DELHI METRO RAIL“A TECHNOLOGICAL AND FINANCIAL BREAKTHROUGH”

A Presentation by:Fenil Shah [ 319 ]Raj Shah [323]Divpreet Singh [320]Farhan Tariq [ 322]Rishabh Sinha [ 321]Dhruv Kalia [ 324]

Contents

• Project Planning• Financial and feasibility analysis• Risk Management• Scheduling• Project Implementation• Project evaluation and maintainance

DELHI METRO PROJECT PLANNINGBy, Fenil ShahRoll No. : 319MBA(Tech.) - Manufacturing

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As cities grow in size, the number of vehicular trips on road system goes up. This requires a pragmatic policy shift to discourage private modes and encourage public transport.•Delhi has experienced phenomenal growth in population in the last few decades. Its population has increased from 6 million in 1981 to almost 15 million today. •For want of an efficient mass transport system, the number of motor vehicles had increased from 0.5 million in 1981 to more than 4 million today. •The result is extreme congestion on Delhi roads, ever slowing speeds, increase in road accidents fuel wastage and environmental pollution with motorized vehicles alone contributing to about two thirds of the atmospheric pollution.

MAIN REASONS BEHIND METRO PLANNING

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• E Sreedharan took over as the managing director of Delhi Metro Rail in the year 1997• Tow doubts raised was it worth the effort? Equally important, would it finish on time?• subway railway system in a crowded metropolitan city isn’t easy• A large number of utilities like water pipes, sewerage lines, telephone and electric

cables need to be relocated to facilitate the construction work; people have to be relocated….

• India’s first metro project in the eastern city of Kolkata took more than 25 years to complete

In the case of Delhi, as many as 35 studies have been done on the transport problems of Delhi since 1950 – and a number have suggested the Metro Rail for a solution in Delhi

SOME KEY FACTS

PLANNING AND IMPLEMENTATION OF THE PLAN

• Planning for the metro started in 1984, when the Delhi Development Authority and the Urban Arts Commission came up with a proposal for developing a multi-modal transport system for the city.

• The Government of India and the Government of Delhi jointly set up the Delhi Metro Rail Corporation (DMRC) in 1995.

• Construction started in 1998, and the first section, on the Red Line, opened in 2002, followed by the Yellow Line in 2004, the Blue Line in 2005, its branch line in 2009, the Green and Violet Lines in 2010.

• Subsequently, these lines have been extended and new lines are under construction in Phase II of the project, including the Delhi Airport Metro Express whose opening has been postponed until December 2010 due to safety concerns.

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Line First operational

Last Extension Stations Length

(km) Terminals Rolling stock

Red Line December 24, 2002

June 4, 2008 21 25.1 Dilshad

Garden Rithala 23 trains

Yellow Line

December 20, 2004

September 3, 2010 34 45 Jahangirpuri

HUDA City Centre

45 trains

Blue Line December 31, 2005

October 30, 2010 44 50 Noida City

CentreDwarka Sector 21 59 trains

January 8, 2010 — 6 6.25 Yamuna

BankAnand Vihar

Green Line April 3, 2010 — 14 15.1 Inderlok Mundka 13 trains

Violet Line October 3, 2010 — 13 15 Central

SecretariatSarita Vihar 29 trains

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9

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DIFFICULTIES FACED

•The Structures-Stations, Tunnels, Elevated Via-Duct•The Rail Track•The Rolling Stock•Electrical Systems-Traction and Low Voltage Supply•Train Control & Signaling Systems•Telecommunication Systems•Ticketing Systems

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• Twenty-two kilometers of the metro project are up and running• Not only has the DMRC has stuck within the completion targets, some stretches have

finished six months ahead of time and the entire project is expected to be completed by December 2005

• To finish the project faster, work was going on three fronts simultaneously: utility diversion, barricading and actual civil constructionAlready, the Delhi Metro project rivals similar services in London, Seouland New York. • The station air-conditioning and ventilation system in tunnels have been planned to

meet the rigorous climatic conditions of Delhi. The coaches are all air-conditioned. • Ticketing is fully automatic. Contact-less smart cards serve the purpose of tickets for

metro passengers.

ACTUAL WORKING ACCORDING TO PLAN

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• All entrances of the metro stations should be controlled through automatic flap gates through which 45 to 60 passengers can exit and enter per minute

• The entire fare collection system should be monitored through a central commuter in the operational control Centre of the DMRC.

But the real marvel of the Delhi Metro project stems from two counts• First is the way in which a foreign dependent project has been

localized and re-engineered• This was done by roping in Indian companies as consortium

members at each stage of the project.

INTO THE DMRC

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Over the course of the seven-year venture, several capabilities have been acquired by the Indian partners• 2002 Indian engineering firm Bharat Earth Movers Ltd signed a contract with South

Korean firm Rotem for manufacturing rust-proof and has fibre-reinforced interiors steel coaches within India under a transfer of technology agreement.

• A year later, Bharat Earth Movers (BEML) released the first rake comprising two engines and four trailer coaches. By 2005, BEML will supply 180 coaches.

Alongside the manufacturing practices, project management processes have also been transferred seamlessly• When the metro project started, a five-member consortium managed it. Four of them were global firms: • Pacific Consultants International, • Railway Technical Services and • Tonichi Engineering Consultants from Japan, and • Parson Brinkerhoff International from the US• Rail India Technical and Economic Services (RITES) was the only Indian consultant.

