried out by the Central Road Research Institute (CRRI) in 1957. As many as more studies on Delhi’s transport problems were conducted subsequently by various entities ( Exhibit II for some of these studies). Almost all these studies recommended the Mass Rapid Tran System (MRTS) as a means to solve Delhi’s traffic problems.
In 1989, the GNCTD, with support from the GoI, commissioned a feasibility study for develop an MRTS for Delhi. The study was undertaken by Rail India Technical & Economic Economic Services L 5 (RITES) and completed in 1991. RITES recommended a three-component transit syst comprising rail corridors (surface/elevated), metro corridors (underground), and a dedica busway, totaling 198.5 km. This mix of elevated and underground sections was proposed in or to bring down the overall project cost 6.
RITES further recommended sequential construction of the total network because of the high co associated with the project. The complete network was to have 16 lines. Sections with hig Read Free For 30 Days Sign up to vote on this title projected passenger traffic densities were to be constructed first.
Master your semester with Scribd & The New York Times Useful Not useful In 1995, RITES submitted a Detailed Project Report (DPR) for Phase I of the Delhi Metro proje Special offer for students: Only $4.99/month.
THE DELHI METRO PROJECT
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The Delhi Metro Projec
project within 10 years, i.e., by the end of 2005. After the recommendations of various other organizations had been incorporated, the proposal for Phase I of the Delhi Metro project w approved by the GoI in September 1996.
Phase I was to connect Delhi’s business, education, and shopping districts. It was to cover ab 340 hectares of land (of which about 58% was government land, 39% was private agricultu land, and 3% was private urban land) and involved the design and construction of three lines (w a total length of 56 km), 50 stations (of which 10 were underground), and three maintenan depots ( Refer ). Refer Figure I and Table I for the plan for Phase I ).
Figure I: Phase I of the Delhi Metro Project
Source: www.urbanrail.net.
Table I
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Line 1 (Red line)
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22km
Shahdara to Rithala
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The Delhi Metro Projec
The total cost of the first phase of the project was initially estimated at Rs. 60 billion, at April 19 prices. Later in 2002, with the cost of the project rising by approximately 10% per year, estimate was revised to Rs. 89.27 billion.
Initially, for Phase I of the metro to become viable, it was estimated that it would have to transp 2.2 million passengers per day. This was later revised to 1.5 million passengers per day. T economic IRR 7 (internal rate of return) of the project worked out to be about 21.4% 8 while financial IRR was less than 3%. In view of the high cost of the project and the low financial IR some ministers in the GoI even suggested that the project be dropped. However, the GoI decided go ahead with it, keeping in mind that it was essentially a “social sector” project, expected benefit the regional economy in more ways than one.
The financial plan for Phase I was approved by the GNCTD and the GoI in 1996. Of the proj cost, 28% was to be financed by equity, subscribed to equally by the GoI and the GNTCD. T two also agreed to give interest-free subordinate loans to cover the cost of land acquisition, wh was expected to be about 5% of the total project cost. Funding for the major share or about 64% the project cost was to be provided by the Overseas Economic Cooperation Fund (OECF – wh later became JBIC) through a time-sliced soft loan 9. JBIC disbursed the loan in tranches with e tranche treated as a separate loan, with its own moratorium and repayment period. The repaym period for each tranche was set at 30 years, which included a 10-year grace period ( Refer Tabl ). for the loan tranches given by JBIC ).
Table II Loans from JBIC Tranche
Year
1 2 3 4 5 6
1997 2001 2002 2003 2004 2005
Amount (in mn yen)
14,760 6,732 28,569 34,012 59,296 19,292
Interest
2.3% 2.3% 1.8% 1.8% 1.8% 1.3%
Source: www.delhimetrorail.com.
Property development 10 at the highly lucrative sites around the metro stations was to gener funds to cover the remaining 3% of the project cost. The debt-equity ratio was fixed at 2:1. T GoI and the GNCTD also decided to bear the exchange rate risks equally. The DMRCplanned Free For 30this Days Sign up to vote on title around me repay the OECF loan through surpluses from revenues,Read property development stations and its corridors, and levies/taxes on the residents of Delhi. Further, the project w Useful Not useful Cancel anytime. exempted from custom and excise duties. Special offer for students: Only $4.99/month.
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The Delhi Metro Projec
THE PROJECT TEAM
With the funding for the project being finalized, the next step was to constitute a project tea Sreedharan was appointed as project manager and managing director of the DMRC in Novem 1997. A technocrat, he had had a long stint in the Indian Railways (IR) and had retired in 19 During his service with IR, he had earned a reputation for completing major projects 11 on time within the budget.
By the end of 1998, DMRC was able to recruit only 100 people; around 70% of the senior staf the DMRC was on deputation from IR. The long delay in recruitment prompted critics of project to comment that it was an indication that the project itself would take more time money than planned.
