Group 7_Mumhdsakjbai Monorail_Project Management Report

Term IV- Project Management

Analysis of Mumbai Monorail from Project Management Perspective

Group- 07 Kumar Prashant PGP/17/023 PGP/17/023 Manish Pareta

PGP/17/024 PGP/17/024

Viswa Teja

PGP/17/061 PGP/17/061

Abinash Kumar PGP/17/190 PGP/17/190 Yogesh Parate

PGP/17/125 PGP/17/125

[ANALYSIS OF MUMBAI MONORAIL FROM PROJECT MANAGEMENT PERSPECTIVE] PERSPECTIVE]

Term IV: Project Management

ACKNOWLEDGMENT

We would like to express our sincere gratitude to Professor “Rupesh Kumar Pati” for presenting us this opportunity opportunit y to work on this project on “Analysis of Mumbai Monorail from Project Management Perspective”. The knowledge gained from this study has been immense and there was significant application of the classroom teachings undergone. We thank him for the continuous support and guidance provided during the course of this project. We would also like to thank the teaching assistant of this course for her support and assistance for due completion of the project in time.

Group 7 Project Management - Mumbai Monorail

Page 1

[ANALYSIS OF MUMBAI MONORAIL FROM PROJECT MANAGEMENT PERSPECTIVE]


TABLE OF CONTENTS

ABSTRACT................................................................................................................................................ 3 INTRODUCTION....................................................................................................................................... 3 MUMBAI MONORAIL PROJECT FEATURES: ............................................................................................. 5 PROJECT SCOPE DEFINITION: .................................................................................................................. 6 PROJECT PLANNING: ............................................................................................................................... 6 WORK BREAKDOWN STRUCTURE: .......................................................................................................... 8 MUMBAI MONORAIL PROJECT IMPLEMENTATION: ............................................................................... 8 STAKEHOLDERS ....................................................................................................................................... 9 RISK ASSOCIATED WITH MUMBAI MONORAIL: .................................................................................... 15 RISK IMPACT ANALYSIS: ........................................................................................................................ 15 WHY MUMBAI MONORAIL STANDS TO FAIL: ....................................................................................... 16 RECOMMENDATIONS ........................................................................................................................... 19 REFERENCES .......................................................................................................................................... 20


Page 2



ABSTRACT

This project is aimed to study the project management perspective of Mumbai Monorail. In this we have analysed the project lifecycle, Stakeholders, Identified the risk, there causes and impact and what could be the mitigation. We also analysed the current scenario from success and failure perspective.

INTRODUCTION

Background:

Considering the increase in population, increased travel demand and narrow road networks running through congested structures, there was a need for a system, which can be a substitute for the existing bus system and reduce the traffic and time. The objective was to support the existing suburban and Urban rail system and metro rail system and was planned to construct where public rapid transit system is not available or where widening of roads is not possible due to structures on either sides. Mono Rail system is to be implemented by MMRDA/GOM. The Mumbai Monorail project is a pioneer project and one of its kinds for the first time in India. There are many innovative advances in engineering, construction and management, not only by Indian Standards but at an International level as well. Mumbai Monorail is also the second longest system in the world, the first being in Osaka in Japan. Although the Mumbai monorail is the first monorail project in India, there were many other monorail projects, which were undertaken. This makes the construction of the monorail project in Mumbai much simpler because there already examples which were successful. Mumbai being a city, which is densely populated, the monorail project has been a boon to the commuters. India’s

largest engineering and construction conglomerate, L&T with Malaysian based Scomi Engineering, construct the Mumbai Monorail Project. L&T has used the AutoCAD civil 3D software for optimized productivity, time and resources.


Page 3



Unlike conventional rail systems, the monorail operates on a single beam on an elevated corridor. It is considered to be the world’s urban transport systems. There are a lot of changes

to be faced in the case of the Mumbai Monorail. This seemed to be an important project both from L&T’s and the Maharashtra’s government’s point of view. This is the country’s first

