Precautions to Ensure Timely Completion of Large...
Transcript of Precautions to Ensure Timely Completion of Large...
By
Jitendra Tyagi Director (Works),
Delhi Metro Rail Corporation
5th Urban Mobility India
Precautions to Ensure Timely
Completion of Large Infrastructure
Projects
Structure of The Presentation
• Organisational Set-up
• Basics for Project Success
• Project Execution
Organisational Set-up
• Organisation Structure
• Corporate Culture
• Management Development Programme
• Attracting Talent
Organisation Structure
• Establish Organisation early in planning process
• Integrate Key Staff from DMRC into Consultants’
Organisation to gain Benefit of Knowledge for
Future Use
• Benefits
• Best Value for Money
• DMRC Maintains Control of Project
• Better Able to meet Expectations of a Lead Organisation
Corporate Culture
• Reputation Shaped by Corporate Culture
• Corporate Requirements to be Clear and rigidly maintained to complete projects to schedule
• The Primary Resource Staff to Understand Work Ethics from Project Start
– Importance of meeting Schedule
– Time is Money
– Individual & Collective Responsibility
– Delay Unacceptable
Management Development Programme
• Required to Maintain Standards
• Skill Enhancement
• Metro Training Facility – Shastri Park
• Internal Programmes to Nurture Managerial Talent & Enhance Competencies
• Overseas Visits
• Collaboration with External Bodies
• Share Experience with International Concessions
Attracting Talent
• Deployment of New Generation of Skilled and
Committed Staff
• Core Team was established before DMRC took
over the role of Engineer in Phase - II
• Created the Brand Image
• Value addition to staff
Basics for Project Success
• Detailed Project Report
•Establishment of a Timeframe
•Advance Planning before Approval
•Funding Sources
Detailed Project Report
• Purpose – Appraisal, Approval, Implementation
• Importance – Basic tool for implementing a
project
• To have as much details as possible
Traffic projections
Engineering
Systems
Time Schedule
Cost Estimate
Establishment of Project Timeframe
• Setting Timeframe Requires Very Careful
Consideration –No Benchmarks Available
Singapore- DTL line of 33 stations- 7 years
DMRC –Phase II – 73 stations in 4.5 years
• Time Frame to be Realistic to avoid
impracticable Expectations during Execution
• A project which is reasonably well executed but
falls short of an impossible timeframe may be
regarded as a failure
May prove to be Demotivating
DOWNTOWN LINE
Schedule of Works
DTL2 Schedule (33 Stations, 40 Kilometres)
Activities Years
2009 2010 2011 2012 2013 2014 2015
Tendering
Design
Civil Construction
Architectural Works
E & M Installations
Testing & Commissioning
Advance Planning
• Topographic Survey
• Geotechnical Investigations
• Detailed Utility Identification
• Diversion of few Major Utilities.
• Traffic Management Study
• Land requirement
• Tree Cutting
Funding Sources
• Timely availability is the key to timely
completion
• Methods of securing funding & maintaining un-
interrupted capital flow- Keeping reserve
• Funding from JICA has been un-inturupted
Project Execution • “Plan your work and then work your Plan”
• “Failing to Plan is Planning to Fail” • Stakeholder Commitment
• Gaining Public Support
• Acquiring Right of Way
• Managing Cost
• Manageable Work Packages
• Selection Criteria for Consultants
• Selection Criteria for Contractors
• Identification of Advance Works
• Design
• Leadership
• Quick & Decisive Management
Stakeholder Commitment
• Attempt to foster Co-operation - Understanding of needs of Stakeholders affected by Project
• Emphasis on Importance of Transport Development
• Period Briefing at Highest Level to Identify Conflicting Developments Early
– Avoid Timewasting Standoffs
– Allow Early Adjustments to Alignment & Design
• A Centralized Coordination Agency to have Overview of All Developments & Help Avoid Delays – Committee of Secretaries
Gaining Public Support • DMRC has focused passionately on-
Targeted Engagement Strategies & Programs
Educate Stakeholders on DMRC’s Position &
Capabilities as an Urban Transport Planner
Focus on Rail as Backbone of Urban
Infrastructure
Recognition of Escalating Customer Expectations
addressed by Media Campaigns
Respect for Public Opinion even with Vested
Interest -Community Interaction Sessions
Acquiring Right of Way • Most of work is on ROW – Timely Permission
• Various Agencies are involved
PWD
MCD
NDMC
• Accommodate their Present & Future
Requirements
• Permission of Traffic Police – Understand the
need of public for Traffic
Managing the Cost • Timely completion is key to cost control
• Establish Cost Database with Realistic Budgets
for various Components
• Good contract conditions to generate competition
• Reputation of On Time Payment – Attracts Good
Contractors
• Unbundling of works to reduce cost
• PVC for Managing Construction Price Inflation
• Minimum midway changes
• Contingency for unforeseen events
VARIOUS AGENCIES
SYSTEM CONTRACTORS
DMRC
GENERAL CONSULTANT
DESIGN CONSULTANT
TRACK TUNNEL VENT
AIR CONDITIONER SIGNALLING
ELECTRICAL &
MECHNICAL
FORESTRY TELECOM LAND AGENCY POWER SUPPLY
IRRIGATION
34 CIVIL
CONTRACTORS
Manageable Work Packages • Work Package Sizes depends on Earlier Work
Experience & Scale of Project
• DMRC Phase 1 – Large Size & Composite Lots Based on Other Asian Metro Projects
• DMRC Phase 2 – Reduced Lot size & Unbundled to Reduce Overall Cost but Increased Coordination & Interface Management Demands on DMRC
• DMRC Phase 3 –Large Lots but Partly Unbundled Contracts
Selection Criteria for Consultants
• Rigid Evaluation Process for Design Consultant Contenders
• Evaluation Process Requires
– Core Consultant Team to be Present in Delhi
– A Minimum No of Expat Technical Designers
– A Minimum Period that Expats in each Technical Field to be Present in Delhi
• During Execution
– Defined Design Submission Stages with Defined Deliverables
– Payment Based on Successful Completion of Each Design Phase
Selection Criteria for Contractors
• Requisite Experience Must be Demonstrated
• Track Record to Show Experience in a Number
of Projects & Define Quantum of Work Done
• Key Staff from Foreign Partners to be Approved
at Tender Stage & Require Sufficient Years of
Experience in Senior Positions in Similar Work
• Verification of Authenticity of Foreign
Contractors & Compatibility of Corporate
Cultures
Design
• Focus on Value for Money
– Optimum Design
– Achieving Non-Standard Details can Compromise
Progress & Result in Delays
• Repetition in Design Modules
– Standardization of Elements Provides Efficiency
– Re-use of Major Erection Equipment from Previous
Projects or Phases
• Orthodox Elements Ensure Familiarity & Speed
of Construction
Quick & Decisive Management
• DMRC Employ Tools & Techniques to Track
Progress of Various Contracts
• Enables Quick Focus on Contractors not Keeping
to Schedule or Work scope
• Application of Penalties for Delay often only
Marginal Effect
• Ordering of Remedial Actions More Effective
Leadership
Law of Gravity- Flow from Top to Bottom
“The Leader makes a difference”
• Business-like Attitude to Authority and
Duties
• It Influences the Same Attitude from all
other stake holders