Program & Batch: PGDM 2014-16 Term: V Course Name: PJM Name of the faculty: Dr Keshav Kumar Sharma Topic/ Title : Project Management of DMRC Section CC- 24 Original or Revised Write- up: Original Group Number: 8 Contact No. and email of Group Coordinator: Sulabh Bansal; [email protected]+91- 7838514475 Group Members: Sl. Roll No. Name 1 14010213 0 Sulabh Bansal 2 14010201 5 Amit Kumar Upadhaya 3 14010206 7 Kumar Aniket 4 14010203 2 Arpit Nikhra 5 14010203 6 Bharti Naresh Alwani 6 14010101 9 Animesh Sanyal 7 14010204 9 Himanshu Goyal 8 14010106 1 H. N. Ankith 9 14010213 1 Sumant Kumar Rawat
Transcript
Program & Batch: PGDM 2014-16Term: VCourse Name: PJMName of the faculty: Dr Keshav Kumar SharmaTopic/ Title : Project Management of DMRC Section CC-24Original
or Revised Write-up:
Original
Group Number: 8Contact No. and email of Group Coordinator:
Scope of the Project..................................................................................................................................13
Delhi Metro rail Corporation (DMRC) Centre-state joint venture Company which operates Delhi Metro. DMRC is also involved in different phases of project such as planning and implementation of various rail projects such as metro, mono and high-speed rail in India and abroad.
DMRC was registered on May 3, 1995 under Companies Act 1956 with equal equity participation of Central Government and Government of the National Capital Territory of Delhi (GNCTD) with the dream of implementing the construction and operation of world class rail transport system. E. Sreedharan was appointed as Managing Director of the DMRC and also the Project Manager for Phase 1 of the project in 1997. The first corridor was opened on 25 th Dec 2002 between Shahdara and Tis Hazari.
Currently, Delhi metro network consists around 193 operational kiliometers and 141 stations along with 6 more in the Airport Express Link. Now the network has crossed all the boundaries of Delhi and reached to Noida, Gurgaon and Ghaziabad as well.
DMRC faced several issues during construction phase but it was able to come out of all hurdle due to better planning and effective project design.
Below are the key points in DMRC project:
Appointment of Independent Quality Assurance Team
Preparation of Detailed Project Report (DPR) as against benchmark by each employee
Meeting of Head of departments on every Monday to review the work, set new targets or
revise targets
Total Expenditure of the project is divided in three parts Manpower, Energy and Material
including Maintenance
DMRC uses Primavera and Suretracksoftware to monitor the complete project progress
and to meet the target schedule
An objective evaluation criterion is based on Scoring System.
Tender conditions finalized while keeping in view the Indian Contract Act, FIDIC
document and JBIC procurement guideline.
DMRC has created a benchmark for the industry in efficient operations and project management despite facing so many hurdles. In our project we are trying to analyze the different aspects of Project Management for one particular metro corridor of DMRC.
ObjectiveThe Objective of the project is to develop all documentations related to project management. We have selected one of the live project of DMRC i.e. construction of metro corridor CC24 between Lajpat Nagar and HazratNizzamudin Station. It is a contractual project where client is Delhi Metro Rail Corporation and Consultant is General Consultant. The contract will be fulfilled by a joint venture between J Kumar and CRTG JV, who are the contractor for CC24 and are entitled to complete and deliver the project to DMRC. This project is basically the part of the Phase III of MRTS project.
We have included following topics in this project in detail.
Project Charter
Project Scope Statement
Stakeholder Register
Work Breakdown Structure
Project Schedule (MS Project)
Risk Register
Project Cost Estimates
The objective is to understand the different scope of project management and analyze the importance of documentation for a project.
Project CharterProject Overview
Project GoalsThe goal of the project is to construct the metro corridor CC24 between Lajpat Nagar and Hazrat Nizzamudin Station. It is a contractual project where client is Delhi Metro Rail Corporation and Consultant is General Consultant. The contract will be fulfilled by a joint venture between J Kumar and CRTG JV, who are the contractor for CC24 and are entitled to complete and deliver the project to DMRC.
Project ScopeIn the contract CC24, design and construction of tunnel by Shield TBM, Tunnels, stations and ramp by cut and cover shall happen. It would be undertaken between Lajpat and Hazrat Nizzamudin, both inclusive, for underground work on Mukundpur – Yamuna Vihar Corridor of Delhi MRTS. This project is a part of Phase III of MRTS Project.
