This document is a project report for the extension of a metro station. It includes an acknowledgment, abstract, and sections on project integration management, scope, cost management, quality management, human resource management, critical path method, work breakdown structure, Gantt chart, communication management, and risk management. The project will extend an existing metro station according to international construction norms while reflecting local architecture. It is being managed by a company called SKYVIEW and will be completed in December after beginning construction in September.
The document provides details about the Vasant Vihar Metro Station project being constructed by L&T-SUCG JV for DMRC Phase III. It discusses the construction methodology used, which is bottom-up for Vasant Vihar station due to medium hard rock profile, and top-down for other stations. It describes the scope of work including construction of tunnels and 5 underground stations. Safety and environmental management practices are emphasized. Construction activities like excavation, soldier piling, rock bolting, and erection of diaphragm walls and retaining walls are outlined.
The document summarizes the Delhi Metro project, a rail transit system created to address traffic, pollution, and congestion problems in Delhi, India. It discusses the project's phases and goals of expanding the metro network throughout Delhi and surrounding areas by 2021. The Delhi Metro Rail Corporation was established in 1995 to oversee project planning and implementation. Phase I and II were completed on time and within budget, establishing the project as a model for other metro systems. The metro system has provided environmental and economic benefits to Delhi such as reduced traffic and pollution.
The document discusses the Mumbai Metro Rail Project. It provides an overview of Mumbai's transport infrastructure challenges and outlines the need for an efficient mass transit system like the metro. The metro project is proposed to be implemented in 3 phases connecting various parts of the city. Phase 1 details are discussed including project planning, financial structuring, bidding process and execution challenges that led to delays. Key risks are also identified and allocated to mitigate issues in construction and operations.
The Delhi Metro was delivered 3 years ahead of schedule and within budget due to comprehensive planning and effective project management. Dr. E Sreedharan led the project and ensured a professional work culture and lean organizational structure. Regular reviews and use of project management tools helped adhere to schedules. Effective stakeholder management and transparency further ensured success. The Delhi Metro has now transformed Delhi's transportation and set benchmarks for public infrastructure projects in India.
This document is a project report on Delhi Metro Rail Corporation Phase 3 submitted by Naveen Joshi to fulfill requirements for a Bachelor's degree in Civil Engineering. It discusses the construction of underground metro stations using cut-and-cover and tunnel boring machine methods. Specific learnings from constructing the Janakpuri West and Dashrathpuri stations using bottom-up and top-down approaches are provided. Details on tunnel construction, a casting yard for precast segments, equipment used, health and safety practices, and quality checklists are also summarized. The report aims to document the student's contributions and learnings during a four month training program with HCC-Samsung, the company constructing Delhi Metro's Phase 3 expansion.
The document provides details about the construction of the underground Vasant Vihar Metro Station in Delhi. Key points include:
- The station is being constructed using the bottom-up method due to the hard rock strata. This involves excavation, constructing the base slab and then working upwards.
- Concrete grades M40 and M50 are being used for the slabs and columns respectively. Waterproofing involves priming with Master Seal M2525 and applying the waterproofing layer of Master Seal M800.
- Other aspects covered are borehole data analysis, structure layout, concreting operations, machinery used, and repair works. Precise construction methods are highlighted.
The Bandra-Worli Sea Link in Mumbai, India opened in June 2009. It is a 5.6 km long, 8-lane bridge that connects the western suburbs of Bandra to central Mumbai over the Mahim Bay. Construction began in 2000 but faced delays from legal challenges and design changes that caused costs to escalate from 350 crore to 1634 crore rupees. The sea link reduces travel time between Bandra and Worli from 1 hour to just 7 minutes, helping to decongest roads and save vehicle operating costs. However, some traffic issues were still perceived at the Worli end of the bridge and on other connecting roads.
The document provides details about the Vasant Vihar Metro Station project being constructed by L&T-SUCG JV for DMRC Phase III. It discusses the construction methodology used, which is bottom-up for Vasant Vihar station due to medium hard rock profile, and top-down for other stations. It describes the scope of work including construction of tunnels and 5 underground stations. Safety and environmental management practices are emphasized. Construction activities like excavation, soldier piling, rock bolting, and erection of diaphragm walls and retaining walls are outlined.
The document summarizes the Delhi Metro project, a rail transit system created to address traffic, pollution, and congestion problems in Delhi, India. It discusses the project's phases and goals of expanding the metro network throughout Delhi and surrounding areas by 2021. The Delhi Metro Rail Corporation was established in 1995 to oversee project planning and implementation. Phase I and II were completed on time and within budget, establishing the project as a model for other metro systems. The metro system has provided environmental and economic benefits to Delhi such as reduced traffic and pollution.
The document discusses the Mumbai Metro Rail Project. It provides an overview of Mumbai's transport infrastructure challenges and outlines the need for an efficient mass transit system like the metro. The metro project is proposed to be implemented in 3 phases connecting various parts of the city. Phase 1 details are discussed including project planning, financial structuring, bidding process and execution challenges that led to delays. Key risks are also identified and allocated to mitigate issues in construction and operations.
The Delhi Metro was delivered 3 years ahead of schedule and within budget due to comprehensive planning and effective project management. Dr. E Sreedharan led the project and ensured a professional work culture and lean organizational structure. Regular reviews and use of project management tools helped adhere to schedules. Effective stakeholder management and transparency further ensured success. The Delhi Metro has now transformed Delhi's transportation and set benchmarks for public infrastructure projects in India.
This document is a project report on Delhi Metro Rail Corporation Phase 3 submitted by Naveen Joshi to fulfill requirements for a Bachelor's degree in Civil Engineering. It discusses the construction of underground metro stations using cut-and-cover and tunnel boring machine methods. Specific learnings from constructing the Janakpuri West and Dashrathpuri stations using bottom-up and top-down approaches are provided. Details on tunnel construction, a casting yard for precast segments, equipment used, health and safety practices, and quality checklists are also summarized. The report aims to document the student's contributions and learnings during a four month training program with HCC-Samsung, the company constructing Delhi Metro's Phase 3 expansion.
The document provides details about the construction of the underground Vasant Vihar Metro Station in Delhi. Key points include:
- The station is being constructed using the bottom-up method due to the hard rock strata. This involves excavation, constructing the base slab and then working upwards.
- Concrete grades M40 and M50 are being used for the slabs and columns respectively. Waterproofing involves priming with Master Seal M2525 and applying the waterproofing layer of Master Seal M800.
- Other aspects covered are borehole data analysis, structure layout, concreting operations, machinery used, and repair works. Precise construction methods are highlighted.
The Bandra-Worli Sea Link in Mumbai, India opened in June 2009. It is a 5.6 km long, 8-lane bridge that connects the western suburbs of Bandra to central Mumbai over the Mahim Bay. Construction began in 2000 but faced delays from legal challenges and design changes that caused costs to escalate from 350 crore to 1634 crore rupees. The sea link reduces travel time between Bandra and Worli from 1 hour to just 7 minutes, helping to decongest roads and save vehicle operating costs. However, some traffic issues were still perceived at the Worli end of the bridge and on other connecting roads.
When evaluating mass transit options for Indian cities, metro rail systems are given preference over surface systems due to the belief that road-based bus systems cannot cater to the capacity requirement as much as metro systems can. In addition, metro rails are perceived to have higher levels of comfort, speed, and efficiency than bus systems.
The document discusses project management as it relates to the Delhi Metro Rail Corporation project, including defining what a project is, the key processes involved in project management, and the various knowledge areas of project management such as integration management, scope management, time management, cost management, quality management, human resource management, communications management, and risk management. It provides an overview of the history and development of project management as a discipline. The document serves to provide context and background information on project management principles and how they can be applied to a large infrastructure project like the Delhi Metro.
It is the second metro project in India after Kolkata metro. Delhi Metro is a rapid transit system serving Delhi, Gurgaon, Noida and Ghaziabad in the National Capital Region of India.
GOI and GNCTD arranged all the capital required
Initial estimation of cost in 1996 was Rs 60 billion.
Revised estimation cost in 2002 was Rs 89.27 billion
Final cost of project approx. Rs 99 billion with Rs 7 billion savings.
Mr. E Sreedharan was appointed as project manger and managing and managing director in November 1997.
The Kashmir Rail Project aims to provide an alternative transportation system for Jammu and Kashmir by constructing a 345km railway line linking the Kashmir Valley. Major challenges include difficult terrain, extreme weather, security issues, and construction in seismic zones. The project is divided into sections, with the most difficult being the 148km Katra-Quazigund leg requiring extensive tunneling and bridgework. Construction began in 1994 and various delays have pushed the estimated completion date to 2017. The project involves building over 750 bridges and 100km of tunnels, with the longest tunnel being 11km.
