PGDM 3rd Semester.

Delhi Metro Case Study

Name: - Ashish Kumar Mishra

Subject: - Project Management
Roll No: - 05

Submitted to: - Rohit singh sir

Q1. What should DMRC do regarding the collapsed bridge at Zamrudpur?
Ans. I have come to the conclusion that faulty design. An unusual incident was due to
mismanagement and lack of professionalism. It was clear two cranes should have been used
instead of four. And once you use four and if one of them develops a snag. then obviously
everything goes for a toss and lead to a major accident where six people died. The design of
the cantilever pier, which collapsed in Zamrudpur, was not adequately taken care of, there
was deficiency of steel at critical areas, besides a major deficiency in reinforcement detailing.
The whole accident was cause of deficiency in design and quality of materials.DMRC (Delhi
Metro Rail Corporation) was already blacklisted Arch Consultant of Gammon India, 4 five
years. DMRC should do double checking of quality and safety standards.

Q2. Would you consider DMRC a success story in spite of this accident?
Ans. YES, I would consider DMRC a success story in spite of accidents because it does not
affected their work in progress and they carry forwarded their work effectively and efficiently
and fulfil every deadline before or on time and completed their work successfully. The Delhi
Metro Rail Corporation was conceived in 1990s to serve the urban mobility needs of Delhi. It
operates electric powered trains via elevated and underground network of rails across Delhi
and neighbouring districts. DMRC’s vision was to provide a “commuting experience on the
Delhi Metro customer delight”. It works with the aim of covering the complete area of Delhi
and adjoining area with a metro network by 2021. The company worked with a philosophy of
DLITE, “Do lasting improvement in travel experience. The corporation also worked for
accomplishing gold Serve customers, including differently abled commuters, with passion.
Safety Reliability Punctuality , Quality Customer Responsiveness Make Delhi Metro self-
sustainable. Sustain the image of being first in the transportation sector in India and be among
the top three metro rail systems in Asia. There are various factors which contributed for the
success of DMRC. Currently, DMRC ensures that 99.97% of trains arrive within one minute of
the schedule
Time. The network consist of 10 coloured-coded lines serving 254 stations with total length
of 348.12 kms and will reach 401.5 kms by 2022-end.

So, yes we can say that DMRC has kept growing fast in their work in spites of few accidents
and achieved great success and many milestones and still continuing this work nationally and
internationally.
Q3. What factors, in your opinion, have contributed to DMRC’s successes and failures?
Ans. There are many factors that have contributed to DMRC’s success and still contributing.

Following DMRC's success, it has been asked to prepare detailed project reports for metro
rail transport systems, both in India as well as abroad.
Countries that have sought its consultation for their project management include, Pakistan,
Bangladesh, Indonesia, Sri Lanka, Syria, Ireland and Indonesia.
According to IIM- Lucknow, due to its technical expertise, timely completion of projects and
the corporate culture it operates in, DMRC has attained the readiness to compete with other
similarly placed agencies globally.
Despite the dismal picture painted by DMRC finances, the Delhi Metro still emerges as a hope
in the maze of late mornings and frustrating traffic. The fact that the DMRC is very reliable
 and efficient cannot be ignored; credit must be given where it is due.
The Delhi Metro has seen an enormous increase in ridership over the last 13 years and
currently holds a record of the highest-ever ridership this year — about 25 lakh people in a
single day. This is commendable and indicates that people prefer to take the metro over other
means of public transport. Why would they not, with a punctuality rate of 99.9% and
increasing technological advancements like mechanized ticket booths. Women have their
own compartment to travel in, which adds to the metro’s appeal in a city that is often seen
as unsafe for women.
The popularity of DMRC was evident when the Delhi Metro ranked 2nd of 18 international
metro railway systems across the world in customer satisfaction in a survey conducted by
Global Metro Benchmarking Groups “NOVA” and “COMET”. The Delhi Metro was dubbed
“most reliable and available”.
Since business ventures around the world are heavily dependent on natural resources, they
are accountable for producing about 67% of greenhouse gas (GHG) emissions. The Delhi
Metro has made a laudable attempt at reducing these emissions. The efforts of the DMRC has
led to a reduction of 57,000 t CO2 E greenhouse gas emissions per day. As a result, the Delhi
Metro became the first to receive carbon credits for reducing GHG emissions and reducing
pollution levels in the city.
DMRC is success and still contributing in many ways like DMRC Management, Professional
Competency, Target Orientation, Role of Finance, Role of Legal Department, Steady
Leadership, Punctuality , etc .

Q4. How will you evaluate Sreedharan’s management style?