MilestonesThe major milestone status is shown in the table below:
Number Weeks Work Item DateKey Date 1
04 Submission of detailed work program with all activity for entire work
13-08-2012
Key Date 2
06 Submission of the copy of agreement LOA/Purchase order for purchase of TBMs or a proof of availability of TBMs for ready deployment or a combination thereof. This period will include 2 weeks for design review by engineers
27-08-2012
Key Date 3
10 Final Submission of work program incorporating all comments of Engineer, if any, including 2 weeks for review by Engineer
24-09-2012
Key Date 4
10 Preliminary Design submission and preliminary report of structures 30m on either side of edge of tunnels
24-09-2012
Key Date 5
18 Submission of Definitive Design and final detailed report of structures 30m on either side of edge of tunnels
26-11-2012
Key Date 6
44 Start of initial Drive of TBM No. 1 27-05-2013
Key Date 7
52 Start of initial Drive of TBM No. 2 27-07-2013
Key Date 8
100 Completion of Track Way Basis Structure for designated Contractor’s access Track way including construction of Cross passages, 1st stage track Bed
23-06-2014
concrete including damage for 1st block section (both tunnels)
Key date 9 120 Completion of 1st ASS rooms for all stations 10-11-2014
Key Date 10
124 Completion of 2nd ASS rooms for all stations 08-12-2014
Key Date 11
125 Completion of ancillary buildings including its service galleries connecting to stations, under croft, cable duct, cable and other service gallery at all stations.
15-12-2014
Key Date 12
126 Completion of 1st ECS rooms for all stations 22-12-2014
Key Date 13
126 Completion of 1st TVF rooms for all stations 22-12-2014
Key Date 14
128 Completion of civil structure fit for installation of lift and escalator from platform to concourse
05-01-2015
Key Date 15
130 Completion of 2nd ECS rooms for all stations 19-01-2015
Key Date 16
130 Completion of 2nd TVF rooms for all stations 19-01-2015
Key Date 17
130 Completion of TER, SCR, SER, UPS, GSM, CDMA and all other operational rooms at all stations
19-01-2015
Key Date 18
130 Completion of station structure fit for installation of 1st
lift and 1st escalator from concourse to ground at all stations
19-01-2015
Key Date 19
136 Completion of 1st EFO, TOM and AFC at all stations 02-03-2015
Key Date 20
140 Completion of 2nd EFO, TOM and AFC at all stations 30-03-2015
Key Date 21
140 Completion of track way basic structure for designated contractor’s access. Track way including construction of cross passages, 1st stage track bed concrete including drainage for fast block section (both tunnels)
30-03-2015
Key Date 22
145 Completion of station structure for designated contractor for all other lifts and escalators from concourse to ground at all stations
04-05-2015
Key Date 23
160 Completion of entire work including plumbing etc. as per the contract and all relevant work for the testing and commission of the section of all stations
17-08-2015
Key Date 24
182 Completion of all other outstanding work like reinstatements that does not affect the testing and commissioning of section - I
22-01-2016
DeliverablesWithin a span of 42 months the contractor has to provide following deliverables to DMRC:
Length of route: 5490.942 meters
In this route various components need to be delivered. The details for the same are as follows:
a) Tunnel: 3331.746 meters x 2 = 6662.952 metersb) Ramp: 240.030 metersc) Cut and Cover: 879.024 metersd) Station (4 in number): 1040.413 meters
Project cost estimateThe project is divided into different schedules and the cost for each schedule is calculated separately. The total cost of the project is Rs. 1011 crore and schedule wise breakup is shown below:
5%
35%
50%
6%4%
Cost Distribution
Schedule A1 Schedule A2 Schedule A3 Schedule B Schedule C
DependenciesThe major dependency for the successful completion of this project is for acquiring the land used for building stations. Here the land acquisition happens from Government of India. J Kumar – CRTG JV will raise a request to DMRC for a particular land that is required for completion of CC-24, DMRC will initiate procedure to get the land from Government of India. This process may take time more than what J Kumar – CRTG would have estimated. This is the bottle neck for completing the project on time.
Also, the completion is dependent largely on traffic police department as they will have to give timely approvals for traffic diversion.