Blue Dart Express Delivery Services: Competition and StrategyVishrut Shukla
Group No. 13 analyzed the express delivery service industry in India. Blue Dart Express is the market leader with over 40% market share in air cargo. It has an extensive network across India and provides fast and reliable service. While Blue Dart has sustained competitive advantages through its brand, network, and alliance with DHL, competition is increasing from players like Gati and DTDC who are improving technology and expanding networks. To maintain leadership, Blue Dart should focus on customer service, expanding reach, adopting new technologies, and partnering with e-commerce companies.
This report summarizes the Ujjain Simhastha Bypass road project in India. The 14.29 km two-lane road with paved shoulders is being constructed to improve connectivity and reduce traffic congestion in Ujjain during the 2016 Simhastha Mela festival. Kalyan Toll Infrastructure Limited was awarded the design-build-finance-operate contract and is constructing the road over a 15-year concession period. The road will not have tolls collected during Simhastha to ease traffic. The report provides details on the road design standards, construction methodology and processes for the different pavement layers.
STRATEGIC MARKETING "SBU" AND "BCG MATRIX" OF HAVELLS NavendraDubey
Different "Strategic Business Units"(SBU) and BCG matrix are prepared on the basis of companies and industries data. BCG matrix helps anorganization to identify its business which are best for them and which businesses are to be harvested or discontinued.
Hyderabad metro rail – for a better livable cityPramod Kumar
The document discusses the Hyderabad Metro Rail project and its goals of improving transportation and urban development in Hyderabad, India. It notes that Hyderabad is experiencing rapid urbanization and population growth that has led to traffic congestion problems. The Hyderabad Metro Rail project involves constructing 71 kilometers of metro lines across 3 corridors to help manage the city's transportation needs. The project aims not only to provide mass transit but also spur urban redevelopment and make Hyderabad a more livable city with public transportation integration, pedestrian infrastructure, and transit-oriented development. Construction is currently underway on various elements of the project with the goal of completing the full system within 5 years.
Flipkart is an Indian electronic commerce company with over 500 employees and warehouses located in 7 major cities. It has established a supply chain network of over 500 distributors to source products and keep frequently ordered items in stock. For items not in stock, Flipkart sources directly from suppliers. It uses various logistics partners like Blue Dart and Indian Post to deliver products within 1-15 days depending on location, using air, train, truck, or local delivery methods. Flipkart's information systems help manage inventory levels, order fulfillment across warehouses and packing centers, and provide customers with order tracking updates.
Delhi Metro Railway's Stakeholder Management SIDDHARTH SWAIN
The document provides information about Delhi Metro Rail Corporation (DMRC) including:
- DMRC operates the metro system in Delhi and the National Capital Region, with 6 lines and over 160 stations currently.
- It began operations in 2002 and now has over 200 trains serving over 2 million passengers daily on its network spanning over 210 km.
- DMRC is owned by the state government of Delhi and the Central Government of India. It has over 6,000 employees working to deliver metro services.
- Key stakeholders that DMRC works with includes the governments, investors like JICA who provide funding, contractors involved in projects, safety operators, and most importantly customers/riders who use the metro system daily.
The document discusses the architecture and development of the Hyderabad metro rail system. It provides details about:
1) The Indo-French architectural influences on the metro station designs that blend historical styles with modern development.
2) Key facts about the three metro corridors covering over 71 km and 2748 piers supporting the rail lines.
3) The Nagole metro station specifically, located near a train depot and cash and carry along a busy road, and its cantilevered design mounted on a central pillar to accommodate heavy traffic flow in the area.
This document provides an overview of the Bandra Worli Sea Link project in Mumbai, India. It discusses the objectives of connecting Bandra and Worli to reduce traffic and travel time. Key details include the 5.6 km long bridge with an 8-lane roadway supported by large 128m high diamond shaped pylons. The sea link reduced travel time between Bandra and Worli from 60-90 minutes to 20-30 minutes. Challenges in construction included stabilizing the ground and delays due to design changes and unpredictable foundation conditions.
This document provides an overview of the Ahmedabad Metro Project. It discusses the history and constitution of the Metro Link Express for Gandhinagar and Ahmedabad (MEGA) project. The project aims to build 5 lines spanning 83 km with 53 stations to serve the cities of Ahmedabad and Gandhinagar. Phase 1 will feature elevated and underground sections with a designed speed of 80 km/h. Regulatory approvals are required and the project aims to be one of the most cost efficient metros implemented in India.
Group 3 began operations in Delhi, India in 2002 as a rapid transit system with 6 lines and 188 trains serving over 1.9 million daily riders across 140 stations spanning 183.7 km. The initial capital investment was funded 30% by the Indian and Delhi governments and 60% through loans from JICA which have now been largely repaid. The system was completed ahead of schedule and within budget, helping reduce traffic, pollution, and providing affordable transportation for citizens.
- Mr. Amit
- Mr. Rajesh
- Mr. Sunil
- Mr. Nitin
- Mr. Sachin
- Mr. Rakesh
- Mr. Anil
- Mr. Vijay
- Mr. Sanjay
- Mr. Mahesh
- Mr. Suresh
- Mr. Naresh
- Mr. Ajay
- Mr. Pankaj
- Mr. Nilesh
- Mr. Anand
- Mr. Ashok
- Mr. Manoj
- Mr. Ramesh
- Mr. Vinod
- Mr. Dinesh
- Mr. Pradeep
- Mr. Mahendra
- Mr
5 FORCE ANALYSIS OF THE CEMENT INDUSTRY IN INDIARohit Digra
This document analyzes Porter's five forces model for the cement industry in India. It finds:
1) High barriers to entry due to capital costs, location requirements near limestone deposits, and competition.
2) Low buyer power as bulk buyers like construction firms have little influence over cement companies.
3) Moderate supplier power as raw materials are crucial but regulated by the government.
4) High competitive rivalry between cement companies fighting for market share through price wars.
5) Low threat of substitutes as no effective replacement exists for cement in construction.
Being awarded as a millenium city , Gurgaon is perhaps the most prestigious and desirable outdoor advertising destination for any brand. Catering to the most affluent and potential TG as 75% of them belongs to SEC A.
The objectives of the project are to study:
1. The impact of Hyderabad Metro Rail construction on existing traffic conditions.
2. The effect of metro rail operations on future traffic and development in Hyderabad.
3. How the metro rail affects the sustainability of the city.
The scope is limited to studying three major junctions in Hyderabad - Godrej-Y Junction, Khairatabad Junction and JNTU Junction. Traffic studies were conducted at these locations to analyze pre-metro and current traffic conditions. Case studies of Delhi and Mumbai metro were also reviewed.
It provides with a brief of Delhi Metro with emphasis on profitability, history, operation mechanism, construction and expansion, funding and it's challenges.
When evaluating mass transit options for Indian cities, metro rail systems are given preference over surface systems due to the belief that road-based bus systems cannot cater to the capacity requirement as much as metro systems can. In addition, metro rails are perceived to have higher levels of comfort, speed, and efficiency than bus systems.
The document discusses project management as it relates to the Delhi Metro Rail Corporation project, including defining what a project is, the key processes involved in project management, and the various knowledge areas of project management such as integration management, scope management, time management, cost management, quality management, human resource management, communications management, and risk management. It provides an overview of the history and development of project management as a discipline. The document serves to provide context and background information on project management principles and how they can be applied to a large infrastructure project like the Delhi Metro.
It is the second metro project in India after Kolkata metro. Delhi Metro is a rapid transit system serving Delhi, Gurgaon, Noida and Ghaziabad in the National Capital Region of India.
GOI and GNCTD arranged all the capital required
Initial estimation of cost in 1996 was Rs 60 billion.
Revised estimation cost in 2002 was Rs 89.27 billion
Final cost of project approx. Rs 99 billion with Rs 7 billion savings.
Mr. E Sreedharan was appointed as project manger and managing and managing director in November 1997.
The Kashmir Rail Project aims to provide an alternative transportation system for Jammu and Kashmir by constructing a 345km railway line linking the Kashmir Valley. Major challenges include difficult terrain, extreme weather, security issues, and construction in seismic zones. The project is divided into sections, with the most difficult being the 148km Katra-Quazigund leg requiring extensive tunneling and bridgework. Construction began in 1994 and various delays have pushed the estimated completion date to 2017. The project involves building over 750 bridges and 100km of tunnels, with the longest tunnel being 11km.