monorail and has secured Rs.2460 crore rupees. This is not like the conventional rail system where the train runs on two rails, but travels on an elevated corridor. L&T was to design, construct, and install, test and commission the monorail project. But apart from the engineering aspects, there are many other aspects, which are to be considered for this project. Mumbai is a city with a high population density and the planning is to be done in such a way that the present living condition of the citizens should not be altered. There would be challenges from the local people and other stakeholders. The land acquisition in Mumbai is a very big problem. Apart from this, the natural resources should be spoiled or the other amenities electricity should not be affected. This would make the life of MMRDA very difficult and there are lots of constraints for the project to be completed within time. As time to complete would increase drastically, the cost would also increase manifold and hence the real question is whether this is a feasible project to be taken up. If it is a feasible option then the real question is to how to manage the risk involved with all these and come up with a successful project. This is a test for the company L&T as well because this is the first monorail in India. But there is still an advantage to L&T because there have many monorails being constructed across the world and hence the design and planning would be an easier task. But the real project is to anticipate the risk and take necessary measures. It has to give a detailed plan and what is going to be done and how to eliminate risks if they happen. It has to work in tandem with the MMRDA and hence come up with a world-class monorail. So the real problem would be; the people of Mumbai. There would be lots of protests when the Government is acquiring land, the local unions would protest and there would be other aspects, which have to be anticipated. So the quality of the project greatly depends on the factors of proper management, risk assessment and handing those risks effectively and efficiently. So there should be a well-planned schedule and hence better of utilization of time when there are protests and hence make sure the bottlenecks are resolved faster and it would be help in the smooth implementation of the project and hence become a successful one. Salient features of Monorail system: Group 7 Project Management - Mumbai Monorail

Page 4





In Monorail System monorail runs on a narrow Guide way Beam, there wheels are gripped laterally on either side of the beam.



It is a Light Weight System and its cost of execution is less compared to heavy rail systems and it takes approximately 1.5 to 2 years for execution.



Every train with four coaches has the capacity to carry about 560 people. Whereas in the suburban train network where each train has a capacity to carry 1,500 people but eventually it carries 8,500 People.



As compared to other systems Monorail produces less noise and is eco-friendly and hence easily acceptable in dense residential locale.



Monorail System is in use in Tokyo (Japan) from 1963 and in china for last 3 years.



Monorail System is Safe and reliable system.

MUMBAI MONORAIL PROJECT FEATURES:  Phase I (Wadala-Chembur) - 8.93 km  Phase II (Sant Gadge Maharaj Chowk-Wadala) - 11.20 km  Project cost excluding taxes - Rs. 2460 crore  Date of Commencement - 14th November, 2008  Design Headway - 3 minutes  Train Composition - 4 cars  Passengers Capacity - 562 Max Passengers  Design Speed - 80 kmph  Scheduled Speed - 31 kmph  Operation Hours - 05.00 Hrs to 24.00 Hrs


Page 5



 Phase I - 22 minutes  Phase II - 32 minutes  No. of stations - 17 Stations

PROJECT SCOPE DEFINITION: The Mumbai monorail was undertaken and the scope is to design and construct Monorail system from Gadge Maharaj Chowk to Wadala(Approx.10.64km) and Wadala to Chembur via Mahul. There are different phases involved in this case: •

Phase1: 8.9km of viaduct + 6side platform stations+ Central platform station

•

Phase 2: 10.64km of viaduct + 8side platform stations + 2 platform stations

Apart from these two important phases, MMRDA has to be handling the construction of depot building and depot guide way. This extensively planned monorail project is going to the serve the areas which were not served by the local trains and hence this is planned so that the traffic would be reduced by a great deal.

PROJECT PLANNING:

Project planning is the most important phase of any project. This becomes more essential in this case because; a small problem in the project will eventually cause a great loss.


Page 6


Constructi on of the Constructi pillars on of Excavati Foundatio n on


Putting the rail

PreConstr uction Activiti es

Preconstruction activities involve a phase where the budget and the time frame would all be analysed. In this phase, the construction areas have to be decided and hence see if these areas have any important amenities and hence plan if something important has to be done. Excavation would be the most difficult part. There would be a lot of opposition and hence this is the time there might be some delay in the project as well. This has to be handled well and hence use this time effectively. After this, construction would be followed. This is a phase where the project could be speeded up.


Page 7



WORK BREAKDOWN STRUCTURE:

•

Finalize the location of foundations as per alignment

•

Applying for permission to execute the works from Traffic Police, BMC and other nodal bodies

•

To obtain permission and cut trees falling in the alignment

•

Removal of utilities, diversion of utilities and overhead cables

•

Finalization of alignment based on the proposed road

•

Trenching and mapping of utilities as per the foundation locations

•

Based on the utility mapping, propose for Pile foundations and design for the same

•

Create an encumbrance free for taking up the operations

•

Commence with the casting of guideway beams

•

Erection of guideway beams

•

Stitching of guideway beams

MUMBAI MONORAIL PROJECT IMPLEMENTATION: The total length of Mumbai Monorail is 20.13 kms which was implemented in 2 phases: 1.

Phase 1: Wadala-Chembur (8.93 kms) : completed in Feb.’14

2.