Sreedharan was given complete freedom to pick and choose the project team. He selected motivated team of professionals whom he regarded as fundamental to the success of the proje “Each member of the team was interviewed personally by me. I went through their track rec particularly with regard to their integrity,” 12 said Sreedharan. Most of the staff was between 18 30 years. Unlike other public sector organizations in India, the DMRC opted for a lean structure had just two departments – project organization, and operation & maintenance.
The Delhi Metro was only the second metro project in India (the Kolkata Metro 13 being the fir Since the technology to build metro systems was highly specialized, experts in the areas of c engineering, electrical engineering, communications engineering, etc., were needed. However, DMRC faced the problem of skill shortage as the country had neither institutes which taught me technology nor experienced personnel. Therefore, after recruiting suitable candidates, the DMR sent them abroad for training. The key operating and maintenance personnel received training Hong Kong’s Mass Transit Railway Corporation (MTRC). They, in turn, trained the rest of staff. Later the DMRC opened its own ‘Metro Training School’ at Shastri Park, New De Sreedharan too visited subway systems around the world for ideas on building the Delhi Metro an interview describing the difficulties he faced in getting suitable people, Sreedharan said, “Wh we started there was a handicap as almost everyone was new to metro projects. Then we educa all the personnel and officers and absorbed experience from general consultants to upgrade skills and now these very personnel have become one of the greatest assets to the nation.” 14
The corporation aimed to project an image of efficiency, courtesy, and a “we-mean-busine attitude; the employees were also required to be polite and discharge their duties to perfecti “What is important is that I have created an organization which has got a unique work culture a organizational values. The team consists of hard-working, dedicated, and professionally compet people,”15 said Sreedharan.
Master your semester with The DMRC corporate culture was Scribd based on integrity. It was clearFree to the atthe DM Read Formanagement 30this Days Sign up to vote on title that if the metro was to be built within the budget and on time, they would have to putin pla & The New York Times and procurement processes in Useful useful Not effective contract-awarding order t o prevent corruption – the bane Cancel anytime.
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and simple. The procurement processes were made ‘fair and just’ by removing almost all traces
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PLANNING THE PROJECT
In India, major infrastructure projects are often stalled because of a lack of funds, polit interference, lack of professionalism and accountability, property disputes, corruption, e Therefore, even before the commencement of the project, the DMRC attempted to put in pla 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 was settled even bef the project commenced. In order to steer clear of political interference, the DMRC sou autonomy on all major matters and the GoI promised to give it this autonomy. “Financial pow were vested in the managing director. Also, the managing director was the last authority tenders,”16 said Anuj Dayal (Dayal), chief public relations officer, DMRC.
Next, the project manager put in place a system where every individual would be accountable his/her role in the project. Each employee had to prepare a detailed project report (DPR) w particulars regarding the work assigned and work completed each day and this was to be submi to the respective supervisors. In case of deviations, the employee had to give reasons for deviations and see that they were rectified. Every Monday, the heads of departments had to mee review progress, set new targets, or revise targets. Great stress was laid on adherence to schedu and reverse clocks were to be used to indicate the number of days left before important deadlin This kind of approach was unusual in public sector projects in India.
Even though the project commenced three years later than originally planned, Sreedharan and team decided to stick to the original deadline for the completion of the first phase, i.e., Decem 2005. “When the government approved the project, it was envisaged that the metro would completed in 10 years. Work should have started in 1995, but we didn’t have an organization place until 1997 so we were only able to begin work in April 1998. Nevertheless, we said would complete the first phase within seven years to meet the original target. This will be quite achievement to build a metro from scratch within seven years,” 17 said Sreedharan.
Like other major infrastructure projects in India, the Delhi Metro project too faced its share property disputes. To ensure that these disputes did not hinder the progress of the project, the enacted the Delhi Metro Railway (Operation & Maintenance) Act, 2002 18 or the Delhi Metro in 2002. The Act, which spelt out the rules for the local authorities, superseded the local munici laws of Delhi. Also, lower courts were barred from issuing stay orders. This, to a large exte prevented property owners affected by the project from getting stay orders from courts to work on the project. In other cases, the DMRC engaged a team of lawyers to make sure that courts did not grant such stay orders.
Master your semester with Scribd Free For 30 Days In order to control costs, the total expenditure of the Delhi Read Metro was split into three broad head Sign up to vote on this title manpower, and materials including maintenance. Each of these accounted & The New Yorkenergy, Times Useful Not useful approximately one-third of the project cost.
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To control manpower costs, DMRC employed only 45 persons per kilometer of track – a num
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The Delhi Metro Projec
project at a very low rate. DMRC used Primavera Project Planner 3.021 for project planning monitoring. The resource planning module of the software alerted users if there was an excess shortage of resources and the cost planning module provided a complete cost break-up for project.
The software allowed the DMRC to keep track of project activities, the quantum of w completed at different levels, the time lost or gained, etc. It also provided information of all criti and upcoming activities, making it possible to keep track of and reschedule activities where necessary. This was vital considering that the loss incurred if one day of work was lost was ab Rs. 5 million.
