MANAGEMENT STRATEGIES FOR URBAN RENEWAL PROJECTS

A. SHASHANK SPA/NS/BEM/469
MBEM (3rd Semester)
2010-11
Seminar-2:
FinalJury
B U I L D I N G E N G I N E E R I N G & M A N A G E M E N T ,
S C H O O L O F P L A N N I N G & A R C H I T E C T U R E , N E W D E L H I
Friday
17th Dec’10
Guided by:
Prof. (Dr.)V. K. Paul
Prof.V. D. Dewan

Chapter-1: Introduction: Overview of the seminar topic alongwith defining the aims, objectives & methodology .
Urban renewal is done to meet the increasing need of infrastructural services in the urban agglomeration due to
increasing population (city population & migration).The areas comes under urban renewal are,
 Up-gradation of existing infrastructure.
 Decongestion of dense urban zones (old city areas).
 Providing basic amenities to the citizens (urban poor).
When we say ‘infrastructure’, it does mean the services provided for the better living, basic framework for
economic growth, facilities designed for public gatherings, transportation within city etc.
To identify these projects is one part & to execute them is the other. Management of the urban renewal project
is different that from normal building projects as they are large in size & scale, they affect not only the people
living in the vicinity but also the users. If they are not completed in time, then may increase problem of the users.

Chapter-1: Introduction
To study & understand the management approaches to proceed with an urban renewal project so
that objectives of the project can be achieved within allocated time with approved budget.
Aim
 To study & understand the urban renewal & its
framework.
 To understand current management strategies
followed for urban renewal project development &
management.
 To analyze the anomalies in current management
strategies of such projects,
 To come up with better solutions for integrated urban
renewal project management strategies.
Objectives Scope
•Scope of my work shall be limited to the
management strategies for urban renewal
projects related to the basic services,
transportation systems & providing better
habitat for urban poor.
•Case studies shall be taken for understanding
the management strategies followed & to
analyze the impact of the same on the project
success.

Conclusions showing findings(management strategies) from various
case studies to achieve better results
Collection & analysis of case study projects to find out peculiarities of
UR projects
to study project management aspects of construction projects & to
align urban renewal projects with them
Study & understand the current management strategies followed in
Urban renewal (understanding JnNURM)
To understand Importance of Urban Renewal (Scope & Strategies)
through literature studies, websites & journals
GUIDING
PRINCIPLES
Chapter-1: Introduction

Chapter-2: Literature Review
Unpublished Works
1.Topic: Project Management Strategies for Sustainable Development
Author: Taniya Sanyal, M. BEM, SPA,Thesis (2009)
Context: This thesis provides an overview of sustainable development as for infrastructure development, their interdependency
and an understanding of the working nature of the development sector. It also provides information of the project management
by creating a framework of sustainability objectives for a project & sustainability assessment tools.
2.Topic: Development of Eco-friendly infrastructure in an existing community: case-study ofVasant kunj
Author: Paramita Datta, M. E. P., SPA,Thesis (1997)
Context: This work is based upon case-studies of various projects like solid waste management & water supply and drainage.
Author had chosen Vasant kunj, Delhi for the purpose of interventions & then made recommendations based upon the
knowledge gathered from case studies carried by her. Author had also developed questionnaire for primary survey to help
investigate the local conditions.

Chapter-2: Literature Review
Published Works (Books & Journals):
1.Topic: Infrastructure Project Finance: An Indian Perspective
Author: Dr. Rajiv Kumar Maheshwari & Dr. Ashish Maheshwari
Context: This book covers two aspects of infrastructure finance. The first aspect which is covered includes the basic concepts of
the infrastructure finance such as modalities of funding and risks associated with infrastructure projects. The second part
deals with the issues relating to specific infrastructure in India such as roads, ports, railways etc. As name suggests this book
has been written keeping Indian conditions in mind.
2.Topic: Overview: JnNURM
Published by: Ministry of Urban Development (MoUD)
Context: This publication is helpful in basic understanding of Jawaharlal Nehru National Urban Renewal Mission & thus talks
about the mission objectives, scope, financing strategy & need of urban renewal scheme.
These guidelines also talks about the sectors included in the urban renewal schemes under mission & identified cities under
the mission.

