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Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
Delhi metro project
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Delhi metro project

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Operations management

Operations management

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  • Slides 1-3 mona5-7arpita8-10 kshitiz11-13 anvita14-16 vinay17-18 mohit19-22 vijay
  • Delhi crossed the milestone in 1940, in 1950 it saw a doubling of the cities population, with that the vehicular traffic of delhi also got solved.
  • Transcript

    • 1. DELHI METRO PROJECTA R P I TA DAG A 1 1 B S P 0 1 7 4A N V I TA T R I V E D I 1 1 B S P 1 9 8 6KS H I T I Z T I WA R I 1 1 B S P 1 1 7 2MOHIT SHARMA 11BSP1978M O N A KU K R E JA 1 1 B S P 1 9 5 4V I N AY BA R D I A 1 1 B S P 1 1 2 5V I JAY M U N D H R A 1 1 B S P 1 9 1 2
    • 2.  Delhi Metro is a rapid transit system .serving Delhi, Gurgaon, Noida and Ghaziabad in the NationalCapital Region of India. The first line of Delhi metro was inaugurated by A.BVajpayee(former prime minister of India) on 24thDecember, 2002. In 1995 GOI and GNCTD formed DMRC under the companiesact to construct the Delhi metro. Conceived as a social sector project, funding assistance wasprovided by The Japanese Government. Rest was contributed by GOI and GNCTD through Equity.
    • 3. Dr. E Sreedharan was appointedManaging Director of DMRC andProject Manager of phase 1 of theproject in November 1997.
    • 4. LearningUnderstand the preliminary activities to be taken upbefore a large infrastructure project can be started.Appreciate the significance of the role of a projectmanager in project executionUnderstand the importance of the right workculture in successful project managementRecognize the importance of managing the variousstakeholders in a project.
    • 5. Delhi Metro: Urgency Metro is considered a transport option when populationof a city crosses 1 million mark. Automobiles contributed to more than 2/3rd of the totalatmospheric population. Delhi had more registered vehicles than Kolkata, Mumbaiand Chennai put together.
    • 6. Delhi Metro- Social Sector Project. Globally, MRTS projects were financiallyunviable. Estimated cost of first phase of the projectincreased from Rs 60 billion to Rs 89.27 billion. In view of high cost and low financial IRR it wasconsidered a project for the regional economy inmore ways than one.
    • 7. Delhi Metro- Project Team “Each member of the team was interviewedpersonally by me. I went through their track record particularly with regard to their integrity.” -E. Sreedharan Most of the staff was between 18 & 30 years.It had just two departments- Project Organization & Operations and Maintenance.
    • 8. Delhi Metro- Problems in Recruiting Problem of Skill shortage. Problem of Training. Problem of Lack of experience. Problem of Corruption.“ What is important is that I have created anorganization which has got a unique work culture andorganizational values. The team consists of hardworking, dedicated and professionally competentpeople.” - E. Sreedharan
    • 9. Delhi Metro- Planning Obstacles Lack of Funds Political Interference Lack of Professionalism Accountability, Property disputes etc.“ Financial powers were vested in the ManagingDirector. Also, the MD was the last authority ontenders.” - Anuj Dayal, Chief Public Relations Officer, DMRC
    • 10. Delhi Metro- Quality Management DMRC appointed a special quality assurance teamindependent of field executives.Each employee had to prepare a detailed project report(DPR)as against a benchmark. To meet the deadlines they laid adherence to schedules andreverse clocks. Every Monday, the heads of departments had to meet toreview progress, set new targets or revise targets.
    • 11. ProblemsDespite assurances that the DMRC would enjoyautonomy, it faced political pressure not only in therecruitment process, processes, promotions, and contractawarding but also in land acquisition.The DMRC also faced the difficult task of relocating thepeople evicted from properties acquired for the project. Ithad to built temporary accommodations for the people whowere to be relocated. With the Delhi Metro Act coming into force, the DMRCfaced few legal problems in acquiring properties. About 400cases were filed against the DMRC on this issue, out of whichonly 100 were pending as of 2006.
    • 12. Delhi Metro- Cost Control The total expenditure of Delhi Metro was split into 3broad heads-• Manpower• Energy• Material including Maintenance Each of these accounted for approximately 1/3rd of theproject cost.
    • 13. Continued….DMRC employed only 45 persons per km of track asper international norms in contrast to Kolkata Metrowhich employed 3 times as many people. It entered into an agreement with Delhi Transco Ltd.to keep down energy cost. DMRC used Primavera Project Planner 3.0 for projectplanning and monitoring.
    • 14. Disagreement Between Sreedharan & Indian Railways Shreedharan was in favor of standardgauge, generally used in metro system.IR favor the broad gauge, the gauge used overmost of the railway network in India.GOI intervene and asked the DMRC to adoptthe broad gauge for the Delhi metro.
    • 15. Project Implementation LINE 1- RED“ incremental launching”- the use of these method caused minimum disturbance to traffic. LINE 2- YELLOW “underground tunneling” “cut and cover method” LINE 3- BLUE “U shaped girders”
    • 16. Managing The Stakeholders. Government.ContractorsFunding agencyGeneral public
    • 17. Protecting The EnvironmentIt pursued environmental and safety objectives.Construction sites were entirely covered.They used silent generators at work sites and alsoused light shields to reduce glare from work lights atnight.DMRC took measures to dispose of water wastes.
    • 18. OUTLOOKThe Delhi metro project was successful inreducing pollution levels and vehicular traffic.The DMRC earned revenues of Rs.1.50 billion inthe financial year ended march 2006, incomparison to the Rs.720 million earned in theprevious year.It earned additional income by providingconsultancy services to organizations andcities, both in India and overseas
    • 19. Outstanding Features Of Delhi Metro ProjectThe Delhi metro was considered an advanceMRTS. It followed all the appropriate Indian andconstruction International codes.The security system on Delhi metro werecomparable to be the best transport system in theworld.All stations are fitted with seismic sensor to warnof impending earthquakes
    • 20. Continued…Ticketing in the Delhi Metro was fully automatic.A fully automatic computerized system i.e.SCADA system was used for controlling the powersupply. CATC, ATP, ATO system was installed on Delhimetro .
    • 21. Delhi Metro- Current ScenarioOperations:Number of lines: 6Number of stations: 142Daily ridership: 1.8 millionNumber of vehicles: 210 trainsTrain length: 4/6 coachesTechnical:Track gauge: 1716 mm (5 ft 6 in)Broad gauge1,435 mm (4 ft 8 1⁄2 in) standard gaugeElectrification: 23 kV, 50 Hz AC through overheadcatenary.
    • 22. Thank You

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