This presentation was made at IRICEN Pune on 30.102014 by Rajesh Prasad, Chief Project Manager, RVNL Kolkata

1. Implementing Fast Track Projects
– Experiences and Overview
by
Rajesh Prasad, CPM/RVNL/KOLKATA

2. Keywords
Project
Implementation
Fast Track
Experience & Overview

3. Thought…….
Time is the coin of your life. It is the only coin
you have, and only you can determine how it will
be spent. Be careful lest you let other people
spend it for you. ~Carl Sandburg
Time is what we want most, but... what we use
worst. ~Willaim Penn

4. Time n Tide wait for NONE

5. IImmpplleemmeennttaattiioonn ssuucccceessss....
 Diesel Loco Component Factory at Dankuni.
 DMU Factory at Haldia
 Electric Locomotive Factory at Dankuni.

6. HHeeaalltthh ooff RRaaiillwwaayy PPrroojjeeccttss........
• There has been focus on sanctioning projects
rather than completing them. In the last 30
years, as many as 676 projects were
sanctioned worth Rs 1,57,883 crore. Of these,
only 317 projects could be completed and 359
projects remain to be completed which will
now require as much as Rs 1,82,000 crore.

7. HHeeaalltthh ooff RRaaiillwwaayy PPrroojjeecctt ........
• In the last 10 years, 99 new line projects worth
Rs 60,000 crore were sanctioned out of which
only one project is complete till date. In fact,
there are 4 projects that are as old as 30
years, but are still not complete for one reason
or another. The more projects we add, the
thinner we spread our resources and longer it
takes to complete them.

8. HHeeaalltthh ooff RRaaiillwwaayy PPrroojjeeccttss........
• Railways have been suffering heavily because
of time overrun and cost overrun due to poor
project management. In order to overcome
delays in project execution, I propose to set up
Project Management Group at the level of
Railway Board.

9. PPrroojjeecctt SSttaattuuss DDeetteerrmmiinnaattiioonn
Under Budget
& Behind Schedule
Under Budget
& Ahead of Schedule
Over Budget
& Behind Schedule
Over Budget
& Ahead of Schedule
2
1.5
1.0
.5
0
.5 1.0 1.5 2

10. WWhhaatt iiss aa PPrroojjeecctt??
Means of converting Vision to Reality
A set of activities undertaken to meet specific
objectives for changes
"A temporary endeavor undertaken to create a
unique product, service or result "

11. WWhhaatt iiss aa PPrroojjeecctt??
Projects can be defined as:
• Temporary - have a definite beginning and an end
• Unique - no two projects are identical
• Predefined goals & objectives - financial/ social /economic
• Budgets & schedules - prefixed budget and timeframe
• Uses Resources & Manpower - both are limited
• Quality / Performance - determined at beginning
• Face Risks - known and unknown risks
• Have a Project Life cycle - many phases from start to end

12. PPrroojjeecctt LLiiffee CCyyccllee
Project Life Cycle (PLC):
A PLC is a sequence of phases from project start to project end - a
start, a middle and an end
Each phase associated with major processes and deliverables
Length of each phase will vary
Start or Concept phase, Intermediate phases & a Closeout phase
Number of Phases in PLC may vary depending on the industry or
sector

13. PPrroojjeecctt LLiiffee CCyyccllee

14. PPrroojjeecctt LLiiffee CCyyccllee
Some Advantages of a Project Life Cycle:
Allows progress review by stakeholders before going to next
phase - go/no-go decision gates
Different options can be evaluated
Allows for better risk management
Tasks are identified more easily

16. Fast Track Project Management- not an easy task....

17. PPrroojjeeccttss hhaavviinngg ccoosstt oovveerr--rruunn aanndd ttiimmee oovveerr--rruunn
Contractual complication: Because of the time over-run and cost over-run there
is always possibility of contractual complication and many a times it goes to a
vicious cycle and disputes remain unresolved. Timely completion of projects,
timely preparation of completion reports are very rare.
 Construction of Opera House was delayed by more than 10
years and cost escalation was $ 7 million to $ 102 million i.e. by
1400%.