PLANNING CONTRACTS

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• for the final stretch of the metro project, DMRC and RITES are confident enough to navigate the venture from here alone, even though the third stretch will pass through some of the most congested areas of Delhi.

• DMRC’s domain expertise acquired over the last seven years is now being used to develop feasibility studies for other metro projects

The studies include • route alignment, • utility mapping, and • projected demand for transport in the next five decades,• soil testing, • environmental impact and • system designing

PLANNED STUDIES

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‘‘We (DMRC and its partners) have acquired the expertise for most of the work. • We have always wanted to have a more patriotic approach in our work and are proud

that we can do the job ourselves in such little time,’’ says DMRC managing director E. Sreedharan said in a recent interview.

• An important reason why DMRC’s skills are being taken to other cities is the cost factor.• At a presentation made to the Andhra Pradesh government in 2003, Sridharan pointed

out that the cost of a 39.45 km metro project in Hyderabad was estimated at US$ 712 million at April 2003 prices, which translated into a per km cost of US$ 18 million.

• “The cost of the Delhi metro project at US $2.3 billion for 66 kms of tracks is higher since most of the technology has been sourced from abroad,” Mr Sridharan said during the presentation.

• DMRC not only brings in experience and lower costs, it also shows the rest of India and the world how to put together a world-class project within a world- class timeframe.

• The Project implementation period compressed from 10 years to 7 years.

ACHIEVEMENTS

Planned extensionsSeveral extensions to the Delhi Metro network have been planned.

Phase III

Phase III, tentatively composed of six routes covering 69.57 kilometres (43.23 mi), has a 2015 deadline. The following routes have received Cabinet clearance and are expected to commence construction by the end of 2010.

In addition, a 13.8 km (8.6 mi) long extension of the Violet Line from Badarpur into Faridabad in neighbouring Haryana at a cost of  2,533 crore (US$ 574.99 million) has received budgetary and other clearances, and construction is set to begin in October 2010.

Planned Opening Date Route Terminals Length Stations

December 2010 Airport ExpressNew Delhi – IGI Airport – Dwarka Sector 21

22.7 km (14.1 mi) 5

December 2010 Violet Line Sarita Vihar – Badarpur

5.16 km (3.21 mi) 3

March 2011 Green LineKirti Nagar – Ashok Park Main

3.32 km (2.06 mi) 2

June 2011 Blue LineAnand Vihar – Vaishali

2.5 km (1.6 mi) 2

PLANNED EXTENSIONS

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Phase IV

• Phase IV has a 2020 deadline, and tentatively includes further extensions to Sonia Vihar, Reola Khanpur, Palam, Najafgarh, Ghazipur, Noida Sector 62, Gurgaon and Faridabad, having a total length of 108.5 km (67.4 mi).

• Apart from these lines in Phases I to IV, plans have been mooted to construct a new line from Noida Sector 62 to Greater Noida which will intersect Indraprastha – Noida Sector 32 line.

• The Ghaziabad Development Authority is planning to extend Delhi Metro lines deeper into Ghaziabad in three phases, including the extension of the Blue Line from Anand Vihar to Vaishali, and subsequently to Mehrauli via Indirapuram, as well as the extension of the Red Line from Dilshad Garden to the new Ghaziabad bus stand.

• The independently operated Gurgaon Metro, if built, will also interchange with the Delhi Metro.

Delhi Metro Rail

Financial and Feasibility Report

A Presentation by;

Raj Shah

Roll No. : 323

MBA(Tech.) - Manufacturing

CONTENTS

• Introduction• Need for Metro• Project costing• Benefits of Metro• Financial Evaluation• Conclusion

The Urgent Need

• Delhi, the capital city of India, is one of the fastest growing cities in the world with a population of 13 million as reported in the Census of India Report for the year 2000.

• Until recently, it was perhaps the only city of its size in the world depending almost entirely on roads as the sole mode of mass transport.

• The increase in road length is not at par with the phenomenal growth in the number of vehicles on roads in Delhi.

• Delhi has now become the fourth most polluted city in the world, with automobiles contributing more than two thirds of the total atmospheric pollution.

• In this context, the decision of the Government of India to develop a mass transport system for Delhi providing alternative modes of transport to the passengers was most appropriate.

• The first concrete step in the launching of an Integrated Multi Mode Mass Rapid Transport System (MRTS) for Delhi was taken when a feasibility study for developing a multi-modal MRTS system was commissioned by the Government of the National Capital Territory of Delhi (GNCTD)

The Urgent Need

Overview of Costing

• The construction of the first phase of DM was spread over 10 years during 1995-96 to 2004-05 while that of the second phase, which started in 2005-2006 is expected to be complete by 2010-11.

• The total capital cost of DM at 2004 prices for Phase I and Phase II are estimated as Rs. 64,060 and Rs. 80,260 million, respectively.

Overview of Costing

Financial Costs and Benefits of the Metro

• It is important to examine the financial feasibility of DM before actually taking up its economic appraisal.

• The financial evaluation of a project requires the analysis of its annual cash flows of revenue and costs considering it as a commercial organization operating with the objective of maximizing private profits.

• The financial capital cost of DM represents the time stream of investment made by it during its lifetime.

• The investment expenditures made by the project in one of the years during its life time constitutes the purchase of capital goods, cost of acquisition of land and payments made to skilled and unskilled labour and material inputs for project construction.

• The operation and maintenance cost of the project constitutes the annual expenditure incurred on energy, material inputs for maintenance and payments made to skilled and unskilled labour.

