Project Management Report

on

Delhi Metro Airport Express

Submitted to: Submitted By:

Ms Tanuja Kaushik Priyanka Khandelwal

PG20095094

Part 1-Introduction

Linking the capital city to international airport was a crucial challenge and imminent need of the hour.Delhi airport metro express (DAME) was launched on 23rd February 2011 a first of its kind metro rail service connecting New Delhi railway station (Central Delhi) to Indira Gandhi International Airport. The introduction of this new line is of great help to people who come to New Delhi specifically to board a flight from the airport. The project has been implemented by Public Private Partnership (PPP) model by the Delhi Metro Rail Corporation Ltd.(DMRC).

Qs. Why this task is a project and not an operation?

Ans: It is a project because it is a temporary endeavor, having a defined beginning and end, constrained by date, undertaken to meet unique goals and objectives to bring about beneficial change or added value.

Qs. Define the start date and tentative end date of the project?

Ans. The first step taken regarding this project was to award a 30 year build-operate-transfer tender to Reliance Infra and CAF on 23rd January 2008.

Originally scheduled to open at 31st august 2010, the line finally opened at 23rd February 2011 at 2 p.m. after missing four previously set deadlines.

Qs. Identify the traits of the project manager for this particular project.

Ans. The project was a PPP with DMRC and Reliance Infra. The vision was of E. Shreedharan which was carried forward through O P Singh of Reliance Infra.

E. Shreedharan is managing director o DMRC. He is known for his dedication towards his work. He reviews daily progress of the project undertaken from the lower level to the top level staff. He has turned the dream project of delhi metro into reality.

Reliance Infra appointed Mr. O P Singh as chief project manager for this project. Reliance infra is known for taking complex project as Mumbai metro, aviation sector as reliance airport development private limited, etc. This shows the mammoth projects undertaken by the organization and DAME is a part of it. It clearly shows the efficiency and the experience of the people working in the organization.

Part 2- Project Life Cycle

Qs. Draw the feasibility report of the project.

Ans. The project is huge in itself, therefore it requires a feasibility report well before hand. Relinace infra holds 95% in he DAME project while DMRC holds the remaining 5%. DMRC was responsible only for civil work.

All the systems like tracks, electrification, signalling, rolling stock and air conditioning are being done by Reliance Infrastructure Limited. The route includes six metro stations known as CAT or city airport terminals. A further possibility to connect the line to Gurgaon through blue line is the extension of the same project.

Qs. What are the benefits of the project?

Ans. The project is supposed to benefit both the public and the government and of course reliance infra. The project will help people to have a convenient reach to airport from railway station and vice versa. It will also be a great help to foreign tourists as well. People can save a lot of time with starting of this metro as the time is the most important factor because of boarding of flight and train. It will also help in reducing the pollution level. Special arrangements has been made for heavy luggage, entertainment, security check , people with disabilities etc. Travelling through airport line is also economical – better for both time and money.

Qs. Mention how the project fulfills the need and requirements of the organization.

Ans. Handling such a mammoth project is obviously a big milestone and a challenge for a company. Such a project obviously adds value to the company. To have been trusted for such a huge project is itself an intangible asset for the company. The urgency to meet the ever-increasing transportation demands of urban population is of paramount importance. People today demand transport that is fast, safe and easily accessible. That is why, at RInfra, have taken up the responsibility for three metro rail projects on BOT basis in Mumbai and Delhi with project cost over Rs.160 billion. Not only in non monetary terms, the project obviously adds profit to the company. It’s a 30 year long contract. The company will soon overcome the break even point and will start building up profit. Although there is a fixed share of DMRC in this project still the company can generate heavy profits of its own.

Qs. Mention the cost associated with the project

Ans. The cost associated with the project for its entire completion is 2,885 crores or US $ 640.47 million

Qs. Lastly whether the project can be sanctioned or not?

Ans. The project has been sanctioned by the Govt. of India and has been in operation since 25th February 2011. Although the project failed to get safety clearance initially but later it overcome all the barriers and finally got launched.

Part 3-Project Management Process:

Initiating: It was the process of documenting the tender for PPP and make it available for the bidding. On 28th January 2008 the PPP was awarded to reliance infra as a 30 year long build operate and transfer project. However, DMRC paid half of the construction cost and executed do the tunneling and civil work.

Planning: After the project being awarded the next step was to plan it about how to make it happen in real. The project is required to define with appropriate details. The objective is to plan time, money and resources adequately so as to use all of them optimally. The scheduling is done in this stage like the number of CATs, how to go about them etc.

Executing: In this stage the actual operation starts to happen. A proper co ordination is required with human resource and the constraints defined. Some unseen factors may be cropped up in this stage which is required to be managed effectively and efficiently.

Monitoring and controlling: Regular monitoring and controlling over the project is required throughout. Strictly following the plan is required so that delays can be avoided.

Closing : Finally, the closing of the project comes into place at the end. The acceptance of the project after completion is required.