In order to ensure quality in construction, the DMRC appointed a special quality assurance te independent of the field executives. Safety was a major concern. All personnel working at construction site were required to wear helmets and other appropriate safety gear.
The DMRC adopted a global bidding program for consultancy and contracts that required at le one Indian partner. This was done to facilitate technology absorption by Indian firms and to ens that the technology was localized and re-engineered. “One of the preconditions for a multinational company to bid for a Delhi Metro project is it should have an Indian partner,” Dayal.
The DMRC secured the best technology available globally, for the Delhi Metro ( See Exhibit III features of the Delhi Metro). “We are proud to say that Delhi Metro has the best and la technology in the world, sourced from various countries. In fact it would be appropriate to say t we are using tomorrow’s technology today,” 23 said Sreedharan. Several multinational engineer corporations from Australia, France, Germany, Japan, Korea, Portugal, Spain, and Sweden work on the project ( See Exhibit IV for the names of the various companies involved in the project ).
A five-member consortium, called the General Consultants Group, was constituted in 1998 provide overall consultancy for the project. This group included the Japanese firms Pac Consultants International (PCI), Japan Railway Technical Services, and Tonichi Engineer Consultants Inc, US-based Parson Brinkerhoff International Inc., and RITES. The group was l by PCI.
Initially, there was disagreement between the IR and Sreedharan over the gauge to be adopted the metro. Sreedharan was in favor of standard gauge 24, generally used in metro systems the wo over, while the IR favored the broad gauge 25, the gauge used over most of the railway network India. Finally the GoI intervened and asked the DMRC to adopt the broad gauge for the De Metro. This confusion delayed the project by a few months.
Master your semester with Scribd The work on utility diversion was undertaken much before the work on atitle particular sect Read Free Foron 30 Days Sign up to vote this commenced. The DMRC followed a systematic process wherein the concerned consorti & The New York Times Useful Not useful surveyed the area for the utilities (water pipes, sewer, power cables, etc) to be diverted a Special offer for students: Only $4.99/month.
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submitted a written report to the DMRC. The DMRC in turn forwarded it to the concerned uti bodies, which completed the work within a prescribed period.
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The Delhi Metro Projec
The DMRC decided to adopt construction technologies that would help it make up for lost tim These included trench-less digging and the use of pre-fabricated/precast concrete 26 blocks ballastless tracks27. The use of ballast-less tracks also minimized maintenance costs, redu vibration, and provided greater riding safety and comfort for passengers.
PROJECT IMPLEMENTATION IMPLEMENTATION
Construction work on the project commenced on October 1, 1998. The entire project was divid into three lines. Further, these lines were divided into sections ( Refer Table III for details of Ph ). I of the Delhi Metro project ).
Table III Details of Phase I Particulars
Sections
Character
Length, Stations
Opened
Line 1 (Shahdara to Rithala)
Shahdara to Tis Hazari
Elevated and at-grade.
7.92 km, 6 stations
25/12/200
Tis Hazari to Inder Lok
4.74 km, 4 stations
04/10/200
Inder Lok to Rithala
9.40 km, 8 stations
01/04/200
Total
Line 2 (Vishwa Vidyalaya to Central Secretariat)
22.06 kms, 18 stations
Vishwa Vidyalaya to Kashmere Gate Kashmere Gate to Central Secretariat
Total
4 km, 4 stations
20/12/200
7 km, 6 stations
03/07/200
11 kms, 10 stations
Line 3 (Barakhamba to Dwaraka)
Barakhamba to Dwaraka
With extensions to Line 3.
Dwaraka- Subcity Dwaraka
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Underground
Elevated and 22.79 kms, 31/12/200 At Grade 22 stations with a short 6.5 kms, 01/04/200 underground 6 stations section Expected where it joins 2.81 kms, stations Line 2. Read Free Foron 30this Days Sign 3 up to vote title be comple in Septem Useful Not useful Cancel anytime. 2006. 32.1 kms, 31 stations
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Line 1 (Shahdara to Rithala)
The work on Phase I commenced with the Shahdara-Tis Hazari section of Line 1, coverin distance of about eight kilometers. The work involved utility diversions, barricading, and act civil construction. A major part of this section was on elevated tracks. All tracks in the eleva corridor were laid on concrete (ballastless). The tracks were supported on single piers. T elevated viaducts had a height of 10 m and were built generally in the middle of the roads.
The tracks were fenced with 10 ft high concrete slabs with barbed circular wire on top to prev trespassing. The section where the metro crossed over the river Yamuna was constructed f because the density of traffic was projected to be the highest on this route. Building across river Yamuna was completed by using a special technique called ‘incremental launching’ 28 use of this method caused minimum disturbance to traffic. This was also expected to provid smoother journey for commuters because of a lack of joints. Line 1 also included a short sect which was built at-grade. Line 1 became completely operational with the inauguration of the In Lok to Rithala section in April 2004.
