Program & Batch:

Term:
Course Name:
Name of the faculty:
Topic/ Title :
Original

PGDM 2014-16
V
PJM
Dr Keshav Kumar Sharma
Project Management of DMRC Section CC-24
Original

or Revised Write-up:
Group Number:
Contact No. and email of
Group Coordinator:
Group Members:

8
Sulabh Bansal; ft14sulabhbansal@imt.ac.in
+91- 7838514475
Sl.
Roll No. Name
1
2
3
4
5
6
7
8
9

140102130
140102015
140102067
140102032
140102036
140101019
140102049
140101061
140102131

Sulabh Bansal
Amit Kumar Upadhaya
Kumar Aniket
Arpit Nikhra
Bharti Naresh Alwani
Animesh Sanyal
Himanshu Goyal
H. N. Ankith
Sumant Kumar Rawat

Project
Management of
DMRC Section CC24
By Group 8

Contents
Introduction................................................................................................................ 3
Objective.................................................................................................................... 5
Project Charter........................................................................................................... 6
Project Overview..................................................................................................... 6
Project Goals........................................................................................................ 6
Project Scope....................................................................................................... 6
Milestones............................................................................................................ 6
Deliverables......................................................................................................... 7
Project cost estimate............................................................................................ 8
Dependencies...................................................................................................... 8
Project Risk............................................................................................................. 9
Project Organization...................................................................................................... 9
Project Governance.................................................................................................... 9
Project Team Structure.............................................................................................. 10
Roles and Responsibilities......................................................................................... 11
Project Resources.................................................................................................... 12
Scope of the Project.................................................................................................. 13
Clients................................................................................................................... 13
Deadlines of the Project........................................................................................ 13
Deliverables of the Project.................................................................................... 13
Value of the Project............................................................................................... 14
Stakeholder Register................................................................................................ 15
Work Breakdown Structure....................................................................................... 18
Risk Register............................................................................................................. 22
Classification & identification of Risks needed in Construction of tunnel, station
and ramp............................................................................................................... 22
Strategy for risk mitigation.................................................................................... 24
Risk transfer....................................................................................................... 25
Risk avoidance................................................................................................... 25

Risk Reduction.................................................................................................... 25
Planning for contingency of Risk........................................................................26
Risk acceptance................................................................................................. 26
Project Schedule....................................................................................................... 27
Cost Estimation........................................................................................................ 28

Introduction
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.

Objective
The 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 Charter
Project Overview
Project Goals
The 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 Scope
In 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.
Milestones
The major milestone status is shown in the table below:
Number
Weeks Work Item
Key Date 04
Submission of detailed work program with all activity
1
for entire work
Key Date 06
Submission of the copy of agreement LOA/Purchase
2
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
Key Date 10
Final Submission of work program incorporating all
3
comments of Engineer, if any, including 2 weeks for
review by Engineer
Key Date 10
Preliminary Design submission and preliminary report
4
of structures 30m on either side of edge of tunnels
Key Date 18
Submission of Definitive Design and final detailed
5
report of structures 30m on either side of edge of
tunnels
Key Date 44
Start of initial Drive of TBM No. 1
6
Key Date 52
Start of initial Drive of TBM No. 2
7
Key Date 100
Completion of Track Way Basis Structure for designated
8
Contractors access Track way including construction of

Date
13-08-2012
27-08-2012

24-09-2012

24-09-2012
26-11-2012

27-05-2013
27-07-2013
23-06-2014

Key date 9

120

Key Date 124

10
Key Date 125
11
Key
12
Key
13
Key
14
Key
15
Key
16
Key
17
Key
18

Cross passages, 1st stage track Bed concrete including

damage for 1st block section (both tunnels)
Completion of 1st ASS rooms for all stations
10-11-2014
Completion of 2nd ASS rooms for all stations

08-12-2014

Date 126

Completion of ancillary buildings including its service 15-12-2014

galleries connecting to stations, under croft, cable duct,
cable and other service gallery at all stations.
Completion of 1st ECS rooms for all stations
22-12-2014

Date 126

Completion of 1st TVF rooms for all stations

Date 128
Date 130

Completion of civil structure fit for installation of lift 05-01-2015

and escalator from platform to concourse
Completion of 2nd ECS rooms for all stations
19-01-2015

Date 130

Completion of 2nd TVF rooms for all stations

Date 130

Completion of TER, SCR, SER, UPS, GSM, CDMA 19-01-2015

and all other operational rooms at all stations
Completion of station structure fit for installation of 1st 19-01-2015
lift and 1st escalator from concourse to ground at all
stations
Completion of 1st EFO, TOM and AFC at all stations
02-03-2015