• The investment goods and material inputs used by the project are evaluated at market prices, given the definition of market price of a commodity as producer price plus commodity tax minus commodity subsidy. If the government gives some commodity tax concessions to DM, they are reflected in the prices paid by DM for such commodities.

Financial Costs and Benefits of the Metro

Sources of Funding

Sources of Funding

• More than 60 percent of the funds required for investment are raised as debt capital.

• Around 30 percent of total investments of DM are raised through equity capital with the Government of India (GOI) and GNCTD having equal shares in it.

• The remaining 10 percent of the investments of DM will be covered out of the revenues it earns.

• As reported in RITES (1995a), the DM had been provided with the following concessions by GOI to make the project viable, namely :

(a) The cost of land equivalent to Rs. 2180 million has been provided as an interest free subordinate loan by GOI/GNCTD to be repaid by the DM within 5 years after the senior debt is repaid fully by the twentieth year of taking the loan

(b) The risk associated with the exchange rate fluctuations is borne by government in case of foreign debt,

(c) The DM is exempted from payment of income tax, capital gains tax, property tax and customs duty on imports,

(d) The DM is permitted to generate resources through property development over a period of 6-20 years and

(e) No dividend is paid on GOI share of equity till the senior debt is repaid fully by the twentieth year.

Cost Estimate of DM (Phase I)

Fare Sensitivity of Ridership on the Metro

Estimates of Daily Passenger Trips by Metro (in lakhs)

Estimates of Financial Flows of Revenue Earned by

DM (Phases I and II) During its Lifetime

Measurement of Economic Costs and Benefits of Metro

• Reduction in the number of vehicles on road • Savings in fuel consumption • Reduction in air pollution • Savings in passenger time • Savings due to fewer accidents • Savings in vehicular operating costs due to the

decongestion effect • Savings in Capital and Operating Cost of Diverted

vehicles

Reduction in the number of vehicles on road

The economic benefits from the reduced number of vehicles on Delhi roads due to the Metro could be identified as the following:

•Savings in Foreign Exchange due to reduced Fuel Consumption • Reduction in Pollution • Savings in Time for all passengers using Metro and Roads • Savings in Accidents • Savings in Vehicle Operating Cost (VOC) due to decongestion

for residual traffic • Savings in Capital and Operating cost of diverted vehicles • Savings in the cost of Road Infrastructure

Savings in fuel consumption

• There are savings in fuel consumption (inclusive of both CNG and petrol) due to the diversion of a part of the Delhi road traffic to Metro and reduced congestion to vehicles still operating on the roads.

• There is an inter-fuel substitution of petrol and CNG to electricity that could result in savings of foreign exchange and a reduction of air pollution.

• RITES (2005a) has estimated the total reduction in CNG due to the traffic of buses diverted to the Metro (Phases I & II) during the year 2011-12 as 39.65 million kg.

• • Similarly, the fuel saved due to the diverted traffic of cars and two-wheelers is

estimated as 138.35 and 25.70 million litres respectively.

• When these fuel savings are valued at 2004 prices (Rs. 18/kg for CNG and Rs. 38/litre for petrol) the corresponding fuel savings for cars, two-wheelers and buses are Rs. 5260, 9770 and 710 million, respectively.

Savings in fuel consumption

Reduction in air pollution

• Fewer vehicles and the decongestion for the residual traffic on Delhi roads due to Metro could lead to reduced air pollution.

• The distance saved due to decongestion is estimated by multiplying the time saved with the speed of a vehicle in a decongested situation.

• An estimate of the pollution reduction by a vehicle in this context could be obtained by multiplying the distance saved by the relevant emission coefficient for different pollutants for each category of vehicle.

• The cost of conversion of vehicles from Euro II norms to Euro IV norms are also taken under consideration

Reduction in air pollution

Savings in passenger time

• The savings of travel time of passengers traveling by the Metro instead of by road are calculated as the product of the number of passengers traveled daily and the time saved on the average passenger lead in Delhi.

Savings due to fewer accidents

• The Road User Cost Study (CRRI, 2002) later updated by Dr. L. R. Kadiyali et. al. in association with the Loss Prevention Association of India provides estimates of the cost of various accidents on road.

• Components like gross loss of future output due to death/major injury, medical treatment expenses, legal expenses, administrative expenses on police, insurance companies and the intangible psychosomatic cost of pain were included in the estimation.

• In the case of buses and other public vehicles, the loss due to lay off period and unproductive wages paid to the crew are also included.

Savings due to fewer accidents

Savings in vehicular operating costs

• Annual vehicle operating cost is substantially reduced due to the higher speed of vehicles and consequently lesser hours on road.

• It is estimated as the product of the residual traffic, time saved on average lead per vehicle annually and the vehicle operating cost per hour.

• According to RITES (2005b), the value of this component for the year 2011-12 is Rs. 15040 million.

Other Benefits

• Creation of over 1000 temporary skilled jobs.• Creation of 500 permanent skilled jobs.• Employment to about 10000 unskilled labours.• Development of areas near to metro.• Bringing the NCR nearer to the city.

Conclusion

• The Delhi Metro planned in four phases is part of an Integrated Multi Mode Mass Rapid Transport System (MRTS) planned for dealing with the fast growing passenger traffic demand in Delhi.

• It provides an alternative safe and comfortable mode of transport by rail to a large fraction of passengers using the road transport in Delhi.

• The financial cost-benefit ratio of the Metro is estimated as 2.30 and 1.92 at 8 percent and 10 percent discount rates respectively while its financial internal rate of return is estimated as 17 percent.

