Project Management

Success Story:
KRCL
DMRC
 DMRC
• A Master Plan had been drawn up for
Delhi Metro expansion, consisting of
12 lines, covering 420 kms. to be
completed by 2021 in four Phases.
• Works started on Phase I on 1st
October, 1998 and completed in
December, 2005.
• Phase-I – 65 kms. Cost US $ 2.5
billion. Completed in 7 years and 3
months (2 years & 9 months ahead of
schedule)
 DMRC
• Phase-II :124 km works commenced
in January 2006 and completed in
October, 2010 – 5 months ahead of
schedule.
• `Phase-III will consist of about 104
km at a cost of US $ 8.6 billion.
• Each day’s delay in completion of project costs
DMRC Rs. 2.3 Cr (Rs. 1.4 Cr by way of
escalation and Rs.90 lakh by loss of revenues).
 DMRC
• Punctuality.
• Integrity – highest premium
• Professional Competence.
• Physical Fitness.
• Quick Decision Making
• High Discipline and loyalty to the
Organization.
• Prompt response to the needs of the
Public and Contractors.
 DMRC
• Corporate Mission and Corporate
Culture
• A slim but effective organization - No
ineffective layers such as clerks,
peons
• Reverse Time clocks.
• Democracy in management – Weekly
HOD meetings and Monthly Dy. HOD
meetings.
 DMRC
• Discourage paper oriented work –
replies to outsiders within 10 days.
• Predominant use of information
systems.
• High premium for integrity in the
organisation
• Ample delegation of powers –
accountability with delegation
• Redefined the role of Finance – Finance
equally accountable with executive.
 DMRC
• Officers encouraged to take decisions
on the spot.
• The fear of Audit and Vigilance not
allowed to cramp the style.
• Leading from the front and not
pushing from the rear.
• Top Management readily available
for decisions.
• Management based on trust
 A project can be seen as
successful
• When it meets its economic and financial
targets
• When it meets its technical expected
performances
• When it maximizes its positive output and
minimizes its environmental footprints
• When it meets commitments and promises
made to Local communities
• When governments, local authorities ,local
population, NGOs and the owner agree to
say that it is success.
 If you ignore success
factors-
• If you ignore success factors, most
things eventually get done, but:
– Not in the right sequence
– Not by the right people
– Not in the right detail
– Not by the right time
– Not by the right cost
 A project can be seen as
successful
• When it meets its economic and financial
targets
• When it meets its technical expected
performances
• When it maximizes its positive output and
minimizes its environmental footprints
• When it meets commitments and promises
made to Local communities
• When governments, local authorities ,local
population, NGOs and the owner agree to
say that it is success.