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Just a Metro or a Nations Pride

Executive Summary

The over burden of traffic in Delhi has forced the govt. to think of
alternative plan for mass rapid transit system.

Providing a MRT system with world class facility and highly

technically advanced MRT such as Delhi Metro is a magnificent
example of a successful project that India has executed.

There were many challenges faced by the team to deliver the project
on time ,within the budget and maintain the quality standard.

The project management tools & methodology has been

implemented in the Delhi Metro project in accordance to compliance
with the project.

The execution of the project with the team working with dedication3 &

Quotes

Everyone who has travelled by the Delhi Metro wants one in his/her
city. Today, there is a national resurgence in public interest in urban
public transport.
(Dr. Manmohan Singh,PM India ,2006)

The successful implementation of the Delhi Metro project would not

have been possible without the timely availability of funds and the
necessary political support. An equally important role has been played
by the DMRCS corporate culture which emphasizes that targets are
most sacrosanct & our dignity is in performing our duty well.
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(E.Sreedharan,MD.DMRC,2005)

Introduction
Delhi

Metro was meant to solve Delhis traffic problems, which

had become unmanageable.

The

first step to build the metro system in the city was taken in
early 1990s.

In

1995 the Govt. of India(GOI) & the Govt. of the National

Capital Territory of Delhi(GNCTD) formed the Delhi Metro Rail
Corporation Ltd.(DMRC) to construct the Delhi Metro.

It
E.

was considered as a social sector project .

Sreedharan was appointed the Managing Director(MD)of DMRC

the project Manager for phase 1 in November 1997.
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Work on Line 1 of Phase 1 started in October 1998.

Background Note
Metro

system were generally considered as a transport option where the population of

the city has crossed 1 million mark.

By

the early 1990s Delhi had more registered vehicles than Mumbai ,Kolkata &
Chennai put together.

The

automobiles in Delhi contributed more than 2/3 rd of the atmospheric pollution in

Delhi.(ICMR,2006)

There

was an urgent need to improve both the quality and availability of mass
transport services in Delhi.

All

the traffic study of Delhi carried out by various entities such as Central Road
Research Institute (CRRI) and 35 more studies recommended Mass rapid transit
system(MRTS) to solve Delhis problems.

Background Note Contd.

The study to develop MRTS for Delhi was undertaken by Rail India Technical &
Economical services Ltd. (RITES) in 1989 and was completed in 1991.

RITES established in 1974,is the consultancy wing of the Indian Railways. It

largely operates in the fields of transport, infrastructure & related technologies.

RITES in 1995 submitted a Detailed Project Report(DPR) & recommended the

component transit system comprising rail corridors(surface/elevated),metro
corridors(underground).

RITES further recommended sequential construction of the total network

because of the high costs associated with the project.

The complete network was to have 16 lines sections with higher projected
passenger traffic densities to be constructed first.

Delhi Traffic Problems-Study

Delhi Metro Project

In order to implement the Delhi Metro Project ,the GOI & GNCTD
set up a 50:50 joint venture company called Delhi Metro Rail
Corporation Ltd.(DMRC) in 1995.
The company had to complete the phase 1 of the project within
10 years by 2005.
The proposal for phase 1 of the Delhi Metro Project was approved
by the GOI in September 1996.
Phase 1 was to connect Delhis business education & shopping
districts.
It was to cover 340 hectares of land (of which 58% was govt. land
,39% private agricultural land & 3 % private urban land).
It involved the construction of 3 lines with total length of 56 km, 9
50 stations (10 underground) & 3 maintenance depots.

Phase 1 Delhi Metro Project

Source:
http://img.to
pyaps.com/wpcontent/uploa
ds/2015/04/De
lhi-metro-pha
se-1.jpg

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Phase 1 of the Delhi

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Delhi Metro Project Life Cycle

Source: http
://2.bp.blogspot.com/_
aQ4341ekTfQ/SoF4uRJR8wI/AAA
AAAAAAD4/r3exqPASZDQ/s1600h/project-lifecycle-v2.jpg

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Project Initiation

The

Project Manager appointed was Mr. E.Sreedharan.

He

was also the Managing Director for DMRC appointed in

November 1997.

HE

was in the Indian railways till 19990.

He

had earned reputation for completing major projects on

time & within the budget.

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Funding the Project

The total cost of the first phase of the project was estimated to be Rs. 60 billion
at April 1996.

Later in 2002 the cost rose by 10 % per year

revised to be Rs. 89.27 billion.

It was a social sector project expected to benefit the regional economy in more
than one ways.

The financial plan for phase 1 was approved by GNCTD & GOI in 1996 of which
28% was to be financed by equity.