DIVPREET SINGHROLL NO. 320

MBA(TECH) MANUFACTURING

RISK MANAGEMENT(DELHI RAIL METRO PROJECT)

INTRODUCTION

• Project Risk Assessment is an integral part of Project Risk Management which primarily comprises of cost and schedule uncertainties and risks.

• These risks can be assessed or measured in terms of likelihood, impact and consequences.

• For a complex mega infrastructure project like construction of an underground corridor for metro rail operations, risk assessment should be mandatory during the conceptual and feasibility phase of the project

• The decision making authorities of the project should take appropriate decision pertaining to the adoption of the mitigation measures for reducing the likelihood of occurrence of the identified risks involved in the project

• These risks can be assessed or measured in terms of likelihood, impact and consequences. The most appropriate way of dealing with the project risk is treating it as a function of likelihood and impact [Risk = f (likelihood, impact)]

• Finally, as risk is a component which cannot be eliminated, suitable risk mitigation measures are to be suggested which will enable to reduce the identified project risks.

• The major activities of the underground corridor construction consist of feasibility studies, design, traffic diversion, utility diversion, survey works, soldier piling and king piling works, timber lagging works, soil and rock excavation, construction decks, steel struts, rock anchors, subfloor drainage, waterproofing, permanent structure works, mechanical and electrical installations and backfilling and restoration works.

• A proper risk mitigation plan if developed for the identified risks, it would ensure better and smooth achievement of project goals within specified time, cost and quality parameters.

• It would also ensure better construction safety throughout the execution and operational phase of the project.

Risk Analysis by Expected Value Method (EVM)• The Base Time Estimate (BTE) and Base Cost Estimate (BCE) of all the major

activities of the project and also for their work packages have been calculated as per the detailed construction drawings, method statement and specifications for the works collected from the project.

• The corresponding expected failure time or Corrective Time (CT) for each activity and their expected failure cost or Corrective Cost (CC) has been tabulated. The Likelihood of failure (Li) of each activity as per the feedback from the questionnaire survey from the experts has also been tabulated.

• This value ranges from 0 to 1. The corresponding Weightage (Wi) of each activity has also been obtained from the feedback of the questionnaire survey circulated among the experts. The summation of the weightages should be equal to 1. ie. “Wi = 1. The weightages can be based on Local Priority (LP) where the weightages of all the activities of a particular work package equals to1. For Global Priority (GP) the weightages of all the interrelated work packages of the project equals to 1

• The Risk Cost (RC) and Risk Time (RT) of the activities of the different work packages of the project can be obtained from the following relationship:

Risk Cost (RC) = Corrective Cost (CC) x Likelihood of failure (Li) -----------(1)

Risk Time (RT) = Corrective Time (CT) x Likelihood of failure (Li) -----------(2)

• Composite Likelihood Factor (CLF) = L1(W1) + L2 (W2) + L3 (W3) + ……… + Ln (Wn) = Σ Li

• Composite Impact Factor (CIF) = I1(W1) + I2 (W2) + I3 (W3) + ……… + In (Wn) = Σ Ii Wi

• Where Ii and Wi are the Impacts and Weightages respectively of the ith risk source of the activities of a work package. The values of Ii ranges from 0 to 1 and Σ Wi = 1.

• Risk Consequence / Severity (RS) = Li x Ii ----------(5)

Here Li and Ii are Likelihood and Impact respectively of the ith risk source of a work package.

• Risk Consequence / Severity can also be expressed as:

• Risk Consequence / Severity (RS) = CLF + CIF – CLF (CIF) ----------(6)• The Risk Consequence derived from this equation measures how serious the risk

is to project performance. Small values represent unimportant risks that might be ignored and large values represent important risks that need to be treated.

• Probable Cost (PC) = BCE + RC + Opportunity Cost -----------(7)

Probable Time (PT) = BTE + RT ----------(8)

CASE STUDY(DELHI RAIL METRO UNDERGROUND CORRIDOR)

• Details of the project of underground corridor of metro rail taken as case study for Project Risk Management is described as below:

• Scope of work: Design and construction of underground Metro Corridor MC1B from Inter State Bus Terminus (ISBT) to Central Secretariat (Delhi) with 6 underground stations and twin tunnel system. The underground stations include Delhi Main, Chawri Bazzar, New Delhi, Connaught Place, Patel Chowk and Central Secretariat.

• Client: Delhi Metro Rail Corporation (DMRC)• Contractor: International Metro Civil Contractors (IMCC JV) This is a joint

venture of five companies as stated below: DYWIDAG (Dykerhoff & Widman AG, Germany) with 9% shares. L&T (Larsen & Toubro Ltd, India) with 26% shares SAMSUNG (Samsung Corporation, South Korea) with 26% shares IRCON (IRCON International Ltd, India) with 9.5% and SHIMIZU (Shimizu Ltd, Japan) 9.5% shares.

