DELHI METRO

Project Planning, Perspectives &

Features
Compiled by

J.S.Sondhi
DRM, NR, Lucknow
ex- Program Expert & CRE/Depot, GC-DMRC
Based on data
21 June 2011 MAY 2000, Nov 2001 1
 Mission Statement - DMRC
• To make the 1st Phase of the Delhi MRTS
fully operational by March, 2005
• To complete the Project within the estimated
cost
• To make it a world class Metro - a vehicle
to promote dignity & discipline in the city.
 Delhi Metro
MRTS Corridors:
Phase– I
Rail Corridor
Elevated Segment - 1 - 8 .0Km
Segment - 2 - 19.2 Km
Segment - 4 - 11.2 Km

Metro Corridor
Underground North-South - 11 Km
FIRST PHASE OF DELHI MRTS SANCTIONED BY THE
GOVT.
TARGET FOR IMPLEMENTATION - MARCH’ 2005
Elevated Surface U/G Stn.

Line 1 17.7 km 7.3 km 19

Line 2 4.4 km 14.9 km 16

Line 2 Line 3 11km 10

Line 1

Line 3
Ridership in 2005 : 2.4 million

> Holambi Kalan Corridor is being replaced by Barwala Corridor

> Work on Nangloi corridor not being taken up.
21 June 2011 4
 Expected network in 2010

21 June 2011 6
FULL SYSTEM OF DELHI MRTS
HORIZON YEAR FOR FULL SYSTEM - 2021

UNDERGROUND 34.5 Km
ELEVATED 53.0 Km
SURFACE 111.0 Km

Total 198.5 Km

System shall be stand-alone

Cost (April 96) : Rs. 150 bn.
(US$ 4 bn.)
Total Passenger Trips : 11 mn/day.

21 June 2011 7
 Overview - Revenue Operation
‘Planned’ Dates
Metro:
• Metro - North: 30 June 04
• Metro - South: 31 March 05

Rail Corridor: ( Line 1)

• Segment 1: Shahdara - Tis Hazari : 31 March 02
• Segment 2A: Tis Hazari - TriNagar : 30 June 03
• Segment 2B&C: Tri Nagar - Barwala : 31 Dec. 03
• Segment 4 : Tri Nagar - Nangloi : 31 March 05
All the Planned Dates of Phase -1 were achieved.

21 June 2011 8
 DELHI MRTS SYSTEM PARAMETERS

 Gauge- Broad Gauge;

 Elevated & Underground System separate
 System Design Capacity
60,000 (PHPDT) Peak hour Peak Direction traffic with 2
minutes headway
 Design Train Frequency
Metro Corridor - 90 Seconds
Rail Corridor - 120 Seconds

 Fare Collection
Automatic Fare Collection with use of smart cards

21 June 2011 9
 DELHI MRTS SYSTEM PARAMETERS
contd
 Traction Power
Rigid Overhead 1500 Volts dc for MC and 25 KV ac OHE
for RC
 Signaling & Telecommunication
Train Control With Full ATP, ATS & ATO (only for MC)
Station Telecommunications with CCTV, PA & PIDS
 Non Power SCADA
 Ventilation and Air Conditioning for MC
Closed system adopted without Platform Screen Doors
21 June 2011 10
Organization Setup & GOI-
GOI- Delhi
Delhi Govt.
Govt.
Ministry
Ministryof
ofRailways
Contracting Strategy Railways
Land, Heritage Issues,
Clearance
Controlling
ControllingMinistry
Ministry
Ministry
Ministryofof RAILWAYS
RAILWAYS

Delhi Metro Rail Corporation

A Company with 50:50 equity of GOI, Delhi Govt
GC ( PCI-PB-Tonichi, Jarts, RITES)

