By

Jitendra Tyagi Director (Works),

Delhi Metro Rail Corporation

5th Urban Mobility India

Precautions to Ensure Timely

Completion of Large Infrastructure

Projects

Structure of The Presentation

• Organisational Set-up

• Basics for Project Success

• Project Execution

Organisational Set-up

• Organisation Structure

• Corporate Culture

• Management Development Programme

• Attracting Talent

Organisation Structure

• Establish Organisation early in planning process

• Integrate Key Staff from DMRC into Consultants’

Organisation to gain Benefit of Knowledge for

Future Use

• Benefits

• Best Value for Money

• DMRC Maintains Control of Project

• Better Able to meet Expectations of a Lead Organisation

Corporate Culture

• Reputation Shaped by Corporate Culture

• Corporate Requirements to be Clear and rigidly maintained to complete projects to schedule

• The Primary Resource Staff to Understand Work Ethics from Project Start

– Importance of meeting Schedule

– Time is Money

– Individual & Collective Responsibility

– Delay Unacceptable

Management Development Programme

• Required to Maintain Standards

• Skill Enhancement

• Metro Training Facility – Shastri Park

• Internal Programmes to Nurture Managerial Talent & Enhance Competencies

• Overseas Visits

• Collaboration with External Bodies

• Share Experience with International Concessions

Attracting Talent

• Deployment of New Generation of Skilled and

Committed Staff

• Core Team was established before DMRC took

over the role of Engineer in Phase - II

• Created the Brand Image

• Value addition to staff

Basics for Project Success

• Detailed Project Report

•Establishment of a Timeframe

•Advance Planning before Approval

•Funding Sources

Detailed Project Report

• Purpose – Appraisal, Approval, Implementation

• Importance – Basic tool for implementing a

project

• To have as much details as possible

Traffic projections

Engineering

Systems

Time Schedule

Cost Estimate

Establishment of Project Timeframe

• Setting Timeframe Requires Very Careful

Consideration –No Benchmarks Available

Singapore- DTL line of 33 stations- 7 years

DMRC –Phase II – 73 stations in 4.5 years

• Time Frame to be Realistic to avoid

impracticable Expectations during Execution

• A project which is reasonably well executed but

falls short of an impossible timeframe may be

regarded as a failure

May prove to be Demotivating

DOWNTOWN LINE

Schedule of Works

DTL2 Schedule (33 Stations, 40 Kilometres)

Activities Years

2009 2010 2011 2012 2013 2014 2015

Tendering

Design

Civil Construction

Architectural Works

E & M Installations

Testing & Commissioning

Advance Planning

• Topographic Survey

• Geotechnical Investigations

• Detailed Utility Identification

• Diversion of few Major Utilities.

• Traffic Management Study

• Land requirement

• Tree Cutting

Funding Sources

• Timely availability is the key to timely

completion

• Methods of securing funding & maintaining un-

interrupted capital flow- Keeping reserve

• Funding from JICA has been un-inturupted

Project Execution • “Plan your work and then work your Plan”

• “Failing to Plan is Planning to Fail” • Stakeholder Commitment

• Gaining Public Support

• Acquiring Right of Way

• Managing Cost

• Manageable Work Packages

• Selection Criteria for Consultants

• Selection Criteria for Contractors

• Identification of Advance Works

• Design

• Leadership

• Quick & Decisive Management

Stakeholder Commitment

• Attempt to foster Co-operation - Understanding of needs of Stakeholders affected by Project

• Emphasis on Importance of Transport Development

• Period Briefing at Highest Level to Identify Conflicting Developments Early

– Avoid Timewasting Standoffs

– Allow Early Adjustments to Alignment & Design

• A Centralized Coordination Agency to have Overview of All Developments & Help Avoid Delays – Committee of Secretaries

Gaining Public Support • DMRC has focused passionately on-

Targeted Engagement Strategies & Programs

Educate Stakeholders on DMRC’s Position &

Capabilities as an Urban Transport Planner

Focus on Rail as Backbone of Urban

Infrastructure

Recognition of Escalating Customer Expectations

addressed by Media Campaigns

Respect for Public Opinion even with Vested

Interest -Community Interaction Sessions

Acquiring Right of Way • Most of work is on ROW – Timely Permission

• Various Agencies are involved

PWD

MCD

NDMC

• Accommodate their Present & Future

Requirements

• Permission of Traffic Police – Understand the

need of public for Traffic

Managing the Cost • Timely completion is key to cost control

• Establish Cost Database with Realistic Budgets

for various Components

• Good contract conditions to generate competition

• Reputation of On Time Payment – Attracts Good

Contractors

• Unbundling of works to reduce cost

• PVC for Managing Construction Price Inflation

• Minimum midway changes

• Contingency for unforeseen events

VARIOUS AGENCIES

SYSTEM CONTRACTORS

DMRC

GENERAL CONSULTANT

DESIGN CONSULTANT

TRACK TUNNEL VENT

AIR CONDITIONER SIGNALLING

ELECTRICAL &

MECHNICAL

FORESTRY TELECOM LAND AGENCY POWER SUPPLY

IRRIGATION

34 CIVIL

CONTRACTORS

Manageable Work Packages • Work Package Sizes depends on Earlier Work

Experience & Scale of Project

• DMRC Phase 1 – Large Size & Composite Lots Based on Other Asian Metro Projects

• DMRC Phase 2 – Reduced Lot size & Unbundled to Reduce Overall Cost but Increased Coordination & Interface Management Demands on DMRC

• DMRC Phase 3 –Large Lots but Partly Unbundled Contracts

Selection Criteria for Consultants

• Rigid Evaluation Process for Design Consultant Contenders

• Evaluation Process Requires

– Core Consultant Team to be Present in Delhi

– A Minimum No of Expat Technical Designers

– A Minimum Period that Expats in each Technical Field to be Present in Delhi

• During Execution

– Defined Design Submission Stages with Defined Deliverables

– Payment Based on Successful Completion of Each Design Phase

Selection Criteria for Contractors

• Requisite Experience Must be Demonstrated

• Track Record to Show Experience in a Number

of Projects & Define Quantum of Work Done

• Key Staff from Foreign Partners to be Approved

at Tender Stage & Require Sufficient Years of

Experience in Senior Positions in Similar Work

• Verification of Authenticity of Foreign

Contractors & Compatibility of Corporate

Cultures

Design

• Focus on Value for Money

– Optimum Design

– Achieving Non-Standard Details can Compromise

Progress & Result in Delays

• Repetition in Design Modules

– Standardization of Elements Provides Efficiency

– Re-use of Major Erection Equipment from Previous

Projects or Phases

• Orthodox Elements Ensure Familiarity & Speed

of Construction

Quick & Decisive Management

• DMRC Employ Tools & Techniques to Track

Progress of Various Contracts

• Enables Quick Focus on Contractors not Keeping

to Schedule or Work scope

• Application of Penalties for Delay often only

Marginal Effect

• Ordering of Remedial Actions More Effective

Leadership

Law of Gravity- Flow from Top to Bottom

“The Leader makes a difference”

• Business-like Attitude to Authority and

Duties

• It Influences the Same Attitude from all

other stake holders

Thank You