Presented By:Rajat MaheshwariShimish ParikhShivam GuptaUrja ShahSonalika JaiswalRavi Mohite

INTRODUCTION

• 1990 - First step taken• 1995 - Government of India (GOI) & Government of the National Capital

Territory of Delhi (GNCTD) formed the (DMRC) under companies act to construct Delhi Metro

• Soft loan provided by Japanese govt. through Japanese Bank International Corporation (JBIC)

• 1997 - Appointed E. Sreedharan.• Stakeholders like general public , government bodies • Punctuality, honesty, strict adherence to deadlines• October 1998 - Phase 1 started• 2006 - Phase 1 nearing completion• September 2006 - Phase 2 started • 2011 - Phase 2 completed

MISSION

• To cover the whole of Delhi with metro network by 2021• Match World class standards in safety, liability, punctuality, comfort and

customer satisfaction• To operate on sound commercial lines obviating the need for Government

support

BACKGROUND

• Population of city more than 1 million• 1990 - Delhi had more registered vehicles than Mumbai, Kolkata, Chennai

put together• Most polluted city in the world• 35 more studies for Delhi transport problems

THE DELHI METRO PROJECT

• The GOI & the GNCTD set up 50:50 joint venture company called (DMRC)• Phase 1 was approved by GOI in September 1996• Purpose- To connect Delhi’s business, education and shopping centres• Second project in country after Kolkata metro (1984)• Duration for Phase 1 completion was around 10 years (by 2005 end)• Total land requirement - 340 hectares

• 58% Govt.• 39% private agricultural land • 3% private urban land

• Consists of 3 lines with a total length of 56 km• 50 stations (of which 10 are underground)• Total Cost estimation – 89.27 Billion INR

PROJECT TEAM

• Mr. E. Shreedharan – a technocrat retired from Indian Railways in 1990• Appointed as the Project manager and MD in November 1997• 70% of the senior staff hired on deputation from Indian Railways• DMRC opted lean structure• Experts required from :

Civil Engineering Electrical Engineering Communications Engineering

• 2 major Departments :Project Organization Operations & Maintenance

CONTINUED..

• Most of the staff were between 18 to 30 years • Training was at Hong Kong’s Mass Transit Railway Corporation (MTRC)• Skill shortage in the beginning as everyone was new to metro projects • Team of hard-working, dedicated & professionally competent people• Effective contract-awarding and procurement processes

OUTSTANDING FEATURES OF DELHI METRO

• An advanced MRTS• Could seat 240 passengers with space for 1,240 to stand• 60 of 280 required coaches were manufactured in Korea• Made of light weight stainless steel• Coach AC-ed & fire resistant• Fitted with anti-collision devices• Conformed to International standards• Centralized Automatic Train Control• Safe even when 256 trains on any line • Fully automatic ticketing• Contact-less stored value smart cards• Fare collection through central operational control center

Continued:• Fibreglass transmission system• Public-address system• Fully automated computerized system• Air-conditioning and ventilation system• Elevators and escalators at all stations• CCTV cameras & surveillance systems• In-built safeguards against terrorist attack• Own police force – Metro Police• Seismic sensors

PLANNING THE PROJECT

• Effective systems to ensure smooth operations : Funding

- settled before commenced Political interference

- Autonomy on all matters by GoI Accountability

- Submission of DPR for work assigned & completed each dayUnusual in

- Reasons for deviations and rectifications Public sector

- Review progress, set new targets and review targets projects Property Disputes

- Delhi Metro Railway (Operation & Maintenence) Act, 2002 by GoI- Bar on stay orders from lower courts

Cost Control

- Total Expenditure split into manpower, energy, material (incl. maintenance)

• Fixed Deadline - December 2005

PLANNING THE PROJECT

• 45 persons / km of track (1/3rd of Kolkata’s)• Primavera Project Planner 3.0 used

Track project activities and quantum of work at diff. levels Re shcedule activities

• Quality assurance team for safety• Best technology- localized and re-engineered

PROJECT IMPLEMENTATION

•

LINE 1 (8 km.)SAHADARA TO RITHALA

• Involved utility diversions, barricading, actual civil construction• Fencing with 10 ft high concrete slabs with barbed circular wires • River Yamuna (highest traffic) constructed First by “incremental launching”• Minimum traffic disturbance• Smoother journey for commuters• Became operational in April 2004

LINE 2 (11 km.)VISHWA VIDYALYA TO CENTRAL SECRETARIAT

• Underground tunneling by fully automated high performance machines• Used

• Rock Tunneling Machines (TBM)• Earth Pressure Balance method• Cut and cover method• New Austrian Tunnel method (NATM)

• Condition survey and strengthening foundation of each building in vicinity• Completed 8 months ahead of schedule by September 2004• Became operational in December 2005

LINE 3 (9 KM.)BARAKHAMBA TO DWARKA + EXTENSION

• 9 stations• Used U-shaped girders in constructing most of the elevated sections• Cement replaced with steel• Cost cutting • Became operational in December 31st, 2005• Extension to Dwarka sub-city became operational in April 2006

EVALUATION AND OUTLOOK OF DELHI METRO

• Recruiting new people on previous and new lines• Provided impetus to GoI and State Govts. to improve public transport infrastucture• Benefits

Reduced pollutionReduced Vehicular trafficIncreased road safetyReduction buses by 2600Decreased street-level trafficIncreased average speed DTC buses (10.5 to 14 km./hour)Saved 2 million man hours/dayRs. 5 billion Fuel / year to be saved

• Introduction of 200 shuttle buses• Earned 1.5 Billion in FY 2005-06 visa-vis 720 Million of FY 2004-05• Loan repayment to Japan• Earnings from consultancy services in India and overseas for setting up of metro systems

OPERATIONAL ASPECT OF THE DELHI METRO PHASE 1

• Set new operational efficiency standards• Recorded punctuality level of 99% in train operations• Operated at interval 3-5 mints. between 6 am to 10 pm• DMRC Agreement with DTC to introduce 200 shuttle buses to move people to and

from railway stations• Passenger tutorials to exit-entry coaches• Commercial property development in metro station complex• Earn high non-operating expenses• Rationalised fare structure - earned more per-passenger fare without affecting

passenger numbers

Critical Success Factors• ‘We mean business’ attitudes.

• Efficiency, courtesy & integrity in corporate culture.

• Corruption free Contract Awarding System & Procurement Process.

• Autonomy in decision making.

• Advance planning in utility diversion, minimizing public inconvenience.

Lessons from the Case• Organization Structure

Each one personally interviewed

Employees in age group of 18-30

• Review And Supervision DPR

Every Monday Meeting

• Cost Control Measures

Manpower, Energy, Material

• Primavera project planner Special Software

• Quality Assurance Latest Technology used