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  2. 2. CONTENTS1. Introduction2. Need for consultancy3. Main Constituents of Project Management4. PMC Requirement in Railways5. General Composition of PMC6. Selection criteria of PMC7. Evaluation8. Contents of RFP Documents Section 1. Notice Inviting `Request for Proposals’ Section 2. Instructions to Consultants Section 3 & 4 Proposals Forms (Technical & Financial) Section 5. Terms of Reference Section 6. Form of Agreement, General Conditions of Contract and Special Condition of Contract Additional Items to be included9. Benefits of PMC10. Shortcoming of PMC11. Suggestions
  3. 3. 1. INTRODUCTION Development projects undertaken in different sectors of economy arebuilding blocks of national economy. Projects worth billions of rupees areundertaken every year both in public as well as private sector. Theireffective management has significant bearing on the overall growth of thenational economy. In the Indian scenario, the experience in regard toproject management has been mixed one. While the cases pertaining tobefore-time completion of projects like NTPCs Unchahar and VindhyachalThermal Power Projects in public sector and the Reliance Petroleumrefinery project at Jamnagar (Gujarat) in private sector speak volumes ofskill and competence in management of large-scale projects, there areseveral other projects both in public and private sector which suffer onaccount of time and cost overruns due to poor planning and lack offoresightedness at the formulation stage. Past experience indicates thatcost overruns to the tune of 2 to 20 times the original cost have beenobserved in several construction projects undertaken in different sectors ofeconomy. Component of construction comprises nearly 60-80 per cent ofthe project cost of roads, housing and dams, etc. Significantly, the capitaloutlay on civil construction in the successive Five Year Plans of India,range from 40 to 50 per cent Construction originates in any nations planning philosophy.Construction is borne out of politico-socio-economic considerations andhence, they have an immeasurable influence on construction technologyand management of projects efficiently and effectively. Construction,infact, is the vanguard of development. Construction industry sector can bebroadly divided into buildings and construction. The latter deals withheavy civil engineering works - dams, highways, airports, bridges, powerstations etc. Building component deals with ejection of buildings - masshousing, hospitals, schools and ancillary works referred to as externalservices. A UNIDO study revealed that building activity accounts for 60% ofthe output and investment of the economy of construction industry. Indian Railways is the largest rail network in Asia and Worldssecond largest under one management, Indian Railways comprise overone hundred thousand track kilometers and run about 11000 trainsevery day carrying about 13 million passengers and 1.25 million tones offreight every day. Despite being reliable, safe, eco-friendly andeconomical mode of transport, its share in both fright and passengertraffic has comedown significantly over the years. The scope for publicprivate partnership is enormous in railways, ranging from commercialexploitation of rail space to private investments in railway infrastructureand rolling stocks. In order to have an integrated development ofTransport system, National Rail Development Programme has also been
  4. 4. launched in December 2002 envisa ging an investment of about US$ 3.5billion in next 5 years. The programme envisages removal of capacitybottlenecks in the critical sections of railway network. The Goldenquadrilateral is proposed to be strengthened to enable running of morelong distance passenger trains and freight trains at a higher speed.Programme also envisages strengthening of rail connectivity to ports anddevelopment of multi-model corridors to hinterland. Construction of 4mega bridges costing about US$ 750 million is also included in theprograme. Construction of a new Railway Line to Kashmir valley in mostdifficult terrain and expansion of rail network in Mumbai area has alsobeen taken up.2. NEED FOR CONSULTANCY I. Shortage of specialized staff with the Railways since at present the supervisory staff conversant with latest construction techniques are not available in bulk. II. Also, in general, there is a shortage of supervisors which can be attached with single projects. III. Faster execution of projects in short time. IV. Fund Management -: Huge arrangement of funds for Infrastructural Development Projects beyond planned expenditure. V. Commensurate with Govt. policy of right sizing and formation of lean SPV. VI. To implement the requirement of loan providers such as WB, ADB & Other Financial Institutions.3. PROJECT MANAGEMENT CONSULTANTThe main constituents of any PMC are -: A) Cost Estimating B) Scheduling and Planning C) Construction Project Management D) Trouble Shooting / Resolution Services(A) Cost Estimating -: It includes the following I. FEASIBILITY & BUDGET ESTIMATES II. PROGRESS DESIGN ESTIMATES III. CONSTRUCTIBILITY REVIEWS IV. BID ESTIMATES V. COST STUDIES AND ANALYSIS
