ACKNOWLEDGEMENT

We wish our heartfelt gratitude to the faculty of Department of Project

Management, Jaypee Institute Of Information Technology , for their keen

interest, encouragement, methodical approach, timely suggestions and faith in

us.

We are extremely grateful to Ms. Anshu Banwari for valuable guidance

throughout the tenure of this project .

We express our deep sense of regards of respected teachers, colleagues, friends

and those who helped us directly and indirectly who has contributed in

numerous ways to the development of our project.

We also acknowledge our thanks to (Guide of the Department) that gave us moral support and a chance to be a part of Management world in the very beginning of

our careers.

TABLE OF CONTENTS

Table of Contents

Airport Express Metro Link, Delhi __________________________________________________

0 Project Objectives __________________________________________________________________

1

Overview ________________________________________________________________________

1 Project lifecycle

___________________________________________________________________ 1 Cost

____________________________________________________________________________ 3

Time ____________________________________________________________________________ 3

Performance _____________________________________________________________________ 3

Project Planning ____________________________________________________________________ 4

Project Manager __________________________________________________________________ 4

Work Breakdown Structure __________________________________________________________ 5

Budgeting and Cost Estimation ________________________________________________________

6 Scheduling

________________________________________________________________________ 8

PERT/CPM _______________________________________________________________________

8 Slack Calculation __________________________________________________________________

9 Crashing ________________________________________________________________________

10 Project Monitoring and Control_______________________________________________________ 12

Challenges Faced _________________________________________________________________ 12

Responsibilty Divison ______________________________________________________________

12 Responsibilty Matrix

______________________________________________________________ 13

PROJECT OBJECTIVES

Project Objectives Delhi Airport Metro Express will deliver a safe, swift, reliable and eco-friendly mode of

transport between Central Delhi and IGI Airport. Our services will be consistent, easy to use

and will recognize the diversity of our customers. We will achieve this by engaging the best

people who will be trained, managed and developed to the highest standards.

OVERVIEW The project has been implemented on a Public Private Partnership (PPP) model by Delhi

Airport Metro Express Private Limited (DAMEPL). DAMEPL is a Special Purpose Vehicle (SPV)

to develop, operate and maintain the Delhi Airport Express Line (DAMEL). The Delhi Airport

Express shareholders are Reliance Infrastructure Limited, and Construcciones y Auxiliar de

Ferrocarriles, S.A. (CAF) of Spain with 95% and 5% stake respectively.

Reliance Infrastructure Limited led consortium has been selected through the process of

international competitive bidding to undertake the implementation of this prestigious project.

The Concessionaire is executing the entire project except the civil works for viaduct, tunnel

and stations, which has been done by DMRC.

PROJECT LIFECYCLE Dec 7 2009 Delhi Airport metro express line to be mapped onto GIS

Apr 18 2010 Trains from Spain land at Mundra, Gujarat On the way to Capital

Apr 27 2010 Tracks readytrains soon to arrive in Delhi and to be tested

May 1 2010 Trains receivedAirport Express line nears completion18km track laid

Jan 07-09 2011 Commissioner for Metro Rail Safety (CMRS) inspects Airport metro express Page 1

PROJECT OBJECTIVES

Line---no faults found---DMRC happy with the 2-day inspection

Jan 13 2011 Fare announced: Railway station to IGI Airport in just Rs.80

Feb 4 2011 Two metro stations Dhaula-Kuan and Aerocity completed

Feb 5 2011 CM Sheila Dixit inspects much-awaited line, defends delay in opening it

Feb 23 2011 The inaugural Airport Metro starting from New Delhi Railway Station

streamed out at 2pm. (4 months behind schedule, no baggage trolleys for heavy luggage, 2000 people travelled

on day1)

Mar 02, 2011 Website launched in hunt for commuters

Mar 06, 2011 No. of commuters goes up to 7000

Mar 17 2011 Two more stations ready and waiting for inspection

Apr 09 2011 Now Airport express line runs an extra hour in the morning 5am-10pm

Apr 11 2011 Discounted fare of Rs. 40 offered on Ram Navami and Baisakhi

May 3 2011 Coolie and taxi services now available

May 30 2011 Check in trials begin

June 10 2011 Check-in at T3 officially begins

June 11 2011 Airlines kick start check-in facility at two metro stations

Aug 15 2011 Aerocity Station opens today

Page 2

PROJECT OBJECTIVES

Aug 16 2011 All six stations open, Airport metro now fully functional

Aug 19 2011 Airport metro launches new card for infrequent travelers

Aug 22 2011 Now, Airport Metro train service every 15 minutes

Sep 14 2011 Free feeder bus service for airport metro

Sep 20 2011 Commuters can now buy tokens with credit cards and debit cards

Nov 14 2011 Water Seepage disrupts Airport Metro

Dec 15 2011 Speed trial of Airport Metro Express

Jan 14 2012 Wi-Fi introduced in Airport Metro Express COST The total cost estimated to bind this project was Rs.57 billion of which Rs.28.85 billion was

paid by Reliance infra. After crossing the deadline given cost of Rs.7.5 billion were spent extra

every day.

TIME The project was completed in 39 months but the estimated time was 35 months. The project

was initially launched on February 23rd

2011 at 2 pm but after the inauguration was done and

the metro started working within a few days due to some problems like no baggage trolleys

for heavy luggage, it was delayed for 4 months and was re launched later.