JnNURM is generated by GOI for improvement (development, management & financing by significant grant
funding) of 63 cities across nation for a period of 7 years (2005-2012), with two main objectives;
 The Urban Infrastructure and Governance
 The Basic Services to the Urban Poor
Chapter-3: Need of UR in developing countries: A Case of India
In this chapter need of UR, JnNURM mission & its objectives,
framework of getting funds & grants has been dealt
Multi-
stakeholder’s
Consultations
Phase-1:
The City
Assessment
Parameters
Phase-2:
Future
Perspective &
Vision
Sectors/Compone
nts
Phase-3:
Strategies for
Development
Phase-4:
City Improvement Plan &
FinancialAlternatives
Total Grant Funds shall be Rs.1,20,536 Cr. For the
purpose.Though the process of getting grant fund
is through;
• making a CDP (city Development Plan) showing
current status of the city,
• identifying projects
• Vision of the city
• Allocating funds to project implementation
Making of CDP(Source: JnNURM toolkit)

•Making of City Development Plan
•Identify Sectors need Renewal/Reform
CITY LEVEL
•Set priorities according to the vision
•Feasibility study & Financial Aspect
PRIORITIZATION
•Making DPR (Detailed Project Report)
•FI’sApproval for Budgetary allocations
•Project Initiation/PMC is appointed
PROJECT LEVEL
•Notice InvitingTenders for Construction
• After Scrutinizing Bids Contract is been awarded.
•Constant Review of project by ULB & PMC
PROJECT IMPLEMENTATION

Execution Stage
Memorandum of Understanding (MoA) Contract Documents
Financial Assessment
Sanction of JnNURM Assistance Achievement of Financial Closure
Project Scoping
Preparation of DPR Arrangements for Implementation
PROJECT DEVELOPMENT CYCLE
Identification of Project through CDP Prioritization
Project Development Cycle

S. No. Category of Cities Grants ULB
share / loan from
financial
institution/PPP
Central State
1 Cities/UA with 4
million plus population
as per 2001 census
35% 15% 50%
2 Cities/UA with million
plus but less than 4
million population as per
2001 census
50% 20% 30%
Project Funding Criteria
In metro cities central & state govt. gives less
grants compared to small cities.
The reason for this is majorly ULB in small cities
are financially weak than ULB in big cities.
Source:JnNURM Framework
Source: Urban Infrastructure
Needs in India and Funding
Options-Focus on Public
Private Partnerships by IL & FS

The Urban Infrastructure and Governance
Sectors Key Issues/ Lacking
Land and Urban Growth
Management
• Haphazard growth of the city,
• High population density,
• Unauthorized developments and illegal land subdivisions,
• Violation of rules, byelaws,
• Overcrowding of businesses, etc.
Infrastructure • Water supply, sewerage & drainage,
• Parking space,
• SolidWaste Management,
• Inadequate PublicTransport facility, etc.
Urban Environment • Loss of traditional water systems,
• Extreme Depletion of ground water,
• Congestion of major arterial roads and commercial area of the city,
• Degraded air quality,
• Contamination of piped water with sewerage, etc.
Source: Toolkit JnNURM
Chapter-3: Urban Renewal in India

Basic Services to Urban Poor
Source: Toolkit JnNURM
Sectors Key Issues/ Lacking
Slums and JJ Clusters • increasing population (& densities) in existing JJ clusters
• Lack of mechanism for on-going creation of housing for the urban poor (lack of
inclusion of urban poor in city development process)
• Poor infrastructure facilities in both JJ clusters and resettlement colonies and
relocation sites;
Chapter-3: Urban Renewal in India