18. SSaalliieenntt ffeeaattuurreess ooff OOppeerraa……
Planning started in 1940.
Basic design conceived & contract given :1957
Site handed over to commence work: 12/1958
Original cost: $ 7 million, DOC: 01/1963
Final Cost: $ 102 million, Final DOC: 02/1973
On 3 occasions, project was likely to be dropped.

19. OOppeerraa hhoouussee -- oonnee ooff wwoonnddeerrss
Achievements: A wonder,
Expressionist Modern
Design, Most distinctive
and famous 20th century
building, Concert halls,
Theatres, Conference
Halls, Restaurants
Problems: Design &
drawing-12 alterations,
Weather, Storm water,
change of contractual
document, DOC extended
by 10 years. Cost
increased by 1400%

20.  Bandra-orly sea link – cost escalation was from Rs 300
crores to Rs 600 crores with 5 years of delay.

21. PPrroojjeecctt MMaannaaggeemmeenntt
Project Management manages and controls the project work by:
Understanding specific requirements of all Stakeholders that
may be conflicting
Identifying the Scope, Time, Cost and Quality/performance
criteria and potential risks
Planning the work in detail : 'Why', 'What', 'Who', 'When',
'Where', 'How' and 'How Much‘
Making one person, generally the project manager
accountable for the project

22. That is why it is necessary to understand
Project Triangle
Project Life cycle

23. PPrroojjeecctt MMaannaaggeemmeenntt TTrriiaannggllee
 Project constraints have been listed as
“scope," "time," and "cost“. These are also
referred to as the "Project Management
Triangle," where each side represents a
constraint. One side of the triangle cannot
be changed without affecting the others.

24. Project Triangle tells us how to implement
and what to monitor
Time
F.T.P.I.
Scope Cost
Quality

27. FFaasstt TTrraacckk PPrroojjeeccttss EExxeeccuutteedd BBYY
RRVVNNLL,, KKoollkkaattaa PPIIUU
 Diesel Loco Component Factory at Dankuni.
 DMU Factory at Haldia
 Electric Locomotive Factory at Dankuni.

28. Diesel Loco Component FFaaccttoorryy,, DDaannkkuunnii..
Foundation stone laid by the then
Hon’ble Minister for Railways : 26.12.2009
Work intended to be transferred to RVNL : 15.04.2010
Work sanctioned by Rly. Board
and formally transferred : 30.04.2010
Tender floated on : 30.04.2010
Tender opened on : 10.06.2010
LOA issued on : 26.07.2010
Commencement of work : Sep.,2010
(after mobilization
period)
Completion of work (Phase-I) : 20.10.2011
Completion of work : 31.05.2012

29. Diesel Loco Component Factory, Dankuni ((ccoonncceeiivveedd,, eexxeeccuutteedd,, hhaannddeedd
oovveerr,, ffiinnaall bbiillll ppaaiidd,, ccoommpplleettiioonn rreeppoorrtt ddrraawwnn)) iinn rreeccoorrdd ttiimmee..
 Total area of factory – 85,500 Sqm. (21 acres)
 Covered area – 23,682 Sqm. (28% of total area)
 Covered sheds – 12,528 Sqm
 Buildings – 7,122 Sqm
 Boundary wall length – 2080 metres
 Length of road inside factory – 1,100 metres
 Overhead water tank – 50,000 gallons (height 20 metres)

30. PPRROOBBLLEEMMSS
 Local Problem.
 Syndicate
 Non availability of approach road
 Encroachments
 Court case (PIL)
 Pollution control
 Political Problem
 Temple
 Tree cutting

31. COMPRESSOR ROOM
A VIEW OF FACTORY DURING
CONSTRUCTION

33. CANTEEN BLOCK SHOP
TOOL ROOM WITH GANTRY ADMINISTRATIVE OFFICE

35. AERIAL VIEW OF FACTORY

38. ENCROACHMENTS AATT DDIIEESSEELL LLOOCCOO CCOOMMPPOONNEENNTT
FFAACCTTOORRYY,, DDAANNKKUUNNII
Local Disturbance
Boundary wall
work stopped by
Local inhabitants

39. ENCROACHMENTS AT DDIIEESSEELL LLOOCCOO CCOOMMPPOONNEENNTT FFAACCTTOORRYY,,
DDAANNKKUUNNII

40. ENCROACHMENTS AT DDIIEESSEELL LLOOCCOO CCOOMMPPOONNEENNTT FFAACCTTOORRYY,,
DDAANNKKUUNNII
About 500 nos. of hutments at Dankuni factory site were rehabilitated on
about 10m wide strip of land along the boundary wall. Some of this area
included such land which would otherwise would also have gone away because
of sand filling required for construction of wall in water body area.