Project RiskThe risk for this project are many as government bodies, investors, general public all the major stakeholders. Some of the risk identified in the project are:
a) Geological Risk: Geological factors at different construction site would be different. Because of this different strategy, mechanism and resources for different locations need to be used.
b) Operational Risk:The construction site sees heavy traffic throughout the year. To continue the construction process smoothly, appropriate traffic diversion approvals need to be sought. There are chances that timely approvals are not received.
c) Capital Risk: Investors might refrain from giving 2nd or 3rd round of installments if macro-economic conditions change and they fail to get desired return from their investments.
Project Organization
Project GovernanceThe 3 pillars of project governance are as follows:
In order to have successful results, following principles are incorporated in the project:
Principle 1: Single point of Accountability: Project Director Principle 2: Project Owner: DMRC
StructurePeopleInformation
Principle 3: Stakeholder and decision makers are separated by delegating decision making authority at all levels
The structure, people involved at various stages along with their responsibilities, flow of information is given in detail in the sections to follow.
Project Team StructureThe design and construction part of CC-24 is to be completed by J Kumar – CRTG JV as per DMRC. J Kumar – CRTG has further given the contract to design CC-24 to a third party and they will take care of construction.
The typical structure of the team could be as follows:
Within this structure, the team will be adjusted depending on the stage of the project in which we
are in. The team relevant at all stages would be:
Roles and ResponsibilitiesThe roles and responsibilities of the team are as follows:
Role ResponsibilitiesProject Sponsor The major investor of the project and the highest authority in the projectProject Director The person with executive authority. He is accountable of everything
that happens in the project and is response for success/failure of project
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amExecutive CommitteeSteering Committee
Executive Committee
The body with executive authority of organization. It is like Board of Directors
Steering Committee
People in charge for timely oversight of the work done in the project
Project Manager Responsible for all day-to-day activities of projectProject Accountant
The person has to deal with sub-contractor expenditure, procurement, JV expenditure, financial statements etc.
Team Leader Team leader will be responsible for successful completion of part of work assigned to his team
Change Manager Specialist for identifying issues and providing solutions for the sameBusiness Process Specialist
Devise processes or techniques of re-engineering so that optimum performance is achieved
Solution Architect Devising business solutionsTechnical Architect
Devising technical solution for business solution to work effectively
Legal Advisor A legal specialist to deal with all legal issues that might occurExternal Auditor External people responsible for auditing the organizationQuality Manager A specialist responsible for processes that lead to highest level of
quality and making sure it is achievedQuality Auditor A specialist responsible for quality audit
Project ResourcesThe resources at different stages of the project would be different. The typical mapping of resources of the project could be achieved by a matrix shown below:
Depending on the vertical and horizontals, resources will be allocated as and when required. The horizontals show the major deliverables and verticals show the type of work. Matching these two, resources will be assigned.
Scope of the Project
The scope of the work of Metro Corridor Project CC24 is to design and construct the metro link
between Lajpat Nagar and Hazrat Nizamuddin Stations (including both). The construction part
of the project includes:
6662.92 meters of construction of Tunnel by Shield TBM
Construction of 4 metro stations as Lajpat Nagar Metro Station, Vinobapuri Station,
Aashram Station and Hazrat Nizamuddin Station
Construction of Ramp by Cut & Over method
The project of construction of metro line between Lajpat Nagar and Hazrat Nizammudin
includes the underground works on Mukundpur to Yamuna Vihar Corridor of the Delhi Mass
Rapid Transport System (MRTS) Project – Phase III.
ClientsThe client of J Kumar – CRTG (China Rail Third Engineering Group) JV is Delhi Metro Rail
Corporation which has given the Contract CC-24 to design and construction the metro line
including 4 stations between Lajpat Nagar and Hazrat Nizamuddin.
Deadlines of the ProjectDeadline of the Contract CC-24 is 22nd January, 2016. The project has to be completed within 42
months since its initial start on 23rd July, 2012.