Peculiarities of UR Projects
 These are large scale public sector projects.
 These have a multi-dimensional approach (consisting one or more projects along)
 Have legal bindings & bear a social responsibility.
 Accountability to Public: As project is for public, a public consent is taken before project start.
 Many stakeholders are involved.
 UR Projects are compulsory to be done, to serve in efficient way, they cant be avoided.
 Funds collected from taxes, bonds & other fees is utilized, hence project goals must be achieved to
provide better services to citizens.
 Primarily they have intangible returns, direct financial returns are low though(for O & M).
 Monetary gains are secondary unless a Private stakeholder is involved (PPP Mode).
Chapter-4: Success Parameters of UR Projects

Case Study-1: Alandur Sewerage Project,Tamilnadu
Chapter-5: Sewerage Project
Table 5.2 PROJECT PARTICULARS
Sewer Network
Total Length 120 km
Main Sewer 19 km
Minor Sewer 101 km
Per Capita Sewage 80 lpd
Terminal Pumping station 1 no.
Pumping Main 6 km
SewageTreatment Plant
Ultimate Capacity 24 MLD (for 2027)
Type Activated Sludge
 To improve the standard of living of the residents of Alandur (at par
with that of Chennai);
 To eradicate the mosquito menace;
 To provide the most essential basic facility to all the residents of the
town;
 To avoid the recurring expenditure on septic tank cleaning; and
 To avoid ground water contamination.
The proposed sewerage system was to be designed for:
 The targeted population of about 3 lakh population (in 2027)
 Planned to be completed within a five-year period from its inception
date. (from March’2000)
The project has the following components:
 Sewerage network consisting of the main sewer line, branch sewer line and manholes;
 Construction of a sewage pumping station;
 A sewage treatment plant;
Alandur is situated 14 KM away from Chennai

Area 19.50 sq. km
Number ofWards 42
Population
1991 125,444
2027 (Projected) 300,000
Households 19800
ExistingWater Supply
Source
Palar River
Quantity Supplied 4.5 MLD
Per Capita Supply 33 litres per day
ProposedWater Supply
Source
Krishna Stage II
Quantity 30 MLD
Per Capita Supply 100 litres per day
Sewage Disposal SepticTanks
Length of Roads 135 km
Length of SWD 60 km
Basic Information On Alandur

Project Initiation
As AMC was lacking in funds & technical expertise, they parted project in two format
a. laying of pipes, construction of pumping station, etc. will be done under BOQ (Bill of Quantities) basis
b. STP under BOT basis on world bank format with “O & M” for a period of five years from the date of
completion of the construction
Agencies Involved:
Project Finance: (TNUIFSL)TheTamil Nadu Urban Infrastructure Financial Services Limited
Engineering Consultants: M/s Consulting Engineering Services Limited
Contractors: IVRCL Infrastructures and Projects Ltd in JVwith Balckle- Durr and WabagTechnologies Ltd.
Project details:
 GoTN agreed to pay a maximum amount of Rs 30 per month/ sewer connection
 Area of the land = .5 hectares
 Cost of the land works out to be approximately Rs. 25 lakh at current price.
 Income from connections Rs 1300 lakh

Sl
no.
Work component Cost in Rs.( lakh)
1 Sewer lines 1860.79
2 Pumping station 244.90
3 Pumping main 594.31
4 House service connections 225.00
5 Base cost 2925.00
6 Physical contingency (5%) 146.25
7 Price contingency (10%) 304.12
8 Capital cost 3375.37
Project Cost and Funding Mechanism
Sl
no.
Sources of Finance
Amount in Rs Lakh .
Amount % total
1 Loan :TUFIDCO
TNUIFSL
1620.00
420.00
46.82
12.13
2 TUFIDCO for supervision 100.00 2.89
3 GOT to bridge the gap 320.00 9.24
4 Deposit collection from
public
800.00 23.12
5 Interest from deposits 200.00 5.78
6 TOTAL 3460 100