41. EEnnccrrooaacchhmmeennttss aatt SSiittee

42. EEnnccrrooaacchhmmeennttss aatt SSiittee

43. Commissioning the Factory in two phases so that the assets
created could be immediately utilized and those affected by
encroachments could take some time.
Phase-1
Boundary
Phase-2

44. DDMMUU FFaaccttoorryy aatt HHaallddiiaa
Work Transferred to RVNL August,2010
Contract Awarded for Factory at Sankrail Dec,2010
Factory Shifted to Haldia 02.02.2011
Foundation Stone Laid At Haldia 04.02.2011
Tender Closed for Factory At Sankrail 17.02.2011
Tender Floated for Factory at Haldia 18.02.2011
Turnkey Contract Awarded For Factory At Hadia 20.07.2011
Work commenced after initial mobilization Nov, 2011
Boundary Wall Along Peripheral road constructed Mar,2012
Peripheral road constructed Apr,2012
Major Filling Work Completed (about 3 lac cum) Apr,2012
Furnishing & Assembly Shop, ESS, Porta Blocks Oct,2012
Track work including Take off Point Insertion Oct,2012
Erection of Traversers & EOT Cranes Nov,2012
Electrical and S&T work Dec,2012
Joint inspection & Handing Over April, 2013

45. PPRROOBBLLEEMMSS
 Change of Site
 Union Problem
 Encroachments
 Tree cutting
 Road diversion

46. DMU factory has been completed and handed oovveerr iinn rreeccoorrdd ttiimmee..
Pre-engineered buildings & sheds : 13110 sqm
Porta blocks for canteen, administrative
building, toilet blocks, etc,. : 678 sqm
Flyash filling for land development : 185000 cum
Coarse sand filling for road : 40000 cum
Silver sand/earth filling over flyash : 100000 cum
Earthwork filling for track : 37000 cum
Railway track : 4.5 Tr.Km
(including 10 Nos. of turnouts)
Hume pipes (750 mm & 450 mm dia)
for drainage system. : 1350 m
EOT crane (15 T) : 1 No.
EOT crane (35 T) : 2 Nos.
Traversers : 2 Nos.
Load test box : 1 No.
Electrical sub-station : 1 No.

47. TRACK LINKING

48. ASSEMBLY & FURNISHING SHOP

49. TRAVERSER LOAD BOX
ASSEMBLY SHOP EOT 15T

50. MACHINARY & PLANT

51. LOAD TEST OF EOT CRANES &TRAVERSERS

52. AERIAL VIEW OF FACTORY

53. LOA was issued for Sankrail but could not be executed due
to land dispute.
Because of land related problem,
the factory originally planned ayt
Sankrail was shifted to Haldia.
Contract awarded for Sankrail was
immediately required to be closed
so that fresh tender for new
location could be awarded. This
required a great management skill.
The agency was called upon and
convinced for closure of contract
for Sankrail without any financial
liability on either side. This
enabled calling of fresh tender for
the new site.

55. HUTMENTS AT DMU FACTORY, HALDIA
CHAINAGE 350M
CHAINAGE 400M
09.09.2011 : CME & DRM WERE REQUESTED FOR CLEARANCE OF 26 NOS. OF
ENCROACHMENTS AND A PLAN OF HUTMENTS WAS ALSO SENT. However, 4 NOS. OF
HUTMENTS REMAINED. ON BOTH SIDES, EMBANKMENT HAD BEEN CONSTRUCTED. THE 4
HUTMENTS WERE FINALLY REMOVED WITH GREAT EFFORT.

56. 4 nos. HUTMENTS AFFECTING WORK OF EMBANKMENT. When project
was nearing completion .