Blue Dart Express Delivery Services: Competition and StrategyVishrut Shukla
Group No. 13 analyzed the express delivery service industry in India. Blue Dart Express is the market leader with over 40% market share in air cargo. It has an extensive network across India and provides fast and reliable service. While Blue Dart has sustained competitive advantages through its brand, network, and alliance with DHL, competition is increasing from players like Gati and DTDC who are improving technology and expanding networks. To maintain leadership, Blue Dart should focus on customer service, expanding reach, adopting new technologies, and partnering with e-commerce companies.
This report summarizes the Ujjain Simhastha Bypass road project in India. The 14.29 km two-lane road with paved shoulders is being constructed to improve connectivity and reduce traffic congestion in Ujjain during the 2016 Simhastha Mela festival. Kalyan Toll Infrastructure Limited was awarded the design-build-finance-operate contract and is constructing the road over a 15-year concession period. The road will not have tolls collected during Simhastha to ease traffic. The report provides details on the road design standards, construction methodology and processes for the different pavement layers.
STRATEGIC MARKETING "SBU" AND "BCG MATRIX" OF HAVELLS NavendraDubey
Different "Strategic Business Units"(SBU) and BCG matrix are prepared on the basis of companies and industries data. BCG matrix helps anorganization to identify its business which are best for them and which businesses are to be harvested or discontinued.
Hyderabad metro rail – for a better livable cityPramod Kumar
The document discusses the Hyderabad Metro Rail project and its goals of improving transportation and urban development in Hyderabad, India. It notes that Hyderabad is experiencing rapid urbanization and population growth that has led to traffic congestion problems. The Hyderabad Metro Rail project involves constructing 71 kilometers of metro lines across 3 corridors to help manage the city's transportation needs. The project aims not only to provide mass transit but also spur urban redevelopment and make Hyderabad a more livable city with public transportation integration, pedestrian infrastructure, and transit-oriented development. Construction is currently underway on various elements of the project with the goal of completing the full system within 5 years.
Flipkart is an Indian electronic commerce company with over 500 employees and warehouses located in 7 major cities. It has established a supply chain network of over 500 distributors to source products and keep frequently ordered items in stock. For items not in stock, Flipkart sources directly from suppliers. It uses various logistics partners like Blue Dart and Indian Post to deliver products within 1-15 days depending on location, using air, train, truck, or local delivery methods. Flipkart's information systems help manage inventory levels, order fulfillment across warehouses and packing centers, and provide customers with order tracking updates.
Delhi Metro Railway's Stakeholder Management SIDDHARTH SWAIN
The document provides information about Delhi Metro Rail Corporation (DMRC) including:
- DMRC operates the metro system in Delhi and the National Capital Region, with 6 lines and over 160 stations currently.
- It began operations in 2002 and now has over 200 trains serving over 2 million passengers daily on its network spanning over 210 km.
- DMRC is owned by the state government of Delhi and the Central Government of India. It has over 6,000 employees working to deliver metro services.
- Key stakeholders that DMRC works with includes the governments, investors like JICA who provide funding, contractors involved in projects, safety operators, and most importantly customers/riders who use the metro system daily.
The document discusses the architecture and development of the Hyderabad metro rail system. It provides details about:
1) The Indo-French architectural influences on the metro station designs that blend historical styles with modern development.
2) Key facts about the three metro corridors covering over 71 km and 2748 piers supporting the rail lines.
3) The Nagole metro station specifically, located near a train depot and cash and carry along a busy road, and its cantilevered design mounted on a central pillar to accommodate heavy traffic flow in the area.
This document provides an overview of the Bandra Worli Sea Link project in Mumbai, India. It discusses the objectives of connecting Bandra and Worli to reduce traffic and travel time. Key details include the 5.6 km long bridge with an 8-lane roadway supported by large 128m high diamond shaped pylons. The sea link reduced travel time between Bandra and Worli from 60-90 minutes to 20-30 minutes. Challenges in construction included stabilizing the ground and delays due to design changes and unpredictable foundation conditions.
This document provides an overview of the Ahmedabad Metro Project. It discusses the history and constitution of the Metro Link Express for Gandhinagar and Ahmedabad (MEGA) project. The project aims to build 5 lines spanning 83 km with 53 stations to serve the cities of Ahmedabad and Gandhinagar. Phase 1 will feature elevated and underground sections with a designed speed of 80 km/h. Regulatory approvals are required and the project aims to be one of the most cost efficient metros implemented in India.
Group 3 began operations in Delhi, India in 2002 as a rapid transit system with 6 lines and 188 trains serving over 1.9 million daily riders across 140 stations spanning 183.7 km. The initial capital investment was funded 30% by the Indian and Delhi governments and 60% through loans from JICA which have now been largely repaid. The system was completed ahead of schedule and within budget, helping reduce traffic, pollution, and providing affordable transportation for citizens.
- Mr. Amit
- Mr. Rajesh
- Mr. Sunil
- Mr. Nitin
- Mr. Sachin
- Mr. Rakesh
- Mr. Anil
- Mr. Vijay
- Mr. Sanjay
- Mr. Mahesh
- Mr. Suresh
- Mr. Naresh
- Mr. Ajay
- Mr. Pankaj
- Mr. Nilesh
- Mr. Anand
- Mr. Ashok
- Mr. Manoj
- Mr. Ramesh
- Mr. Vinod
- Mr. Dinesh
- Mr. Pradeep
- Mr. Mahendra
- Mr
5 FORCE ANALYSIS OF THE CEMENT INDUSTRY IN INDIARohit Digra
This document analyzes Porter's five forces model for the cement industry in India. It finds:
1) High barriers to entry due to capital costs, location requirements near limestone deposits, and competition.
2) Low buyer power as bulk buyers like construction firms have little influence over cement companies.
3) Moderate supplier power as raw materials are crucial but regulated by the government.
4) High competitive rivalry between cement companies fighting for market share through price wars.
5) Low threat of substitutes as no effective replacement exists for cement in construction.
Being awarded as a millenium city , Gurgaon is perhaps the most prestigious and desirable outdoor advertising destination for any brand. Catering to the most affluent and potential TG as 75% of them belongs to SEC A.
The objectives of the project are to study:
1. The impact of Hyderabad Metro Rail construction on existing traffic conditions.
2. The effect of metro rail operations on future traffic and development in Hyderabad.
3. How the metro rail affects the sustainability of the city.
The scope is limited to studying three major junctions in Hyderabad - Godrej-Y Junction, Khairatabad Junction and JNTU Junction. Traffic studies were conducted at these locations to analyze pre-metro and current traffic conditions. Case studies of Delhi and Mumbai metro were also reviewed.
It provides with a brief of Delhi Metro with emphasis on profitability, history, operation mechanism, construction and expansion, funding and it's challenges.
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.
Delhi metro presentation(SCHOOL/COLLEGE)Aashna Sharma
The document summarizes the Delhi Metro rail system in India. It consists of 6 lines totaling 140 stations that span Delhi, Gurgaon, and Noida. Key points include that the lines are both underground and elevated, carry millions of daily passengers, and are more energy efficient than road-based transportation. Interchanges exist between metro lines and with Indian railway stations. The metro has faced some accidents during construction but has significantly improved transportation in the Delhi region.
- Delhi Metro Rail Corporation (DMRC) began operations in 2002 and operates the metro system in Delhi, carrying 1.6 million passengers daily on its 140 stations and 183.7 km of lines.
- DMRC earns revenue from eight main sources: fares from tokens and smart cards, tourist cards, advertising, retail space rentals, penalties, movie licensing, and carbon credits.
- The report analyzes DMRC's revenue sources and amounts for 2010, finds that DMRC has the best revenue model among world metros, and provides suggestions like increasing retail facilities and check points to improve passenger experience.
Mr. E Sreedharan has had a distinguished career working on major railway and metro projects in India since 1954. In 1997, he took over as Managing Director of the Delhi Metro Rail Corporation (DMRC). The DMRC was established in 1995 as a joint venture between the central and Delhi governments to construct and operate the Delhi Metro. It has successfully completed projects on time and on budget while maintaining high standards of safety, reliability and customer service. Some challenges faced have included tunneling issues, coordination with other infrastructure projects, and responding to demands for more amenities like public toilets. The DMRC is working hard to expand the metro system in time for the 2010 Commonwealth Games, but recent accidents have caused some delays to the
The document provides an executive summary of the Delhi Metro Rail project. It discusses the key objectives, phases, lines, technologies used, funding sources, and stakeholders involved in the project. The Delhi Metro Rail Corporation was formed in 1998 to address Delhi's issues with traffic congestion and pollution through expanding public transportation infrastructure. The project is being implemented in four phases with the goal of improving Delhi's transit system and urban environment.
List posts: Why people love and hate Lists. Curation Tips for List MakersNick Kellet
This is a work in progress. I've curated a lot of posts and research in Lists Posts.