Sl
no.
category Charges/
connection(Rs)
Sewer maintenance
charges/ month(Rs)
1 Domestic 5000 150
2 Commercial 10000 450
3 Industrial 10000 850
 6% annual increase in monthly charges
till they reaches to 180, 540, 900
respectively
 more than 13000 connection seekers
(domestic and non-domestic) had
deposited the one time connection fee
to the municipality by the end of May
2000.
Management of Project Risks and Security Mechanism:
Lenders:
 In case of Alandur project, however, proper care has been taken for
the risk of cost escalation, cost overrun and time delays
 Necessary clearances taken in advance from different agencies
 A security net was provided in the terms and conditions of loan agreement and the BOT contract.
 TUFIDCO and TNUDF had stipulated that the entire revenue receipts including grants from the state
government and collections on account of taxes, duties and user charges should be escrowed in favour of them.
Charges

Analysis
Project Scope Management Agency Responsible: Consulting Engineering Services Limited (CESL)
Issues Solutions Arrived Performance Evaluation Remarks
Poor Good V. Good Excellen
t
01 Preparation of Detailed Project Report Prepared by CESL to define scope of the project Helped in efficient Scope definition (Initially estimated budget
of Rs. 45.00 Cr. Come down to Rs. 34.00 Cr)
02 Project Clearances & Approvals Coordinated with the authorities well in time while
preparing DPR
Required for the timely completion of the project
03 Project Financing Innovative Public Deposit Funding arrived:
Households were asked to deposit onetime
payment towards their own betterment
Loans from FI’s were @ 16% interest, which again public have
to bear. Public funding scheme reduced this burden hugely
(Rs. 8.00 Cr. Deposit/Total Project Cost Rs. 34.00 Cr.)
Contract Management Agency Responsible: Kirloskar Consultants Ltd.
04 Two Major Work Packages Identified Three different contracts were laid
One each for construction of sewer line & STP (on BOT basis for 14 years)
One for O & M of Sewer line (for 5 years after project handover)
Reduced cost to be incurred by municipality as STP was built
upon BOT basis.
After construction of facilities, O & M was also taken care
through putting responsibility to contractor
05 Laying of Sewer lines, manholes & pumping
stations
BOQ method of contract: awarded to IVRCL The contract was divided into two phases; first phase to be
complete by Mar’2003 &
06 Construction of STP: total 24 MLD split into 2 parts
of 12 MLD each
BOT technique followed : awarded to JV of IVRCL
& Blacke Durr & Wabag Technologies Pvt. Ltd.
Phase-1 completed by March’2003 with sewer lines & under
operation. JV is been assured minimum fees to run the
facility/usage charges, whichever is more.
07 O & M of Sewer lines Contract with IVRCL for 5 years after handover to
AMC, Alandur
O & M fees shall be paid accordingly to the contractor
Time Management Agency responsible: Consulting Engineering Services Limited (CESL)
08 Preparation of Detailed Construction Schedule Prepared by Contractors & submitted alongwith
the technical bid
As all the issues related to clearances, acquisition, legal,
environmental etc. were taken care of already
09 Monitoring the work progress as per schedule A private PMC had been assigned to monitor &
control the project progress.
Weekly review, monthly meeting in municipality office,
pursuing clearances from various departments for upcoming
stage of work.
Cost Management
10 Payment of bills Financial progress also reviewed on monthly
basis & requirement of fund for upcoming month
Work doesn’t affected due to non-availability of funds.

• Alandur municipality has shown the way to other ULBs.
• to motivate the citizens of Alandur in the project financing process and convince the lending institutions,
government officials, policy and decision makers and local councilors with regard to the need for a public
private participatory approach in such projects
• The success is also attributed to the active participation of key officials of the GoTN, TNIUFSL, TNUDP and such
other institutions.
• The security net provided in the project to the lenders as well as private contractors.
Conclusions
To sum up, Alandur sewerage project is an innovative attempt for sustainable delivery of urban
services in the country. This kind of initiatives however, requires a strong political will and
community support to managing and monitoring the contract with the private sector on a
continuous basis.