64% of the project funding was to be provided by the Overseas Economic

Cooperation Fund (OECF) which later became JBIC.

Japan Bank International Corporation (JBIC) provided a time sliced loan where
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the payment period for each loan was 30 years.

in 2002 & the estimate was

Loans from JBIC

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Project Team

By the end of 1998 DMRC was able to recruit only 100 people .

Sreedharan was given complete freedom to pick & choose the project
team.

Each member of the team was personally interviewed by Sreedharan

where he went through their track record.

DMRC faced the problem of skill shortage thus after recruiting the staff
DMRC sent them for training to Hong Kong which then trained other
staff.

The trained staff in turn trained the others and thus Metro Training
School at Shastri Park, Delhi came to existence.

The team Sreedharan build was meant to reflect image of efficiency,16

Project Planning
With

Public Sector having the image of stalling infrastructure projects for long due to lack of
funding, DMRC settled the funding issue even before the commencement of the project.

To

avoid political interference, DMRC sought autonomy on all major parts of the projects from GoI.

The

managing director of DMRC was the only person to take decisions related to tenders.

The

financial decision making power also rested with MD of DMRC only.

Each

employee was provided to follow, submit and update DPR(Detailed Project Report) provided
on daily basis, in case of deviation, rectifications were implemented immediately.

Every

Monday meetings were held by resp. Heads to review targets, set new targets and revise
targets.

Reverse

clocks were implemented, to make adhere to the schedule of the major projects.

Even

with the project starting 3 years late to the scheduled, the originally planned schedule was
followed to deliver.

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Project Planning
The

phase-I of the project was planned to deliver on December 2005, provided if started by
1995, but the organization wasnt in position till 1997 and finally GoI gave green flag in April
1998.

To

ensure disputes do not take place for halting the project, DMR (Operations and
Maintenance )Act., 2002 was enacted.

According

to the Act Lower courts are not allowed to take decisions related to DMR, it also
suppressed the rights of the local authorities and municipal corporations to take any action.

International

standards were followed to maintain and control cost and operations od the

project.
To

ensure Quality, independent and outside team was implemented who had no connection,
relation and communication with the ground team.

To

ensure best technology is delivered, a five member consortium was formed called
General Consultants Group, to absorb best technology from the outside world.

GCG

was managed by PCI(Pacific Consultants International) of Japan.

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Quality Standards: External Independent teams

were assigned to ensure quality control of the
complete project. This also included workers
wearing the complete protection gear at work place.
ISO

14001 environment management

standards help organization minimize the
adverse effects of their operation processes
on their environment.

OHSAS

18001 health and safety

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Project Implementation

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Project Implementation

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Construction Phase
In

order to ensure quality construction the quality assurance

team was independent of the field executives.

Safety

was a major concern where all workers were required to

wear helmets & other appropriate safety gears.

The

DMRC secured the best technology available globally

The

Delhi Metro has the best and latest technology in the world.

In

fact they were using tomorrow's technology today.

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Construction Phase

Several multinational engineering corporations from Australia, France ,

Germany, Japan, Korea, Portugal, Spain & Sweden worked on the project.

A Five member consortium ,called the General Consultants Group was

provided overall consultancy for the project.

The Group included Japanese firms Pacific consultants

International(PCI),Japan Railway Technical Services and Tonichi
Engineering Consultants INC,Parson Brinkerhoft international of USA &
Rites .

The group was led by PCI.

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Construction Phase

The Broad Gauge was used for track .

The DMRC decided to adopt construction

technologies that would help it make up for lost
time.

These included trench less digging and the use of

pre fabricated /pre cast concrete blocks and
ballastless tracks.

Ballastless tracks minimized maintainence

costs,reduced vibration and provided greater riding
safety and comfort for passengers.

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Construction Phase

In ballast less tracks ,tracks are placed on concrete without sleepers

or ballast being used. These are mainly used in high speed lines or
tunnels.

The construction work involved utility diversions ,barricading and

actual civil construction.

All tracks in the elevated corridor were laid on concrete (ballast less).

The tracks were supported on single piers.

The elevated viaducts had a height of 10 meters and were built

generally in the middle of the roads.

The tracks were fenced with 10 feet high concrete slabs with barbed
circular wire on top to prevent trespassing.

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Construction Phase

The section of metro over the Yamuna river was

constructed first because the density of project was
projected to be the highest on this route.

Building over the Yamuna river was completed using a

special technique called incremental launching- in
which the segments of bridge were precast and then
launched in place with the help of special low friction
sliding bearings with lateral guides.

Line 2 was constructed by Kumagai Gumi of Japan

,Skanska of Sweden, Itochu of Japan, Hindustan
Construction company of India using Cut and Cover
method.
Source: (TCPL.com), Portfolio 2010

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Construction Phase

In cut and cover method the tunnel is first dug and is roofed over, with strong supporting beams to
prevent roof collapse.

