Delhi is the capital city of India. With the population soaring, it was growing to be one of the largest metropolitan cities in the world. Delhi had crossed the population of 1million in as early as 1940, which had doubled by 1950; it badly needed a mass rapid transportation system, as its vehicular traffic congestion was way out of control.
This was one of the best examples for challenging and successful projec t management especially for the public sector hailing from a developing country where the challenges are humongous. Political interference, corruption, property disputes, lack of funds, lack of professionalism and accountability are few of the major causes of delay leading to failure of the projects.
The project was handled by Delhi Metro Rail Corporation (DMRC) an autonomous body, which was established by Government of India (GOI) and Government of National Capital Territory of Delhi (GNCTD). Being an autonomous corporation played a major role in success of the project as it avoided most complex interdependencies and interferences from the Governments.
The total length of the project being 193kms with 141 stations, around 2.4 million passengers travel by Delhi Metro everyday. The project was executed in 3 phases, with the 1st phase of the project being completed within budget and 3 years ahead of schedule.
Delhi metro has been recognized by the United Nations and ISO as the environmental friendly construction project. It has contributed in reducing the vehicular traffic and thereby enormously reducing the carbon emission. Most stations harness solar energy and harvest rainwater.
The Delhi Metro is a perfect example for a public works project that demonstrates the construction management components of realistic planning, crisis management, integrity, cost and time management.
One of the purposes of IMT is to optimize processes by identifying and removing entities, which increase risk and add no value. The Delhi Metro project adopted this method there by keeping the non value adding government interference away, there by mitigating lot of risks and interdependencies (i.e. Confusions and disruptions caused by attempts of influence). Therefore IMT was one of the reasons for the success of this project.
1) The Delhi Metro Project: Effective Project Management in the Indian Public Sector.
2) PROJECT UPDATE. From http://www.delhimetrorail.com/project_updates.aspx