The document summarizes key details about the Delhi Metro project. It discusses how the Delhi Metro was conceived as a social sector project to address Delhi's traffic and pollution issues. The Japanese government provided funding assistance, while the rest was contributed by the Government of India and Government of National Capital Territory of Delhi. Dr. E. Sreedharan was appointed as the Managing Director of DMRC and Project Manager of Phase 1. The document then outlines some of the challenges faced during planning and implementation, such as lack of funds, political interference, and property disputes, and how DMRC overcame these challenges through strict quality management and cost control.

1. DELHI METRO PROJECT
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2.  Delhi Metro is a rapid transit system
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serving Delhi, Gurgaon, Noida and Ghaziabad in the National
Capital Region of India.
 The first line of Delhi metro was inaugurated by A.B
Vajpayee(former prime minister of India) on 24th
December, 2002.
 In 1995 GOI and GNCTD formed DMRC under the companies
act to construct the Delhi metro.
 Conceived as a social sector project, funding assistance was
provided by The Japanese Government.
 Rest was contributed by GOI and GNCTD through Equity.

3. Dr. E Sreedharan was appointed
Managing Director of DMRC and
Project Manager of phase 1 of the
project in November 1997.

4. Learning
Understand the preliminary activities to be taken up
before a large infrastructure project can be started.
Appreciate the significance of the role of a project
manager in project execution
Understand the importance of the right work
culture in successful project management
Recognize the importance of managing the various
stakeholders in a project.

5. Delhi Metro: Urgency
 Metro is considered a transport option when population
of a city crosses 1 million mark.
 Automobiles contributed to more than 2/3rd of the total
atmospheric population.
 Delhi had more registered vehicles than Kolkata, Mumbai
and Chennai put together.

6. Delhi Metro- Social Sector Project.
 Globally, MRTS projects were financially
unviable.
 Estimated cost of first phase of the project
increased from Rs 60 billion to Rs 89.27 billion.
 In view of high cost and low financial IRR it was
considered a project for the regional economy in
more ways than one.

7. Delhi Metro- Project Team
“Each member of the team was interviewed
personally 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 an
organization which has got a unique work culture and
organizational values. The team consists of hard
working, dedicated and professionally competent
people.”
- 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 Managing
Director. Also, the MD was the last authority on
tenders.”
- Anuj Dayal, Chief Public Relations Officer, DMRC

10. Delhi Metro- Quality Management
 DMRC appointed a special quality assurance team
independent 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 and
reverse clocks.
 Every Monday, the heads of departments had to meet to
review progress, set new targets or revise targets.

11. Problems
Despite assurances that the DMRC would enjoy
autonomy, it faced political pressure not only in the
recruitment process, processes, promotions, and contract
awarding but also in land acquisition.
The DMRC also faced the difficult task of relocating the
people evicted from properties acquired for the project. It
had to built temporary accommodations for the people who
were to be relocated.
 With the Delhi Metro Act coming into force, the DMRC
faced few legal problems in acquiring properties. About 400
cases were filed against the DMRC on this issue, out of which
only 100 were pending as of 2006.

12. Delhi Metro- Cost Control
 The total expenditure of Delhi Metro was split into 3
broad heads-
• Manpower
• Energy
• Material including Maintenance
 Each of these accounted for approximately 1/3rd of the
project cost.

13. Continued….
DMRC employed only 45 persons per km of track as
per international norms in contrast to Kolkata Metro
which 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 project
planning and monitoring.

14. Disagreement Between Sreedharan &
Indian Railways
 Shreedharan was in favor of standard
gauge, generally used in metro system.
IR favor the broad gauge, the gauge used over
most of the railway network in India.
GOI intervene and asked the DMRC to adopt
the 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 also
used light shields to reduce glare from work lights at
night.
DMRC took measures to dispose of water wastes.

18. OUTLOOK
The Delhi metro project was successful in
reducing pollution levels and vehicular traffic.
The DMRC earned revenues of Rs.1.50 billion in
the financial year ended march 2006, in
comparison to the Rs.720 million earned in the
previous year.
It earned additional income by providing
consultancy services to organizations and
cities, both in India and overseas

19. Outstanding Features Of Delhi
Metro Project
The Delhi metro was considered an advance
MRTS. It followed all the appropriate Indian and
construction International codes.
The security system on Delhi metro were
comparable to be the best transport system in the
world.
All stations are fitted with seismic sensor to warn
of 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 power
supply.
 CATC, ATP, ATO system was installed on Delhi
metro .

21. Delhi Metro- Current Scenario
Operations:
Number of lines: 6
Number of stations: 142
Daily ridership: 1.8 million
Number of vehicles: 210 trains
Train length: 4/6 coaches
Technical:
Track gauge: 1716 mm (5 ft 6 in)Broad gauge
1,435 mm (4 ft 8 1⁄2 in) standard gauge
Electrification: 23 kV, 50 Hz AC through overhead
catenary.

22. Thank You