Date 130

Key Date 136

19
Key Date 140
20
Key Date 140
21

Key Date 145

22
Key Date 160
23
Key Date 182
24

22-12-2014

19-01-2015

Completion of 2nd EFO, TOM and AFC at all stations

30-03-2015

Completion of track way basic structure for designated

contractors access. Track way including construction of
cross passages, 1st stage track bed concrete including
drainage for fast block section (both tunnels)
Completion of station structure for designated
contractor for all other lifts and escalators from
concourse to ground at all stations
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
Completion of all other outstanding work like
reinstatements that does not affect the testing and
commissioning of section - I

30-03-2015

04-05-2015

17-08-2015

22-01-2016

Deliverables
Within 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)
b)
c)
d)

Tunnel: 3331.746 meters x 2 = 6662.952 meters

Ramp: 240.030 meters
Cut and Cover: 879.024 meters
Station (4 in number): 1040.413 meters

Project cost estimate

The 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:

Cost Distribution
Schedule A1

Schedule A2

Schedule A3

4%
6%

Schedule B

Schedule C

5%

35%

50%

Dependencies
The 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 Risk
The 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 2 nd or 3rd round of installments if
macro-economic conditions change and they fail to get desired return from their
investments.
Project Organization
Project Governance
The 3 pillars of project governance are as follows:
S

tSDBuseamrgTCiodlnvpy

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
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 Structure

The 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:

SE
tx
ee
ec
ru
i
t
ni
v
ge
CC
oo
mm
mm
ii
tt
tt
e
ee
e
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 Responsibilities

The roles and responsibilities of the team are as follows:
Role
Project Sponsor
Project Director
Executive
Committee
Steering
Committee
Project Manager
Project
Accountant
Team Leader

Responsibilities
The major investor of the project and the highest authority in the project
The person with executive authority. He is accountable of everything
that happens in the project and is response for success/failure of project
The body with executive authority of organization. It is like Board of
Directors
People in charge for timely oversight of the work done in the project

Responsible for all day-to-day activities of project

The person has to deal with sub-contractor expenditure, procurement,
JV expenditure, financial statements etc.
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 same
Business Process Devise processes or techniques of re-engineering so that optimum
Specialist
performance is achieved
Solution Architect Devising business solutions
Technical
Devising technical solution for business solution to work effectively
Architect
Legal Advisor
A legal specialist to deal with all legal issues that might occur
External Auditor
External people responsible for auditing the organization
Quality Manager
A specialist responsible for processes that lead to highest level of
quality and making sure it is achieved
Quality Auditor
A specialist responsible for quality audit

Project Resources
The 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.

Clients
The 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 Project

Deadline 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 Project

Following 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 Project

The 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, ecofriendly 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.
Contact info- Siemens India, Ground floor, Plot No-37, Sector-18, Huda,
Gurgaon, Pin-122015, Phone No- 0124-3028905, Fax No-0124-3028906
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 NoC7, 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.
Contact Info- A-43, Mohan Co-operative industrial estate, Mathura Road, New
Delhi, Pin-110044
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.
Contact Info- Gate No 5, Saki Vihar Road, Powai, Mumbai, Pin-400072, Phone022-67766776, Fax- 022-28581615

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.
Contact info-Honeywell automation India Ltd, Unitech Trade centre, 1 st floor,
Block C, Sector-43, SusantLok, Phase-1, Gurgaon, Pin- 122022, Haryana, Phone0124-67150000
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, Pin110066
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, phone0124-4894500

Work Breakdown Structure

WBS for CC-24

1
1.1
1.1.1
1.1.2
1.1.3
1.2
1.2.1
1.2.2
2
2.1
2.1.1
2.1.1.1
2.1.1.1.1
2.1.1.1.2
2.1.1.1.3
2.1.1.1.4
2.1.1.1.4.1
2.1.1.1.4.2
2.1.1.1.4.3
2.1.1.2
2.1.1.2.1
2.1.1.2.1.1
2.1.1.2.1.2
2.1.1.2.1.3
2.1.1.2.1.4
2.1.1.2.1.4.1
2.1.1.2.1.4.2
2.1.1.2.1.4.3
2.1.1.2.2
2.1.1.2.2.1
2.1.1.2.2.2
2.1.1.2.2.3
2.1.1.2.2.4
2.1.1.2.2.4.1
2.1.1.2.2.4.2
2.1.1.2.2.4.3