  5. 5. I. Feasibility & Budget Estimates A defined project scope and line item budgets are crucial to keeping the project on course during the design phase and contractor selection phase. Developing a realistic cost and budgeting accordingly at the initial concept of the project is the prudent first step. Feasibility and budget estimates are to be prepared with minimal information, usually verbal descriptions and rough sketches, and prior to the project/program detail outlined. The level of detail provided for these estimates is as good as the level of the project scope provided and are prepared with in limited time.II. Progress Design Estimates The ability to monitor the project scope, cost, and schedule during the design process is of paramount importance. Variances can be identified and informed actions taken to keep the project within cost and schedule parameters identified in your project program. When a series of estimates using disciplined line item budgeting are prepared for a project, the scope and costs can be monitored for the entire design period through to the end of construction.III. Constructibility Reviews Discovering conflicts, build ability issues, and/or omissions in the contract documents leads to better bids and fewer change orders during the construction period. A detailed review of the civil, structural, and architectural elements of the project to identify needed details and information as well as a cross check of the technical specification with the project’s plans to insure coordination and necessary inclusion of technical data is to be done.IV. Bid Estimates Thoroughness, timeliness, and accuracy matched with experience are required in preparing a reliable bid estimate. The bid estimates are to be prepared from complete plan and specification packages using software. The level of detail provided with the estimates will allow the project team to convert the information to project level production and purchasing guidelines. Each item of work is identified in the estimate, typically in the order of construction sequence, and will include details including
  6. 6. the labor, equipment, material, and subcontract elements of each line item. The plans and specifications are to be checked to insure that cost elements are not overlooked. V. Cost Studies and Analysis The various options need to be considered with reference to time, cost, and/or value for proper evaluation based on the studies, analysis and experience.(B) Scheduling and Planning “Plan your work (schedule), and work your plan (success)." The most important reason for developing a schedule is to communicate and manage the work plan. Schedules are keys to improved communications between the prime and subcontractors and between the owner and the contractors during the course of the project. While the types of schedules vary from bar chart to short interval to precedence diagrams, their value remains a key to a successful project. Schedules are the tool that solidifies the plan. • Critical Path Method (CPM) • Bar Chart • Gantt Chart • Cash Flow and Cost Loaded • Phasing • Manpower • Counter Measure • Alternate Planning and Sequencing • GC Schedule Review for Subcontractors • Subcontractor Schedules The project and the contract documents needed to be analyzed for the best scheduling application. Whether through bar chart, arrow diagram or precedence method, the schedules will help to manage the work and bring the project to a successful completion. The main aim is to prepare a workable plan and prepare counter measures for inevitable occurrences.(C) Construction Project Management Construction projects necessarily involve a myriad of professionals, contractors, sub-contractors, designers each involved for profit at some phase of completion. These parties are to be organized to insure that your best interests of the Railway are served by
  7. 7. managing the schedule, quality, and controlling costs and that maximum value is achieved. As Railway’s representative, PMC is supposed to do -: • Assistance with contract document development • Contract bid process, negotiation and award • CPM schedule development and monitoring • Contract administration and submittal management • Cost control • Budget management and change control • Quality management • Safety monitoring • Audits and cost-to-complete estimates • Cost estimating • Constructability reviews • On-site inspections and monthly reporting • Contract close-out • Operation and maintenance manuals • Owner training • Project close-out • Final project review and close out(D) Trouble Shooting / Resolution Services All the projects do have unresolved issue(s) that needs an outside source for resolution. It is the function of PMC to provide a staff of problem solvers, option providers, and counter measure developers who can help to work through the issue that is presenting difficulties in project execution. A straight forward assessment of the situation with suggestions that will be thought through with end result in mind should be provided by the PMC. Some of the types of issues we can help you with: • Staff supplementation • Material management • Off site testing and coordination • Start up services • Material / Equipment expediting • Cost to complete assessments • Specific project segment support staff • Final proect and punch list management • Supply services and supply project managementAs a whole, the responsibility of the PMC is to add value to everystage of the project lifecycle.