Line 2 (Vishwa Vidyalaya to Central Secretariat)
Line 2 of Phase I covered 11 km and was completely underground. Of this, a four km stre (Vishwa Vidyalaya to Kashmere Gate) was constructed by Kumagai Gumi of Japan, Skanska Sweden, Itochu of Japan, and Hindustan Construction Company (HCC) of India using the ‘cut a cover’29 method. The work for the remaining seven km (Kashmere Gate to Central Secretar began in April 2001 and was handled by M/s International Metro Civil Contractors (IMCC) joint venture of five companies. Of this section, four km involved underground tunneling was done using fully automated, high performance boring machines. The remaining three km w constructed using the ‘cut and cover’ method. This section of Line 2 was completed eight mon ahead of schedule.
The tunneling started in August 2002 and was completed by September 2004. Different types machines were used for tunneling, depending on the soil conditions. For a distance of four between Kashmere Gate and Patel Chowk, Rock Tunnel Boring Machines (TBM) and Pressure Balance Machines31 (EPBM), purchased from Bangkok Metro 32, were used for tunneli To further speed up the process of tunneling, the DMRC used the New Austrian Tunnel Method33 (NATM). This method provided temporary support to the rock by means of shotcret and rock bolts till permanent concrete was used ( Refer Exhibit V for more about the tunnel process). The twin tunnels for up and down movement of trains were made using high qua reinforced concrete. The finished internal diameter of these tunnels was 5.7 meters.
Master your semester with Scribd Read Free Foron 30this Days Sign up to vote title & The NewInYork Times Useful Not useful incremental launching, segments of the bridge were precast and then were w ere launched in place with the he 28
special low-friction sliding bearings with lateral guides.
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This is a simple method of excavation for building tunnels. In this process a trench is dug and is later roofed
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The Delhi Metro Projec
The completion of tunneling was a major milestone for the Delhi Metro project in view of tricky ground conditions and the requirement to ensure complete safety of the buildings in vicinity. Most of the buildings in that area had shallow foundations. The DMRC theref undertook a ‘condition survey’ of each building and strengthened the foundations of the we buildings. This was all the more important i mportant as the tunneling activity was carried out in areas very old buildings, some even dating back to the 17th century Mughal Empire. “The n underground section was the most difficult and formidable stretch of Phase-I of the metro. We to preserve the architectural heritage of old Delhi and the character of Lutyen’s Delhi,” 35 Sreedharan. The metro underground tunnel was expected to have a life of 120 years.
The first four km section of Line 2 between ViswaVidyalaya and Kashmere Gate beca operational in December 2004. The line’s final seven km section opened in July 2005. Line 2 w completed within the budget and nine months ahead of the contracted schedule.
Line 3 (Barakhamba to Dwaraka Subcity)
The work on Line 3 started in February 2003. In April 2004, the GoI and the DMRC decided extend Line 3. This led to the addition of about 9 km and nine metro stations to Line 3. With extension, the total length of Phase I increased to 65.16 km (13.01 km Metro corridor and 52 km Rail Corridor). The scheduled completion date of this phase was also revised from end 2005 March 2006. The revised cost of Phase I of the Delhi Metro was estimated to be Rs. 105.71 billi which excluded the cost of the Dwarka sub-city extension (Rs. 3.20 billion) which was to funded by the Delhi Development Authority (DDA).
Over the course of the Delhi Metro project, the Indian partners - especially RITES – in consortiums acquired several capabilities. This gave the DMRC and RITES the confidence manage the construction of Line 3 on their own even though the stretch passed through some the most congested areas of Delhi. Moreover, some changes were incorporated in Line 3 to down on costs as well as on time to make the facility more user-friendly. For example, Line 3 u U-shaped girders 36 in constructing most of the elevated sections. These were believed to be c effective, aesthetic, and sound absorbent. Also, cement was replaced with steel at many places order to save time.
The Barakhamba-Dwarka Metro section was inaugurated on December 31, 2005. This section w elevated or at-grade with a short underground section in central New Delhi that intersected w Line 2 at Connaught Place. At that place, the track was at a depth of 16 meters. It gradually rose rose a height of 10.5 meters. It was constructed at a 3% gradient, meant that the track Read Free For 30this Days Sign which up to vote on title three meters for every 100 meters traveled horizontally. This Useful section was Not completed in 30 mont useful Cancel anytime. The elevated track reached a maximum height of 17.5 meters at Raja Garden crossing, where Special offer for students: Only $4.99/month. crossed over an existing flyover. It also became, at 23 km, the longest metro section in the world
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The Delhi Metro Projec
MANAGING THE STAKEHOLDERS IN THE PROJECT
Effective project management involved not only completing the project on schedule and within budget, but also managing the project’s stakeholders. The stakeholders included the governme the contractors, the funding agencies, and the general public.