I want to add to it, but figured it's better to share than not
My active research is here
http://list.ly/list/Vx-list-of-why-people-love-lists-why-people-hate-lists?feature=search
1. El documento proporciona información geográfica y demográfica sobre Japón, incluyendo su superficie, población actual y proyectada, las 13 ciudades más grandes y su longitud de línea costera.
2. Cuando se incluye su mar territorial y zona económica exclusiva, el tamaño total de Japón es el noveno más grande del mundo.
3. El documento también describe algunos problemas territoriales de Japón con países vecinos sobre islas en disputa.
The UK Fashion & Textile Association (UKFT) is the largest network for fashion and textile companies in the UK. It brings together designers, manufacturers, agents, and retailers to promote their businesses. Membership provides access to industry reports, technical information, and the opportunity to use UKFT's globally trademarked care symbols with a license. Members also receive discounted rates on seminars, showroom hire, and business support services to help grow their businesses. Joining before October 30th provides a 20% discount on the first year's membership fee.
Geeli is one of the top air conditioning manufacturers in China. It aims to become the world's largest manufacturer within 5 years. To fund its expansion, Geeli is considering various financing options such as listing on the Chinese, Hong Kong or US stock markets, issuing corporate bonds or bank loans in China or abroad. Listing in the US has advantages like a sound legal system and lower cost of capital but requires meeting strict criteria. Raising debt in China is challenging due to issues like state control of banks and high rates of non-performing loans. Based on its financials and a net present value analysis, listing American Depositary Receipts in the US stock market seems to be the best option for Geeli to access
The document provides information about Uganda Martyrs University (UMU):
1. UMU was established in 1993 and aims to provide quality education while promoting values of service and respect.
2. The university's objectives include providing high-quality education to prepare students for their careers, encouraging individual development, and facilitating research.
3. The Center for Distance Learning Studies coordinates distance learning programs in various faculties and aims to provide flexible, off-campus education.
Finding Singapore Cases and Legislationisc_library
The document provides guidance on accessing reliable legal resources for a business law course, including how to locate Singapore and UK case law using LawNet and Singapore legislation using Statutes Online. It explains what case law and neutral citations are, and how to search for cases using party names, citations, or other identifiers. Examples are provided to demonstrate how to search for and view specific cases and legislation.
El documento describe la historia, descripción y propiedades medicinales del árbol Ginkgo biloba. 1) El Ginkgo es un "fósil viviente", siendo el único representante sobreviviente de una familia que pobló la Tierra hace millones de años. 2) Sus hojas contienen compuestos como terpenos y flavonoides que tienen propiedades vasodilatadoras y antioxidantes. 3) Tradicionalmente se ha usado en la medicina china para tratar problemas circulatorios y cognitivos.
A empresa de tecnologia anunciou um novo produto, um smartphone com câmera de alta resolução e bateria de longa duração. O aparelho também possui armazenamento em nuvem e processador rápido. O lançamento está programado para o próximo mês com preço inicial de US$ 499.
Project Scope Management typically refers to the extensive collection of processes that ensure the exact description and visualization of the ample scope of a project. The strategies of project scope planning and scope management allow the project managers to assign the recommended amount of work needed to complete a project effectively. It is concerned with the determination of what is included in the project and what is altered
The document is a scope management plan that defines project and product scope, outlines key elements of an effective scope management plan, and describes the scope management process. Specifically, it discusses:
- Defining project and product scope.
- Key elements of an effective scope management plan including defined roles and responsibilities, and a developed scope management process.
- Components of the scope management process including defining scope, developing a project scope statement, using a work breakdown structure (WBS), verifying deliverables against scope, and controlling scope.
Project management is one of the most popular tool in the companies in today´s competitive environment. There are many successful companies, in which the project management has the key position. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management is accomplished with the processes such as initiating, planning, executing, controlling, and closing. The project team manages the work of the projects, and the work typically involves competing demands, stakeholders with differing needs and expectations and identified requirements. It is important to note that many of the processes within project management are iterative in nature. This is in part due to the existence of and the necessity for progressive elaboration in a project throughout the project life cycle.
This module discusses various aspects of project planning and management, including tracking project progress, time tracking, risk management, and project evaluation. Effective project tracking through tasks, resources, meetings, and reporting allows project managers to monitor progress and address any issues. Time delays should be managed by offering help for initial delays, taking immediate action after a second delay, and considering replanning after a third delay. Project metrics can provide status, identify improvement areas, and demonstrate results. Regular risk monitoring ensures assumptions remain valid and risks are accurately assessed. Project closure activities include releasing resources, transition planning, and documentation.
This document provides a minor project report on project monitoring and controlling using Microsoft Project. It includes an introduction discussing project management processes like initiation, planning, execution, monitoring and controlling. It also includes a literature review on the history of project management and critical studies. The objectives are to govern project operations, understand and control schedules and finances, communicate project information, and ensure projects are completed on schedule. The methodology discusses techniques like critical path method, project evaluation and review technique, and Gantt charts.
The document describes IBM's Actuate program for project launches. Actuate aims to ensure projects are started right by facilitating key startup activities within 45 days. These activities are grouped under 10 focus areas like project scope, risk assessment, governance, and tools setup. IBM has seen benefits of Actuate like reduced surprises, improved risk assessment, and faster startup phase completion. Over time, Actuate coverage has increased while duration to complete activities has decreased, showing improved efficiency. Lessons learned include addressing delays in input documents and stakeholder availability.
The document summarizes the typical project life cycle process used by project managers. It consists of 5 phases: (1) initiating, (2) planning, (3) executing, (4) monitoring/controlling, and (5) closing. Each phase involves certain key activities and defines the stages a project goes through from start to finish. Following a structured life cycle framework helps ensure projects are completed on time and on budget.
2 Project Management Life CycleKemaltaneriStockThinkstoc.docxeugeniadean34240
The document discusses the project management life cycle which consists of 5 phases: initiation, planning, execution, monitoring, and closeout. Each phase has a key purpose and involves specific activities to move the project forward. Project governance oversees the entire process and ensures projects are properly structured and supported. Governance includes establishing standards, procedures, and a project management office for guidance and support. Following a structured life cycle helps ensure projects progress in a coordinated manner from start to finish.
Project Management Msc. 7Pjmn009W Project Management Project.Renee Jones
Project success can be defined in different ways and depends on meeting objectives. Key factors that contribute to project success include having clear objectives, managing scope, schedule and budget, effective communication and stakeholder management, competent project team, and support from senior management. A project manager can help ensure success by focusing on these critical success factors throughout the project life cycle from planning to execution to closure.
This document provides an overview of entrepreneurship and project management. It discusses the three phases of starting a business from idea generation to sustainable performance. It also outlines the five process groups and ten knowledge areas of project management. Finally, it provides details on tools and techniques for project integration management, including developing the project charter and project management plan.
Project Plan For A Project Management ProjectMary Stevenson
Here are the key steps for the induction program project plan:
1. Define project objectives - Clearly state what the project aims to achieve.
2. Develop project schedule - Create a timeline that outlines all tasks and their deadlines.
3. Assign roles and responsibilities - Designate project manager and team member roles.
4. Create communication plan - Determine how the team will communicate status and issues.
5. Develop budget - Estimate costs for all project activities and materials.
6. Identify risks - Anticipate potential challenges and have contingency plans.
7. Plan evaluations - Determine how the project and team performance will be assessed.
8. Get sign-off - Obtain final approval
PROJECT MANAGEMENT PLAN TEMPLATE This Project Mana.docxwkyra78
PROJECT MANAGEMENT PLAN TEMPLATE
This Project Management Plan Template is free for you to copy and use on your project
and within your organization. We hope that you find this template useful and
welcome your comments. Public distribution of this document is only permitted
from the Project Management Docs official website at:
www.ProjectManagementDocs.com
PROJECT MANAGEMENT PLAN
<PROJECT NAME>
COMPANY NAME
STREET ADDRESS
CITY, STATE ZIP CODE
DATE
http://www.projectmanagementdocs.com/�
Project Management Plan Template
www.ProjectManagementDocs.com
1
TABLE OF CONTENTS
INTRODUCTION ................................................................................................................................ 2
PROJECT MANAGEMENT APPROACH ................................................................................................ 2
PROJECT SCOPE ................................................................................................................................ 3
MILESTONE LIST .............................................................................................................................. 3
SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE .......................................................... 4
CHANGE MANAGEMENT PLAN ......................................................................................................... 4
COMMUNICATIONS MANAGEMENT PLAN ......................................................................................... 5
COST MANAGEMENT PLAN .............................................................................................................. 7
PROCUREMENT MANAGEMENT PLAN ............................................................................................... 9
PROJECT SCOPE MANAGEMENT PLAN .............................................................................................. 9
SCHEDULE MANAGEMENT PLAN .................................................................................................... 10
QUALITY MANAGEMENT PLAN ...................................................................................................... 11
RISK MANAGEMENT PLAN ............................................................................................................. 13
RISK REGISTER .............................................................................................................................. 13
STAFFING MANAGEMENT PLAN ..................................................................................................... 13
RESOURCE CALENDAR ................................................................................................................... 15
COST BASELINE ............................................................................................................................. 15
QUALITY BASELINE ..................................................................................... ...
