The Delhi Metro Project: Effective Project Management in the Indian Public Sector |
ICMR HOME | Case Studies 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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ExcerptsThe Delhi Metro ProjectIn order to implement the Delhi Metro project, the GoI and the GNCTD set up a 50:50 joint venture company called the Delhi Metro Rail Corporation Ltd. (DMRC). The company was incorporated under the Companies Act in May 1995. The DMRC was to complete Phase I of the project within 10 years, i.e., by the end of 2005... Funding the Project
The Project TeamWith the funding for the project being finalized, the next step was to constitute a project team. Sreedharan was appointed as project manager and managing director of the DMRC in November 1997. A technocrat, he had had a long stint in the Indian Railways (IR) and had retired in 1990. During his service with IR, he had earned a reputation for completing major projects on time and within the budget...
In order to steer clear of political interference, the DMRC sought autonomy on all major matters and the GoI promised to give it this autonomy. "Financial powers were vested in the managing director. Also, the managing director was the last authority on tenders," said Anuj Dayal (Dayal), chief public relations officer, DMRC... |
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