Despite assurances that the DMRC would enjoy autonomy, it faced political pressure not only its recruitment processes, promotions, and contract awarding but also in land acquisiti However, the DMRC resisted this pressure. “…we never changed any decision simply beca somebody wants it. If it was required technically or from a professional angle, yes, we do it. N because anybody wants it,”37 said Sreedharan.
The DMRC also ensured that it paid the contractors, whom it called “associates,” on time. It w able to complete most of the project within the budget mostly by limiting corruption. “T contractors are grateful not to have to give bribes to get a project,” 38 said Sreedharan. Because the cordial relationship that the DMRC was able to establish with the contractors, they wor harder to help the DMRC in its project activities. In fact, the project was finished ahead schedule on certain sections because of the suggestions given by the contractors on uti diversion and surface road traffic management.
Considering that the Delhi Metro was constructed mostly with Japanese funds, DMRC put special efforts to maintain good relations with JBIC officials. It made it a point to invite JB officials to the inauguration events of various metro sections.
The DMRC also tried to ensure that the project did not cause much inconvenience to the gene public. It faced and overcame challenges of relocating a large number of utilities util ities like water pip sewerage lines, telephone and electric cables, to facilitate the construction work. It ensured that these utilities were diverted in advance, so that there was no interruption of services during construction of the metro in a particular area. It organized community interaction programs inform and seek solutions from the public. “We have a community meeting to explain what will do, what problems are likely to arise for them, and to seek their help. We have publicize telephone help line number so that anyone with a problem or question can contact us,” 39 Sreedharan.
The DMRC also faced the difficult task of relocating the people 40 evicted from properties acqui for the project. It built temporary accommodations for the people who were to be relocated. W the Delhi Metro Act coming into force, the DMRC faced very few legal problems in acquir properties. About 400 cases were filed against the DMRC on this issue, out of which only were pending as of 2006. Of these, most were for augmenting the assessed value of the proper and the compensation to be paid. “One of our main achievements has been our ability to acqu Read Free For 30 Days Sign up to vote on this title land and move people without any major problems, whereas this is normally a very sensitive is 41 in India,” said Sreedharan. Useful Not useful
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Special offer for students: $4.99/month. In orderOnly to lessen the difficulties for motorists and pedestrians, alternate traffic plans for the ro
affected by the construction work were prepared well in advance, with the assistance of the Ind
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The Delhi Metro Projec
The DMRC also tried to ensure that the construction of the Delhi Metro did not damage environment. It pursued environmental and safety objectives during the construction and operat of the Metro by seeking and receiving the appropriate ISO certifications. In 2003, the ISO 1400 Environmental Management certification was achieved on two sections during the construct phase itself. In addition, in 2004, Delhi Metro obtained the OHSAS 1800143 certification for environment, occupational heath, and safety management system.
The DMRC ensured that the construction sites were entirely covered, with no soil or dirt be allowed to spread outside. Trucks carried away debris and dugout soil during the night. T construction site was also totally concealed from public view and all vehicles going out of the s were washed at the entrance. During the construction stage, special efforts were made to minim construction noise and pollution. The DMRC used silent generators at work sites and also u light shields to reduce glare from work lights at night.
The DMRC took measures to dispose of waste water from the construction sites in environmentally friendly manner. It initiated a program to plant new saplings along the route of metro, to replace the trees that had been cut down during the project. It also included the provis of rain-water harvesting44 facilities as part of its station construction contract, as a measure conserve water.
PROJECT EVALUATION
The successful completion of the project effectively silenced the critics who had been skept about the ability of an Indian public sector organization to complete any project, let alone one complex and costly as the Delhi Metro, on time and within the budget. The DMRC stuck to completion targets throughout the project and even finished some sections ahead of schedule. T extension work (on a 2.8 kms stretch) on Phase I was progressing smoothly and was expected to completed by September 2006.
DMRC was expected to save Rs. 6 - 7 billion on the project. “The project completion cost is 10,570 crore (Rs. 105.70 billion). We have not spent that much. Now the project is practica over. My own assessment is we will definitely save about Rs. 600 crore to Rs. 700 crore (Rs billion to Rs. 7 billion) on the project cost,”45 said Sreedharan.
This was in contrast to the cost escalation seen in most public sector projects in India. The DM was successful in keeping the cost of the project at US$ 32-53 million per kilometer. comparison, the Bangkok Metro had incurred costs of US$ 56-80 million per kilometer.
OUTLOOK
Master your semester withto play Scribd The Delhi Metro was expected a major role in relieving the transport problems faced by Read Free Foron 30this Days Sign up to vote title city’s residents. Moreover, with the GoI planning extensions to the Metro, it appeared that & The New York Times Useful Not useful benefits of an efficient transport system would be enjoyed by people living in a Cancel anytime.