Contract CC 24
Designing and Planning
Designing
Designing of slabs, columns,
foundations etc.
Testing
Approvals
Planning
Manpower and materials
Cost structure
Construction
Tunnels
Cut and Cover
LJP
Geological Investigation and tests
Design based on the tests
Trench Excavation
Bearing structure
Foundation
Walls
Roof Slab
HNZ
HNZ-1
Geological Investigation and tests
Design based on the tests
Trench Excavation
Bearing structure
Foundation
Walls
Roof Slab
HNZ-2
Geological Investigation and tests
Design based on the tests
Trench Excavation
Bearing structure
Foundation
Walls
Roof Slab

2.1.2
2.1.2.1
2.1.2.1.1
2.1.2.1.2
2.1.2.1.3
2.1.2.2
2.1.2.2.1
2.1.2.2.2
2.1.2.2.3
2.1.2.3
2.1.2.3.1
2.1.2.3.2
2.1.2.3.3
2.2
2.2.1
2.2.1.1
2.2.1.1.1
2.2.1.1.2
2.2.1.1.3
2.2.1.2
2.2.1.2.1
2.2.1.2.2
2.2.1.2.3
2.2.1.2.4
2.2.1.3
2.2.1.3.1
2.2.1.3.2
2.2.1.4
2.2.1.4.1
2.2.1.4.2
2.2.1.4.3
2.2.2
2.2.2.1
2.2.2.1.1
2.2.2.1.2
2.2.2.1.3
2.2.2.2
2.2.2.2.1
2.2.2.2.2
2.2.2.2.3
2.2.2.2.4
2.2.2.3
2.2.2.3.1

Tunnel Boring
LJP to VNP
Tests
Excavations
Concrete lining
VNP to ASH
Tests
Excavations
Concrete lining
HNZ to ASH
Tests
Excavations
Concrete lining
Stations
LJP
Foundation
Web
Flange
Column and others
Platform & Viaduct
Slab Casting
Flooring
Finishing
Viaduct & electrical connections
Roof Sheeting
Truss erection
Sheeting and Fixing
Others
Escalators
Air conditioning
Counters and offices
VNP
Foundation
Web
Flange
Column and others
Platform & Viaduct
Slab Casting
Flooring
Finishing
Viaduct & electrical connections
Roof Sheeting
Truss erection

2.2.2.3.2
2.2.2.4
2.2.2.4.1
2.2.2.4.2
2.2.2.4.3
2.2.3
2.2.3.1
2.2.3.1.1
2.2.3.1.2
2.2.3.1.3
2.2.3.2
2.2.3.2.1
2.2.3.2.2
2.2.3.2.3
2.2.3.2.4
2.2.3.3
2.2.3.3.1
2.2.3.3.2
2.2.3.4
2.2.3.4.1
2.2.3.4.2
2.2.3.4.3
2.2.4
2.2.4.1
2.2.4.1.1
2.2.4.1.2
2.2.4.1.3
2.2.4.2
2.2.4.2.1
2.2.4.2.2
2.2.4.2.3
2.2.4.2.4
2.2.4.3
2.2.4.3.1
2.2.4.3.2
2.2.4.4
2.2.4.4.1
2.2.4.4.2
2.2.4.4.3
2.3
2.3.1
2.3.1.1
2.3.1.2

Sheeting and Fixing

Others
Escalators
Air conditioning
Counters and offices
ASH
Foundation
Web
Flange
Column and others
Platform & Viaduct
Slab Casting
Flooring
Finishing
Viaduct & electrical connections
Roof Sheeting
Truss erection
Sheeting and Fixing
Others
Escalators
Air conditioning
Counters and offices
HNZ
Foundation
Web
Flange
Column and others
Platform & Viaduct
Slab Casting
Flooring
Finishing
Viaduct & electrical connections
Roof Sheeting
Truss erection
Sheeting and Fixing
Others
Escalators
Air conditioning
Counters and offices
Ramp
HNZ
Foundation
Columns

2.3.1.3
2.4
2.4.1
2.4.2
2.4.3

Slab laying
Tracks
Foundation
Soil Compaction
Track Laying

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 ramp
The 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 mitigation

Following 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.

Description

Scope Value

(Cr)
1
2
3
4
5
6
7
8
9
10

General Items
Lajpat Nagar Station
Vinobapuri Station
Ashram Station
HNZB Station
TBM Bored Tunnel
Cut & Cover
Ramp
Balance Work of Tunnel
Cross Packages
Galvanised steel
11 Walkway
Total Schedule
Total Schedule (Other)
Total

55
89
89
89
89
390
48
12
25
20
5
910
100
1010