• Consultant: General Consultants (GC) Type of contract: Design Build Turnkey Contract Contract Period : April 2001 to March 2006 Total project cost: Rs. 1800 Crores. Length of route : 6569 m Tunnel (by Tunnel Boring Machine [TBM] ) – 3811m

• Tunnel (by Cut & Cover method) – 937m• Station boxes – 1821m• Depth of stations: 15 – 20 m below ground level • Typical width of stations : Average 20m• Typical length of stations: 275m to 300m Design life: 120 years for underground

structures and 50 years for super structures• Major scope: • Excavation (soil) : 10,90,000 cum.• Excavation (rock): 2,15,000 cum.• Concreting : 3,00,000 cum.• Reinforcement : 47,500 MT• Strutting : 24,500 MT

Identification and Classification of Risks Involved in Construction of Underground Corridor

• The risks identified at each phase of the project and its subsequent work packages and activities are classified as follows:

• FPR : Feasibility Project Risk• PEPR 1: Pre execution Project Risk – Design Risks• PEPR 2: Pre execution Project Risk – Technology Risks• EPR 1: Execution Project Risk – Risks in traffic diversion works• EPR 2: Risks in utility diversion works• EPR 3: Risks in survey works• EPR 4: Risks in soldier piling and king piling works.• EPR 5: Risks in timber lagging works.• EPR 6: Risks in soil excavation works• EPR 7: Risks in rock excavation works

• EPR 8: Risks in installation of construction decks• EPR 9: Risks in installation of steel struts• EPR 10: Risks in installation of rock anchors• EPR 11: Risks in shotcreting and rock bolting works• EPR 12: Risks in subfloor drainage works• EPR 13: Risks in waterproofing works• EPR 14: Risks in diaphragm wall construction• EPR 15: Risks in top down construction• EPR 16: Risks in permanent structure works• EPR 17: Risks in mechanical and electrical installation works• EPR 18: Risks in backfilling and restoration works

• Similarly for Feasibility, Design, Development and Execution Phase, tables have been formulated for identification of the risks involved in the respective work packages along with their likelihood and weightages as obtained from the questionnaire survey. Considering all the work packages, the major type of risks identified for the underground corridor project can be grouped and listed as follows:

• Delay in Approval of Detailed Project Report (DPR)• Land Acquisition risks• Design Risks• Technology Selection Risks• Approval and Permit Risks• Joint Venture Risks

• Financial and Investment Risks• Political Risks• Environment Related Risks• Geo-technical Risks• Major / Minor Accidents during Execution• Unforeseen Heavy Rains• Force Majeure Risks like Flood, Fire, Earthquake etc.• Labor Agitation and Strikes• Inflation Risk• Delayed Payment from Client• Delayed Payment to Subcontractor

Application of EVM for Risk Analysis

• RC = Li x CC = 0.1 x 42,75,000 = Rs. 4,27,500. RT = Li x CT = 0.1 x 50 = 5 days

• Similarly the Risk Cost (RC) of the entire feasibility phase or work package can be calculated as the summation of the RC of all the activities of the work package ie Rs. 4,27,500 + 12,15,000 + …… + 26,512.5 = Rs. 2,63,62,888. The Risk Time (RT) for this feasibility phase or work package is the total risk time along the critical path ie. 5 + 6.9 + 11.25 + 6.25 + 1.3 +22.8 + 29.25 + 24 + 12.25 + 3 + 0.5 = 122.5 days

• Thus for this work package, Probable Cost (PC) = BCE + RC + Opportunity Cost = 22,00,00,000 + 2,63,62,888 + 44,00,000 (assumed 2% of BCE) = 25,07,62,888. Further, the Probable Time (PT) = BTE + RT = 530 + 122.5 = 652.5 days. Thereby it is observed that the PC is about 13.98 % higher than BCE and PT is 23.11 % higher than the BTE.

Risk Severity Analysis using Concept of CLF and CIF

• he product of likelihood and impact of a risk can be considered as the severity of that risk. This concept can be extended for multiple risk sources in a work package the likelihood and impact of which can be expressed in terms of CLF and CIF respectively.

• Risk severity analysis has also been carried out by PERT analysis and the outcome of both EVM and PERT analysis in terms of severity of the major work packages of the project is presented in table 6.

Proposed Risk Assessor Model

MEASURES ADOPTED BY RISK RESPONSE PLANNING

• TRANSFER OF RISK-This can be done using contractual incentives, warranties, or penalties attached to project performance, cost or schedule measures. It is to be noted that entire transfer of risk is impossible and transfer of one kind of risk may inherit another kind of risk

• AVOID RISK-The risk management team should make the project authorities aware that it is always better to reduce risk to an acceptable level than to attempt to completely avoid the risk.

• RISK CONTINGENCY PLANNING-In risk contingency planning the consequences of the identified risks are anticipated and detailed plan of action is prepared for mitigating these risks.

• ACCEPT RISK-For risks for which impacts or consequences are not severe, and if the cost of avoiding, reducing or transferring the risk exceeds the benefit, then it may be advisable to accept the risk

CONCLUSION

• In present research work it has been found that the numbers of major and minor risks involved during the construction of the project from the feasibility to completion of the execution, are large and if not treated or mitigated properly, the probability of successful completion of the project within stipulated time and cost frame will reduce.

• As per the analysis carried out by EVM based on the expert questionnaire survey the probable project cost for the sample stretch under analysis (530 m, cut and cover tunnel connecting Patel Chowk to Central Secretariat station, Central Secretariat Station Box and 180m cut and cover over-run tunnel) is about 23.90 % higher than the base cost estimate of the project

• According to basic assumption made for the analytical procedure adopted, the maximum permissible cost over-run for the project is 25 %, thus if proper Project Risk Management is not carried out by the authority, the project will result in cost over-run and time over-run which will ultimately reduce the feasibility of successful completion of the project

• Hence considering the results of all the analysis carried out in this research work it can be concluded that for complex infrastructure projects like that of an underground corridor construction about Rs. 8.8 lakhs per day per station would be incurred extra if proper risk management is not followed to mitigate the anticipated risks

• The proposed Risk Management Model will definitely benefit the future anticipated metro projects in Indian cities like Chennai, Mumbai, Chandigar, Ahmedabad and ongoing projects of Delhi, Kolkata and Bangalore metro.