This document provides a project management plan template that can be used to develop a project management plan for a project. It includes sections for an introduction, project management approach, project scope, milestone list, schedule baseline and work breakdown structure, change management plan, communications management plan, cost management plan, procurement management plan, project scope management plan, schedule management plan, quality management plan, risk management plan, risk register, staffing management plan, resource calendar, cost baseline, quality baseline, and sponsor acceptance. The template is intended to guide the development of a comprehensive project management plan to manage all aspects of a project.
This document discusses the roles and responsibilities of a project manager for constructing additional floors at a hospital. It notes that the scenario describes a project due to its unique goal, limited resources and time constraints. As a project, its critical success factors will depend on balancing time, cost and performance. The construction falls under institutional and infrastructure categories. Key roles for the project manager would be planning, setting benchmarks, managing pollution risks during construction, and ensuring specifications are met, such as providing 500 beds. Given options, a senior project engineer from the local engineering department would be the best choice as project manager due to their engineering and construction management qualifications, ability to plan and coordinate, and experience reducing pollution risks.
This document provides a project management plan for the SmartVoice project at Total Software Incorporated (TSI). It includes sections on the project management approach, project scope, milestone list, schedule baseline and work breakdown structure (WBS), change management plan, communications management plan, cost management plan, and other key areas. The plan establishes roles and responsibilities, defines the project scope, outlines the schedule and milestones, and provides guidance on managing changes, communications, costs, and other critical aspects of the project to help ensure its successful execution.
Project Management Plan Templatewww.ProjectManagementDocs.com.docxbriancrawford30935
Project Management Plan Template
www.ProjectManagementDocs.com
Project Management Plan Template
This Project Management Plan Template is free for you to copy and use on your project
and within your organization. We hope that you find this template useful and
welcome your comments. Public distribution of this document is only permitted
from the Project Management Docs official website at:
www.ProjectManagementDocs.com
Project Management Plan
<Project Name>
Company Name
Street Address
City, State Zip Code
Date
Table of Contents
2Introduction
2Project Management Approach
3Project Scope
3Milestone List
4Schedule Baseline and Work Breakdown Structure
4Change Management Plan
5Communications Management Plan
7Cost Management Plan
9Procurement Management Plan
9Project Scope Management Plan
10Schedule Management Plan
11Quality Management Plan
13Risk Management Plan
13Risk Register
13Staffing Management Plan
15Resource Calendar
15Cost Baseline
16Quality Baseline
17Sponsor Acceptance
Introduction
The Introduction provides a high level overview of the project and what is included in this Project Management Plan. This should include a high level description of the project and describe the projects deliverables and benefits. Excessive detail is not necessary in this section as the other sections of the project plan will include this information. This section should provide a summarized framework of the project and its purpose. Look back at the Project Charter for information to include in this section.Project Management Approach
This section is where you outline the overall management approach for the project. This section should describe, in general terms, the roles and authority of project team members. It should also include which organizations will provide resources for the project and any resource constraints or limitations. If there are any decisions which must be made by specific individuals—for example authorizing additional funding by the project sponsor—this should also be stated here. It should be written as an Executive Summary for the Project Management Plan.
State the scope of the project in this section. The scope statement from the project charter should be used as a starting point; however, the project plan needs to include a much more detailed scope than the charter. This detail should include what the project does and does not include. The more detail included in this section, the better the product. This will help to clarify what is included in the project and help to avoid any confusion from project team members and stakeholders. Milestone List
Provide a summary list of milestones including dates for each milestone. Include an introductory paragraph in this section which provides some insight to the major milestones. This section should also mention or discuss actions taken if any changes to the milestones or delivery dates are required.
Milestone
Description
Date
Complete Requirements Gather.
This document provides a communications management plan template for a project. It includes sections on communication roles, methods, standards, and an escalation process. The plan establishes guidelines for formal project communications including meeting agenda, minutes, and status reports. It aims to ensure effective stakeholder engagement and timely issue resolution throughout the project.
Project Management Plan Templatewww.ProjectManagementDocs.com.docxwkyra78
The document provides a template for a project management plan, with sections and descriptions of what each section should include. It then provides an example document using the template for a project called "SmartVoice" to develop new voice recognition software. The example document includes an introduction describing the project goals, a project management approach outlining roles and responsibilities, and sections on project scope, milestones, schedule, change management, communications, costs, and other areas.
This document discusses marketing on the internet and is divided into multiple chapters and sections. Chapter 2 discusses domain names, website hosting, who develops the web presence, website analytics and metrics, using the internet for market research, and promoting websites offline. It describes how to choose a domain name, factors for website hosting, roles in web development, common online metrics, secondary and primary market research, and offline promotion methods. Chapter 1 provides background on the internet and its impact on society, businesses, and not-for-profit organizations. It also examines online buying behavior and marketing objectives.
This document provides an overview of Aristotle's branches of philosophy, including metaphysics, epistemology, logic, and ethics. It discusses Aristotle's views on each topic and how he contributed to their development. The key points are:
1. Aristotle identified four main branches of philosophy: metaphysics, epistemology, logic, and ethics.
2. In metaphysics, Aristotle explored substance and causation. He defined four causes and discussed actuality and potentiality.
3. In epistemology, Aristotle defined the soul and how sensation and perception work.
4. In logic, Aristotle developed formal logic and categorized propositions and syllogisms.
5. In
This document provides an overview of honor killings. It begins with an acknowledgement of the teacher and dean who allowed the student to research this topic. The document then outlines the various sections that will be covered, including an introduction to honor killings, reasons behind them, cultural defenses, problems in India, and recommendations. It provides definitions and global statistics on honor killings. The document explores the cultural reasons for honor killings in various regions and how perceptions vary. It examines honor killing laws and defenses in different countries. In summary, the document presents an in-depth analysis of the issue of honor killings from cultural, legislative and statistical perspectives.
The document discusses designing an ERP system for an organization. It begins by describing problems with the organization's current systems, such as disorganized data storage and a lack of integration between departments. It then outlines the proposed new system, including assigning a database administrator, implementing customer IDs to automatically update records, and adding security features like VPN. The document also covers designing the database structure, transaction processing system, and management information/decision support systems. It provides database table designs and establishes a project plan with a Gantt chart. The goal of the new ERP system is to improve processes like inventory management and customer service.
This document discusses configuration testing and management. Configuration testing involves testing software and systems on different hardware and software combinations to check for compatibility issues. It is important because the number of possible configurations is usually too large to fully test. Configuration management is also important for tracking what is being tested and different versions. Hardware and software configuration testing both help ensure compatibility and identify issues across environments.
This document provides a software requirements specification (SRS) for a library management system. It describes the existing manual system, proposed automated system, system requirements, and key system features. The proposed system will automate library operations like adding books and members, searching, borrowing and returning books, and generating reports. It aims to make transactions faster and reduce errors compared to the existing manual process. The SRS outlines user interface designs, database tables, and an implementation plan for training users and transitioning to the new system.
This document describes a library management system that uses a relational database to store and manage library data. It discusses using SQL and Microsoft Access to create tables, define relationships between tables using primary and foreign keys, and insert and manipulate data. Sample entity relationship diagrams and database tables are shown for books, customers, branches, book issues and returns. The system aims to computerize the library's operations and provide a more effective way to manage library resources and user accounts than a manual paper-based system.
This document describes an online examination system created by Farouq Umar Idris for CIS242. The system was designed to provide online tests and save time spent checking papers. It allows students to take exams according to their convenience without an invigilator present. The system uses PHP, HTML, JavaScript, and MySQL. It has features like security, ease of use, and no requirement for an examiner. The document outlines the system analysis, design, interfaces, coding, and concludes the system meets its objectives.
This document discusses OOPS (object-oriented programming) concepts in C++ programming language. It defines key OOPS concepts like class, object, encapsulation, abstraction, inheritance and polymorphism. It provides examples of how these concepts are implemented in C++ and compares procedural programming in C to OOPS in C++. The document aims to explain the major differences and how to utilize OOPS concepts in C++ programming.