57. DECISION ON CHANGE THE OVER RRUUNN FFRROOMM CCHHAAIINNAAGGEE 36666MM TTOO
CH 260M
CCHHAAIINNAAGGEE 5577MM FFOORR DDMMUU FFAACCTTIIRRYY,, HHAALLDDIIAA
CH 350M
CH 300M

58. FOREST CLEARANCE FOR TREE CUTTING FOR DMU FACTORY, HALDIA
• Details Submitted as per format of Forest Deptt to SrDEN/KGP
for forest clearance for cutting of 21 nos. of trees on 07.03. 12
with advance copy to DFO. Sr.DEN had completed the Rly`s
formalities. However, permission required for forest clearance
is not being given by Municipality. Matter became political
and had to be settled with great effort.

59. Union PPrroobblleemm AAtt DDMMUU FFaaccttoorryy,, HHaallddiiaa

60. Electric Locomotive FFaaccttoorryy aatt DDaannkkuunnii..
i) Finalization of scope of the
work and transfer by Railway
Board by 30.04.2012
The work was transferred to
RVNL by Rly. Board on
07.05.2012
ii) Completion of soil,
investigation, survey, sanction
of detailed estimate & BOQ by
RVNL by 31.05.2012
Detailed estimate & BOQ work
sanctioned on 23.05.2012
iii) Calling of Tender by RVNL by
15.06.2012
Tender was called on
28.05.2012
iv) Contract to be awarded and the
work to commence in October,
2012 with date of completion of
2 years
Letter of acceptance issued on
02.10.2012 with time of
completion of 18 month only
Mobilisation period for this
contract is 42 days
As on 31.10.14, more than 90% work with financial program of 170 crores completed..

61. Electric Locomotive Factory, Dankuni- In less than 2 years more tthhaann 9900%% wwoorrkk ccoommpplleetteedd..

62. MAIN SHED (700M LONG)

63. ADMINISTRATIVE BUILDING

64. STORE WARD

65. ELECTRIC SUB-STATION
ESS HOWRAH END ESS DELHI END

66. QUARTERS (G+3, TYPE-II)

67. AERIAL VIEW OF FACTORY AND LOCO INSIDE SHED

68. HANDLING HHIINNDDRRAANNCCEESS AATT EELLFF,, DDAANNKKUUNNII
• Removal of HT wires in Delhi end – HT wire was removed by E.Rly through
WBSEDCL after 21 months of award of construction affect. It affected 36
piles. This badly affected the work as the machinery wad demobilized due
to non-availability of site for a very long time. Activities were therefore
planned such that all othr works could be completed and structural steel
elements to be erected were kept fabricated for erection as soon as site
becomes available. To commission the test shed before construction of
70m long area, some extra OHE masts were required to be erected. Height
guages were also erected for safety of men and machinery.

69. • Removal of the existing traction sub-station – The structure could be
dismantled by E.Rly in December, 2013,(15 months after award of LOA). It
affected 101 piles and drainage system. This was a majour bottleneck. The
work sequence was accordingly modified to ensure that this bottleneck
affects least.

70. HANDLING HINDRANCES AATT EELLFF,, DDAANNKKUUNNII
• Removal of other LT line & HT line at Howrah end – These were removed
respectively in the months of May & June, 2013( 8-9 months after award
of LOA to contractor). Piling work and movement of machinery were badly
affected due to these lines. Height guages were installed for ensuring
safety while working in adjoining area.

71. • 54 Nos. of trees which could be cut and disposed of as late as
in July, 2013 (9 months after award of LOA to contractor).
Piling work at some locations was affected due to trees. To
ensure speedy approval of tree cutting, meetings were held
with Chief conservator of Forests on behalf of E.Rly and new
planation schemes were submitted.

72. HANDLING HHIINNDDRRAANNCCEESS AATT EELLFF,, DDAANNKKUUNNII
• Encroachments – There were some encroachments which could be
relocated/ shifted only in November, 2013 (13 months after award of
LOA to contractor). These affected the railway track construction apart
from being a nuissance. Constant interaction with E.Rly was made for
removal of hutments.
• Abandoned Railway bridge – This is
still existing and affecting part of the
boundary wall. Road layout was
changed due to this to ensure that
main work is not held up on this
account.