Deliverables of the ProjectFollowing Includes the Deliverables of the project:
1. Stations (4 Nos.) – The total length of the stations to be constructed is 927.12 meters
from initial 1040.413 Meters as the length of the Aashram Metro Station have been
reduced due to non-availability of land. The station length and completion date is having
the following breakup:
a. Lajpat Nagar Metro Station
i. Length : 266.22 meters
ii. Expected Completion Date : 30th September, 2015
b. Vinobapuri Metro Station
i. Length : 243.33 meters
ii. Expected Completion Date : 25 November, 2015
c. Aashram Metro Station
i. Length : 151.7 ( length has been reduced
from initial
Length of 265 meters)
ii. Expected Completion Date : Dec, 2016
d. Hazrat Nizamuddin Metro Station
i. Length : 265.87 meters
ii. Expected Completion Date : January, 2016
2. Tunnel
The Tunnel of length 6662.92 meters have to be constructed which has been divided into
3 drives:
a. Drive 1: 1665 + 1681 = 3346 meters between Aashram and Hazrat Nizamuddin
Metro Station
b. Drive 2: 806 + 813 = 2619 meters between Lajpat Nagar and Vinobapuri Metro
Station
c. Drive 3: 975 + 982 = 1957 meters between Vinobapuri and Aashram Metro
Station
3. Cut & Cover
A total Cut & Cover of 879.78 meters has to be constructed having following breakup:
a. Lajpat Nagar: 201.04 meters
b. HNZ(1) : 193.05 meters
c. HNZ(2) : 485.69 meters
4. Ramp
A ramp of 240.03 meters has to be constructed at Hazrat Nizamuddin Station
Value of the ProjectThe total value of the project is 1010 crores.
Stakeholder Register
The major stakeholders for the project are as follows:
1. DMRC- Delhi metro rail corporation is the biggest stakeholder in the project and is involved in all the phases of the project. It has equal share capital from government of India (GOI) and government of nation capital territory region (GNCTD). The main expectation from them is establishing coordination between various other stakeholders for successful completion of the project. It is an internal stakeholder and supporter of the project. It is actively engaged in all the phases of the project. Keeping with its objective of providing comfortable, eco-friendly and air conditioned transport system; DMRC has to ensure successful completion of project with effective utilization of available resources ensuring cost optimization.
Contact Info- Delhi Metro Rail Cooperation, Metro Bhawan, Fire Brigade Cross, Barakhamba Road, New Delhi. Pin- 110001, Fax No- 23417921
2. JKCRTG- It is a joint venture between J. Kumar Infraprojects Ltd and China Railway Tunnel Group co Ltd (CRTG). They have been assigning construction and designing activities. The designing activities have been further outsourced. The project involves the construction of the tunnel. For this the work has been further outsourced to AECOM Ltd. By JKCRTG. They are the external stakeholders and a supporter of the project. With J. Kumar Infraprojects having experience in completion of various construction projects and CTRG in Tunnel projects, the main expectation from these stakeholders is timely and efficient completion of construction work along with tunnel.
Contact Info- MEP Plant, DMRC office, New Delhi
3. SYSTRA India- It is the Indian arm of major consulting and engineering service provider in the field of rail and public transport, SYSTRA. It has the major responsibility of providing planning and consulting services to the project. It is actively involved in the initial phase and whenever any hurdle comes in the project. It is an external stakeholder and supporter of the project.
Contact Info- Plot No: 501-506, AngadBhawan, Nehru Place Market Road, Nehru Place, New Delhi Pin-110019 Phone No. : 011-2641 3310
4. SBI: The major public sector Bank, SBI has been roped in for financing the project. The main expectation from them is to ensure timely flow of capital for the project. It is an external stakeholder and supporter of the project. Since financing is interest bearing activity, its involvement is spread across various phases of the project.
Contact Info- State Bank of India, SansadMarg, Parliament street, New Delhi, Pin-110001
5. Public- Public is the most important client of the project. They are the ones who are going to provide revenue for the DMRC. Majorly they are the supporter of the project and external stakeholder. Since the project involves disestablishment of certain area, few can be considered as opponent of the project too. There will be certain route changes during the construction, so the public is expected to adhere to new routes and bear some difficulties arising from new temporary routes.
6. Siemens India- Siemens is the multinational Germen conglomerate active in the field of engineering, healthcare, infrastructure and power. Siemens India has been roped in to provide electrical equipment for the project. The main expectation from them is the timely delivery of quality electrical equipment. It is an external stakeholder and supporter of the project.
7. KONE Elevator India Pvt Ltd- KONE is one of the largest manufacturers of elevators and escalators in the world. The main responsibility of KONE elevator India is to provide elevators required in the project. The main expectation is timely and fault free delivery of the elevator in the operational state. It is the external stakeholder and supporter of the project.
Contact Info- 7th Floor, Agrawal Corporate Heights, A-7, NetajiSubash Place, New Delhi, Pin- 110034, Phone no- 011-47008620, Fax- 011-47008600
8. OTIS Escalators system- OTIS is the leading manufacturer of moving walkways, elevators and escalators. It has the responsibility of providing escalators for the project. It is expected that the company will provide fully operational unit within the time frame. It is the external stakeholder and supporter of the project.