The four km stretch in line 2 involved underground tunneling which was done using fully automated
,high performance boring machines by IMCC(International Metro Civil Contractors.

Different types of machines were used for tunneling depending on the type of soil condition such as
Rock tunneling Boring Machine (TBM)and Earth Pressure Balance Machines (EPBM)purchased from
Bangkok.

To further speed up the process of tunneling ,the DMRC used the New Austrian Tunneling Method(NATM)

The finished internal diameters of these tunnels were 5.7 meters.

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Construction Phase

In line 3 some changes were incorporated to cut down on cost as well as time .

Line 3 used u shaped girders in constructing most of the elevated sections that were
shock absorbent. Also cement were replaced with steel to save time.

https://www.google.co.in/imgres?imgurl=x-raw-image%3A%2F%2F
%2F2ca9fda913259d86208e19ba3ab5d1910183f8c075573a69b065
a89836f0918d&imgrefurl=http%3A%2F%2Fwww.wiki.iricen.gov.in
%2Fdoku%2Flib%2Fexe%2Ffetch.php%3Fmedia
%3D823%3A13.pdf&docid=j6NbO_aKCY4qnM&tbnid=hp0lE6n9qSyi
XM
%3A&w=3072&h=2304&bih=599&biw=1366&ved=0ahUKEwid2M_
EnLbNAhUJto8KHWUwATwQMwhsKEUwRQ&iact=mrc&uact=8

https://www.google.co.in/imgres?imgurl=http%3A%2F%2Fthemetrorailguy.com
%2Fwp-content%2Fuploads%2F2016%2F02%2FGhaziabad3.jpg&imgrefurl=http
%3A%2F%2Fthemetrorailguy.com%2F2016%2F02%2F08%2Fpics-progress-ofdelhi-metros-red-line-in-ghaziabad
%2F&docid=kfsgs_V9hADBNM&tbnid=gs0ct4uvWChM_M
%3A&w=600&h=346&bih=599&biw=1366&ved=0ahUKEwjI2ri0n7bNAhXKLY8K

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Source: http://
www.railway-technology.com
/projects/delhi-metro/delh
i-metro6.html

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Phase III Approved Map

Source: http://
epaper.timesofindia.com/R
epository/getimage.dll?pa
th=CAP/2011/04/02/54/Img/
Pc0540300.jpg

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Project Planning Phase IV

Source: http://
www.railnews.co.in/wp
-content/uploads/2013
/06/Delhi-Metro-Ph3-D
MRC.jpg

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Managing Stakeholders

Source: Google Images

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Companies involved the Project

Source: www.icmrindia.org

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Stakeholders Funding
The

capital investment for Phases I and II was

$2.7bn.

30%

of the total investment was funded by

Government of India (GoI) and Government of Delhi.

While

another 60% was financed through a loan

from Japan International Cooperation Agency (JICA).

DMRC

paid back $100m to JICA by August 2010.

Source: (Business and Standards), 2014

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Source: http://
www.business-standard.c
om/article/companies/ja
pan-again-delhi-metro-s
-knight-in-shining-armo
ur-111103100013_1.html

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Revenue Source and Structure of DMRC

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Source: http://www.slideshare.net/vim5050/summer-training-dmrc-ppt
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Revenue Source of DMRC

Selling from token
Selling from smart card
Selling from tourist card
By advertising
Selling from property
development

Source: http://
www.business-standard.com/article/econ
omy-policy/delhi-metro-rail-finances-i
n-the-red-116053101257_1.html

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DMRC Project Methodology Used

Source: http
://www.commonplaces.com/
blog/agile-v-waterfall-h
ow-to-approach-your-webdevelopment-project
/

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DMRC Project Training

Source:
http://www.delhimetro
rail.com/training-ins
titute
/

The Training Institute provides holistic training in terms of knowledge, skill and
attitude along with physical, mental and spiritual health of the trainees.
The Training Institute also provides consultancy services in the field of Human
Resources Management, Operations and Training (Simulators, CBT, Designing Training
Modules, Conduct of Training etc ).
We are also considering training proposals from developing countries in the field of
urban rail transportation.

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Project Evaluation

Mummed the critics with effective

completion and within the specified
budget.

DMRC expected to save about Rs. 67 billion( Rs. 500-600 crores ) on the
project.

Global standard cost for project

maintained at US $32-35 million per
kilometer, in comparison to Bangkok
Metro project costs of US$56-80
million per kilometer.

Set a new standard in completion of

projects in Public Sector.

Source: www.delhimtrorail.com/en/qe25r94f

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THANK