 A project by AMC and funded byJNNURM and administered by AUDA.
Urban Environment:
Development of the Sabarmati Riverfront
Chapter-6: Urban Environment
to create a formal recreational space for the city
-beautification of the large stretch of the riverfront of almost 20
kilometers by providing gardens, promenades, permanent
open recreation areas etc.
-relocating the slum dwellers to proper housing
-creation of entertainment complexes along the river
-to regulate the river water by narrowing its width and eliminate
the danger of floods
-CREATEAN IDENTITY FORTHE CITY
Objectives:

Grants under JnNURM: Ahmedabad
Two major urban renewal
projects inAhmedabad:
• Sabarmati Riverfront
Development, got a
grant approval of Rs.
1367.5/- Cr.
• BRTS Project, got a
grant of Rs. 1350/- Cr.

 Construction of embankments on both sides of the river along the
entire stretch
 Reclamation of projected 163 hectares inside the city areas and
projected 292 hectares outside the city areas
 Allocation of adequate, serviced land along the river for relocation of
project affected people;
 Integration with other on‐going infrastructure projects
 Construction of 4‐lane roads the east and west banks;
 20 % of reclaimed land shall be leased out for private use to
make project self-financing.
 Squatter Resettlement for approx. 3400 families.

Year 1997: Creating a SPV: SRFDCL is formed to make feasibility study & to
direct & monitor all the preparatory works for the project.
Year 2002: HCPDPM held responsible for all architectural, urban & structural
design.
Year 2004: Project construction phase-1 started. Contracts of work has been
awarded in 6 distinct packages.
PHASE-1 includes land reclamation, making of diaphragm walls, anchor
slab & earth filling and diversion of sewer. Policies to be made for further
development, though master planning has been done.

Source: AMC

Source: AMC Project status
report 2007

• This project shows the lack in defining responsibilities of all the stakeholders
because of which the approved budget for the project is still pending to be spent
under JnNURM in the project completion. Till date only Rs. 250/- Cr. has been
spent.
• After land reclamation to manage further development a 20% component of
reclaimed land is supposed to be allotted as commercial component to make
the project self financing. This is the model of Innovative PPP in public sector
project.
Findings from Case Study

Chapter-7:Traffic &Transport
objective of the BRTS initiative: to make transportation
fast & accessible.
Divided into two phases:
Phase-1: 58 kms of circular network. These are expected
to provide greater accessibility to amenities and
opportunities for mobility inAhmedabad.
Phase-2: 30km is planned, making small rings in phase-1
roadmap.
it is approved under CDM of Kyoto Protocol. The project
has reduced a carbon emission by 13.57 % net.

System: Janmarg BRTS was conceptualized
as public transit system.
Ownership: It is developed by the
Ahmedabad MunicipalCorporation.

PROJECT AGENCIES
Employer Ahmedabad Municipal Corporation
Construction Supervision Consultancy M/s LEA Associates South Asia Ltd. (LASA)
Design & Planning Consultancy CEPT,Ahmedabad
Project Contractors
Package-1 Narol to Naroda M/s Ideal Road Builders Pvt. Ltd.
Package-2 RTO to Pirana M/s RomanTarmat Ltd.
Package-3 Pirana Danilimda Narol M/s Ideal Road Builders Pvt. Ltd.
Package-4 Construction of Bus
Shelters
M/s Nila Infrastructure Ltd.