Phase2: SGMC-Wadala (11.2 kms) :Estimated completion- March’15

The foundation stone of the Monorail was laid on 09th February’ 2009. The original deadline for the both phases of the product was April’2011. The project was delayed several times due

to various issues related to land, removal of encroachments, and delays in getting permissions and missed several deadlines. Group 7 Project Management - Mumbai Monorail

Page 8



•

Project start: Feb’09 and Initial Deadline - April’11

•

Phase 1: Extended deadlines- Dec’10, May’11, Nov’11,May’12, Dec’12,June’13,Dec’13

•

Phase 2: Extended deadlines- May’11,Dec’11, May’12,Dec’12, Dec’13,June’14, March’15

There was 3 years delay in the project and the main reason for it was change in the route alignment and the project cost kept on increasing. The first test run was conducted for 108 meters on 26 January’2010. After that a 1 km test run was suc cessfully completed on 18 th

February 2012. The end to end test run was conducted by MMRDA in Nov.’12. After the completion of the civil work related to alignment, the focus shifted to completing the stations and work on signalling and telecommunications. Wrong Design- There were some incorrect design submission for phase 2 as some already

existing railway line was not taken into consideration Extension- Phase 2 has already an expansion plan upto Jacob circle

The main reason for delay was change in the route due to encroachment removal, delayed permissions from Civic and Railway authorities Reliance had raised possible quality issues during bidding phase, due to stiff 24 months deadline, which proved true as the monorail is facing quality issues Hitachi had said that the worldwide monorail projects take atleast 36 months

STAKEHOLDERS

Identifying the stake holders


Page 9



MMRDA

Mumbai’s

Larsen &

Traffic

Toubro

Stake

Maharashtra Govt.

Environment & Land

Holders

Management/

Local residents

Employees Suppliers/ Vendors

The stakeholders here can be further categorized into two categories: A) Internal Stakeholders: It basically includes the stakeholders who all are first concern of the organization and are directly linked or are benefited or harmed. They are into decision making bodies of the organization or might directly affect the decisions. Here the internal stakeholders are: a) Management/Employees b) Govt. Of Maharashtra c) MMRDA

B) External Stakeholders:


Page 10



They are external to the organization and affect or get affected from outside. They are not the first concern of the organization but they are equally important for any decision-making. It’s just that they are hierarchical latter to internal. Moreover they are not directly involved in the decision-making body and are external or outside consideration. In many cases they might of extreme importance however in some cases they might not hold that strategic position. Here the external stakeholders are: a) Suppliers/vendors b) Local residents c) Mumbai’s traffic d) Environment & Land e) Larsen & Toubro Apart from all these there could be various other stakeholders but the above mentioned are major affected here and others are somewhat related to them only or belong to their categories. Thus we will limit our stakeholder analysis to the above-mentioned entities only. Now the discussion will be on the impacts of the various stakeholders and how does it affect the whole project and how importance does each of them hold.

Analysis of Stakeholders Impacts and Effects of Stakeholders

1.) Management/ Employees:

A well-coordinated and tightly managed employees and the lower management will always have a better productivity and efficiency. Moreover if the management is clear about the scope and objective of the project then the success of the project has higher probability. The three aspects on which we generally measure the success is trio of cost, time and scope of the project. Thus a tight and crisp management will have control over time and cost, if there are no extreme situations like natural calamities or


Page 11



economic depression altogether. These type of projects also present lots of challenges for the employees and management to deal with. This in long run make them better versed with different difficult scenarios. Thus in this way it will further enhance the capabilities and effectiveness of these employees. At personal level the employee have lot to learn and implement in future. The organization get more experience employees and management better prepared to handle these type of situation before hand. Moreover it will also create more job opportunities and so helping reducing grave economic problems like unemployment and economic disparities on income.

2.) Government of Maharashtra

The projects like these will act as a huge source for revenue generation over a considerably longer period of time. Moreover it will present better infrastructure facilities for public, investors and prospect investors. It will signal as a state with more emphasis on development and more inclined towards citizen services. The revenue generated will be also impact the tax payers in a positive manner and more job opportunities with more impact on overall economic situation will ultimately add impetus to the overall GDP of the country.

3.) Local residents

It will improve the services offered to the local residents in many ways. It will primarily solve their transportation problems with regards to the places which weren’t

earlier covered by local trains and buses as will cover alternate routes and which are more congested and are narrower. The city of Mumbai is overflowing with such routes and the only solution for them is currently auto rickshaws which are not sufficient to cater to the over growing demands. Moreover it will be much safer for them as compared other modes of transportation and would take less travel time owing to its exclusivity of the route. Thus it will definitely reduce the local transportation woes of the local residents and will address to their travel time constraints. The confidence on public transportation will increase and further expectations on more facilities regarding other areas and services also.