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comprehensive plan to extend the Delhi Metro to 244 km by 2021 in three subsequent pha
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The Delhi Metro Projec
to start work on Phase II of the Delhi Metro project by September 2006, and was set to rece financial assistance from the JBIC on the same pattern as Phase I. Phase II was planned to completed before the Commonwealth Games, scheduled to be held in Delhi in 2010. This Pha which was estimated to cost over Rs. 75 billion, would comprise 5 lines (3 of which were to extensions of existing lines) with a total length of 53 kilometers ( Refer Exhibit VII for ). approved budget of DMRC for 2006-07 ).
The DMRC was also recruiting new people to work on not only the previously constructed li but also on the new lines that were coming up. While the number of people recruited administration jobs was low, most of the recruitments were for works, maintenance, signaling, telecommunication. As of March 2006, the employee strength of DMRC was 3,000.
It also seemed that the Delhi Metro had provided a stimulus to the GoI and the state governme to improve the public transport infrastructure in other cities in India. With the DMRC assimilat the metro technology from its international partners, it now had the capability to build and man projects in other Indian cities, cit ies, for as low as US$ 18 million per kilometer in some cases. Some the prospective beneficiaries include the Indian cities of Mumbai, Ahmedabad, Luckno Bangalore, Hyderabad, Thiruvananthapuram, and Kochi. Also, the West Bengal government h requested the DMRC to prepare a detailed project report to connect the existing metro rail Kolkata to Howrah, an industrial hub on the other side of the river Hooghly. The DMRC w expected to use construction technology similar to that used in the Euro Tunnel, although on smaller scale.
The Delhi Metro project was successful in reducing pollution levels and vehicular traffic. It help increase road safety by reducing the requirement for buses by around 2,600. Street-level traffic by as much as 50% in the areas where the Metro operated. The reduction in vehicular helped increase the average speed of Delhi Transport Corporation (DTC) buses from 10.5 km hour to 14 km per hour. Two million man-hours per day were expected to be saved due reductions in journey times. Fuel worth Rs. 5 billion per year was also expected to be sav However, as of May 2006, only 0.45 million people were using the Delhi metro, which was mu lower than expected 46.
Despite the project having been completed successfully, the GoI’s decision to adopt the bro gauge for the Metro seemed to have created problems for the DMRC. The DMRC imported rolling stock from Korea and remodeled it to suit the requirements of the broad gauge track. Ev after delivery, the rolling stock had to go to Bharat Earth Movers Limited (BEML) in Bangal for fitment before it was ready for operations in Delhi, thus delaying the deployment of rakes. “ cannot increase the frequency further than that due to the shortage of trains (rake),” 47 said Sa Kumar (Kumar), director (Rolling Stock and Electricals), DMRC. Similarly, the process indigenization of the coaches was also not yet complete.
Another challenge that the DMRC faced was the severe dearth of parking facilities at its me Master your with Scribd stations.semester Many of its parking lots were full and in some areas, the municipal authoritythat ow Read Free Foron 30this Days Sign up to vote title the land around the metro stations did not allot it sufficient space for parking facilities. To d & The New Times Useful Not useful with York this problem, the DMRC initially considered building multi-level parking facilities near Cancel anytime.
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sought to introduce more shuttle buses to and from the stations, to solve the parking probl
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The Delhi Metro Projec
Exhibit I
The first metro system in the world was the London Underground which became operational 1863. Later, metro systems were established in Paris and Berlin. In 1904, the New York Ci Subway was commissioned. Extending to 1,355 km, this went on to become the largest met system in the world. In the 20 th century, metro systems became common with new ones comin up in major cities of the world.
Some Metro Systems around the World Country
City
Name of System
Year Opened
Length (Kms
England
London
London Underground
1863
408
France
Paris
Paris Metro
1900
221.6
USA
New York
New York City Subway
1904
1355
Spain
Madrid
Madrid Metro
1919
226.7
Japan
Tokyo
Tokyo Metro
1927
183.3
Japan
Osaka
Osaka Municipal Subway
1933
113.5
Russia
Moscow
Moscow Metro
1935
278.3
Russia
St. Petersburg
St. Petersburg Metro
1955
109.5
S. Korea
Seoul
Seoul Metro
1963
287
Mexico
Mexico City
Mexico City Metro
1969
177
Hong Kong
Hong Kong
Mass Transit Railway
1979
91
India
Kolkata
Kolkata Metro
1984
16.45
Egypt
Cairo
Cairo Metro
1987
43.5
Australia
Sydney
Metro Light Rail
1997
7.2
Thailand
Bangkok
Bangkok Metro
2004
21
Source: www.wikipedia.org.
Exhibit II Studies on Delhi’s Traffic Problems
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Town and Country Planning
Read Free Foron 30this Days Organization Sign up to vote title Central UsefulResearch useful Road NotInstitute, Cancel anytime. New Delhi Ministry of Urban affairs and
Ye
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The Delhi Metro Projec
Exhibit III Outstanding Features of the Delhi Metro
The Delhi Metro was considered an advanced MRTS. It followed all the appropriate Indian an International construction codes.