PERFORMANCE After re inaugurating it, it worked for 4yrs and 3 month straight after which due to the cracks

in the bridges because of the irrelevant speed of the metro the project was again stopped

for some time.

Page 3

PROJECT PLANNING

Project Planning

PROJECT MANAGER Three major questions face the project manager:

1. What needs to be done?

2. When must it be done?

3. How are the resources required to do this job going to be obtained?

Project manager is responsible for organizing, staffing, budgeting, directing, planning, and

controlling the project.

Mr. Anil Ambani, Founder of Reliance Infrastructure took up the task of Airport Express Line

proposed by DMRC with great enthusiasm. He decided that he will be the Project Manager for

this Product. He has gone through many sleepless nights; He reunited his best team to form

an excellent product. Project manager taking the complete responsibility for this project

turned this project into a lifetime achievement.

Project Manager generated a Task sheet with a complete Timeline and how these things should be done. Page 4

PROJECT PLANNING WORK BREAKDOWN STRUCTURE Page 5

BUDGETING AND COST ESTIMATION

Budgeting and Cost Estimation

Budget allotted: 50 billion

1. Labor= 5 billion

2. Materials=30 billion

3. Subcontractors =8 billion

4. Equipment & facilities=5 billion

5. Travel= 2 billion

Page 6

BUDGETING AND COST ESTIMATION The total cost of the project exceeded the budget allocated and also due to several miss-happening and rebuilding done, the total cost of the project kept increasing. With the current fare reliance is expected to recover his investment with the time coming.

Reoccurring costs were the reason why the project exceeded budget.

SCHEDULING

Scheduling

PERT/CPM

Activities Time

1. Gather information about the routes most travelled 9 months

2. Analysis of information 7 months

3. Recruitment 5 months

4. Training 5 months

5. Setting of budget 3 months

6. Risk analysis- Stable tracks, required speed 6 months

7. Decide fare and routes 2 months

8. Launch 5 months

9. Launch of website in hunt of commuters 6 months

3 4

Star 1 2 7 8 9 End

5 6

Activity no. Predecessor Early start Early finish Late start Late finish Slack

1 - 0 9 0 9 0

2 1 9 16 9 16 0 3 2 16 21 16 21 0

4 3 21 26 21 26 0

5 2 16 19 17 20 1 6 5 19 25 20 26 1

7 4,6 26 28 26 28 0

8 7 28 33 28 33 0

9 8 33 39 33 39 0

Critical Path

1-2-3-4-7-8-9 Critical Time: 39 month Page 8

SCHEDULING SLACK CALCULATION Page 9

SCHEDULING

CRASHING

Activity Normal time Crash time Normal Crash Cc/month

cost(billion) cost(billion)

1 9 7 4.5 7 1.25

2 7 7 6 6 -

3 5 4 2.86 3.3 15.47

4 5 1 6 7.8 5.76

5 3 2 3 6 11

6 6 6 5 2 -

7 2 2 2 2

8 5 5 4.12 7.51

9 6 4 3.4 8.4 0.40

Normal cost of our project = 36.88 billion

Calculating slopes (In billion)

For Act 1: -1.25

Act 2: 0

Act 3: -0.44

Act 4: -0.45

Act 5: -3

Act 6: 0

Act 7: 0

Act 8: 0

Act 9: -2.5 Page 10

SCHEDULING

Crashing Act 1 by 2 months and Act 9 by 2

months: New cost= 36.88 + (1.25*2) + (2.5*2)

= 44.38 billion

New critical time=39-2-2=35

months No change in critical path!

Crashing activity 3 by 1 month:

New cost=44.38 + (0.44*1)

=44.82 billion

New critical time=35-1=34 months

Same critical path! (Both paths equal)

Crashing Activity 5 by 1 month:

New cost=44.82+ (3*1)

=47.82 billion Crashing

activity 4 by 1 month: New

cost=47.82+ (0.45*1)

=56.27 billion

Both paths = 33 months!!

No further crashing possible!!

So the best RI can do is finish up the task in 33 months with the cost of 56.27 billion.

Page 11

PROJECT MONITORING AND CONTROL

Project Monitoring and Control

CHALLENGES FACED The strength of the bridge and the speed of the metro was supposed to be relative for the the metro to work efficiently and safely.

The fare of the metro was initially very high but later it was brought down to make it more accessible for the general public.

Since it was a very big project the mapping of the metro the metro stations were a very big problem.

Due to water seepage the metro was shut down for a couple of days.

Since the metro works completely through electricity whenever there is power failure there is a shut down in the metro overcoming this was a very big challenge.

The speed of the metro was really fast due to which there were some cracks in the metro bridge. This problem was later overcome by reducing the speed of the metro.

It still doesnt connect all the parts of Delhi to the airport. Extension of the metro stations is also a very big challenge.

RESPONSIBILTY DIVISON The team was divided into many parts:

Mr. Shah the sales department manager

Mrs. Neelima gautam construction manager

Mr. Abhinav Rana electricity department

Mrs. Anju Bhatnagar cost estimator

Mr. bhatiya quality engineer

And finally the project manager: Mr. Avinash Mukharjee Page 12

PROJECT MONITORING AND CONTROL

RESPONSIBILTY MATRIX

Page 13

airport express metro link

Documents

project management

project monitoring

project lifecycle

project planning

project manager

igi airport

central delhi

faculty of department