DESIGN CONSTRUCTION, MAINTENANCE

Supply Strategy

Design CONTRACTORs,- Works, Systems,

CONSULTANTS RS, E&M, Track

TRACK
TRACKWORKS
WORKSPACKAGE
PACKAGE

21 June 2011 11
General Consultants (GC)
A Consortium of
PCI- PBI- TONICHI- JARTS- RITES
• PACIFIC CONSULTANTS INTERNATIONAL (PCI)
• PARSONS BRINCKERHOFF INTERNATIONAL, INC. (PBI)
• TONICHI ENGINEERING CONSULTANTS, INC. (TONICHI)
• JAPAN RAILWAY TECHNICAL SERVICE (JARTS)
• RAIL INDIA TECHNICAL AND ECONOMIC SERVICES LTD. ( RITES)

GC : Act as Employer’s Representative for:

- Tender Packaging, Evaluation leading to award
- Management, Programme & CostControl
- QA, Safety, Contract Supervision and Progress Monitoring.
 GENERAL CONSULTANTS FOR
DELHI MRTS PROJECT- Phase 1

PMC for Delhi MRTS Phase 1: 5 Years Contract

Appointed - Sep 1998
GC’s Scope of Work
• Review, revalidate and Supplement the Designs done at DPR Stage
• Rail Corridor - Review tender design documents and finalize
• Metro Corridor - Review tender design documents and finalize

• Set up Procedures- Work Plan, Project Plan, QA, Safety Plan

• Select Contractors, Suppliers and DDCs(Consultants)

• Supervise Construction- Progress, QC, Record & recommend
Payments to contractors
• Commission the System
• Prepare Manuals (Construction & O&M)
• 21Train DMRC personnel
June 2011 13
 GENERAL CONSULTANTS
FOR DELHI METRO RAIL CORPORATION
DMRC

H. Omori
GC- Org. Blocks Project Director

R.L. Allman
Dy. Project Director

Core Rolling Stock Rail Corridor Systems Metro Corridor

Group Group Group Group Group

J. Bovis D.S. Redding A. Okutsu R.L. Allman A.J. Burchell

Chief Contract Project Manager Project Manager Project Manager Project Manager
Administration
Manager

Project Control Rolling Stock Rail Corridor Systems Metro Corridor

Project Management Management
Programme Management Depot &
Cost Control & Trackworks
Planning
21 June 2011 14
 GC- Man Month Planning: CORE, E&M, RC, MC, RS

Cum
(A) /
Bud- 1998 1999 2000 Actual
(B)
get (A)
MM (B)
Cum (A) /
DIVISION PositionIDTitle
NO. 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11
Plan (P) (P)

C - Core Group 1,812 4.4 ## ## ### ## # # # ## # ## ## ## ## ### 18.1 18.6 22.4 22.2 20.3 19.7 19.6 18.6 19.3 18.5 17.3 15.9 528.5 29.2%
Plan 16.5 ## ## ### ## # # # ## # ## ## ## ## ### 18.0 29.0 28.5 26.1 23.0 22.0 22.0 22.4 22.0 21.0 21.0 20.0 635.5 83.2%

E - Systems Integration & E + M 2,489 0.8 ## ## ### ## # # # ## # ## ## ## ## ### 18.4 18.7 19.8 21.9 22.6 20.6 17.0 19.3 18.7 19.7 18.9 21.2 509.6 20.5%
Plan 21.5 ## ## ### ## # # # ## # ## ## ## ## 6.0 6.0 16.0 15.5 15.0 15.0 15.0 15.0 16.0 16.0 15.0 15.0 15.0 585.5 87.0%

M - Metro Corridor 2,073 4.2 ## ## ### ## # # # ## # ## ## ## ## ### 10.7 10.5 15.1 16.8 10.9 10.7 10.5 10.4 11.0 10.9 10.4 9.8 454.7 21.9%
Plan 9.5 ## ## ### ## # # # ## # ## ## ## ## 5.0 5.0 31.6 32.0 32.0 32.0 32.0 31.0 39.0 39.0 39.0 38.0 38.0 604.6 75.2%