• The Delhi Metro is a rapid transit system in the Delhi that is built and is operated by the Delhi Metro Rail Corporation Limited (DMRC).

• The first section of the Delhi Metro was opened on December 24,2002. It became the second underground rapid transit system in India, after kolkata. The Delhi Metro has a combination of elevated, at-grade and underground lines.

Scheduling

• Planning started in 1984

• DMRC was set up in1995 by Gov of India and DDA

• Construction started on 1st october ,1998

• The first section on red line was inaugrated by the then PM of India,Shri Atal Bihari Vajpayee on 24 december 2002

The miracle project

• The entire Phase I of the project was completed in December 2005, on budget and almost three years ahead of schedule, an achievement described as "nothing short of a miracle" by BusinessWeek.

• Dr. E. Sreedharan, the Managing Director of the Metro during the Phase I construction, was declared "Indian of the Year for 2007" by CNN-IBN news channel.

Work in progress• Phase II consists of 127 km of new rail, of which the following

sections are under construction. This phase has completion deadline of 2010.

• Yellow Line southwest• Central Secretariat - QutubMinar - (Gurgaon)27.45

kms,19Jun 2010

• Unnamed south• Central Secretariat - Nehru Place - 20.04kms,15Sep 2010

• Blue Line west• Dwarka (Delhi) Sector 9 - Sector 21 - IGI Airport

,6.26kms,3Sep 2010

Blue Line east • Mayur Vihar - NOIDA Sector 32 City Centre15.0711Aug

2009

Airport Express

• New Delhi Railway Station - Indira Gandhi International Airport - Dwarka (Delhi)22.46kms,Sep 2010

Blue Line (branch) east - Vaishali (Ghaziabad)2.572kms,Mar 2010

• Most of the work on phase II is completed

• Delhi airport metro express’s opening is postponed to december 2010 due to safety reasons

Line First

operational Last Extension

Red line December 24, 2002

June 4, 2008

Yellow line December 20, 2004

September 3, 2010

Blue line December 31, 2005

October 30,2010

January 8, 2010 -

Green line April 3, 2010 -

Violet line October 3, 2010

-

• The Red Line-inaugration of various sections:• Tis Hazari – Trinagar (later renamed Inderlok)

on October 4, 2003,

• Inderlok – Rithala on March 31, 2004, and

• Shahdara – Dilshad Garden on June 4, 2008.

The yellow line

• It connects jahangirpuri to HUDA city centre

• The first section between Vishwa Vidyalaya and Kasjmera Gate opened on December 20, 2004

• Kashmere Gate – Central Secretariat opened on July 3, 2005

• On 21 June 2010, an additional stretch from QUTUB MINAR to HUDA City Centre in Gurgaon was opened

• Chattarpur stn on this line opened on August 26, 2010.

• Due to delay in acquiring the land for constructing the station, it was constructed using pre-fabricated structures in a record time of nine months and is the only station in the Delhi metro network to be made completely of steel.

Blue line

• The Blue Line was the third line of the Metro to be opened, and the first to connect areas outside Delhi

• The first section of this line between Dwarka and Barakhamba road was inaugurated on December 31, 2005,

• subsequent sections opened between Dwarka – Dwarka sector 9 on April 1, 2006,

• Barakhamba Road – Indraprasthaon November 11, 2006,

• Indraprastha – Yamuna bank on May 10, 2009,

• Yamuna Bank –Noida city centre on November 12, 2009,

• Dwarka Sector 9 – Dwarka sector 21 on October 30, 2010

• A small stretch of 2.76 kilometres (1.71 mi) from Dwarka Sector 9 to Dwarka Sector 21 was inaugurated on October 30, 2010

Green line

• Opened in 2010, the Green Line was the first standard-gauge

• connects Mundkawith Inderlok

• An interchange with the Red line is available at Inderlok station via an integrated concoursege corridor of the Delhi Metro

Violet line

• The Violet Line is the most recent line of the Metro to be opened

• Inaugurated on October 3, 2010, just hours before the inaugural ceremony of the 2010 Commonwealth Games, and connects the Jawaharlal Nehru Stadium which was the venue for the opening and closing ceremonies of the event

• Completed in just 41 months

Routes under construction

• The Airport Express line runs for 22.7 km (14.1 mi) from New Delhi Railway Station to Dwarka Sector 21, linking the Indira Gandhi International Airport

• Originally scheduled to open before the 2010 Commonwealth Games, the line failed to obtain the mandatory safety clearance, and was rescheduled to open by the middle of November 2010

• The line is still to be completed with its final safety inspections and get clearances which is scheduled in December 2010

Phase III extensions

• The following routes have received Cabinet clearance and are expected to commence construction by the end of 2010:

• Central Secretariat to Red Fort (6.8 km)• Rajouri Garden to Mukundupur (12.4 km)• Jahangirpuri to Badali (3.4 km)

• Three lines are still pending approval:

• Anand Vihar to Dhaula Kuan (25.66 km)• Malviya Nagar to Kalindi Kunj (11.64 km)• Ashok Park to Delhi Gate (9.64 km)

Phase IV

• Phase IV has a 2020 deadline, and tentatively includes further extensions to Sonia Vihar, Reola Khanpur, Palam, Najafgarh, Ghazipur, Noida Sector 62, Gurgaon and Faridabad, having a total length of 108.5 km (67.4 mi)

DELHI-METRO PROJECT IMPLEMENTATION Implementing a project requires a lot of

attention specially in the field of risk management. Similar concepts we will be observed here.The drawbacks ,its

solution ,its future references should be dealt with.