  8. 8. 4. PMC REQUIRMENT IN RAILWAYS –(A) CONSTRUCTION PROJECTS I. Construction of high speed corridor. II. Construction of Dedicated freight corridor. III. Construction of large No. of bridges like replacement of CI pile Bridges. IV. Construction of New Lines. V. Gauge conversion works. VI. Tunneling in all kinds of soil strata VII. Tunneling in high altitude Himalayan regionVIII. Construction of major bridges/ fly over bridges IX. Signaling and Telecommunication projects. X. Laying of Optic Fiber Cable lines. XI. Laying and linking of Railway trackXII. Building constructions including service buildings and residential colonies.XIII. Pre-fabrication works(B) OPEN LINE The cost involvement in the works carried out by Open Line is usually small. However, the PMC may be thought out for -: I. Architecture development for station buildings on large scales. II. Touch & Feel works for major stations. III. Construction of new station buildings on replacement basis.IV. Development of new colonies. V. Major yard remodeling.VI. Addition of new platforms.VII. Replacement of small spans steel girder with RCC slabs.(C) RECENT DEVELOPMENT IN RAILWAYS I. Recently ME has circulated a letter for appointment of PMC for big projects. The letter is placed as Annxure “A”. II. RVNL, DMRC, KRCL have already started working with this concept. III. DMRC has appointed consultants for Consultancy services for procurement, construction and commissioning the complete metro project and for post construction activities, O& M, preparation of manuals, training to the staff etc. The contract is awarded to GC consortium consisting of Pacific Consultants International, Persons
  9. 9. Brinckerhoff International, Japan Railways Technical Services, Tonichi Engineering Consultants and RITES.5. GENERAL COMPOSITION OF PMC I. A legal entity registered in India having past experience of PMC II. Team will generally consist of PM, RE, Experts Civil, Bridge, P.Way, Signalling, General Electrical, OHE, Operation & Safety and Quality Assurance Expert with specified relevant experience. III. Supervisors of respective disciplines and office supporting staff. IV. Provided office at site by Construction contractors along with Vehicles, Communication, Survey Instrument and Computers.6. SELECTION CRITERIA FOR PMC I. QCBS:-Quality Cum Cost Based System a) In this system marking is done for the completed project by the firm for other than Railway but similar work and similar work within Railway. b) Marking is also done for experts as per their qualification and experience. c) The above total marks are being multiplied by factor. d) The financial offer is also multiplied by a factor to arrive at score. e) Both scores are added together and who so ever is getting marks as specified is treated to be qualified. A ranking is done and best suited is selected based on above criteria. II. Cost based system: a) Quality – Hurdle, a hurdle is given for each item who so ever is clearing the hurdle is treated as qualified. b) Cost – The lowest eligible is considered. III. MCBS:-Modified Cost Based System c) Hurdle System d) Marking System
  10. 10. 7. Selection criteria for PMC The response received against the RFP in examined in five stages -: S. N Particulars Criteria Remarks o. 1 Cost of RFP and Checking for submission proposal • Hurdle of proof of payment of security cost of RFP and proposal security. 2. Responsiveness Checking for submission of • Hurdle various documents in accordance with the guidelines indicated in the Instructions to Consultants. 3. Technical Checking for Consultants Soundness • Hurdle. (i) eligibility in accordance with the specified eligibility criteria, (ii) Coverage of overall scope of the assignment, Approach and Methodology, and Staffing Schedule consistent with the Project Management requirements. (iii) Qualification and experience of proposed Project Management Key Personnel. 4. Priced offer Offered Prices Checking the eligible consultant’s Price Bids. 5. Selection of • Qualification, Evaluation of Bids for final Consultant Experience selection of Consultant and quoted based on qualification and cost. financial soundness of the Consultant, Qualification and experience of the proposed Project Management staff and the quoted cost.