73. HANDLING HINDRANCES AATT EELLFF,, DDAANNKKUUNNII
Underground HT cable at Howrah end entrance gate could be
got shifted only in June,2014 (after lapse of original DOC of
contract). Because of this cable, the regrading of the approach
road could not be done before monsoon. The work was finally
taken up by RVNL itself.
 The site for construction of quarters, which is a very time
consuming activity, could not be made available in time by
E.Rly. The layouts were slightly altered to ensure that
construction can be taken up early.
 Blocks C & D- 07.02.2013 (After 4 months of LOA)
 Block E- 12.09.2013 (After nearly one year of LOA)
 Blocks A & B- 25.11.2013 (After nearly 14 months of LOA)

74. ADDITIONAL WWOORRKKSS IINN EELLFF,, DDaannkkuunnii
 As a principal, addition/modification to originally planned work must be avoided as it adversely
affects the scope-time-cost triangle. RVNL has been restricting the additions/ modifications to a
large extent as far as possible. However, because of practical constraints some had to be
accommodated such as :-
 Deployment of 2 nos. of additional cranes in the 30 M bay(majour and very costly item and
having cascading effect on other activities such as completion of shed. Constant Chasing of the
contractor and his vendor were taken up as it was a critical item)
 Provision of solar power plant (new contract was awarded as it was independent item))
 Provision of roof covering with trusses in the administrative building and covering with green
colour polycarbonate sheet (Existing vendor was asked to provide color sheet and an in-house
drawing was developed for early execution)
 Provision of fountain and garden inside the administrative building (An in-house drawing was
developed for early execution and a small quotation work was awarded to a specialist agency)
 Provision of water treatment plant (Thorough study of water problem was taken up and a
specialist agency awarded a small work for execution in 2 months)
 Provision of 2 nos. of cross tracks(Work could be accommodated as flooring work in progress)
 Provision of office/conference room on the second floor open terrace area (It being a special
and urgent requirement, several changes were incorporated in drawings and work executed)
 140 numbers of quick couplings (Meetings were held with contractor and his vendor for
incorporating higher specification)
 Change in name of the factory for display at entrance was which was altered even after
manufacture of the steel letters. (The matter went up to Member/ Electrical and finally was to
be accepted. However, the new name being too big, only English version was displayed on
specially designed structure and for Hindi and Bangla version, new structure has been planned
alongside.)

75. MODIFICATIONS EXECUTED IINN EELLFF,, DDAANNKKUUNNII
 RVNL had also to accept several changes during the execution
of the work such as :
• Shifting of the fire tank which led to considerable change in the
layout including that of the car parking area and road
• Changes in the locations of doors, partition walls at several
locations in the administrative building as asked from time to
time
• Changes in the locations of doors and the addition of several
partition walls and doors as asked from time to time
• Change in type of railing in administrative building

76. Sl Project Name Cost of
executio
n (Cr.)
Date of LOA
*
DOC Completio
n date
Remarks
1. Diesel Loco
Component Factory
at Dankuni.
91.05 26.07.2010 18
months
Phase I-
20.10.11
Phase-II
30.11.12
As per the original
planned DOC
%age progress 90.
Cost overrun – 6%.
2. DMU Factory at
Haldia
112.65 20.07.2011 18
months
30.01.13 As per the original
planned DOC
%age progress 92.
Cost overrun – 5%.
3. Electric Locomotive
Factory, Dankuni
200
(likely)
02.10.2013 24
months
10.11.14 As per the original
planned DOC
%age progress 90.
Cost overrun – 9%
(likely).
Final/lliikkeellyy ssttaattuuss ooff tthhee pprroojjeeccttss

77. Typical Problem iinn PPrroojjeecctt MMaannaaggeemmeenntt aanndd
TTeeaamm WWoorrkk
This is what can happen without effective project
management

79. WWhhyy DDeeffiinnee SSccooppee ??

80. Project Management Triangle- Scope remains unfrozen
and the other two sides of the triangle get affected
Time
Quality

81.  There is a limit of
changes in
Drawing....
 Not sure & clear

82. TTiimmee MMaannaaggeemmeenntt
To complete the project on
time a schedule of the project
work must be fully planned in
detail
Time
Cost
Quality
Scope