Page 12


4.)


Mumbai’s Traffic

Ever yone is aware of the current traffic scenario of Mumbai and it’s not wrong to say that it’s getting worse every other day. The current public transportation facilities

available has not been able to cope up with sudden burst of population in the city in the last couple of decades. Though there has been improvement in public transportation but has not complemented the increase of the population. Thus it will definitely address the worsening condition of traffic in the city. It will reduce considerable travel time especially in the peak office hours, which is the primary concern of the office goers. The ease of traffic will definitely improve the road and transportation conditions of the city. It will also be an important factor in controlling air and noise pollution as dependence on public transportation will increase. It will also provide better connectivity for more number of routes and facilitate easy and better transportation for every strata of the people at very affordable prices. The improvement in the traffic will make it easier to manage and save people from the harassment and inconvenience faced at the peak office hours. Thus it will definitely have a positive impact on the overall traffic scenario of Mumbai and in future will lead to further improvement of the same.

5.) Environment & Land

The monorail is much more environment friendly as compared to other currently available transportation modes. It is battery operated and the consumption of fuel per unit person is comparatively low. The pollution will also be reduced, as it is primarily battery operated. Moreover the land acquisition is considerably lesser than metro or other such transportation modes. Thus considerable reduction in the land required also adds benefit to this mode. However many places it either requires elevated platforms or underground tunnels and thus been a cause of discomfort for it. The primary reason for such things being proper details weren’t either available or not looked into detail

which required lots of drawing changes at latter stages and thus increasing the timeline and cost of the whole project. These things basically fall into purview of the Group 7 Project Management - Mumbai Monorail

Page 13



management and imply their failure at the planning stage. However if carried properly then it might not be of much discomfort and value to the environment and require less land comparatively.

6.) Larsen & Toubro

L&T is one of India’s premier construction and EPC contractor and has showed its

prowess in this field as it has been associated with a large number of difficult and different projects across the country and also in many others parts of the world. However this project was still a challenge for it to work upon and had posed lots of difficulties and required innovation for the pertaining area and to some specific problems. Though this kind of projects have been implemented in other parts of the world, however for L&T it was a new challenge. This project in particular added new dimension to its capabilities and it challenged their capabilities and process right from the design stage till the completion stage. These problems and the quest for their solutions enhanced its capabilities and raised its level of work in both design and construction. Thus L&T learned a lot along with employees and thus enriching them in every possible manner. Moreover this being a government project, it will make it more favorite and add more credentials to its stature and trust, making a more suitable candidate in the future for similar projects or for that matter even to challenging projects. 7.) Vendors/ Suppliers

The number of vendors involved in this project was huge and thus involved lots of small and big players at each and every stage of the project. This helped in bringing in small vendors which were being engulfed by big suppliers even though they had better products or services. Thus it gave equal opportunities to such suppliers. Moreover bigger players also got a good chunk of the project and were content to quite a large extension. This also helped in better management of the suppliers and reducing dependence of the few bigger suppliers. It also increased their capabilities as some customized and specific products or tools were demanded. Proper supply chain


Page 14



management of a large number of products was also one of the key learning of this project.

RISK ASSOCIATED WITH MUMBAI MONORAIL:

Program Level Risk:

1. Any delay in the phase 1 can impact the phase 2 line. 2. The Stakeholders such as Mumbai urban Development, Indian Railways, Scomic engineering, Larsen and Toubro and Local People can impact the Phase 2 line. 3. Parallel start of Work can mitigate the risk, but in this case the cost and resource used will be more.

Project Level Risk:

1. Delay in Land acquisition and approval from different Departments such as electricity, railway and others have impacted in achieving the milestone 2. Improper Route Analysis caused the rework and leads to more cost. 3. Proper co-ordination, speedy approval and appropriate initial study can mitigate the risk.

Sub-Project level Risk:

1. The above issue can lead to fast track operation of the project and partial finished work delivery, such as monorail station are not completely finished yet 2. The Trial run and testing is not completed, which is impacting some of the security aspect such as door automatically get opened in between station.