R - Rail Corridor 2,122 1.1 ## ## ### ## # # # ## # ## ## ## ## ### 17.0 15.1 14.4 12.6 12.4 13.6 14.0 13.1 13.9 14.5 13.4 16.5 345.5 16.3%
Plan 12.0 ## ## ### ## # # # ## # ## ## ## 6.0 5.0 5.0 20.0 20.0 20.0 20.0 20.0 20.0 33.0 33.0 33.0 33.0 33.0 523.5 66.0%

S - Rolling Stock 608 0.0 ## ## 4.4 6.3 # # # ## # ## ## ## 6.0 6.0 5.7 5.8 7.0 7.0 6.1 5.8 5.8 5.5 6.0 6.0 5.7 5.1 149.7 24.6%
Plan 2.5 ## ## 7.0 7.0 # # # ## # ## ## ## 6.0 6.0 6.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 5.0 5.0 5.0 5.0 167.0 89.6%

GRAND TOTAL 9,104 10.6 ## ## ### ## # # # ## # ## ## ## ## ### 69.9 68.8 78.8 80.6 72.3 70.4 66.9 66.8 68.9 69.6 65.8 68.6 1,988.0 21.8%
Plan 62.0 ## ## ### ## # # # ## # ## ## ## ## ### 40.0 103.6 103.0 100.1 97.0 96.0 95.0 117.4 115.0 113.0 112.0 111.0 2,516.1 79.0%

ELAPSED TIME (MONTHS) 26.5

PROJECT DURATION (MONTHS) 81

ELAPSED TIME OVER DURATION 32.7%

21 June 2011 15
 PMC Approach for Large Scale Projects

Key Issues :
• Assumption & Design Review, Checks take Place
• Indian Design Approach gets Validated
• Experts Input, Local Engineers Knowledge pool is

updated
• Synergy Develops
• International Stds- Engineering Practices gets
Adopted
• ‘JV’ amongst Construction Groups leads to
Construction Industry Development
• Adoption of Effective Mgmt and Work Monitoring

System
21 June 2011 16
Upper Management approval - full support is
 Rail Corridor Contracts
Civil Contracts System Contracts
 Unit Price Contracts  Both LS Price/ Cost Center
 Access Dates reflected loosely  Access Date & Key dates
reflected
 Access Dates not uniform  Access Date & KeyDates
in a segment - Window Concept - Variable / Fixed
Dates

Design Coordination Interface

to be done by Employer or Employer’s Representative

21 June 2011 17
 RAIL CORRIDOR
DETAIL DESIGN CONSULTANTS

• DD1A Stations: Shahdara- Shastri Park

• DD1B Station- ISBT and others
• DD1C Trackwork
• DD1E Electrification
• DD1F Depot

21 June 2011 18
 RAIL CORRIDOR
CONSTRUCT & SUPPLY CONTRACTS

• RC 1 Construct Contract
• RC 2 Construct Contract
• RS 1 Passenger Rolling Stock
• RC 3 Trackwork
• RC 6 Shastri Park Depot
• RC 7 Traction Power, Supply & Power Distribution
• SYS 4 Automatic Fare Collection
• SYS 5 Lifts and Escalators
21 June 2011 19
21 June 2011 20
21 June 2011 21
21 June 2011 22
 Yamuna Bridge Launching

21 June 2011 23
 METRO CORRIDOR- Contracts
• MC1A Construct Contract
• MC1B Construct Contract
• RS 1 Passenger Rolling Stock
• SYS 2 Traction Power, Supply and Power Distribution
• SYS 3 Track work to main line and Depot
• SYS 4 Automatic Fare Collection
• SYS 5 Lifts & Escalator

• MC 2 Khyber Pass Depot

21 June 2011 24
 GC- GENERAL CONSULTANTS FOR
DELHI MRTS PROJECT
Key Questions: TIME & COST CONTROL
How do we control this project?
• BUDGET - Establish & Control

