The Delhi Metro Project: Effective Project Management in the Indian Public Sector |
ICMR HOME | ICMR Case Collection Please note: This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source. |
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"Everyone who has traveled by the Delhi Metro wants one in his or her city. Today, there is a national resurgence in public interest in urban public transport."1 - Dr. Manmohan Singh, Prime Minister of India, in 2006. "The successful implementation of the Delhi Metro project would not have been possible without timely availability of funds and the necessary political support. An equally important role has been played by the DMRC's corporate culture, which emphasizes that targets are most sacrosanct and our dignity is in performing our duty well."2 - E. Sreedharan, Managing Director, Delhi Metro Rail Corporation Ltd., in 2005. Introduction
Conceived as a social sector project, a significant portion of the project cost was funded through a soft loan provided by the Japanese government through Japan Bank International Corporation (JBIC)4. The rest was contributed by GoI and GNCTD through equity.
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1] "PM lays foundation stone for Bangalore Metro," www.pib.nic.in, June 24, 2006. |
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