83. TTiimmee MMaannaaggeemmeenntt
 Work packages are further broken down to activities
that are used to estimate, schedule, assign, implement
and control project work
 A project schedule developed of total work required to
be done to plan and control the time
 Time Buffers/Reserve/Contingency kept in schedule to
meet unanticipated delay
 The PM uses a formal change control process to control
any changes in the schedule

84. CCoosstt MMaannaaggeemmeenntt
Time
Cost
Scope
Cost is the third leg of the Triple
Constraints, and is a key aspect in
planning, managing and controlling
the project

85.  Takes place more quickly than normal
 A difficult and often stressful route to follow
 There is no boundary between a normal
project and a fast track project
 Project ranged from 4-36 months
– Schedule reduction 10-29 %
– Cost increase 10-20%

86. RReeaassoonnss ffoorr FFaasstt TTrraacckk
 Urgent requirements by client
– To maximize profit or limit loss
 Imposed deadline
– Start of academic lease
– End of current lease
– New legislation
 Minimize disruption of services.

87. OObbjjeeccttiivveess
 To assist who are considering a fast track to
make the right decisions
 To help implement fast strategy successfully.

88. KKeeyy ssuucccceessss ffaaccttoorrss
 The calibre of individuals and their working
relationships
 The adequacy of the definition of the project
 Strategy adopted and systems for
implementation.
 The passion to succeed on the part of key
participants.

90. First stage after conception is to develop Model…

91. First stage after conception is to develop Model- Cable Stayed Bridge…

92. Planning for Implementation….
What iiss AAeesstthheettiiccss??
Aesthetics is commonly known as the study of
sensory or sensori-emotional values, sometimes called
judgments of sentiment and taste .
It is a critical reflection on art,
culture and nature
Aesthetics is a subdiscipline of axiology, a branch
of philosophy, and is closely associated with the
philosophy of art .
Aesthetics is nothing but new ways of
seeing and perceiving the world

93. ARCHITECTURAL CONCEPTS
about DLW Factory
Elevation Style selected- Style chosen has straight
forward lines of projections with continuous surfaces
giving a look of massiveness compatible to factory
elevation.
The elevation projections are sleek, stream-lined &
modern without any extra attributes, making it
maintenance friendly (no bent surfaces where dirt can
accumulate, minimum washing with hose can bring back
luster.
Convenience – Construction was made simple without
hampering the quality of external look of the buildings.

94. ARCHITECTURAL CONCEPTS
about DLW Factory
Homogeniety of surfaces has been achieved by non
broken members rendering a rhythmic and soothing
effect to the eye.
All buildings have identical Elevation treatment giving it a
campus look, thereby maintaining the homogeneous
environment.
Identification Factor - is maintained by not repeating the
treatments bluntly in all buildings but generally changing
the faces minutely with a view to enhance the
possessiveness of the users which partially may cast an
impact on the nature of the workers.

95. ARCHITECTURAL CONCEPTS
about DLW Factory
Since most of the buildings are more horizontal than
vertical, strategic broken members placed vertically
which ultimately has formed a matrix harmonious to the
eye.
Colors – Bright colors have been used to break away
from the usual monotonous look of a factory. Orange
signifies energy; green signifies unity & harmony and
white signifies peace & tranquility. The combination of
all three assures success & progress.

96. View of DLW Factory at Dankuni
PERSPECTIVE VIEW ACTUAL VIEW

97. View of DLW Factory at Dankuni
PERSPECTIVE VIEW ACTUAL VIEW

98. View of DLW Factory at Dankuni
PERSPECTIVE VIEW ACTUAL VIEW

99. View of DLW Factory at Dankuni
PERSPECTIVE VIEW ACTUAL VIEW

100. View of DLW Factory at Dankuni

101. View of DMU Factory at Haldia

102. View of DMU Factory at Haldia

103. Planning with MS-Project
Assign Project Start Date
Define WBS(Work breakdown structure)
Add resources and work estimates
Extended
tools for
MS-Project
Establish Dependencies or precedence's
Excel
Save the plan as baseline
MS-Project
Performance Measurement

104. Assign Project Start Date
The first step in using MS-Project(MSP) is to assign the project start date.
The project start date will be the default start date for all tasks until
you establish dependency relationships. you don't put in a start If
date, MSP will put in the current date.
yours is a long-term project, you mIaf y also want to adjust your
project "Calendar" at this time to compensate for holiday times.