Project Scope Management Agency Responsible: Ahmedabad Municipal Corporation, Ahmedabad
Issues Solutions Arrived Performance Evaluation Remarks
Poor Good V.
Good
Excelle
nt
01 Heavy traffic congestion, longer travel
time
Up-gradation of existing roads into
BRTS
The project was identified to cater the traffic &
transportation need of the city for 20 years
02 Project Clearances, acquisition &
Approvals
Delay in Approval from forest
department,
Delay in project implementation due to
Land Acquisition
project initiation delayed by 3 months
03 Project Financing The project is been financed under
JnNURM mission, loan from HUDCO,
AMC is generating revenues through
taxes, bonds etc.
Finances for the project are not a constraint, unless
project cost goes up against the budgeted &
approved cost.
For O & M
Contract Management Agency Responsible: Ahmedabad Municipal Corporation, Ahmedabad
Construction of Road Works, Bus
Shelters & underpasses
Three contracts were laid to construct road
Three different contracts laid to erect bus shelters
Contracts were given on % rate basis. Contract
conditions eliminating any concessions were laid in
contract document.
Delay in land acquisition, high traffic Project was started in remaining length,
integrated work upon traffic diversion
was carried out with traffic police of
Gujrat.
Clauses were added to deny any compensation
payable to the contractor because of delay in
Contract for Bus Shelters 3 contracts awarded to erect all the 75
bus shelters on the route
Time Management Agency responsible: Ahmedabad Janmarg Limited, Ahmedabad (AJL)
Heavy traffic was the problem, specially
at junctions & FOB
Work has been started from junction to
junction
Contractual clause has been practiced to put
penalties over contractor
Analysis

Length 13.5 Km
Tendered cost Rs. 132.98 Crores
Contractual time limit 21 months
Actual Start ofWork 08-08-2007
The construction contract for Narol to Naroda is awarded to
M/s Ideal Road Builders Pvt. Ltd.
Length 12.25 Km
The contract for RTO to Pirana is awarded to M/s
RomanTarmat Ltd.
The contract for Pirana - Danilimda Narol, Danilimda –
Maninagar Station is awarded to M/s Ideal Road Builders
Pvt. Ltd.
Length 11.68 Km

• Space for construction was a big constraint. This construction work is on National Highway 8 (NH-
8) which is one of the busiest routes in Ahmedabad.
• The location of the construction site is near to Industrial Areas so there is heavy commercial traffic
during day and night influence to this project.
• Traffic diversions have to regularly update as the construction work progresses in consultation
withTraffic Department.
• Traffic Diversion at major junction creates problem because of Fly over Bridges Construction.
Challenges for the Project

Work Progress as on 31st May’09
Financial Progress (TargetVs Achieved)
Project was initiated in Aug’2007 & time period assumed for
various contracts to be finished within 21 months I.e. May’09.
These two graphs are showing actual project status on the
planned finish time.
Reasons for delay can be identified as:
• Space for construction (Part of NH-8)
• Traffic diversions have to regularly update.
• Traffic Diversion at major junction creates problem because
of Fly over Bridges Construction.
• Nearby Industrial Area.

Findings from Case Study
Large projects can be effectively taken up by disbursement of those into small & manageable work
contract packages.To construct 58.3 KM road network three routes were identified to come up with 3
contracts, though PMC (monitoring & control) was common for all.
Legal bindings (through contract terms & condition) are necessary to ensure timely completion of
work while maintaining quality of material used.
Better synchronization among different government agencies is required, as in this project due to
forest department; work got delayed, which subsequently could have resulted into increased project
cost.
In this project AMC disposed all time, scope (approvals, design changes) related risks in favour of
contractor, which may have led to the dispute in case of much extended timeline.

Chapter-8: Urban Poor & Slum
Urban poor & slum development is a major problem of almost all cities.
Driving factors for any squatter re-settlement project are:
1) Unhygienic living conditions
2) Unauthorized development
3) Lack of basic amenities
4) Land reclamation opportunity to the Land Owning Agencies (LOA).
Urban Poor & Slum
Strategy-I: Relocation of those jhuggie families where the LOA are in a position to implement the projects on
the encroached land pockets as per requirements in the larger public interest. The LOA submit requests to S& JJ
Department for clearance of the jhuggie cluster for projects implementation and also contribute their due share
towards the resettlement cost.
Strategy-II: In-situ up-gradation of JJ Clusters and informal shelters in case of those encroached land pockets
where the land owning agencies issue NOC to S&JJ Department for utilization of land.