Each metro train could seat 240 passengers with space for another 1,240 passengers to stand. O the required 280 coaches, 60 were manufactured offshore in Korea and the other 220 coach were to be manufactured by progressive indigenization by BEML. The coaches were 3.2 m w and made of lightweight stainless steel. The coach interiors were air-conditioned and fi resistant. Every coach was fitted with anti-collision devices conforming to internation standards.
Centralized Automatic Train Control (CATC) comprising Automatic Train Operation (ATO Automatic Train Protection (ATP), and Automatic Train Signalling (ATS) systems w installed on the Delhi Metro. The ATO was mostly used on the underground section. The AT system applied automatic brakes on trains and brought them to a dead halt when train drive went too fast or got too close to another train. This system made the Delhi Metro very safe ev when more than 256 trains traveled on any line.
Ticketing in the Delhi Metro was fully automatic. Contact-less stored value smart cards serve the purpose of tickets for metro passengers. The entire fare collection system was monitore through a central computer in the operational control center of the DMRC.
Communications equipment on the Delhi Metro consisted of a transmission system wi fiberglass cables, a train radio system enabling communication between the metro trains and t operations control center, an internal telephone system, a public-address system for th individual stations, and the power supplies for the various communications equipment.
A fully automatic computerized system i.e. SCADA system (Supervisory Control and Da Acquisition System) was used for controlling the power supply. The system could detect fau and rectify them within seconds. The power for running trains as well as for all the stations the 11 km underground section came through a feed from the New Delhi GIS s ub-station.
The station air-conditioning and ventilation system in tunnels were designed to meet t rigorous climatic conditions of Delhi (temperature is maintained around 29 oC). Its reversib ventilation fans were designed to keep passengers cool while the automatic fire doors ensure their safety. Also, all coaches were provided with emergency batteries that provided lightin and ventilation in case of power failure. There were escalators and accessible elevators at a stations, with tactile tiles to guide the visually impaired from outside the stations to the train All entrances of the metro stations were controlled through automatic flap gates through whi Read Free Foron 30this Days Sign up to vote title 45 to 60 passengers could enter per minute.
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Special offer for students: world.Only All $4.99/month. stations were fitted with CCTV cameras and surveillance systems. The trains syste
also had “in-built safeguards” against any terrorist attack. Even though X-ray machines we
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The Delhi Metro Projec
Exhibit IV Companies Involved in the Project General Consultants Group
Pacific Consultants International (PCI), Jap Railway Technical Services, and Tonic Engineering Consultants Inc. (all three belong Japan), Parson Brinkerhoff International In (USA) and RITES (India).
Rolling stock
Mitsubishi Corp. (Japan) and KOROS (renam ROTEM) (Korea) and Bharat Earth Movers Ltd.
Alternating current (AC) propulsion system, installation and control system for rolling stock
Mitsubishi Electric Corp. (Japan).
Centralized Automatic Train Control
Alstom Transport Ltd. (India), Alstom (France), Alcatel SA (Portugal), and Sumitom Corp. (Japan).
Fare collection system
Thales-e-transactions CGA, S.A.(France)
Communications equipment
Siemens Ltd. (Germany)
SCADA (Supervisory Control and Data Acquisition) System
Alcatel (France).
Maintenance activities
Cobra S.A and Eliop S.A, (both of Spain) IRCON International Ltd. (India).
4 km stretch (Vishwa Vidyalaya to Kashmere Gate)
Kumagai Gumi (Japan), Skanska (Sweden Itochu (Japan), and Hindustan Constructio Company (India).
7 kms
Dyckerhoff Widmann AG (Germany), L& (India), Samsung Corp. (Korea), Shimizu Cor (Japan), and IRCON International Ltd.
(Kashmere Gate to Central Secretariat) Compiled from various sources.
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The Delhi Metro Projec
Exhibit V Tunneling Process of a Part of Line 2 of Delhi Metro
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The Delhi Metro Projec
Exhibit VI The Delhi Metro Project by 2021 S.No.