Construction work on the project commenced on October 1, 1998. The entire project was divided into 4 phases. Further, these lines were divided into sections :-

Line Stations Length(km) Terminals Rolling stock

Red Line 21 25.1 Dilshad Garden Rithala 23 trains

Yellow Line 34 45 Jahangirpuri HUDA City Centre 45 trains

Blue Line

44 50 Noida City Centre

Dwarka Sector 21

59 trains[

6 6.25 Yamuna Bank Anand Vihar

Green Line 14 15.1 Inderlok Mundka 13 trains

Violet Line 13 15 Central Secretariat Sarita Vihar 29 trains

As of October 3, 2010, the whole of Phase-I and parts of Phase-II are complete, with the network comprising five lines with 130 metro stations and a total length of 156 km (97 mi).[1][2][24]

Phase I

Route Terminals Length Stations

■ Airport Express New Delhi – IGI Airport – Dwarka Sector 21 22.7 km (14.1 mi) 5

■ Violet Line Sarita Vihar – Badarpur 5.16 km (3.21 mi) 3

■ Green Line Kirti Nagar – Ashok Park Main 3.32 km (2.06 mi) 2

■ Blue Line Anand Vihar – Vaishali 2.5 km (1.6 mi) 2

Phase II

PHASE IIIRoutes distances

Central Secretariat to Red Fort (6.8 km)

Rajouri Garden to Mukundupur (12.4 km)

Jahangirpuri to Badali (3.4 km)

Anand Vihar to Dhaula Kuan (25.66 km)

Malviya Nagar to Kalindi Kunj (11.64 km)

Ashok Park to Delhi Gate (9.64 km)

CHALLENGES Delhi Metro Project is the biggest urban intervention in India since Independence in 1947.

1.Project had to be executed in very difficult urban environments.

It faced the challenge of relocating a large number of utilities like water pipes, sewerage lines, telephone and electric cables to facilitate the construction work, apart from the overwhelming challenge of relocating people. 2.Being in the capital city all actions under close scrutiny of WIPs This project required close attention as there were various links interconnected for creating a route

3. Strong calculations were necessary The power generated ,or the force of the metro trains on the supporting pillars had to be calculated

carefully as it may create damage to the surroundings if failed.

4 Soil Erosion and Disposal Runoff from unprotected excavated areas, quarry sites,

and underground tunnel faces can result in excessive soil erosion, especially in areas where excavation is susceptible to erosion. The excavation of soil is done mainly for cut and cover and tunneling and foundations.

5. Solid Waste The range of solid waste during construction is varied, including

large quantities of earth, construction spoils (concrete, bricks) waste materials such as metal, scraps, plastic, and paint scrap (from utilities, welding and electrical works, and contractor camps). Leakage from used lube oil, paint, and chemical containers could be a potential source of water pollution.

6 Impact from Noise The baseline noise levels are likely to increase during the

preconstruction and construction phases of the activities involving site clearing and construction operations. During construction, there may be high noise levels as a result of pile driving and the use of compressors and drilling machinery. Diesel generator (DG) sets, vent shafts, and loading and unloading activities all contribute to the increase in the ambient noise level.

7. Impact on Water Quality Water requirement for the construction are met from bore wells along the route alignment. Spillage of earth, used water from stone crushing, oils and greases, sewage waste, chemicals, and concrete agitator washings can pollute water if they leach into surface and the underground water.

High total suspended solids is a primary concern in regard to water quality, considering its use in washing, dust suppression, and other construction activities.

SOLUTIONS Compensatory Afforestation Through refinement of the alignment and the moving of smaller trees, DMRC succeeded in reducing environmental degradation. Because an extensive amount of green cover is affected during the site-clearing operation (the construction phase), a manual count of the existing trees on every median has been carried out to identify the number of the trees that are likely to be affected and/or cut during the construction phase. For every tree cut during construction, the DMRC is planting ten trees as compensatory afforestation. The Metro has undertaken compensatory afforestation with an 83 percent survival rate at Isapur, Najafgarh, Kakraula, and other sites. It is paying for the planting and fencing of indigenous tree species in two other sites. DMRC’s environmental policy statement emphasizes conservation and enhancement of green cover.

Dust Control Installing of dust screens and hoardings alongside the construction area and doing regular water sprinkling during material movement are proving to be beneficial. Full-height fences, barriers, and barricades were erected around the site to control dust during excavation. During transportation of debris and much from construction sites, trucks were covered and loaded with sufficient free boarding space left at the top to avoid spills through the tailboard or sideboards.

Noise Control Noise control can be achieved by means of automation, protective devices, noise barriers, soundproof compartments and control rooms, and job rotation. A site-specific noise-monitoring control plan guides noise management and alters the scheduling to minimize noise. For elevated corridors, a track structure without ballast is supported on two layers of rubber pads to reduce noise and vibrations. In addition, baffle wall for the parapets has been constructed up to the rail level to reduce sound levels.

Water Management Wastewater from the construction site is not discharged from the site into water bodies by the contractors. Any water obtained from dewatering systems installed in the works is reused for construction purposes or discharged to the drainage.