  11. 11. EVALUATIONS.N. Description of Eligibility Criteria Details of Declared performance of Consultants and Marks allotted 12 41. PROJECT MANAGEMENT & CONSULTANCY SERVICES: (A) The Consultants who have rendered (A) Cost of Project Management Consultancy the Project Management Consultancy Services, exclusively for Planning and Services for at least one Project of the Supervision of the execution of the Project. values mentioned in column 4 in the last 7 years. This particular Project (i) Other than Railway related Projects: should have been completed within this period irrespective of the date of Rs. 0.5 to 0.75 Crores -10 Marks commencement. Rs 0.75 to 1 Crore – 12.5 Marks Above Rs.1 Crore - 15 Marks (1% of estimated value of other than Railway construction contract or 0.5% Or of Railway projects.) (ii) Railway related Projects: Rs. 0.25 to 0.37 Crores -10 Marks Rs 0.37 to 0.5 Crore – 12.5 Marks Above Rs.0.5 Crore - 15 Marks OR OR (A) The Consultants who have rendered A) Cost of Construction contract of a project the Project Management Consultancy where consultant has rendered Project Services for at least one Project of the Management Services. values mentioned in column 4 in the last 7 years i.e. from 1999-00 to 2005- 06. This particular Project should have been completed within this period irrespective of the date of commencement. (25% of estimated value of construction (i) Other than Railway related Projects: contract for other than Railway project and 12.5% of the estimated value Rs. 12.5 to 15.0 Crores -10 Marks Railway construction projects ) Rs 15.0 to 25 Crore – 12.5 Marks Above Rs.25 Crore - 15 Marks Or (ii) Railway related Projects: (a) Rs.6.25 to 7.50Crores -10 Marks (b) Rs.7.50 to 12.5 Crores – 12.5 Marks (c) Above Rs. 12.5 Crores – 15 Marks
  12. 12. 2. (A) AVERAGE ANNUAL TURNOVER (2.5% of the estimated construction cost.) The Consultant including the JVs Average annual turnover in the past 3 should have average annual turnover of years. values mentioned in column 4 in the last three years i.e. from 2003-04 to (a) Rs.1.3 to 1.5 Crores – 2.5 Marks 2005-06 (b) Rs.1.5 to 2.5 Crores – 3.75 Marks (c) Above Rs. 2.5 Crores – 5.0 Marks3 QUALIFICATION AND EXPE-RIENCE OF KEY PERSONNEL. Marks will be allotted for each of the Average maximum marks obtained as Key Personnel i.e. Project Manager, indicated in Column 2 will be classified Resident Engineer, Civil Engineering as under: Expert, Expert in Bridges, Permanent Way Experts, Electrical Engineering (a) 60 to 65% of the maximum marks - 30 Expert, Signalling & Interlocking Expert (b) 65 to 75% of the maximum marks – 40 and Railway Operation and Safety (c) 75% of the maximum marks - 50 expert as indicated in Form 8A (in 8 sheets) of this section. Each of the Expert should (a) not be born before the prescribed date as mentioned in the forms of key personnel qualification and experience subject to fitness for field supervision works. (b) not have undergone any major penalty because of Vigilance / CBI or Police Cases and Sum total of the maximum marks for all the Key Personnel put together will be reduced to 50; sum total marks obtained by the Consultant will also proportionately be adjusted to suit this maximum of 50. The obtained sum total marks will be considered for allotment of marks for selection of the Consultant as indicated in Column 4.