• BaseLine Work Program - Realistic; to be setup

Approach
•Contracts Strategy designed- Major, minor – Civil,
E&M, Track grouping, list maintained, and monitored
•Provisions in Contracts for Milestones, Key Dates
linked to payments
•Detailed Project Scheduling Done- Activities to a week
•Monthly Updates of Master Baseline Schedule
ACTUALS
21 June 2011 – field progress package wise need to be collected 25
then, FORECAST can be derived , then to...Corrective actions
 Design/Build, Design Supply
Contracts for Delhi MRTS
 High Value Contracts with Defined Deliverable

Milestones - Cost Centers

 Fixed Lump Sum Price Contracts w/o Escalation
& with MPS: Milestone Price Schedule
 Linked to BaseLine Works Program – Key dates
 Design/ Coordination Interface
with Designated Contractors
- Overlapping Periods, and
- Exclusive Work Windows with defined Intermediate and Final
Deliverables
21 June 2011 26
 Case Study

Key dates in Contracts

A. Tender Documents
 Keys Dates & Cost Center with Milestone - Defined

B. Submission by Tenderer :
 Schedule of Milestone - Dates in weeks from commencement
date and Cost for each stage
 Pricing Document - Filled by categories & Cost Centers

Initial Works Program - Proposed Contract Plan
Activities Duration and Inter relationship
 Milestones & Key dates
 Achievement of Key Dates

21 June 2011 27
27
 Connected Issues
Milestone
 Part of Cost Center
 Verifiable Payment Linked
 Dates to be given by Tenderer
21 June 2011
Key Date
Prefixed -
Linked to Liq. Damages
Point of Access for next
Contractor
Free Float not represented in
Metro Contracts -
Included in the next
activity duration
31
 Case Study
INTERFACE with other Contracts
THE EMPLOYER

THE EMPLOYER’S
REPRESENTATIVE

Feedback MonthlyReport,
Feedback &
Liaison Status/ Management
Action Report Meeting

DESIGNATED Liaison Status/

Action Report
CONTRACTORS CONTRACTOR’S
OTHER
Status Report PROJECT
INTERFACING
and Meetings CO-ORDINATION
Status CONTRACTORS
&
Report and
PROGRAMMING
Meetings
TEAM

Regular Site Meetings

Status/Action Reports

CONTRACTOR’S
DESIGN
&
CONSTRUCTION
TEAM

Interface Diagram- Civil and System Contractor

21 June 2011 32
32
Project Programme Control
- Baseline Project Programme
- KeyDates: Metro & Rail Corridor
 Overtview of Project Programme Control Case Study

Overview of Project Programme Control

Employer’s Programme Contractor’s Programme

Level 0
Executive overview
Tender stage

Master
Completion Tender
Level 1
and Initial Works
Project master
Key Dates Programme
summary
Award Date

Level 2
Project Master Programme Completion and
Preliminary Contract
Programmes – Key Work Programmes
Dates (Civil) (Civil)
Employer’s
Milestone Programme
(Technical contracts)

Contract
Completion Key Dates & Work Programmes (SYS)
Preliminary Programme
(SYS)

Co-ordinated
Installation Programme
TRIP (CIP)

21 June 2011 34
21 June 2011
MC1A - KEYDATES
36
 MC1A - KEYDATES contd

21 June 2011 37
 METRO CORRIDOR- Contract Dates

Tender Package Tender Sale Last Pre Bid Tender Likely NTP

Addendum Conf Close Date

Start End

MC1A 06 Oct 99 22 Oct 99 21 Dec 99 14 Dec 99 07 Feb 00 25 Apr 00*

MC2 01 Mar 00 * 29 May 00 * 19 Sep 00*

MC1B 15 Oct 99 29 Oct 99 28 Dec 99 21 Dec 99 21 Feb 00 15 May 00*

SYS3 (Track) 16 Oct 00* -- 02 Feb 01* 15 Jun 01*

SYS2 (T. Power) 20 Nov 99* 10 Feb 00 10 Dec 99 8 Mar 30 Jul 00*

SYS1 (Signal) 10 Nov 99 01 Feb 00 01 Dec 99 24 Feb 00 01 Aug 00*

RS1 - R. STK 20 Oct 99 05 Nov 99 31 Dec 99* 21 Dec99* 02Feb 00 01 Jun 00*
21 June 2011 39
 Rail Corridor-
Shahdara- Tis Hazari