Part 4-Project Integration Management:

Project

Time Period

Rate Cash Flow

Investment NPV

1 4 yrs 8% 22000 28000 35000 50000 90000 18,911.48

2 6 yrs 8% 25000 32000 48000 5500060000 65000 225000 -14,090.40

3 5 yrs 8% 43000 57000 65000 7500090000 280000

228,661.95

Project 3 should be chosen because it only gives positive and maximum return from among other 2 projects.

Part 5-Project Scope Management

A work breakdown structure (WBS) in project management  is a tool used to define and group a project's discrete work elements in a way that helps organize and define the total work scope of the project.

A work breakdown structure element may be a product, data, a service, or any combination. A WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control. Additionally the WBS is a dynamic tool and can be revised and updated as needed by the project manager. Through this structure the projects get easily breaks down in small chunks so that they become manageable and easy to implement. The hierarchical tree structure will make this complex project simpler.

Scope of project management

Although DAME is not the first metro rail in New Delhi but it was surely first of its kind. It is supposed to meet the world class facilities and security checks. Since the project is in PPP with DMRC and reliance infra so it is important to focus their work individually and also co ordinate well.

It is really appreciable that the company has got down to the minute details for the passengers. The luggage, real time information about the flight status, comfortable seats, special arrangements for the people with disabilities and the number of stations for the stoppages etc.

At the airport, the Delhi Airport Metro Express station is located at a walk able distance from Terminal 3. The station is linked to the terminal building through a passenger walkway. However, connectivity to terminal 1D, which caters to all the low-cost airlines. The organization was not responsible for further connectivity to all the terminals. One may require a taxi to reach to the same. Although shuttle buses were available at the airport for the convenience.

WBS structure steps are as follows:

1. Project Management

From Project Team

Initial Project Plan

Project Reporting

2. Project Proposal

Proposal Development

Proposal Presentation

3. Queuing Model Development

Data Analysis

Data Simulation

4. System definition

Subject Research

DRAFT System Requirements

DRAFT System CONOPs

5. System Design

System Architecture

6. Assessment

System simulation

Scenario Analysis

Refined System Requirements

Refined System CONOPs

7. Transition

Final Report

Final Web Site

Presentation

WBS of Stations and tracks

1. Development of project idea

2. Bidding

3. Allotment of project

4. Selection of land

5. Raising money through shareholders

6. Procurement of material

7. Hiring of labors

8. Construction of tracks.

9. Closure

Part 6-Project Time Management:

Pert

(B)

(C)

(A)

dE

(D) (F)

(E)

Critical Path : D—E---F

0|1

15|166

1|5

16|20

15|18

20|23

15|23

15|23

9|15

9|150|9

0|9

A - 1

B A 4

C B,E 3

D - 9

E D 6

F E 8

Part 7-Project Cost Management

ValuesPlanned Value (PV) Actual Costs (AC)

Earned Value (EV)

Estimate to complete (ETC)

Amount (Rs.) 45000000 60000000 40000000 70000000

Calculations Amount (Rs.) Result

Cost Variance (CV) -20000000 Project is currently Over Budget

Cost Performance Index (CPI) 0.66666667

Project cost trend is currently over budget

Cost Variance % (CV %) 1.6666667E-06 Project is currently under budget by 2%

Schedule Variance (SV) -5000000 Project is currently behind schedule

Schedule Performance Index (SPI) 0.888888889 Project is currently behind schedule

Schedule Variance % (SV %) -11.11111111 Project is currently behind schedule

Estimate a Completion (EAC) 130000000  

Part 8-Project Quality Management:

For a project that you are currently executing, draft a sample quality policy based on the learning so far.

Project Quality Management (PQM) is the science which deals with the process & activities of the Metro Rail Safety that determines quality policies, objectives & responsibilities of all which are involved in DAME project. They will are supposed to inspect even the minute details and characteristics of the entire project.

To plan quality the following points need to be considered-

Since the project is in PPP, so the top management of both the organizations should define the quality policy which should follow formal approach of ISO9000.

The project team should adopt the quality policy of the organization to guide the project implementation & the project manager should document how the project will fulfill the quality in both management & project delivery.

It is important that the project’s stakeholders are aware of the quality policy, because quality policies are associated methodology may require actions that could lengthen the project schedule.

Part 9-Project Human Resource Management:

Give a detailed list of your project team members, their position in the hierarchy and their job descriptions.

As described the project was made with two major organizations so the major decisions were taken by both of them. Proper coordination is surely required in such a project otherwise a deadlock situation will be created. So in the management of the hierarchy of the management of the people involved in this project are from both the organization.DMRC Management involved:

Chairman - Shri Navin Kumar

Managing Director - Dr. E. Sreedharan

Total No. of Directors - 16

Nominee of Govt. of India - 5

Nominee of Govt. of NCTD - 5 (Including MD)

No. of full-time functional Directors at present including MD – 7.

Reliance Infrastructure

Board of director: Shri Anil Dhirubhai Ambani

Board of director: V.P. Malik

Board of director:Satish Seth

Board of director: S.C. Gupta

Board of director: Lalit Jain

Board of director: Leena Shrivastava

Board of director:S L Rao

Chief Project Manager: O P Singh

Part 10-Project Communication Management:

Develop a communication plans for your project

A proper synchronization of the metro train with airport is required with real time. This can be done only by well automated machines high on technology. This is because to get the real time access of flights we require number of gadgets to work simultaneously so that proper information could be retrieved.