Adequate sanitary facilities and appropriate refuse collection and disposal systems are maintained. All water and waste products (surface runoff and wastewater) arising on the site shall be collected and removed from the site via a suitable and properly designed temporary drainage system.

Evaluation Of Delhi Metro Rail Project

Influence zone• Public transport service has to meet the needs of commuters• This includes accessible stations, minimum affordable time loss at

interchanges, safer and reliable services.• 500 m. is an ideal walking distance, • population residing along the metro within walking distance has the

highest accessibility to metro.• the area within 500 m from the metro corridor is 31% (198.5 sq.km. out of

the 640 sq.km. of total urban area) of Delhi thus, after the implementation of the complete system 69% area of Delhi will remain beyond walking distance of metro.

• Expansion of metro influence zone beyond 31% will have to rely on feeder system.

• This is not easy because of the inherent transfer costs and wait times at interchanges

• phase 1, Shahadara – Barwala metro line of length 23.8 km has Population residing within 0.5 km can reach metro by walking but people residing at more than this distance have to use rickshaw or feeder bus

• Population residing within the area of walking distance is 3,46,560 for the corridor length of 23.8 km

• Total length of metro line is 198.5 km, applying the same methodology for accessible population as line 1, total population residing within the distance of 0.5 km is 28,90,426.

• This is approximately 2.2 % of the total population of Delhi.• Trips originating in the region of 0.5 km distance i.e. walking distance is

approximately 3,74,939 for metro length of 23.8 km. Applying same weight to the total length of 198.5 km, number of trips originating in the region of 0.5 km distance is 31,27,117. This shows that only 31,27,117 trips can be shifted to metro if all the persons have destination along the metro corridor.

Feeder service and an integrated ticket

• If a very good, coordinated, well-organized feeder system is provided to the Metro, accessibility of metro will increase.

• DMRC is planning for an integrated ticket.• If the integration works out, the same ticket will be valid in metro trains as

well as buses.• However, this will translate to higher rider-ship only if commuters are

willing to accept the added transfer time and transfer costs.

Luggage• One of the Metro stop is Sahadra railway station, it is at walking distance

from Sahadra railway station and Sahadra bus terminal but people traveling through this may not take benefit of metro due to restrictions on carrying luggage in metro trains

• Many passengers coming and going through railway station and bus terminal have a luggage with them as it is connected to long distance travel

• Metro is not available to them.

Parking• Parking place outside the Metro station has been provided but non-metro

user can also use it.• To encourage people to use Metro there should be a separate parking

place for the monthly pass holders.

INITIAL AND MAINTENANCE COST OF METRO

• Total length of 198.5 km of metro rail will cost Rs.10751/- Crores (excluding taxes and duties) and metro has not mentioned anything about the maintenance cost.

• maintenance cost of metro rail is as much as the original cost.• It should have been considered in the cost evaluation, as it needs a large

amount• Already 100% cost overrun is estimated for first phase of the metro (Rs.

12000 crores instead of Rs. 6000 crores estimated for first phase in 1996.)

ANNUAL MAINTENANCE OF RADIO TOWERSFOR TWO YEARS AT VARIOUS STATIONS FOR

LINE 1 & 3 OF DMRC

DELHI METRO RAIL CORPORATION LTD.TENDER DOCUMENT

TENDER Notice No:DMRC/S&T/Radio Towers/10-12Name of the Work: Annual Maintenance of Radio towers for

Two years at various stations for Line 1 & 3 of DMRC Sale of Tender Documents: 15/09/2010 to 07/10/2010

between 10:00 hrs to 17:00 hrs. &08/10/2010 up to 14:00 hrs. (Working Days)

Date for Receipt of Tenders: 08/10/2010 up to 15:00 hrs.Date & time of Opening of Tender: 08/10/2010 at 15:30 hrs.

ELEGIBILITY CRITERIA1. Work Experience:Bidder should have experience of having satisfactorily completed/executed of similar type of works as detailed in the bid document and should have successfully installation and commissioning during last 5 years as on 31st August 2010 and should be either of the followings:-(a) Three similar completed works costing not less than Rs 6,33,776/-*OR(b) Two similar works costing not less than the Rs 7,92,220/-*OR(c) One similar completed work costing not less than Rs.12,67,552/-*(* - This value shall be computed by taking into account various items such as maintenance of Radio Towers)Order copies of works executed along with their satisfactorily completion letter should be provided by Bidder.

2. Financial Standing (Annual Turn Over): Applicant should have average Annual Turnover of Last Three audited financial years not lessthan Rs.6,33,776/-3. COMPLETION PERIOD:The work should be completed within Two Years (731 Days) from the date of issue of acceptance letter. No extension shall be granted to the contractor unless the reasons are beyond his control and the engineer in-charge is satisfied with the reasons.4. Tender document consists of the following:• Notice Inviting Tender• Instructions to Tenderers• Special Conditions of Contract.• Bill of Quantities

5. Employer’s General conditions of contract are deemed to be part of tender papers. 6. The Contract shall be governed by the tender documents.7. The Tenderer may obtain further information in respect of these tender documents from the office of Deputy General Manager/S&T at 6th Floor, Right Wing, Metro Bhawan, 13 FireBrigade Lane, Barakhamba Road, New Delhi-110001.

8.DMRC reserves the right to accept or reject any or all proposals without assigning any reasons.No tenderer shall have any cause of action or claim against DMRC for rejection of his proposal.

Dy. General Manager / S&T-I Metro Bhawan 6th floor

Left wing Barakhamba Road, New Delhi 110001

THANK YOU