From – To
Length
Phase I (2005)
62.16
1
Shahdara-ISBT-Trinagar-Bariwala
28.00
2
Vishwa Vidyalaya-Central Secretariat
11.00
3
Barakhamba road-Patel Nagar-Dwaraka
23.16
Phase II (2011)
53.02
4
Vishwa Vidyalaya-Jahangiri puri
6.36
5
Central Secretariat-Qutub Minar
10.87
6
Shahdara-Dilshad Garden
3.09
7
Indraprastha-Yamuna Bank-New Ashok Nagar
8.07
8
Yamuna Bank-Anand Vihar ISBT
6.16
9
Kirti Nagar-Mundka
18.47
Phase III (2016)
58.20
10
Jahagiri puri- Raja Garden- Dhaula Khan-AIIMS- Nehru Place- Okhla Industrial Area Phase I
34.60
11
Barwala-Bhawana
5.20
12
Rangpuri-IGI Airport-Shahbad Mohaamadpur-Dwarka City
8.20
13
Shahbad Mohaamadpur-Dwarka City-Kakraula Village
10.20
Phase IV (2021)
72.80
14
Jahangiri puri-Peeragarhi-Pankha Road-Sagarpur
24.20
15
Narela-Bhawana-Gheora-Najafgarh
33.00
16
Mehrauli-Gurgaon
11.60
17
Dilshad Garden-Nand Nagiri
4.00
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The Delhi Metro Projec
Exhibit VII Approved Budget 2006-2007 Particulars (Figures in billions of Rupees)
Phase I
Phase II
Total
JBIC funded payments
5.45
3.11
8.56
Non-JBIC payments
3.58
9.26
12.84
Total Project Expenses
9.03
12.37
21.41
PD Works
0.82
0
0.82
Deposit Works
0.79
0.72
1.51
Receipt from Operations
2.29
0
2.29
O&M Expenses
1.86
0
1.86
Receipts
0.80
0
0
Expenditure
0.40
0
0
Interest Payment of JBIC loan
1.77
0
1.77
Repayment of JBIC Loan
0.14
0
0.14
Business Area-Project
Business Area- O&M
Business Area-Consultancy
JBIC Payments
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Exhibit VIII Operational Aspects of the Delhi Metro Project Phase I
A study of the operational aspects of different metro networks of the world gave the DMR inputs to run the Delhi metro. Within the short period that it had been functioning, the Del Metro set new operational efficiency standards. It became one of the few railway systems in th world to record a punctuality level of over 99 per cent in train operations. The trains operated intervals of three to five minutes between 6 am and 10 pm.
In 2003, the DMRC signed an agreement with the Delhi Transport Corporation (DTC), Delhi bus operator, for the introduction of about 200 shuttle buses to move people to and from railwa stations.
In the early days of the Delhi Metro, there was a near stampede to get onto the trains. Peop jostled with each other, refused to stand in queue, did not return the tokens, tore up the sea spat inside the coaches and even pulled the emergency chains without reason. The DMR educated passengers on appropriate behavior in trains as well as imposed penalties to recti their behavior. It also conducted programs to teach passengers how to enter and exit the coach properly.
The DMRC laid a lot of emphasis on commercial property development in the metro statio complexes to earn higher non-operating revenues. As of 2006, almost 20% of the annu revenues of the DMRC came from these sources. Moreover, the DMRC had a system rationalize its fare structure so that the Delhi Metro earned more per passenger without affectin passenger numbers. The maximum expenditure, about 23%, was incurred on salary, wages, an other employee costs. 2004-05 (Rs. in million)
Particulars
2003-04 (Rs. in million)
Revenue (income from operations, consultancy and rentals from properties)
720
–
Expenditure (before depreciation and interest on loans)
520
–
Loss after adding depreciation, interest and other costs
760
320
Compiled from various sources.
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The Delhi Metro Projec
Additional Readings & References: References: 1. Chandan Mitra, Delhi is finally a Metro, www.dailypioneer.com, July 10, 2006. 2. Manojit Saha, Metro Rail will www.projectsmonitor.com, July 06, 2006.
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3. Rajat Guha, Govt to give metros a free www.economictimes.indiatimes.com, June 23, 2006.
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4. Gaurav Vivek Bhatnagar, Crowded days ahead for Delhi Metro , www.thehindu.com, J 18, 2006.
5. Sudipta Sengupta, Delhi metro reports losses for 2nd year in a row, www.merinews.c May 26, 2006. 6. Vandana Gombar, Is the Delhi Metro a costly mistake? www.rediff.com, April 03, 2006. 7. Mission 2020: Delhi Metro must cover 400 km , www.thehindubusinessline.com, March 2006. 8. Archana Masih, Politicians know I cannot be maneuvered , www.rediff.com, March 2006. 9. Delhi Metro chief Sreedharan in US top 25 newsmakers list , www.ibef.org, January 2006.
10. Mukta Magazine, How KLG Systel is keeping track of Delhi Metro Corporati www.klgsystel.com, 2006.
11. Shekhar Gupta, For the Record: Talking with E. Sreedharan , www.indianexpress.c November 18, 2003.
12. DMRC all set to complete first section of Phase III, www.thehindu.com October 06, 2005 13. Urban transit: The challenges , www.deccanherald.com, June 21, 2005. 14. Amelia Gentleman, Delhi delighted with its new metro , www.iht.com, March 12, 2005. 15. Ramesh Ramachandran, On the fast track , www.tribuneindia.com, January 02, 2005. 16. Delhi Metro rail...2,500 less buses on roads! www.indiainfoline.com, January 03, 2003.
17. R. C. Acharya, All set for Delhi Metro flag-off , www. thehindubusinessline.com, Decem 23, 2002. 18. Delhi Metro a symbol of Indo-Japanese Master your semester with Scribd December 25, 2002. 19. Ajita & The New YorkShashidhar, Times Delhi Metro to raise www.blonnet.com, Special offer for students: Only $4.99/month.November 04, 2002. 20. www.delhimetrorail.com.
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