Delhi Metro - Project Management

1. Operation Management
Shubham Chaudhari
(14005)
Delhi Metro –Project Management

2. Abstract:
The city of Delhi, capital of India, has been facing problems such as
traffic growth, congestion, pollution, increased accidents
since last decade. To ameliorate both the quality and availability
of mass transport system with an aim to address the aforementioned
issues, a non-polluting rail-based mass transit system was sought to
be an effective solution by Government of India (GoI)
and Government of the National Capital Territory of Delhi (GNCTD).
In order to achieve this challenging objective, a tremendous amount
of efforts have been directed towards planning, design and
implementation of this metro project. This study attempted to
analyse and elucidate the overall Delhi metro rail project
implementation through its inception till completion. It explains
various infrastructure aspects such as economical, environmental,
social that are being/were considered for this project. The Delhi
metro project was divided into four phases for its implementation
with a total length of the rail network to be approximately 404km.
Presently, Phase I and II have been successfully implemented and are
in operation. Phase III and IV are scheduled to be completed till 2016
and 2020 respectively. This project has set many records for its
successful implementation such as early completion of phase I,
achievement in terms of environment-friendly design and
implementation and is being viewed as one of the inspirational
model for metro projects planned to be undertaken all over the
world. The initiatives for introducing the metro system in Delhi were
taken in the early 1990s. In 1995,
the Government of India (GoI) and the Government of the National C
apital Territory of Delhi(GNCTD) formed the Delhi Metro Rail
Corporation Ltd (DMRC) under the Companies Act to construct the
Delhi Metro.

3. Mission:
 To cover the whole Delhi and adjoining areas with a metro
network by the year 2021.
 To serve the customers including ‘differently abled’
Commuters with passion.
 To sustain the image of being number one in the transportation
sector in India and to be among the top 3 Metro Rail systems in
Asia with regards to:
● Safety ● reliability ●punctuality ● quality and●responsiveness to
the customers
 To make Delhi metro self-sustainable.
Reason:
 Population of over 1 million.
 More registered vehicles than Mumbai, Kolkata & Chennai put
together.
 Automobiles contributing to more than 2/3rd
of the total
atmospheric pollution.
 High rate of road accidents.
Key Architects:
 The Central Road Research Institute (CRRI),New Delhi
 Metropolitan Transport Team (MTT) of the Indian Railways
 Delhi Development Authority(DDA)
 The Study Group of the Ministry of Railways
 RITES (Rail India Technical & Economics Services)
 Mr. E. Sreedharan ,Managing Director, DMRC

4. •Key Objectives-
 The main objective of the project is to improve Delhi’s urban
environment by reducing traffic congestion and pollution. The
Project is expected to help reduce traffic congestion, exhaust
emissions, and other types of urban pollution caused by motor
vehicles and to play a large role in improving Delhi’s transit
system.
 Outcomes-
 Delhi Mass Rapid Transit System is essentially a “social sector”
project, whose benefits will pervade over wide sections of the
economy. I phase will generate the following benefits to the city.
 21.82 lakhs commuter trips per day will be siphoned off the roads.
 2600 less buses on the roads. Increasing in average speed of the
buses from 10.5 km/h to 14km/h.
 Metro will reduce journey time of 50 to 75 %
 Saving of 2 million man-hours per day due to reduced journey
time.
 Saving in fuel cost worth Rs.5 billion per year.
 Space saving-The metro can carry traffic as 9 lanes/33 lanes of
motor cars(either ways)
 Delhi will experience a net benefit of Rs.437.23 lacks per days.
More comfortable & safe travel for the commuters.
 Reduction in atmospheric pollution levels by 50%.

5. Swot Analysis:

6. 7 lessons from The Delhi Metro Project
1. An Experienced Leader
2. Lean Structure & Costs
3. Ownership From Every Staffer
4. Reverse Countdown Clocks
5. Project Management Tools
6. Transparency with Stakeholders
7. Constant Improvement
Project Evaluation
The successful completion of the project effectively silenced the
critics who had been sceptical about the ability of an Indian public
sector organization to complete any project, let alone one as
complex and costly as the Delhi Metro, on time and within the
budget..
RESULTS ANDANALYSIS
The case of Delhi metro showed the critical dependence of adoption
and implementation of more sustainable forms of urban transport on
supportive national policies accompanied by financial incentives.DM
achieved its milestone of success by making a feasible and most
comfortable mode of public transport leading to a reduction in traffic
congestion, reduction in noise and air pollution and ultimately
enhanced the overall productivity of citizen of the city and
businesses. The achievement of Delhi metro can be contributed to
various key factors as follows:
 Local buy-in:
Delhi Metro demonstrated the importance of local ownership of the
project. Autonomy achieved since the beginning of the project
played a vital role in dealing with the political issues. This led to cost

7. savings by better utilization of local resources, and improved
responsiveness of the design and extraction of desired
outcomes through construction. A firm belief by local
implementation teams in the benefits of their schemes made public
acceptance easy to gain.
 Multi-tiered financing:
By adopting alternative financing strategy thereby arranging funds
through a variety of international, national, state and local
stakeholders, DMRC could get to relative comparative advantages of
different funding actors in order to satisfy their short term and long
term financing needs.
 Dedicated agency:
 Delhi metro is largely benefited from clear governance
arrangements. The creation of a special organization called
DMRC for this project by Government of India and
Government of the National Capital of Delhi minimized the
need for coordination across multiple agencies thereby
streamlining design and construction.
 Incremental implementation: Due to the implementation of
DM project in various phases, it offered advantages such as
improved design, time savings, cost savings through feedback
and modification as well as greater public acceptance and
increased ridership.
 Environmental concerns: By
adopting various environmental effective strategies such as
environmental management system, reduction in carbon
dioxide emission by the adoption of regenerative braking
systems in the DMRC trains, DMRC gained acclamation all over
the world for this project.

8. CONCLUSION
The Delhi metro project is planned, implemented and operated by a
special organization by the name
‘Delhi metro rail corporation (DMRC)’, established jointly by
Government of India and Government of
the National Capital of Delhi in 1995. The project was/is being
planned and executed in four phases-Phase I, II, III, IV. The network is
presently comprising of five colour-coded regular lines (Red, Blue,
Green, Yellow, Violet), and a sixth line called Airport Express(Orange
Line), with a total length of 208kilometres (129 mi), serving156
stations (with 6 more Airport Express stations) having a mix of
underground, at-grade, and elevated stations. Phase I and II are
operational now with the airport express line while Phase III is in
implementation stage and phase IV is in planning stage. The total
cost estimated for Phase I and II was 300 Billion ($6 Billion) and for
Phase III isRs.352.42 Billion ($7.04 Billion).Phase III and IV are
scheduled to be completed by 2016 and 2020 respectively.
Considering the financial aspects, Japan Bank for international
Cooperation is giving a loan to
the project approximately to the extent of 60% of project cost. Gover
nment of India, Ministry of UrbanDevelopment and the Government
of the National Capital Territory of Delhi are each investing 15% of
the project cost. The remaining is met through interest-free loans
and property development. The O&M costs are essentially met by
ticket sales. Due to the incorporation of environment-friendly
techniques for implementation such as adoption of environmental
management system, reduction in carbon dioxide emission by the
adoption of
regenerative braking systems in the DMRC trains, the project has
been awarded certificates for these ‘green initiatives’. During the
implementation of Phase III and IV and post its completion, more
issues, development opportunities, aggravated positive and negative
impacts will be evolved and will be interesting in the future to dig
into the analysis of its overall planning, design, and implementation.