Beneficiary Eligibility Criteria Plot Size to be allotted
Those having Ration Cards before 31st Jan’90 18.0 Sq. M.
Those having Ration Cards after 31st Jan’90 but before 31st
Dec’98
12.5 Sq. M.
Urban Poor & Slum
Salient Features: JnNURM
• Providing shelter, basic services and other related civic amenities to urban poor (slum dwellers)
• No finances for land Cost
• JnNURM provides 50% share, rest 50% shall be borne by ULB.
• 30%* cost shall be borne by beneficiaries through FI/ Organizations.
*Added towards ULB share

Case Study-1: Housing at 16B, Dwarka
Location Land
Available
NO. of
Dwelling
Units
Cost of
Dwelling
per unit
Funds required
Sector-16 B , Site-2,
Dwarka
1.86 Hectares 768 2.5 Lacs 1920 Lacs

1 Total No. Of Blocks 20 Nos.
2 Total No. Of Dwelling Units 768 Nos.
3 Proposed Ground Coverage (Housing) 6529.92
4 Net Density Achieved 413/Hectare
5 Parks &Tot-LotAreas 2240 Sq.M.
Facilities for Benificiaries
Area under Shop Plot 1298 Sq. M.
Community Hall 786 Sq. M.
Parks 2240 Sq. M.
UG Reservoir 171 Sq. M.
TotalArea Under Facilities 4495 Sq. M.
This project was initiated in 2006 but funds released
only in FY 2008.
To keep project under budgeted cost & time, few
interventions have been made.
Agencies involved: Slum & JJ Deptt. DDA
Source: All Drawings & Details furnished by S &JJ Department, MCD
SITE

Design Concept
• Paradigm Shift from Horizontal toVertical (High rise High Density)
• window opening areas is 10 to 15% of floor area
• One Multipurpose room with kitchen & One Living Room
• G+3 storied
• More Density achieved (413 D. U. per Ha against 100 D. U. in plotted
settlement)
• Changing Skyline
• Instead of Plots, Flats are given to beneficiaries.

Management Strategy
Time Management:
• To save upon time precast slab, lintels,
sunshades, steps etc. are used in place of
cast-in situ technology.
• Support services like plumbing, sanitation,
electrification, fixing of doors & windows
become easy & fast.
• A total of 30-40% time has been saved
against conventional construction technique.
• Timely progress reports to ensure & monitor
timely implementation of the project.
Cost & Resource Management:
• Less scaffolding, shuttering was used.
• LesserWorkforce was enforced.

Conclusions & Recommendations
Following is presented my recommendation to carry out any urban renewal project
Chapter-9: Conclusions & Recommendations
Detailed Planning & Design
Project Commissioning & Handover
Tender Action
Scope & Objectives shall be fixed
Finance options are worked out here to avoid time
delay in project implementation.
A legal framework to define Project related
responsibly of stakeholders.
Clear Terms & conditions to avoid any ambiguity
Construction Stage
Pre-Construction Stage
Public Participation
City Survey
Scope Definition
Project Development
Project Appraisal
Stage
Urban Renewal Project
Project Identification
Project Feasibility
Project Strategies

Success Parameters
For any project to be successful three factors are of major concern:
 Speed ofWork: TIME MANAGEMENT
 Cost ofWork: COST MANAGEMENT
 Quality ofWork: PERFORMANCE MANAGEMENT
For successful implementation of UR projects Scope of Work i.e. SCOPE MANAGEMENT is the most
important factor as any change in scope may lead to delay in project delivery, cost overrun & in case of
any dispute project may suffer badly.
Apart from these factors there are environmental factors which do govern the viability of such
projects.
In UR projects, project life cycle is important as these projects are designed for certain time period.
Any increase in project delivery will lead to shorter duration of the facility for which it is been created.
Chapter-9: Conclusions & Recommendations

MANAGEMENT STRATEGIES FOR URBAN RENEWAL PROJECTS

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