FIU® software solution is a company that will be established in 2015 to produce computer and mobile phone application software. The company will employ programmers, purchase computer workstations and equipment, and lease office space. It will use the waterfall model for software development, which involves conception, initiation, analysis, design, construction, testing, production, and maintenance. The company chooses to locate in China due to the country's emerging technology sector and high demand for software, as well as China's rapidly growing GDP.
Aristotle was a Greek philosopher and polymath born in 384 BCE in Stagira, Greece. He was a student of Plato and later taught Alexander the Great. Aristotle wrote extensively on many topics, creating one of the first comprehensive systems of Western philosophy encompassing fields like logic, metaphysics, ethics, and science. He was an empiricist, believing that all knowledge comes from sensory experience. His works established the foundations of logic and analyzed concepts like substance, causation, and purpose in metaphysics. Aristotle's ethics examined virtue and function, and his logical works established three laws of thought.
This document discusses the key aspects of developing a management information system (MIS) for a company. It defines what an MIS is and its purposes. It then outlines the stages of transaction processing, types of management decisions supported, and types of decision support systems. The document proceeds to discuss the systems development life cycle (SDLC) process and specific issues identified in the company's current systems. Potential solutions are proposed, such as implementing a customer ID database, RFID attendance tracking, and a CRM system. Finally, database tables to support the new system are defined.
The document discusses options for SPECIALISTERNE to remain competitive and profitable. It suggests educating new owners about the value of SPECIALISTERNE's work to understand its business success. While every business aims to profit, it questions if SPECIALISTERNE should be non-profit given its social mission. However, combining options by reducing prices while maintaining quality could keep customers satisfied in a win-win scenario.
The document discusses Harley Davidson's enterprise software selection process. It describes how the company formed a team to define requirements for a new Supply Management System. Eight software providers submitted proposals which were evaluated. Three finalists did presentations and demonstrations. Based on scoring across functionality, presentation skills, and change management capabilities, one provider was recommended for their strong technical solution.
Relational data models in enterprise-level information system. farouq umar
This document discusses SQL and relational database management systems. It provides definitions of SQL, DML, DDL, and DCL. SQL is used to manipulate data stored in relational databases. Relational database management systems (RDBMS) use relational models to store information and maintain relationships between tables. Examples of RDBMS software include Microsoft SQL Server, MySQL, and Oracle. The document also discusses using SQL and RDBMS for a library management system, with examples of database tables to store book, customer, staff, branch, issue, and return information. It recommends using a computerized customer service system, digital IDs, RFID chips in books, and restricting database access for security.
Zhejiang corporation of china telecom case studyfarouq umar
Zhejiang Corporation of China Telecom is one of 31 provincial companies that is a wholly owned subsidiary of China Telecom. It covers 11 cities with a population of 46 million. The document discusses the history and structure of China Telecom, provides details about Zhejiang Corporation including its assets, customers, and business lines. It describes how the corporation implemented an enterprise data warehouse to centralize data, gain visibility and control over branches, and make optimal decisions based on shared customer analytics across the province.
The document discusses different types of communication. It describes formal communication as including all formal exchanges of information, such as business and corporate communication. Internal communication refers to communication within an organization and helps achieve organizational goals by informing employees of objectives. External communication refers to official, technical, or professional communication with people outside the organization, such as shareholders, regulators, and customers, and also helps achieve organizational goals.
The document discusses project integration management which involves coordinating all project management processes throughout a project's life cycle. It outlines developing key project documents like the project charter, scope statement, and management plan. It also discusses the typical project life cycle phases of concept, development, implementation, and close-out. Overall, the document provides an overview of integrating the key elements and processes involved in managing a project from start to finish.
This document discusses SQL and relational database management systems. It provides definitions of SQL, DML, DDL, and DCL. Common SQL commands like select, delete, update, and insert are listed. The differences between database management systems and relational database management systems are explained. Examples of database systems like Microsoft Access and SQL Server are provided. Finally, some sample tables for a library database are shown, along with recommendations to computerize the library's customer service and use RFID chips and access restrictions for security.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
Metro station documentation
1. METRO STATION EXTENSION 1
METRO STATION EXTENSION
FAROUQ UMAR IDRIS
BUS380 PROJECT MANAGEMENT
05/10/2013
SUBMITTED TO: MR ASHOK KAKA
2. METRO STATION EXTENSION 2
ACKNOWLEDGMENT
We would sincerely like to thank our Faculty Mr. Ashok Kaka for her help, without his guidance
this project would not have been possible. This project is the result of constant motivation and
guidance. We received great inspiration and constant encouragement from him and his support is
highly acknowledged.
The execution of this project was done with valuable efforts and guidance of our group members.
Their respective contributions to this project is highly acknowledged.
3. METRO STATION EXTENSION 3
ABSTRACT
The metro station is an important technology growth on the transport sector of the country, as it
will create job employment and make life easier for the citizens to move around, especially those
not having private cars. The metro will be designed keeping the local architecture in mind, but
we would be doing the construction based on international norms and also not without a rule
book. There will be corridors that serve as stop stations, the metro will rest on a massive concrete
pillars, along the central median of the roads, this will prove a boon for the city. SKYVIEW as is
our brand name we would be handling this project, awarded us on august 15th
2013 and we begin
the project officially on 2nd
of September and will be completed 0n 15th
December.
4. METRO STATION EXTENSION 4
1.0 PROJECT INTEGRATION MANAGEMENT
It integrates all the steps involved in the identification activities and the definition of
unity and harmony, composition, different processes in project management.
Project Manager responsible for project integration as an effective technique relies
heavily on the success of each project and helps to satisfy shareholders. Effective project
integration management involves six main steps are as follows:
1.1 DEVELOPING THE PROJECT CHARTER
This is the first phase of the integrated program management projects including
development of a document which permit the official a project documents through appropriate
initial conditions consent shareholders needs and specifications.
Project managers to use the project charter to organize all the resources needed to
successfully complete the project. Project Charter Project Manager helps decide the purpose,
objectives, budget and project timeline. In addition, the Charter project stakeholders, their needs,
interests and expectations are defined. It also helps to determine the external and internal
environment that could affect the project. For example, when we held a wedding project we
document that provides a measure of satisfaction of all stakeholders. Through this process, we
will send documents to our shareholders to read the criteria. If they confirm that the documents
need to be signed. After signing the documents, it becomes an official project and work will
start.
5. METRO STATION EXTENSION 5
1.2 DEVELOP PROJECT MANAGEMENT PLAN
For a project to a program for the implementation of effective purposeful it is very
necessary. The precise documents Project management program proved very useful for project
managers to understand and project the integrity. With this time a project project management
must always be flexible in such a way that it can be. reform if any change in customer
requirements in the middle of the project work is carried out.
Project management should include the name project and explanations name guarantee,
project manager and key members of the team with contact information as reference materials
that will be in this project as a part of the project introducing. The project should be effective
enough to guide project managers and also members of the team to guide and The
implementation of this project management integrity.
1.3 DIRECTING AND MANAGING PROJECT EXECUTION
To every individual of this team in the project management project. This the most
prolonged phase of the management plan a Project and is most of the budget has been allocated
for the project in that it is been spent here. If this plan is good enough it is very easy to present a
product or good services. However, if the number of risks in the project is high, then the project
manager must have sufficient knowledge of risk management and procurement management.
Besides that corporate support role in this phase. The output of this stage include work
performance information, change requests and updates.
6. METRO STATION EXTENSION 6
1.4 MONITORING AND CONTROLLING PROJECT WORK
This step involves collecting, tracking, evaluation, assessment and setting performance
targets to measure the progress of the project management application. It is very essential to
evaluate project performance on a regular basis in order to achieve maximum results. If a
customer places some changes made in the project execution phase, the project management plan
should be reviewed and amended accordingly. The phase change requests, project management,
program updates, and project document updates.
In project management, project scope and product range for two distinct Scope. Scope
Contains information needed to start a project, and the characteristics of the product that will
meet the needs of its stakeholders.
7. METRO STATION EXTENSION 7
2.0 PROJECT SCOPE
Is used in order to deliver a product, service, or result with the specified features and
functions.
2.1 PRODUCT SCOPE
The characteristics and dependencies of a describe a product or service the result. . Note
that in the realm of project work is more oriented, (how) while in the realm of product oriented
more to the needs of functional. hairstyle) If the conditions are to the full definition and is not
described and in case of lack of effective change control in a project, The scope of the need and
or may have come after.
2.2 SCOPE CREEP
Scope Creep Management for effective project management is important. Projects are
expected to meet strict deadlines with limited resources, and a change of unvented and
unconfirmed can affect project success. Scope creep is sometimes cost overrun.
In the realm of a term that is pointing out the gradual extension of the area of the project,
that may include introducing and needed that may be is part of the initial project planning, While
the lack of the plan and budget. two ways to separate the scope of the separate management
creep The first creep the scope of the business is to be called and the second characteristic of the
(technology) the scope of the creep kind of management Scope Creep always dependent on those
who create changes.
