Scribd
Upload
10 views5 pages

Paper Project Management

The document discusses the Delhi Metro project, highlighting its inception, funding, project management, and successful completion as a significant public sector initiative in India. It details the establishment of the Delhi Metro Rail Corporation Ltd. (DMRC), the challenges faced during implementation, and the importance of effective stakeholder management. The document concludes with insights on project management principles and the role of continuous improvement in achieving project success.

Uploaded by

kaushambi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
10 views5 pages

Paper Project Management

The document discusses the Delhi Metro project, highlighting its inception, funding, project management, and successful completion as a significant public sector initiative in India. It details the establishment of the Delhi Metro Rail Corporation Ltd. (DMRC), the challenges faced during implementation, and the importance of effective stakeholder management. The document concludes with insights on project management principles and the role of continuous improvement in achieving project success.

Uploaded by

kaushambi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 5

Project Management

PGDM 3rd Sem (2023-25)


Q:1. A CASE STUDY OF DELHI METRO PROJECT
(compulsory) 12 marks
THE DELHI METRO PROJECT: EFFICIENT PROJECT MANAGEMENT IN INDIAN
PPUBLIC SECTOR Introduction With a 6.5 km section of Line3 becoming
operational in April 2006, Phase I of the Delhi Metro project was nearing
completion. Of the total length of 65.16 km of the first phase, 62 km had
been completed and opened for service. This phase was set to cost Rs. 98
billion. As of early 2006, around 450,000 passengers were traveling by the
Delhi Metro every day. The Delhi Metro was meant to solve Delhi's Traffic
problems, which had become almost unmanageable. The first steps to build
a metro system in the city were taken in the early 1990s. In 1995, the
Government of India (GOI) and the Government of the National Capital
Territory of Delhi (GNCTD) formed the Delhi Metro Rail Corporation Ltd
(DMRC) under the Companies Act to construct the Delhi Metro. Conceived as
a social sector project, a significant portion of the project cost was funded
through a soft loan provided by the Japanese government through Japan
Bank International Corporation (JBIC)4. The rest was contributed by GOI and
GNCTD through equity. With Phase I of the Delhi Metro project nearing
completion, the GOI decided to extend the metro network and work on Phase
II of the Delhi Metro project was set to commence in September 2006.

Metro Project: -

To implement the Delhi Metro project, GOI and GNCTD set up a 50:50 joint
venture company called the Delhi Metro Rail Corporation Ltd. (DMRC). The
company was incorporated under the Companies Act in May 1995. The DMRC
was to complete Phase I of the project within 10 years, i.e., by the end of
2005.

Funding the Project: -

Globally, most urban MRTS projects were financially unviable because the
fares could not be fixed solely on a commercial basis. If the fares were fixed
too high, the passenger numbers would remain low, thereby defeating the
very purpose of setting up the system. Therefore, the concerned
governments generally bore the capital costs of an MRTS system. In the case
of the Delhi Metro project too, the GOI and the GNCTD bore the capital costs.
The total cost of the first phase of the project was initially estimated at Rs.
60 billion, at April 1996 prices. Later in 2002, with the cost of the project
rising by approximately 10% per year, the estimate was revised to Rs. 89.27
billion...

Project Team: -

With the funding for the project being finalized, the next step was to
constitute a project team. Sreedharan was appointed as project manager and
managing director of the DMRC in November 1997. A technocrat, he had had
a long stint in the Indian Railways (IR) and had retired in 1990. During his
service with IR, he had earned a reputation for completing major projects on
time and within the budget.

Planning the Project: -

In India, major infrastructure projects are often stalled because of a lack of


funds, political interference, lack of professionalism and accountability,
property disputes, corruption, etc. Therefore, even before the
commencement of the project, the DMRC attempted to put in place effective
systems to ensure the smooth progress of the project. Funding was not an
issue in the case of the Delhi Metro project because it was settled even
before the project commenced.

