New Delhi Indira Gandhi International

AIRPORT EXPRESS METRO LINK

A Reliance Infrastructure Project

First Report: Submitted to the Department of Personality Development in partial fulfillment of

the requirements for the degree of
Bachelor of Electronics and Communication Engineering at the
JAYPEE INSTITUTE OF INFORMATION TECHNOLOGY
SEC-128, NODIA (U.P.), INDIA
Efforts By :Rajat Sharma
(9911102294)
Mranal Kulshreshtha (9911102260)
Naman Ahuja
(9911102265)
Prashant Sharma
(9911102282)
Manik Chawla
(9911102249)
Rajkumar Verma
(9911102297)
Submitted to - Ms. Anshu Banwari

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

____________________________________________________________________________

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 _________________________________________________________________ 1 2
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 23

rd

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
1.
2.
3.
4.
5.
6.
7.
8.
9.

Time

Gather information about the routes most travelled

Analysis of information
Recruitment
Training
Setting of budget
Risk analysis- Stable tracks, required speed
Decide fare and routes
Launch
Launch of website in hunt of commuters
3

Star

Activity no.
1
2
3
4
5
6
7
8
9

Critical Path

Page 8

Predecessor
1
2
3
2
5
4,6
7
8

Early start
0
9
16
21
16
19
26
28
33

1-2-3-4-7-8-9

9 months
7 months
5 months
5 months
3 months
6 months
2 months
5 months
6 months

End

Early finish
9
16
21
26
19
25
28
33
39

Late start
0
9
16
21
17
20
26
28
33

Late finish
9
16
21
26
20
26
28
33
39

Critical Time:

Slack
0
0
0
0
1
1
0
0
0

39 month

SCHEDULING
SLACK CALCULATION

Page 9

SCHEDULING
CRASHING

Activity

Normal time

Crash time
7
7
4
1
2
6
2

Normal
cost(billion)
4.5
6
2.86
6
3
5
2

Crash
cost(billion)
7
6
3.3
7.8
6
2
2

1
2
3
4
5
6
7

9
7
5
5
3
6
2

8
9

5
6

5
4

4.12
3.4

7.51
8.4

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

Cc/month
1.25
15.47
5.76
11
-

0.40

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