Contact Info- Unit No- 171, 172, 173; 1st floor, Aggrawal Cyber Plaza-2, Plot No- C7, NetajiSubash Place Complex, Pitampura, New Delhi, Pin- 110034
9. Voltas- It is the air conditioning and Refrigeration Company based in India and it is a part of TATA group. It has the main responsibility of establishing air conditioning. The expectation is that the company establish the conditioning in such a manner that it covers maximum area and efficient energy consumption. It is an external stakeholder and supporter of the project.
10. Bombardier- It is a leading player in the manufacturing of aircrafts, trams and trains. It has been given the responsibility of providing compartments and signalling setup. Since they are associated with earlier ventures of DMRC, the
expectation will be to maintain the quality as in the past. It is also an external stakeholder and supporter of the project.
Contact Info- Grand Hotel, Nelson Mandela Marg, New Delhi, Pin- 110070, Phone No- 011-26180340
11. L&T Infotech- It is the global IT service provider. It has given the responsibility of establishing telecommunication infrastructure. It is an external stakeholder and supporter of the project.
12. Honeywell India- Honeywell International is the American conglomerate which provides various engineering services and consumer and commercial products. It has been given the work of providing automation services in the project. It is an external stakeholder and supporter of the project. Besides this it is also going to provide technological services.
13. Carrycon India Ltd-The Companywas established in 1996 and it provides services in the area of telecom, civic, sewage construction and water supply distribution projects. The company has the responsibility of providing telecom total solution such as laying underground telephone cables and plan for sewage treatment such as trenchless technology for installation. It is also an external stakeholder and supporter of the project.
Contact Info- A 128, 2nd Floor, Meena Chamber, Mohammadpur, New Delhi, Pin-110066
14. Emerson India- Emerson Electric is an American Conglomerate which has specialization in the area of process control system, power technologies and network power. It has the responsibility of providing storage system and network power. It is also an external stakeholder and supporter of the project.
Contact Info-Emerson Electric Co. Pvt. Ltd, 18th Floor, Tower B and C, DLF Building No-5, DLF Cyber City, Phase 3, Gurgaon, Pin- 122002, Haryana, phone- 0124-4894500
Work Breakdown Structure
WBS for CC-24
ﾠ Contract CC – 241ﾠ Designing and Planning1.1ﾠ Designing
1.1.1ﾠ Designing of slabs, columns, foundations etc.
1.1.2ﾠ Testing1.1.3ﾠ Approvals1.2ﾠ Planning1.2.1ﾠ Manpower and materials1.2.2ﾠ Cost structure2ﾠ Construction2.1ﾠ Tunnels2.1.1ﾠ Cut and Cover2.1.1.1ﾠ LJP2.1.1.1.1ﾠ Geological Investigation and tests2.1.1.1.2ﾠ Design based on the tests2.1.1.1.3ﾠ Trench Excavation2.1.1.1.4ﾠ Bearing structure2.1.1.1.4.1ﾠ Foundation2.1.1.1.4.2ﾠ Walls2.1.1.1.4.3ﾠ Roof Slab2.1.1.2ﾠ HNZ2.1.1.2.1ﾠ HNZ-12.1.1.2.1.1ﾠ Geological Investigation and tests2.1.1.2.1.2ﾠ Design based on the tests2.1.1.2.1.3ﾠ Trench Excavation2.1.1.2.1.4ﾠ Bearing structure2.1.1.2.1.4.1ﾠ Foundation2.1.1.2.1.4.2ﾠ Walls2.1.1.2.1.4.3ﾠ Roof Slab2.1.1.2.2ﾠ HNZ-22.1.1.2.2.1ﾠ Geological Investigation and tests2.1.1.2.2.2ﾠ Design based on the tests2.1.1.2.2.3ﾠ Trench Excavation2.1.1.2.2.4ﾠ Bearing structure2.1.1.2.2.4.1ﾠ Foundation2.1.1.2.2.4.2ﾠ Walls2.1.1.2.2.4.3ﾠ Roof Slab