105. Define WBS
The next step is to write a list of tasks to fill the left column of the Gantt schedule and
organize them in a deliverable-oriented work breakdown structure(WBS).
Avoid inputting end
dates or task
durations

108. Monitoring : Project Dashboard

109. Monitoring : Project Dashboard

111. What is needed in Team Work ?

112. 112

113. QQuuaalliittyy MMaannaaggeemmeenntt

114. Good Physique
Regular Check ups
Preventive Measures
& Medicines
Proper & Timely Cure
& Restoration
Good Construction
Regular Inspections
Preventive Measures &
Materials
Proper & Timely
Repairs & Restoration

115.  Quality work does
not mean the work
to stop or
standstill…

116. Inspection and Test Plan (ITP)
CONCRETE
Item Description Frequency of test Test
Centre
Inspection Agency
Documentation
No.
Approve
d by
Acceptance
Criteria
Test Method
GPT-RANHIL
L (JV)
RVNL/
PMC
1 Fresh Concrete
1.1) Slump Test For each Concrete
Transit Mixer Inhouse Testing Witness
Lab Register /
Pour / Delivery
Card
RVNL/PM
C IS 1199
1.2) Temperature For each Concrete
Transit Mixer Inhouse Testing Witness
Lab Register /
Pour / Delivery
Card
RVNL/PM
C IS 456
1.3) Air Content As directed by Engineer Inhouse Testing Witness DOC/QA-QC-FORM
RVNL/PM
C IS 456
1.4) Yield As directed by Engineer Inhouse Testing Witness DOC/QA-QC-FORM
RVNL/PM
C IS 1199
1.5) Sampling of Cube As per IS 456 / MORTH Inhouse Testing Witness - RVNL/PM
C IS 456 / IS 4926
2 Hardened Concrete
2.1) Compressive strengthAs per IS 456 / MORTH Inhouse Testing Witness DOC/QA-QC-FORM
RVNL/PM
C IS 516
2.2) Chloride Penetration
Test As directed by Engineer Independent
house
Testing/
Review
Witness/
Review
DOC/QA-QC/
EXTERNAL
RVNL/PM
C IS 456
2.3) Permeability Test
For each Grade of
Concrete (RCC) / As
required
Independent
house
Testing/
Review
Witness/
Review
DOC/QA-QC/
EXTERNAL
RVNL/PM
C MORT&H
QUALITY AASSSSUURRAANNCCEE -- CCOONNCCRREETTEE WWOORRKK

117. RAW MATERIAL
QUALITY AASSSSUURRAANNCCEE -- FFAABBRRIICCAATTIIOONN
RAW
MATERIAL
SCOPE AS PER
BOQ (IN MT)
GRADE QUANTITY
RECEIVED/
ACCEPTED. (IN
MT)
VENDOR REMARKS
MS Plate 1720.000 IS-2062, 2006, E410 .Fe540 2040.000 SAIL Testing of material as per
approved QAP
Rolled Section 150.000 IS-2062, 2006, E250 .Fe410 20.000 SAIL & RINL Testing of material as per
approved QAP
Fastener 17450 Nos High Strength Friction
Grip Bolt
Gr. 10.9
17450 UNBRAKO Material received at site.
Shear connector 31500 Nos IRC22-2008
BS 5400 ,P5, UTS-495
28000 UNBRAKO Material received at site.
Anchor Bolt 286 Nos Gr. 8.8 286 UNBRAKO Items already installed
END Plate
60 nos IS-2062, 2006, E410 .Fe540 34 Suprime
machining
Industry
Howrah
Material received at site.
Protective
coating
1870.000 Abrasive copper blasting ,
Epoxy zinc rich Primer ,
MIO, Polyslloxan paint –
Total DFT -320 microns.
Sufficient quantity
available at site.
AkzoNobel Pylon and Cross Girders –
Blasting &painting under
progress.