RISK IMPACT ANALYSIS: The different type of risk Identified is as below: Group 7 Project Management - Mumbai Monorail

Page 15





Delay processing by the different stakeholders



Improper mindset of the people working in the government organization



Safety measure and customer satisfaction of the passengers



Alteration in the alignment of path of the monorail from the initial Planned

The cause, Impact and mitigation of the above mentioned risk is as below:

WHY MUMBAI MONORAIL STANDS TO FAIL: 8.93 km long Mumbai Monorail track (Wadala and Chembur) formally inaugurated by Maharashtra Chief Minister Prithviraj Chavan on 1 February 2014 at the Wadala Depot monorail station. Initially monorail ran from 7 a.m. to 3 p.m., which extended 8 p.m. and Group 7 Project Management - Mumbai Monorail

Page 16



currently it ran from 6 a.m. to 10 p.m. After 6 months from the inauguration the line is attracting only 14,000-15,000 passengers daily, which is well short of their projected number of 17,000-18,000. But it is very difficult to evaluate success or failure of any project in very short span of time. Same in the case of Mumbai Monorail we cannot say Mumbai Monorail totally failed, but here we are trying to analyze the factors which may be causes in future to fail Mumbai Monorail project.

Future Demand

Cost

Route

Problems

Ticket Fare

Time

Project Selection

Route: Monorail basically targeted to middle class and the upper middle class passengers, those who are using their personal vehicle-mostly four-wheeler for the daily transportation. Between Group 7 Project Management - Mumbai Monorail

Page 17



Wadala and Chembur route there are lots of factories and remote area located as compare to shopping malls and corporate offices and companies. So mostly passengers of the monorail are blue color workers and labors rather than white color employees of the companies. And these labors cannot afford costly tickets as well as they generally hesitate to use complex monorail transportation system. Route

of

the

monorail is in J shape so that distance between the two stations Wadala and Chembur is 8.9 km and via roadways only 5.2 km. So those who are travelling by car

and

other

personal

vehicle can easily reach via road in less time and with more comfort.

Another

problem with the route is that

there

is

no

connectivity of suburban railway

from

monorail

station, again passenger have to take either bus, auto or taxi to use metro or local train. Because of its lack of flexibility – the rails are immovable – it will necessarily require another form of public transport system for passengers to complete their journey from the monorail to their homes.

Ticket Fare: The problem with attracting travelers is also a matter of the monorail's utility and cost of a ticket. The Mumbai monorail fare between Wadala Road to Chembur stations is 5-20 rupees per person, or $0.2 USD, which is little bit costly for the labor class passengers as compare to for the same distance on Mumbai Suburban Railway. But it is very cheap in comparison to other countries where monorail is running successfully but in those countries per capita income is high and passenger can afford luxury journey but in India scenarios are different. Group 7 Project Management - Mumbai Monorail

Page 18



Cost: The cost of the monorail service was estimated in 2010 to be 2.0 billion (roughly 850 million (US$14 million) per km). Approximately 135 kilometers (84 million) of line is planned to be built in phases between 2011 and 2031. Due to several issues like stakeholder, land, raw material dead line of the project extended so many times On the face of it, the monorail seems an unnecessarily extravagant expense. The first phase cost Rs1100 crore which was four times greater than expected cost. And result of that for government it’s very

difficult to recover those cost with another problems-high ticket fare and less passenger.

Time: The Maharashtra Chief Minister Ashok Chavan laid the foundation stone at Chembur on 9 February 2009 and it is expected to complete around in 2 years at April 2011. The project was delayed by several reasons, removal of encroachments, involving land, delays in getting permissions from the civic body and railways and missed several deadlines for completion. The following months had all been announced as deadlines for the first phase - December 2010, May 2011, November 2011, May 2012, December 2012, June 2013, August 2013, 15 September 2013, October 2013 and December 2013 and finally first monorail of India started 2nd Feb of 2014.

RECOMMENDATIONS Monorail is suitable for city having less population and less density. The capacity to cost ratio is less compared to Metro Rail. Monorail cost 150 crore per km and Metro rail cost around 250 crore per km whereas Special Bus corridor costs 25 crore per Km. For the same km construction cost is almost 6 times more than Special Bus Corridor and Passenger carrying capacity is 5-6 times higher than Monorail. From the above we can conclude the ‘Project selection’ was wrong. So we suggest planning the Monorail as the ‘Feeder service’ to city from the Metro Rail.


Page 19



REFERENCES



 

  

http://www.dnaindia.com/mumbai/report-wrong-design-sends-mumbai-monorail phase-ii-work-off-the-track-1995770 https://mmrda.maharashtra.gov.in/mumbai-monorail-project http://scroll.in/article/655243/Why-Mumbai's-new-monorail-seems-to-be-built-forreal-estate-developers-rather-than-commuters/ http://mumbaiboss.com/2014/02/10/is-the-mumbai-monorail-an-expensive-folly/ http://202.54.119.40/monorail.htm http://blogs.wsj.com/indiarealtime/2014/01/31/indias-first-monorail-opens-inmumbai/


Page 20

Group 7_Mumhdsakjbai Monorail_Project Management Report

Recommend Documents