21 June 2011 40
21 June 2011 41
RAIL CORRIDOR: KEY DATES
 RAIL CORRIDOR: KEY DATES
Shahdara- Tis Hazari: Commissioning
Planned: 31 Dec 2002

21 June 2011 42
 Project Progress Monitoring
• Baseline Works Programme set and approved
• Monthly update of Level 1,II Project Work Programme
• Contractor’s Update(Level III) linked to Project Monthly
W.Prog update
• Compare Wk. Programme Update with Baseline
– Critical path, Delays analysed
– Commissioning Dates kept same, Contract/ Activities to be
compressed identified
• Detailed Monthly Progress Reports ( MPR)- S Curves,
Critical Items for Resolution/ Decision Identified

21 June 2011 45
 Monthly Progress Report
(MPR) Features
Summarized- Contract Wise
• Salient Features of contract
• Activities Accomplished this Month
• Activities Planned for Next Month
• Programme Status
– Imminent Key Dates; Programme Narrative,
Comments on S-Curve Status
• Critical Items / Problems
• Status of Bills, Variation Claims, Liquidated damages
• Items for Resolution by DMRC/ GC

21 June 2011 46
 Station Contract- PratapNagar, VivekanadPuri
S-CURVE CONTRACT RC2A LOT2

3500

3000

2500

2000 Estimated
VALUE

Revised
1500 Actual

1000

500

0 Sept. Oct., Nov. Dec., Jan., Feb., Mar., Apr., May, J une J uly, Aug., Sept. Oct., Nov. Dec., J an., Feb., Mar., Apr., May, J une J uly, Aug., Sep., Oct., Nov.
,00 00 ,00 00 01 01 01 01 01 ,01 01 01 ,01 01 ,01 01 02 02 02 02 02 ,02 02 02 02 02 ,02
Es timated 5 151 296 476 682 859 1045 1204 1353 1497 1644 1815 1993 2172 2367 2559 2740 2820 2820 2820 2820 2820 2820 2820 2820 2820 2820
Revis ed 0 4.4 20 70 126.3 201.3 298.6 440.1 554.1 620.2 685.5 734.7 825.2 919.7 1006 1113 1214 1352 1319 1429 1485 1560 1804 2071 2377 2714 2891
Actual 0 4.4 20 70 126.3 201.3 298.6 440.1 554.1 620.2 685.5 750 825.2 919.7 1006 1113 1214 1352 1319 1429 1485 1560 1549 1603 1653 1713 1787
21 June 2011 47
MONTH
 Risk Factors
 Non- Availability of Land from other Agencies
 Delays in Clearances from Local Govts, Environmental
Clearances, Utilities Relocation
 Milestone - Keydate: No 1- to - 1 link in some
tenders esp. Rail Corridor Contracts
 Imposition of L.D. -- Doubtful for delay cases, variations
 Cost of Delay from one to another contractor:
Assessment ? -- Not Fully enforceable
 Other issues: Safety, environment etc. not directly linked
 Corridor changes, Policy etc

21 June 2011 48
 Success of Delhi Metro
- In Retrospect, 2007

• DMRC- JV Equity Model of Center and State- Soft Loan from JBIC;
Political support to Project
• Background Technical Work by RITES- DPR Stage
• GC appointed- Validation of Design, Contract Mgmt and Policies for
QA/QC, Safety, Payment Controls
• Strong Leadership and Committed Mgmt of DMRC
- Driver of Project
• World Class Technology
• Synergy due to GC : Interaction of Tech strong Railway Engineers
and Experts through GC
• Int’l level & Local Design Consultants appointed - Current Metro
Industry Specs adopted, Cost no constraint
• Proper Packaging of Design/ Construct Contracts – GC advice
• BaseLine Project Work Programme & Monitoring
• JVs21 in
JuneConstruct
2011 Contracts Encouraged – Time bound Results 50
 Points to Note & Conclude- Success
Mission, Conviction
Project Development Groups
PMC, DDCs
Strong Motivated Team, Project Manager
Systematic Monitoring- Controls
Time and Budget Control- Monthly Reviews
Contract Management, Payment cycle
Dispute Resolution
Risk Management