  13. 13. Only those Consultants will be considered as eligible, who obtain at least the following minimum marks in each category: (i) Execution of Projects/Services ... 10 (ii) Annual Turnover ... 2.5 (iii) Key Personnel ... 40 (iv) The min aggregate marks ... 55 to be obtained Priced offer of only those consultants will be considered who are found eligible as above. The lowest eligible bidder will be considered for award of contract, after conducting negotiations, if found necessary 8. MODEL TENDER DOCUMENT The contents of the RFP document should be as under -: I. Section 1. Notice Inviting `Request for Proposals’ II. Section 2. Instructions to Consultants Annexure 1- Data Sheet Attachment 1 - Hurdle criteria Attachment 2 - Site facilities for the Consultant III. Section 3 & 4 Proposals Forms (Technical & Financial) IV. Section 5. Terms of Reference Annex. 1: Scope of Works Contract Annex. 2: Qualification requirements of key personnel V. Section 6. Form of Agreement, General Conditions of Contract and Special Condition of Contract I. Section 1. Notice Inviting `Request for Proposals’ The Notice inviting RFP mainly includes a) Scope of Consulting Services b) Proposal Security c) Information regarding pre-bid meeting d) Place, time and date of obtaining RFP documents and submission of offer.II. Section 2. Instructions to Consultants The Instructions to Consultants includes -; A. INTRODUCTION 1. Background 2. Selection of Consultants 3. Familiarization of Site and other details of the Projects 4. Examination of RFP Documents
  14. 14. 5. Joint Proposal 6. Conflict of Interest Fraud and Corruption Only one Proposal Proposal Validity Participation Government EmployeesB. CLARIFICATIONS AND AMENDMENTS TO RFP DOCUMENTS Pre-bid Meeting Clarifications AddendumC. PREPARATION OF THE PROPOSAL Components LanguageD. THE PROPOSAL General Proposal Letter Documents Comprising Proposal Format Proposal ContentE. SUBMISSION, RECEIPT AND OPENING OF PROPOSALS Submission of Fully Responsive Proposal Submission of Proposals Deadline for submission of Proposals Proposal Security Modifications and withdrawal of proposals Opening of Proposals NEGOTIATIONS CONFIDENTIALITY NOTIFICATION OF AWARD SIGNING OF CONTRACT PERFORMANCE SECURITY CONTRACT COMMENCEMENT DATE TIME OF COMPLETION Annexure Data Sheet Attachment 1: Hurdle Criteria. Attachment 2: Site Facilities for the Consultant.Eligibility Criteria Only firms that are registered or incorporated in India are eligible to compete. The firms should have rendered the project management consultancy services for at least one project of the following values in last 7 years. The projects should have been completed within this period irrespective of date of start. If the firms have executed
  15. 15. the work of following values themselves, they will also be considered for eligibility. Projects other than Railway Projects Rly Projects Cost Variable Rs X Say X/2 OR Cost of Services 4% of X 4% of X/2III. Section 3 & 4 Proposals Forms (Technical & Financial) The consultants to submit the proposal compiling all details and information as under -: 1. Proof of payment of Document Fee 2. Proposal Security 3. Proposal i) Proposal submission Form ii) Letter of participation from each member of JV iii) Power of Attorney Format iv) MOU for JV v) Summary of Credential vi) Consultant’s Experience in multi disciplinary projects vii) Summary of particulars of Key personnel viii) Role and responsibility of each partner in JV ix) Approach &Methodology proposed x) Firms Financial Data xi) Balance Sheets for each Partner xii) Form of performance security(Bank Guarantee)
  16. 16. xiii) Proposal Security (Bank Guarantee) xiv) Remuneration: Proposed Billing Rates for Experts xv) Out-of-pocket Expenditures xvi) Summary of Cost Estimates PROPOSAL CONTENT The Proposals and qualification details shall be furnished for in accordance with the formats given in Section 3 & 4 of these ITC shall ensure the following: 1. Each Partner/Associate must provide the relevant details; 2. The information shall be concise, relevant and complete; 3. A work plan in graphical format indicating the major activities interface requirements and deliverables such as reports required under TOR. 4. A flow chart may be included to clearly indicate the involvement of the various agencies including those of consultants/sub consultant/Associates/Railway Administration etc. This must be linked to work plan. This is a must. 5.The work plan, flow chart, staffing schedule, approach and methodology must provide a logical description of how the consultant will carry out the services to meet all the requirements of TOR and to provide the highest level of performance and integrity as is expected from the consultant to ensure quality, accuracy, safety and management of contracts without any disputes and without this the proposal will not be opened. 