8. METRO STATION EXTENSION 8
Area Business Manager Creep occurs when decisions are made with reference to the
project or solution is designed to meet the requirements and business needs. Business scope
creep changes may be the result of poor requirements early in development, or the failure of
users to the next stage of the project development life cycle. Management system. Items taken
directly to the outside through a process of change control and work items are automatically
added to the project. Project Scope Management Plan as part of the overall project management
plan is included. It can be very detailed, formal or informal, depending on the frame and freely
communicate project requirements.
The (technology) the limits occur by the scope of the features added in the The principle
has not been thought has been introduced. Pleased customer the limits occur when desire please
Jupiter through characteristics of the extra product adds: Working with the current project plan
instead of a new project. Gold plating the limits occur when technology strengthen requirements
the main reason prejudice toward a technical perfection. or due to initial requirements enough
clear and precise.
9. METRO STATION EXTENSION 9
3.0 COST MANAGEMENT
Cost management is the most important factor in a project sometimes managers avoid to
estimate the cost and time because of given urgency to the work. This can be very costly to them.
This includes the processes which can ensure that the project is according to the budget and time.
As the project cost has been estimated then managers can bring changes into the budget
as needed and control the cost as well. In every project there should be an estimate of every
activity involves in the project. Estimating the project is difficult at the first of the project, but
after defining the project schedule and scope easily we can estimate the cost and time for every
activity of the project. There is three processes involve in cost management such as cost
estimating cost controlling and determining the budget.
3.1 QUALITY MANAGEMENT
Basically the important thing in the quality management is quality control and quality
assurance. In every project there is quality management that managers have to take care of it.
They must create a quality plan at the beginning of the project later on they can have
significant impact on time, cost, risks and scope. There is a difference between quality control
and quality assurance. Quality control see if the result is according to the standard qualities or
not and the quality assurance looks at the improvement of the process. The process of quality
management is all about planning the quality, performing quality assurance and performing
quality control.
10. METRO STATION EXTENSION 10
3.2 HUMAN RESOURCE MANAGEMENT
Managing staff, human resource planning (responsibilities, and roles) all are the parts of
human resource managers that has to be take in account. This also involves developing a team
and controlling the team. The human resource manager job is to define the goal of the project to
his or her team members.
11. METRO STATION EXTENSION 11
4.0 CRITICAL PATH METHOD (CPM)
The critical path method (CPM) is an algorithm for scheduling a set of project activities
Activities/tasks A M B TE
1-2 14 20 27 20.1
2-3 9 12 15 12
3-4 5 6 8 6
3-6 20 23 24 23
4-5 12 15 19 15
5-8 12 15 19 15
6-7 22 24 27 24
7-9 3 5 8 5
8-10 24 26 30 26
9-10 12 15 18 15
Above is a table of tasks involved in constructing of the metro station where “Te” is
evaluated using PERT’s formula.
Te = (A+ (4M) +B)/6
Where
A= pessimistic value
M=most likely
B= optimistic
12. METRO STATION EXTENSION 12
Critical path has two objectives;
1. Planning the project so that it is completed as quickly as possible
2. Identifying activities where a delay in their execution will affect the overall end
Path 2 should be selected because Critical path is the longest sequence of dependent
activities that lead to completion of tasks.
13. METRO STATION EXTENSION 13
5.0 WORK BREAKDOWN STRUCTURE
Work Breakdown Structure (WBS) is an outcome oriented document that defines the
total scope of a project. At the concept level the WBS document breaks the work tasks out to no
more than three levels (3 levels WBS).
Below is a WBS showing the basic levels (from level 0 to level 3) involved in the metro
station extension project.
14. METRO STATION EXTENSION 14
6.0 GANTT CHART
A Gantt chart is a type of bar chart which illustrates a project schedule. It is used in
illustrating the start and finish dates (respectively) of the terminal elements and summary
elements of a project at hand.
Below is a Gantt chart of the project
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7.0 PROJECT COMMUNICATION MANAGEMENT
This ankle as one of the nine knowledge tentacles of project management constitute of
processes necessary in ensuring prompt and rational initiation, collection, conveyance,
reservation, retrieval and optimal disposition of information within the premises of a project. The
necessity of this ankle defines its on evaluation of the time project managers devote in
communicating with assigned team leaders/members as well as other stakeholders although a
project life cycle. The functionality of this tool entails hereunder stipulated components:
1. Identification of Stakeholders: This consist of identifying individuals, corporate or
organizational entities that will be impacted by extension of Delhi metro, documentation of
vital information with respect to their interests, commitment and impact on the extension of
the Delhi metro.
2. Plan Communication: This comprise of the determination of information needed by project
stakeholder as well as defining a suitable communication channel to propagate although the
lifecycle of metro extension.
3. Distribution of Information: The process of making important information available to all
stakeholders as premeditated.
4. Management of Stakeholders Expectations: This is a very challenging compound as it
constitute of disseminating as well as working with stakeholders towards meeting their need
and inevitably the allocution of issues as they occur at any stage of the metro extension life
cycle.
5. Performance Reporting: This consist of gathering and dissemination of performance report,
inclusive of status report, progress benchmarking and forecasting.
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7.1 COMMUNICATION MANAGEMENT PLAN FOR DELHI METRO EXTENSION
Process Name Inputs Outputs Tools and Techniques
Identification of
Stakeholders
Procurement of
Documents
Managerial Strategies
of Stakeholders
Fishbone/Ishikawa
Diagram
Project Charter Stakeholders Register Brainstorming
Plan Communication
Stakeholder’s Record Communication
Management Plan Gantt Charts
Shareholder
Management Strategy
Updating of Project
Documentations Gantt Charts
Enterprise
Atmospheric Factors
Input of
Organizational
Process Assets
Fishbone/Ishikawa
Diagram
Information
Dissemination
Project Management
Plan
Updating of
Organizational
Process Assets
Gantt Charts
Reporting of
Performance
Gantt Chart/ Affinity
Diagram
Organizational
Process Assets
Management of
Stakeholders
Stakeholder’s Record Updating of
Organizational
Gantt Chart/Critical
path Analysis Flow
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Expectations Process Assets Diagram
Shareholder
Management Strategy
Request For Change Fishbone/Ishikawa
Diagram
Project Management
Plan
Updating of Project
Management Plan Gantt Chart
Issuance of Log Updating of Project
Documents
Gantt Chart
Change of Log Fishbone/Ishikawa
Organizational
Process Assets
Performance
Reporting
Project Management
Plan
Operation Reports Fishbone Diagrams
Information of Work
Performance
Updating of
Organizational
Process Assets
Gantt Charts
Measurement of
Work Performance
Change of Request PERT
Budgetary
Forecasting
Gantts Charts
Organizational
Process Assets
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8.0 RISK MANAGEMENT
This tier of the project management knowledge tentacle consist of processes of organizing
and execution of risk management planning, recognition, examination, response planning,
supervision and control on Delhi Metro extension project. This essence of conducting risk
management in this project is to magnify the probability and effect of positive events and also
minimize the probability and effect of negative occurrences although the extension project.
Hereunder are the parameters that ought to constitute an effective project risk management:
1. Plan Risk Management: This consists of processes aimed at defining methodologies designed
to manage risk activities during propagation of Delhi metro extension project.
2. Risk Identification: The process of identifying and determining risks that seemingly to affect
Delhi metro extension project and the documentation of those identified and documented
features.
3. Qualitative Risk Analysis: The process of ranking project associated risks for cross-
examination or action by evaluating and integrating their probability of re-emergence and
impact.
4. Plan Risk Response: The art of developing alternatives and actions with the view of
enhancing opportunities and the reduction of threats to the project objectives.
5. Monitoring and Control Risks: The process of executing risk response plans, monitoring
risks identified, invigilating residual risks, identifying new risks and estimating risk process
efficacy throughout the Delhi metro extension project.