Managing the Stakeholders in the Project Effective: -

Project management involved not only completing the project on schedule


and within the budget but also managing the project's stakeholders. The
stakeholders included the governments, the contractors, the funding
agencies, and the public. Despite assurances that the DMRC would enjoy
autonomy, it faced political pressure not only in its recruitment processes,
promotions, and contract awarding but also in land acquisition.

Project Evaluation: -

The successful completion of the project effectively silenced the critics who
had been skeptical about the ability of an Indian public sector organization to
complete any project, let alone one as complex and costly as the Delhi
Metro, on time and within the budget...

Project Implementation: -

Construction work on the project commenced on October 1, 1998. The entire


project was divided into three lines. Further, these lines were divided into
sections Line 1 (Shahdara to Rithala). The work on Phase I commenced with
the Shahdara Tis Hazari section of Line 1, covering about eight kilometers.
The work involved utility diversions, barricading, and actual civil
construction. A major part of this section was on elevated tracks. All tracks in
the elevated corridor were laid on concrete (ballast less). The tracks were
supported on single piers... Outlook The Delhi Metro was expected to play a
major role in relieving the transport problems faced by the city ‘residence.
Moreover, with the GOI planning extensions to the Metro, it appeared that
the benefits of an efficient transport system would be enjoyed by the people
living in a wider geographical area than originally planned.

Conclusion: -

The recent past has marked the beginning of the modern project
management era. Today, all organizations, large or small, are involved in
implementing undertakings as diverse as the development of a new product,
service, or a public relations campaign. To make organization even more
innovative and successful and to keep ahead of their competitors, every
organization is faced with development of complex services and processes.
These need cross-functional expertise in each organization. Hence, good
project management is needed, which is a process of continuous
improvement. It is a process of making mistakes and learning from these
mistakes. Of course, there are many things that lead to project success and
many that lead to failure. In addition to two important factors in successful
project management being strategic definition of the project’s scope and
time schedule, surely and certainly Jiang’s 13 success factors are also a good
panacea to use as a starting point for our projects. Project management is a
process of continuous study and learning. A well-trained and capable project
manager, whose role cannot be underestimated, must understand that there
will be few successes if he does not devote himself to this never-ending
process.

Q. A. Explain the Delhi Metro PLC phase by reading this case study?

Q. B. What do you conclude after studying this case study in terms of


handling the project?
Q. C. Who is Sreedharan and how he played an important role in making
Delhi metro

successful?

Q.2 Question Based on Movie Mission Mangal. 12 marks


(Compulsory)

a. How team management and skills mattered in the success of Mission


Mangal?

b. What was the probability of risk in Mission Mars and how that risk was
managed and

minimized?

c. Why the Government cut the budget and how the team has managed
everything in that

budget.

Q:3 Define each type of Project with Example and Write the difference
between any two?

Q:4 What are the 5 factors for choosing the right type of Project
Management? Explain it with

diagram.

Q:5 What is Project Feasibility Study and Define its types with example?

Q:6 Write and explain steps to conduct a feasibility study?

Q:7 Describe Social Cost Benefit Analysis with the advantages?

Q:8 Define Environmental Appraisal with the types of approaches?

Q:9 Explain SWOT analysis based on EAP?

Q:10 What is Ansoff Matrix explaining in detail?

Q:11 Explain all basic components of economic market?

Q:12 Explain 2X2 probability matrix with diagram?

Q:13 Explain risk assessment and its level of occurrence in detail?


Q:14 Who are the stakeholders and why is their role in the project planning
process important describe?

Q:15 Write short notes on the tools which are used in project planning?

Q:16 What is Master Plan? Write down Its Development Process?

Q:17 What is RACI? Write its Benefit and Use?

Q:18 What are PERT and CPM? Write the difference between them?

Q:19 Explain the advantages and disadvantages of PERT and CPM?

Q:20 What is Project Control and Explain its Process?

You might also like