6. Furnish detail of facilities to be provided by the Consultant, in addition to the facilities to be provided by the Employer as given in the Data Sheet. However, no costs be given which may be included in the ProposalIV. Section 5. Terms of Reference It should include -: I. Introduction & Background- The services of the PMC may be provided by a consulting firm (Consultant) with adequate experience in the field.
  17. 17. II. The Consultants - The Consultant will be engaged after properevaluation of Technical & Financial Offers.III. Objective of Consulting Services - To assist the client in implementation of Project from the stage of verification / establishment of reference points / data provided by the survey consultants to the stage of successful completion of work through the agency employed for the execution of work. To ensure safety at site. To follow provisions of ADB loan agreement, regulations, policies, procedures and guidelines & environmental mitigation measures. To achieve overall quality & economy in the Project. Getting as built drawings, preparation of application for CRS and EIG & implement the project up to defect liability period. Exercising supervision on the execution of work. Arranging traffic, OHE blocks and Material Management. Measurement of works and ensuring payment to the executing agency including resolving the claims and disputes. Interaction and co-ordination with the RA, Govt. authority, Local bodies etc.IV. Scope of Consultancy Services Consultant Role – will act as an engineer for the purpose of the s works. Consultant authority – He will have the authority as specified for s engineer in GCC except i. No change in contract conditions. ii. Ordering variation. (Limited to 0.5% in each items maximum of 2% of contract value). iii. Ordering variations resulting in extension of time or delay. iv. Deciding rates for new item / extra item and contractors claims etc. v. Relieving the contractor of his duties, responsibilities and obligation as stated in CA.Consultant RESPONSIBILITY s Developing Project Management Plan in 30 days from LOA and inception report in 21 days. Developing system & procedures 45 days from LOA. Developing quality assurance plan in 45 days from LOA. Maintaining copies of all documents. Nomination of engineers representative who will be full time resident on the project. Making all engineering decision. Project planning, Project co-ordination, project interfacing Approval of plans from Railways required for execution
  18. 18. Checking of various drawings, plans, design, document prepared by Contractor and including alterations. Prepare phase working plan. Ensuring consignee inspection, receipt of material, Accountal Measurement and certify payments. Project monitoring till the defect liability period and assets handed over to Zonal Railways. Compliance with ADB, MOU of Railway and environmental mitigations. Daily report on significant events and Monthly progress report and quarterly progress report, completion report in 6 months from DOC.V. Detailed Terms of Reference1. REVIEW The Consultant shall review the Detailed Project Reports review adequacy of the contractor’s QMS check final designs/drawings Approve drawings and specifications for construction Review proposals for S&T works, block workings, NI working Liaison between various contractors, designers Review arrangements during non-interlocking working Review proposal for acceptance by RDSO2. Quality Assurance Prepare a Quality Assurance Manual Assist the contractor to evolve a system of Quality Assurance Ensure that the procurement of materials and equipment Inspect and approve all materials received Check concrete mix designs Inspect the quality of the works Assess and check the laboratory and field tests Maintain records of all testing3. Project ControlThe consultant shall monitor the project covering all aspects of theproject Progress in accordance with schedules Critical Interface requirements Cost Control Environmental matters Quality Control4. Construction SupervisionThe Consultant will make all engineering decisions required for thesuccessful and timely implementation of the contract in consultationwith the Employer. Accordingly, the principal, duties, responsibilities andactivities of the maintenance consultant shall-