2.1.2ﾠ Tunnel Boring2.1.2.1ﾠ LJP to VNP2.1.2.1.1ﾠ Tests2.1.2.1.2ﾠ Excavations2.1.2.1.3ﾠ Concrete lining2.1.2.2ﾠ VNP to ASH2.1.2.2.1ﾠ Tests2.1.2.2.2ﾠ Excavations2.1.2.2.3ﾠ Concrete lining2.1.2.3ﾠ HNZ to ASH2.1.2.3.1ﾠ Tests2.1.2.3.2ﾠ Excavations2.1.2.3.3ﾠ Concrete lining2.2ﾠ Stations2.2.1ﾠ LJP2.2.1.1ﾠ Foundation2.2.1.1.1ﾠ Web2.2.1.1.2ﾠ Flange2.2.1.1.3ﾠ Column and others2.2.1.2ﾠ Platform & Viaduct2.2.1.2.1ﾠ Slab Casting2.2.1.2.2ﾠ Flooring2.2.1.2.3ﾠ Finishing2.2.1.2.4ﾠ Viaduct & electrical connections2.2.1.3ﾠ Roof Sheeting2.2.1.3.1ﾠ Truss erection2.2.1.3.2ﾠ Sheeting and Fixing2.2.1.4ﾠ Others2.2.1.4.1ﾠ Escalators2.2.1.4.2ﾠ Air conditioning2.2.1.4.3ﾠ Counters and offices2.2.2ﾠ VNP2.2.2.1ﾠ Foundation2.2.2.1.1ﾠ Web2.2.2.1.2ﾠ Flange2.2.2.1.3ﾠ Column and others2.2.2.2ﾠ Platform & Viaduct2.2.2.2.1ﾠ Slab Casting2.2.2.2.2ﾠ Flooring2.2.2.2.3ﾠ Finishing2.2.2.2.4ﾠ Viaduct & electrical connections2.2.2.3ﾠ Roof Sheeting2.2.2.3.1ﾠ Truss erection
2.2.2.3.2ﾠ Sheeting and Fixing2.2.2.4ﾠ Others2.2.2.4.1ﾠ Escalators2.2.2.4.2ﾠ Air conditioning2.2.2.4.3ﾠ Counters and offices2.2.3ﾠ ASH2.2.3.1ﾠ Foundation2.2.3.1.1ﾠ Web2.2.3.1.2ﾠ Flange2.2.3.1.3ﾠ Column and others2.2.3.2ﾠ Platform & Viaduct2.2.3.2.1ﾠ Slab Casting2.2.3.2.2ﾠ Flooring2.2.3.2.3ﾠ Finishing2.2.3.2.4ﾠ Viaduct & electrical connections2.2.3.3ﾠ Roof Sheeting2.2.3.3.1ﾠ Truss erection2.2.3.3.2ﾠ Sheeting and Fixing2.2.3.4ﾠ Others2.2.3.4.1ﾠ Escalators2.2.3.4.2ﾠ Air conditioning2.2.3.4.3ﾠ Counters and offices2.2.4ﾠ HNZ2.2.4.1ﾠ Foundation2.2.4.1.1ﾠ Web2.2.4.1.2ﾠ Flange2.2.4.1.3ﾠ Column and others2.2.4.2ﾠ Platform & Viaduct2.2.4.2.1ﾠ Slab Casting2.2.4.2.2ﾠ Flooring2.2.4.2.3ﾠ Finishing2.2.4.2.4ﾠ Viaduct & electrical connections2.2.4.3ﾠ Roof Sheeting2.2.4.3.1ﾠ Truss erection2.2.4.3.2ﾠ Sheeting and Fixing2.2.4.4ﾠ Others2.2.4.4.1ﾠ Escalators2.2.4.4.2ﾠ Air conditioning2.2.4.4.3ﾠ Counters and offices2.3ﾠ Ramp2.3.1ﾠ HNZ2.3.1.1ﾠ Foundation2.3.1.2ﾠ Columns
Following is the screen shot of the WBS where Construction break down is not shown because of the size issue. Details of the construction breakdown are shown above. WBS is attached in hard copy at the end of the project report.
Risk Register
Risk Assessment of project is a necessary step of Project Risk Management which basically consists of schedule and cost risks and uncertainties. These dangers/risks can be measured or assessed with respect to probability, effect and outcomes. On the basis of risk severity each of the risks acquired after the assessment process, focussed measures for risk mitigation have been suggested. The authorities of the project who are in charge of decision-making powers ought to take suitable choice relating to the selection of the relief measures for diminishing the probability of event of the risks present in the project. In our study of contract CC24, Lajpat Nagar to Hazrat Nizamuddin (Delhi Metro Rail) has been considered.