Ans. Sreedharan’s leadership is synonymous with productivity and efficiency. His following
core mantra has been highly effective in cutting down timelines and reducing costs. “A man
who knows the technicalities of a product is the best decision maker than a parachute
management boss or bureaucrat/. DMRC has decided to involve E Sreedharan in the work of
Delhi Metro because of his Unique leadership and management style. From building the
bridges to railways of modern India for the past 60 years, the 85-year-old civil-engineer E
Sreedharan has revolutionized the notion of public projects on multiple levels- speedy
completion, minimal cost, quality results and all this with zero corruption. If a man can achieve
this kind of consistency through the maze of a government set up, then surely a corporate
one shouldn’t be too difficult if one adopts the Sreedharan way of life. Here are 5 ways in
which CEOs may emulate this visionary.

• Excellent planning leads to great execution : The Metro Man of India, fighting against
all odds, transformed the way urban Indians commute with the Indian metro rails.
When everyone expected a sluggish 20 years for the Delhi Metro Project to be
completed, it took him a mere 4 years to complete phase 1, with efficient
underground systems. And, always have Plan B on speed dial even if your Plan A is
darn good!
• Selective executives: Choose a few good people and delegate the responsibility to just
them. Identifying good, reliable talent is key. Keep a good rapport with these
 important people.Responsibility must be based on skill and passion than the number
of years of experience.DMRC had complete autonomy in recruitment, promotion and
processing, with minimal interference of the government. Ensure that people of one
domain make choices for themselves, especially the handpicked good ones, instead of
unnecessary external influence.
• Communicate a vision: The company culture must reflect company vision.
• Transparency is important: Have systems in place for effective hearing of complaints
and suggestions that can be used to improve the system.
• He had his feet on the street: A CEO must periodically meet his end customers and
take feedback from them. This gives way more clarity whether the company strategies
working or not. Simultaneously, it also ingrains into the team a sense of purpose and
urgency to meet deadlines and work their best when the boss sets an example to
emulate.
Q5. What are your concerns about DMRC’s and Sreedharan’s management Style?
Ans: If we neglect the accident of Zamrudpur then there is nothing to concern about DMRC’s
and E Sreedharan style of management. But the accident of Zamrudpur shows the
mismanagement and lack of check and negligence of lower level of management and
leadership of DMRC’s employees. He believed that one day he could give Delhi a world class
metro rail project and change the meaning of urban transport in India. And that is exactly
what he has done.
He clocks in at work on the dot at 08:45 HRS (IST) every morning, 15 minutes before his staff.
And admits that he is not a workaholic but he simply likes his job. With 56 kilometer on track
and only two phases left to complete, the $2 billion project is running ahead of time and
strictly within budget. For him, the job at hand is not just his duty but also his dharma.
Bureaucratic red tape tried to delay his work, contractors would not meet commitments and
corruption threatened to slow him down. However, Sreedharan never lost hope. Never lost
the belief that one day he could give Delhi a world-class metro rail project and change the
meaning of urban transport in India. And that is exactly what he has done. According to me
Somehow DMRC and Sreedharan did not leave any loophole in their Management style and
matter of concern, so that Delhi Metro became a huge success in the
Country.
Q6: What changes would you propose to DMRC’s strategy, structure and Management
systems?
Ans: The changes to DMRC’s strategy, structure and management is about zero or maybe
minor. But DMRC should keep changing their strategy time to time according to increasing
number of commuter in Delhi Metro day by day. It is challenge for the DMRC to handle the
increasing riders on daily basis and maintain the efficiency of the metro.
Technology Risk Management

First set of u/g Civil, E&M, System, Rolling Stock contract packaging to attract international
firms
• Condition: Indian partner and technology transfer To them
• Even GC Contract required Indian partner (RITES)
• Foreign experts of GC helped in transfer of technology to DMRC

• DMRC Engineers deputed to GC and Contractors How it paid: All subsequent contracts and
consultancy became .
Managing Knowledge in GC
■ GC came in Sept 1998 and during first six months till march 1999 all

Foreign experts worked Every Expat was with one Indian counterpart from RITES.
■ All Technical and complex documentation draft done during this period.
■ Subsequently Indian experts with foreign project managers and Some key experts managed
the show During the full periods of delay in tender award expats took series of training
sessions for DMRC/GC (Indian) staff How it paid: Expertise for dealing with foreign contractors
and consultants obtained at minimal cost. I would also like to propose that regular check of
construction work of metro structure Should be done so that in future Zamrudpur like
accident can be avoided. I would also like to Propose that technological advancement should
be done time to time for the better Construction of the metro structure should be
maintained. The metro system lacks a social media forum. So, DMRC management should
also maintain And also available on social media like official Twitter handle of Delhi Metro, so
that Commuters can give suggestions to the officials for the improvement in metro and they
can Also share about their problems regarding while travelling in the metro. And I also
increase in following discipline.
Advance Preparation by DMRC, Mobilization and Build Up Strategy, Worker/ Engineer
Training, Managing Utilities, Traffic Management, Winning Public Support, Managing
Health and Safety, Environmental Management, Quality Management , Quality Inspections,
Motivating People, Managing Design and Decisions, Managing Informations.