118. QUALITY ASSURANCE PLAN ( QAP) Prepared based on project technical
specifications and codal provisions
Approved by PMC,
DDC & RVNL
WELDING PROCEDURE
SPECIFICATION ( WPS)
PROCEDURE QUALIFICATION RECORD
( PQR)
As per AWS D1.1,
1.SAW (Submerged Arc Welding )
2.GMAW/ MIG ( Gas Metal Arc
Welding/Metal Inert Gas)
3.SMAW ( Shielded Metal Arc Welding )
Approved by
PMC/DDC/RVNL
Welding consumable.
Filler wire/ electrodes
and Flux - By
approved vendor -
ESSAB
WELDER QUALIFICATION TEST ( WQT) Qualified welders
SAW : 5 nos
MIG/ SMAW : 7 nos.
SAW welders tested in
1G Position
MIG/ SMAW welders
tested in 3G position
NDT (NON DESTRUCTIVE TEST) Tension Joints – 100 % UT
Compression Joints - 25 % UT
Double V butt joints – 100 % RT
Raw material Testing at Outside
laboratory
49 nos HT Steel Plate Samples and 5 nos.
Rolled Steel Sections Tested so far
NABL Accredited
laboratory
QUALITY DOCUMENTS
QUALITY AASSSSUURRAANNCCEE--FFAABBRRIICCAATTIIOONN

119. Quality of Food is important for him. Quality of Construction is important for us.

120. HHooww ttoo sswwiittcchhoovveerr ttoo FFaasstt TTrraacckk
1. Estimate should be based on actual site
data /drawings
2. Scope of work should be well defined &
finalized in consultation with user Agencies
3. Presumptions should be minimized
120

121. HHooww ttoo sswwiittcchhoovveerr ttoo FFaasstt TTrraacckk
4. Realistic time frame to be kept
5. Proper Market Survey for estimates
6. Proprietary / Imported items should
be minimized.
7. Timely action for statutory
clearances 121

122. HHooww ttoo sswwiittcchhoovveerr ttoo FFaasstt TTrraacckk
8. Technical Sanctioning Authority to ensure
availability of land
9. Advance / timely actions for diversion of services/
obstructions relocation of structures etc.
10. Proper Selection of Consultant & Contract agency
122

123. HHooww ttoo sswwiittcchhoovveerr ttoo FFaasstt TTrraacckk
11. Regular monitoring of performance of
consultants/contract agency
12. Yearly performance evaluation mechanism
for timely action to weed out non-performing
contract agencies/consultants
13. Timely issuance of working drawings
123

124. HHooww ttoo sswwiittcchhoovveerr ttoo FFaasstt TTrraacckk
14. Proper co-ordination among the disciplines
& various functionaries
15. Penalty Clause for deficiency in services of
Consultant/Contract Agency
16. Timely decisions/ approvals /
sanctions
regular monitoring of Projects
124

125. The Goal of Fast Track Implementation of
Project can be achieved if we have
“WILL,
COMMITMENT,
DEDICATION
PASSION”
to feel the need and purpose.
DDeecciissiioonn MMaakkiinngg

126. Remote Eye Monitoring System in RVNL is one such initiative.

131. TThhee TTiimmeess ooff IInnddiiaa,, KKoollkkaattaa
MMoonnddaayy,, OOccttoobbeerr 2277,, 22001144

132. Handing over of the assets…

133. STARFISH
One day a man was walking along the beach when he
noticed a boy repeatedly picking things up and gently
tossing them into the ocean. Approaching the boy, he
asked, "What are you doing?“
The youth replied, "Throwing starfish back into the water.
The surf is up and the tide is going out. If I don’t throw them
back, they’ll die.“
"Son," the man said, "don’t you realize there are miles and
miles of beach and thousands and thousands of starfish?
You can’t possibly make any difference!“
The boy bent down, picked up another starfish, and threw it
back into the surf. Then, smiling up at the man, he said "It
sure made a difference to that one!"

134. The Boy throwing
back the
STARFISH
Each one of us can
help the society
and nation….

135. Everyone comes empty hand and goes like that. So everyone
should contribute to the system and to the world. They need
everyone’s droplets like saving STAR-FISH.

136. After thought….
Time is like the wind, it lifts the light and
leaves the heavy.
~Doménico Cieri Estrada