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8.1 RISK MANAGEMENT DESIGN FOR DELHI METRO EXTENSION
PROCESS NAME INPUT TOOLS AND
TECHNIQUES
OUTPUTS
Plan Risk Management Scope Statement of Project Brainstorming or Fishbone
Diagram
Risk Management Plan
Cost Management Plan Gantt Charts or Critical
Path Analysis Flow
Diagram
Enterprise Atmospheric
Factors
Fishbone/Ishikawa
Diagram
Organization Process
Assets
Fishbone/Ishikawa
Diagram
Risks Identification Risk Management Plan Review of
Documentations
Risks Record
Estimated Cost of Activity
Gantts Chart
Estimation of Activity
Duration
Checklist Analysis/ Gantts
Chart
Scope Baseline
Gantts Chart, Analysis of
Assumptions
Stakeholder’s Record Fishbone
Cost Management Plan Gantt Chart/Cost Risk
Analysis
Schedule Management
Plan
Gantt Chart/Schedule Risk
Analysis/ Expert
Judgement
Quality Management Plan
20. METRO STATION EXTENSION 20
Benchmarking
Project Documents
Enterprise Atmospheric
Factors
Fishbone/Ishikawa
Diagram
Organizational Process
Assets
Fishbone/Ishikawa
Diagram
Qualitative Risk Analysis
Performance
Risk Record
Risk Possibility and
Assessment of Effect
Updating of Risk Register
Risk Management Plan Possibility and Effect
Matrix
Cost Management Plan Risk Data Quality
Evaluation
Schedule Management
Plan
Risk Categorization
Technique
Organizational Process
Assets
Risk Response Plan Risk Record Terminologies For
Negative Risks
Updating of Risk Register
Risk Management Plan Quantitative Analysis of
Risk
Risk-Oriented contractual
Decisions
Contingent Response
Terminologies
Updating of Project
Management
Expertise Decision Updating of Project
Documentation
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Risk Monitoring and
Control
Risk Record Risk Re-evaluation Updating of Risk Record
Project management Plan
Risk Audit Updating of
Organizational Process
Assets
Performance Record Trend and Variance
Analysis
Change of Request
Performance Reports Technical Performance
Evaluation
Updating of project
Management Plan
Inverse Analysis
Updating of Project
Documents
Status Meeting
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9.0 THE PROJECT MANAGEMENT PROCUREMENT
Whatever the project might be, it’s always requires getting the raw materials or all that is
needed to make the success of the project, at this phase we’re looking at the procurement phase,
which is very important in a project management.
Acquisition of the goods and services includes:
1. The Plan Acquisitions − Define what to procure
2. The Plan of Contracting − Preparing a solicitation
3. Get the Request Proposals − Soliciting responses
4. Select a Vendor − Evaluation and choosing a vendor, and negotiate a contract
5. Administration the Contract − Manage the vendor relationship, document ongoing contract
activities and request changes
6. Closing Contract − Accept the final products of the contract also
WHY PROCUREMENT?
1 All most all projects will need to get some resources from outside, no doubt
2 An understanding of the different ways to contract could result in reducing unnecessary
risk for the project
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10.0 THE INTEGRATION
1. Planning the Process Group : we continue the project integration management by adding a
procurement management plan in the project management plan
2. Closing Process the Group: Acceptance of contract deliverables and project phases and
formally completing the project would be carried out.
10.1 PROCUREMENT TERMS
1 Retainage – Money that is withheld to ensure performance at the end of the contract
2 Terminate – in case stopping the work before it is completed
3 Waiver – this is statements in the contract that indicate that rights cannot be ignored or
modified without written agreement between the two parties
4 Time is of the essence – Seller is placed on notice that delivery agreements are strictly
binding and must be adhered to.
5 Working for Hire – in this we see at the end of the contract the work product generated will
be owned by the buyer
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10.2 MANAGING PROCUREMENT
Four processes;
1. Plan the Procurements
2. Conduct the Procurements
3. Administer the Procurements
4. The Close of Procurements
10.3 IMPORTANCE OF PROCUREMENT
Procurement means acquiring goods and/or services from an outside source, other terms
include purchasing and outsourcing.
Experts predict that global spending on computer software and services will continue to grow
People continue to debate whether offshore outsourcing helps their own country or not.
10.4 STEPS INVOLVED
10.4.1 PLAN ACQUISITION
Acquisition options:
1. Upgrade - Modifying the already existing system
2. Build – Developing a system “from the SCRATCH up” internally or through a third party
3. Buy - Purchasing a Commercial-Off-The-Shelf (COTS) solution hosted internally or by a
third party
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4. Transfer – Obtaining the public domain or no/low-cost license software from a third party
Platform - Converting the status quo to a new technology platform using internal or third
party resources
10.5 PREPARING REQUIREMENTS
Acquisition options includes:
1. Upgrade - Modify the existing system
2. Build - Develop system “from the ground up” internally or through a third party
3. Buy - Purchase a Commercial-Off-The-Shelf (COTS) solution hosted internally or by a third
party can be done
4. Transfer - Obtain public domain or no/low-cost license software from a third party
5. Re-Platform - Convert the status quo to a new technology platform using internal or third
party resources
10.6 PLANNING A CONTRACT
1. We try reducing the time to procure a system by limiting initial vendor proposals to scripted
demonstration of the user requirements
2. Requesting the vendor costs and support for the technical requirements/raw materials we
need from only those vendors that support user requirements
3. We would maintain a consensus by working with the various key users as they prepare
requirements, conduct vendor demonstrations and select the best option
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10.7 REQUEST PROPOSALS
Identify vendors that support user needs, e.g., EMR niche, provide similar products to
competitors and/or have existing relationships with your organization
1. A vendor short-list and solicit proposals should be prepared
2. Preparing a solicitation document also
3. Issuing of the RFP
4. We would administer vendor solicitation process
10.8 SELECT A VENDOR
1. Evaluation of the vendors during demonstrations
2. We Request the finalists’ costs and support for technical requirements
3. Check the given references and conduct site visits
4. Selecting the vendor supporting most user requirements at lowest cost
10.9 REQUEST SELLERS RESPONSES
1. The decision on whom to ask to do the work, sending the appropriate documentation to
potential sellers, and obtaining proposals or bids
2. The organizations can carry out advertising for procuring goods and services in several
ways
Approaching the preferred vendor
Approaching several potential vendors
28. METRO STATION EXTENSION 28
Advertising to anyone interested
3. A bidders’ conference can help clarify the buyer’s expectations
10.10 SELECT A SELLER
Can also be called the source selection Includes:
1. Evaluation of the proposals or bids from sellers
2. The process of choosing the best one
3. Negotiation of the contract
4. Awarding or giving out the contract
10.11 SELLER SELLECTING PROCESS
1 The Organization would often do an initial evaluation of all the proposals and bids, then also
develop a short list of potential sellers for further evaluation
2 Sellers that are on the short list often prepare a best and final offer (BAFO)
3 The Final output is a contract signed by the buyer and the selected seller
29. METRO STATION EXTENSION 29
11.0 NEGOTIATE A CONTRACT
1. We would use an agreement provided by our organization not the vendor
2. Including a contract scope of service based on the project SOW, which defines the criteria for
approval and payment for deliverables
3. Assembling of all our negotiating team, including project manager and an attorney with
system procurement experience
4. Here we would Identify, prioritize and share negotiation issues with vendor
5. The Obtaining and evaluation of the vendor response
6. Preparing a fallback response and share it with vendor
7. The Narrow issues are to be short-listed and conduct face-to-face negotiations
11.1 WRITE AND GIVE AN AGREEMENT
There cannot be a negotiation without a formal written agreement, especially for a huge
project as building a metro, it involves lots of stakeholders, sellers, staff, and workers and others.
So we should follow the following to work well.
1. We would Use contract scope of services , project schedule and budget as standards
2. Here we also Monitor vendor compliance
3. There should be Identification of deviations and define agreed upon corrective actions
4. We can Prepare change orders and contract amendments where required by corrective actions
5. Monitoring and documenting successfully the completion of all corrective actions
30. METRO STATION EXTENSION 30
12.0 CLOSE THE AGREEMENT/SINGNED
1 Before we close and sign all agreements we would first ,Compare deliverable results to
deliverable acceptance criteria included in contract scope of services
2 We would also need to Identify corrections and actions to be taken if the vendor does not
adhere to the acceptance criteria
3 Review the updated deliverable this has to be done to confirm compliance
4 We also have to accept and pay vendor for delivered goods when it complies with
acceptance criteria
12.1 EVALUATE THE CRITERIA
It is important to prepare some form of evaluation criteria, preferably before issuing a
formal RFP or RFQ, Beware of proposals that look good on paper; be sure to evaluate factors,
such as past performance and management approach can require a technical presentation as part
of a proposal
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13.0 CONCLUSION
It is important to know exactly what you’re up to in a project development, no mistakes
would be taken likely as it will cost the team or organization a lot, appropriate plan which
includes the following.
• We define the actual need for the project
• Development of the statement of work, specifications, and work breakdown structure
• Performing a make or buy analysis
• Laying out the major milestones and the timing/schedule
• Cost estimating, including life-cycle costing
• Obtaining authorization and approval to proceed
32. METRO STATION EXTENSION 32
14.0 REFERENCES
Educational Update to the HIMSS Legal Aspects of the Enterprise Task Force
December 5, 2007.