For a complex mega infrastructure project like construction of tunnel, station and ramp for metro rail operations, assessment of risk must be made compulsory during the feasibility and conceptual phase. For an effective and efficient assessment of risk, proper identification and investigation of the risk sources needs to be done by the risk management/assessment team.
For an intricate project like this with huge infrastructure, assessment of risk ought to be made compulsory during the feasibility and conceptual phase. Such risks have an instant effect on the project timetable, performance and expense.
The real exercises of this project will comprise of practicality studies, configuration, diversion of traffic, diversion of utility, excavation of rock and soil, manufacturing of decks, steel/metal struts, stone grapples, subfloor seepage, aqua proofing, structural works, electrical and mechanical establishments and refilling and rebuilding tasks.
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.
A legitimate risk assessment/mitigation plan if produced for the risks that are identified, it would guarantee better and smooth accomplishment of project objectives inside stipulated time, expense and quality limit. It would likewise guarantee better development safety and security all through the execution and operational project period.
Classification & identification of Risks needed in Construction of tunnel, station and rampThe risks identified at each phase and its subsequent activities and work packages are as follows:
Taking all work packages into consideration, the major source of risks identified for the project are as follows:
Strategy for risk mitigationFollowing strategic risk planning can be taken up by the project authority:
Risk transfer
For a mega infrastructural task, risks can be completely or partially transferred from the customer to builder, users and subcontractors. This should be possible by providing warranties, incentives, etc. It should be kept in mind that complete risk transfer is not possible and exchange of one sort of risk may acquire another sort of risk. Sharing of risk amongst the concerned players so that proportionate weight of risks is conceived by the consultant, customer, sub-contractor and contractor thus leading to a more efficient strategy for risk mitigation.
Risk avoidance
Some of the identified risks can be avoided by altering the original project concept (eg. attempting to eliminate risky activities, minimizing system complexity etc.), changing contractors and subcontractors, using tested and certified construction equipments particularly cranes, hydraulic excavators, hydraulic rigs, hydraulic breakers etc. 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.
By changing the original project idea we can avoid a percentage of the recognized risks (for instance reducing complexity of system and removing unsafe practices or activities and so on.), changing subcontractors & contractors, utilizing tried and guaranteed equipments for construction such as pressure driven excavators, cranes, powered apparatuses, pressure driven breakers and so forth. The risk mitigation group ought to make the authorities mindful that it is better to decrease risks to a satisfactory level than to endeavour to totally eradicate risks.
Risk Reduction
Complex Projects such as Under Construction projects involve a huge risk which can be minimized by
a) Employing the designer, consultant and contractor which are having prior experience in similar projects and a good reputation regarding work completion within timelines
b) Ensuring Safety through a Standard Safety Department which rigorously monitors the safety rules and regulations being adhered by project personnel. Violations in any kind of safety rules should be treated at a priority and penalties should be imposed if found guilty
c) Safety over Work at all conditions
d) Using computerized system having the quality control which should be checked by the quality assurance department
e) Awards should be provided in terms of incentives for adhering to proper safety rules and regulations
f) Project Monitoring and Control activities should be done using effective MIS systems
g) Using Proper designs and implementation of designs on worksite
h) Ready Mixed Concrete should be used whether being required for temporary or permanent use
i) Minimizing the complexity of system
Planning for contingency of Risk
In this phase the outcomes of the recognized risks are expected and definite arrangement of action is readied for mitigation/alleviation of these risks. Plan for contingency can also be carried out alongside with the original plan of the project and also the base expense of the project should be accounted for.
Risk acceptance
For those risks whose consequences or impacts is not acute, and if the expense of reducing or avoiding the risk far exceeds the profit/benefit, in that case accepting the risk is advisable. Be that as it may, risks with extreme consequences ought not to be accepted and in most cases such risks should be carefully handled, regardless of how little is the probability of event of the risk occurring.
Project Schedule
Cost Estimation
S.No. DescriptionScope Value (Cr)
1 General Items 552 Lajpat Nagar Station 893 Vinobapuri Station 894 Ashram Station 895 HNZB Station 896 TBM Bored Tunnel 3907 Cut & Cover 488 Ramp 12
9Balance Work of Tunnel 25
10 Cross Packages 20
11Galvanised steel Walkway 5
Total Schedule 910 Total Schedule (Other) 100 Total 1010
