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Presented By:

Rajat Maheshwari
Shimish Parikh
Shivam Gupta
Urja Shah
Sonalika Jaiswal
Ravi 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 Delhis 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 Kongs 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 day Unusual 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 Kolkatas)
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 pollution
Reduced Vehicular traffic
Increased road safety
Reduction buses by 2600
Decreased street-level traffic
Increased average speed DTC buses (10.5 to 14 km./hour)
Saved 2 million man hours/day
Rs. 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