For this Siemens has been in charged t give the best in giving the DAME an edge on technology. Siemens mobility is providing signaling, power transmission, baggage handling system enabling passengers to check in with baggage at the New Delhi Railway Station and Shivaji Stadium. Alcatel is supplying the communication systems. Indra Sistemas is providing the ticketing machines. Faiveley is providing platform screen doors. Bluestar/Honeywell is the control and automation provider for station management system. Blue star is the main BEMS system. The line will be the first in country to be mapped with Geographic Information System to enhance, safety, maintenanceand traffic regulation and will help in mobilizing emergency services in case of accident.

Part 11-Project Risk Management:

Based on your business identify potential risks:

In project management, risk management includes the following activities:

Planning how risk will be managed in the particular project. Plans should include risk management tasks, responsibilities, activities and budget.

Assigning a risk officer - a team member other than a project manager who is responsible for foreseeing potential project problems. Typical characteristic of risk officer is a healthy skepticism.

Maintaining live project risk database. Each risk should have the following attributes: opening date, title, short description, probability and importance. Optionally a risk may have an assigned person responsible for its resolution and a date by which the risk must be resolved.

Creating anonymous risk reporting channel. Each team member should have possibility to report risk that he/she foresees in the project.

Preparing mitigation plans for risks that are chosen to be mitigated. The purpose of the mitigation plan is to describe how this particular risk will be handled – what, when, by who and how will it be done to avoid it or minimize consequences if it becomes a liability.

Summarizing planned and faced risks, effectiveness of mitigation activities, and effort spent for the risk management.

Here the two major risks were completing the project on schedule which was initially decided before commonwealth games but the deadline later was shifted and the project completed in February’2011.

Another risk associated with project was to pass the clearance of the metro safety commission. This was again a big challenge because of the strict norms as it is a matter of life and death of people if any mishap occurs. Because of some reason the project didn’t clear its first check which also caused the delay of the project. But with few amendments it finally cleared and was shown green flag for the operation.

Since it connects to the airport it was important that security checks are highly tight.

Which risks are high probability risks & likely to have a greater impact?

All the risks are of high probably and are likely to impact to a great extent. Although the project was fine on the security check but it failed on the other two. In that also the risk which has the

greatest impact is the one on safety check. Delays can still be tackled but no adjustments can be made on the safety of people.

Part 12-Project Procurement Management:

Based on the cost determine if certain equipments / software should be made or bought by your organization.

Infrastructure

For this Siemens has been in charged t give the best in giving the DAME an edge on technology. Siemens mobility is providing signaling, power transmission, baggage handling system enabling passengers to check in with baggage at the New Delhi Railway Station and Shivaji Stadium. Alcatel is supplying the communication systems. Indra Sistemas is providing the ticketing machines. Faiveley is providing platform screen doors. Bluestar/Honeywell is the control and automation provider for station management system. Blue star is the main BEMS system. The line will be the first in country to be mapped with Geographic Information System to enhance, safety, maintenanceand traffic regulation and will help in mobilizing emergency services in case of accident.

Rolling stock

Eight 6-car trains supplied by CAF Beasain of Spain are being imported via Mundra Port. CAF holds 5% equity in the DAME project, Reliance Infrastructure holds the remaining 95%.The trains on this line will be entirely different from the existing ones and will have in-built noise reduction features for a noise-free ride in a plush ambience. The coaches will be equipped with LCD screens for entertainment of the passengers and will also provide flight information for convenience of air travellers. The trains will be fitted with an event recorder which can withstand high levels of temperature and impact and the wheels will have flange lubrication system for less noise and better riding comfort.

Tracks

To ensure safety the tracks are fitted with RHEDA-2000 technology, which allows trains to travel up to 400 km/h. The entire 22.7 km route is ballast-less track, which costs 40-50% more than normal train tracks, but does not take longer to lay than traditional tracks. The rails rest on rubber pads on the concrete sleepers

The 7 km elevated section from Buddha Jayanti Park to Mahipalpur has been built with 25m long girders for the first time in India. The 504 girders weigh 120 tons each and are being cast in Mahipalpur and transported on 35m long trailers with 64 tyres.

Stations

All the six metro stations on the line are known as City Airport Terminals (CATs). They are fitted with state-of-the-art gadgets like explosive detectors, large x-ray baggage scanners, under vehicle scanners, quick reaction teams and dog squads to ensure full security of commuters and baggage alike. All the stations are secured with a network of CCTV cameras which relays live images to the station control room, security control room and operations control centre. The security of the airport line is handled by Central Industrial Security Force who also handles the safety of all the stations of DMRC. All the stations are disabled friendly so that people on wheelchairs can access them with facilities such as stations with ramps having a mild slope leading to elevators, the elevators are specially designed for the convenience of physically challenged people and capable of carrying stretchers, help call points are located at various points of stations and trains so that in case of any emergency, a disabled person can seek help by just pressing the call buttons. The elevators can be used by visually impaired persons with the elevator buttons having Braille letters.

Part 13- MS Project