  19. 19. Ensure adequacy, stability and safety of all personnel and construction works Ensure that the works to be carried out on running lines are coordinated, planned and executed meticulously Conduct site visits to review progress in implementation Assist the Employer for liaison and co-ordination with the relevant authorities 5.0 Conflict and change Management: 6.0 Measurement and Payment: 7.0 Project Completion 8.0 Reports VI. Implementation ArrangementsVI. Consultant’s Organization & Staffing The Employer’s require the projects to be managed as given below: 1.0 Project Manager 2.0 Resident Engineer 3.0 Experts (Discipline wise) 4.0 Site Supervision Teams VIII. Annex – 1 Scope of Works’ Contracts for Project Management Consultancy Services IX. Annex – 2 Qualification Requirements of Key PersonnelV. Section 6. Form of Agreement, General Conditions of Contract and Special Condition of Contract Standard form of agreement like works contract incorporating all necessary sections of RFP. General Conditions of Contract may be same as existing GCC with some modification of terms & conditions. Special Conditions of Contract shall include sufficient provision for: Penalties in case consultant fails to comply with the stipulated requirements e.g. checking of works carried out by the Consultant disclose that works carried out by the Consultant do not meet the specified requirement, the employers will not pay the Consultant fees for the affected portion. In addition, the Consultant will incur a penalty equal to 100% of such fee and without entitlement to payment of further fees in this respect. If the service of a team member provided by the Consultant is not acceptable to the employer, the Consultant shall immediately replace the team member. If the Consultant fails to quickly deploy/replace a team member as instructed by the Employer, the Employer may make temporary arrangement. The temporary deployment/replacement shall be paid by the employer with commensurate reduction in the person month scope of the PMC Contract. The Consultant shall incur a penalty equal to 50% of the cost to the employer of the temporary deployment/ replacement until such time that the Consultant provides an acceptable replacement/ team member. This will however be a temporary arrangement and if the Consultant fails to deploy
  20. 20. the requisite personnel or replace any member as instructed, the Consultant shall be liable for action for termination of Contract and or black listing.9. BENEFITS OF PMC The execution of projects can be completed within shorter time spans due to the planned working under PMC. Availability of expertise of each field under the control of single authority. Staffing Schedule can be adjusted depending upon need based on physical progress of Project. If, during some point of time, more supervisors of one branch is required and lesser number of the other branch is required, the flexibility is always available with the PMC. Rigid rules for recruitment need not be followed.10. Shortcomings of PMC Lack of knowledge of Railway engineering/contracts with the consultant hence he is not able to appreciate the day-to-day problems. In case of doubling & third line project, close coordination with Railway is required. Being an outside agency and concept of PMC being new to Railways, they are not able to get the maximum coordination from Railway. Inadequate control over experts during the execution as they can leave at any stage which creates problem in continuing the project further such as measurement recording/accountal of material etc.11. SUGGESTIONS The knowledge regarding railway working needs to be imparted to the officials working with PMC. IRICEN has already started courses for training of Engineers of Private agencies. This practice may be followed at the other training Institutes. The PMCs should be encouraged to recruit more and more retired Railway officials. Inadequate control over experts during the execution as they can leave at any stage which creates problem in continuing the project further such as measurement recording/accountal of material etc. The experts working on the project should not allowed by the PMC to leave the project. PMC may be asked to sign bond with the Experts.
  21. 21. ANNEXURE - 1