Success is ensured by ….Right Approach, Planning,

Controls, and finally Endurance

21 June 2011 51
51
 Public Private Partnership

PPPs are long-term contracts between a public sector

Contracting Authority (CA) and a private service provider.
Challenges for CA are:
– Carefully structured contracts that are affordable and bankable.
– Transfer of specified project risks and good risk management.
– Adequate public control to assure output and quality.
– Fair contracts that positively enable private investment.

21 June 2011 52
52
 Strategies of Contracting- In General

21 June 2011 53
53
 IR- PROJECTS STRUCTURES ON PPP

Increasing Degree of Cooperation between Public and Private sector

Lease/
BOT- BOT- BOT- BOT-
Service SPV/ JV License BOOT/ BOO
Annuity *LPVP Annuity *LPVP
Agreement

Catering Port Links Capacity Augmentation New Rly. Network *PFOs Modernization of
Yatri Niwas Suburban servicesProjects DFC *PPOs
Metro stations,
Doubling, GC, RE, etc. Multi-
Parcel New Rolling
Modal Logistics
Stock Units (Without Maintenance) (With Maintenance)
Advertising parks,
Up gradation *ICD * F.V.
of R. Rooms, Budget Hotels
Toilet *PSOs- Fixed NTKm Fixed NTKm Food Plaza
e.g.UBL Annuity Annuity
Based Based
Paymen Paymen
With With t t With Lessee’s With Lessee’s
Strategic With Builders/
Railway’s Rolling Assets Investment
Investor Developers
Asset (Except Track (Land to be
& Locos) provided by
Railways)
* PSO-Private Service Operators, UBL-Uneconomic Branch Lines like Hill Rly etc., LPVP-
Least Present Value of Payments, PFO-Private Freight Operator, Private Passenger Operator,
ICD-Inland Container Depot, F.V.-Freight Village
21
11 June 2011 54
54
 On IR- WIN FOR US DOUBLE WIN FOR YOU

ENCOURAGING PUBLIC PRIVATE PARTNERSHIPS (PPP)

Private parties to run container trains
Wagon investment scheme
Construction of ICDs and warehouses
Port connectivity works
Outsourcing non-core activities like catering and parcel
Computerized train enquiry call centres
Modernisation of metro stations
Construction of agro outlets and logistics parks

21 June 2011
10 55
55
 THANK YOU

Suggestions, comments are welcome!!

MEGA Projects are delivered with VISION and Conviction

21 June 2011 56
Indian IR 2007-12: Eleventh Five Yr Plan
Rs. 2,20,000 crores ($ 45 bn) Outlay proposed for
Indian Railways upgradation
– New Lines and Capacity Upgradation
– Rolling stock
– Equipment upgradation etc.

Given the quantum of funding involved, Capital Resources

from Govt Funds…
PPP expected to be a major contributor (about 60%) to the
planned investments

This scale of Railway spending/ PPP unprecedented among

Railways around the World.

57
 IR MISSION 2015
Double rail transport capacity
Freight traffic from 670 to 1500 MT
Passenger traffic from 6000 to 10000 million passengers

Increase Average speed of trains

Passenger trains from 55 to 100 KMPH
Goods train from 24 to 60 KMPH

[ Reduce Unit cost of operation- Bulk, Long Distance

0.94 cent to 0.7 cent per PKM
1.2 cents to 0.8 cent per NTKM ]

Deliver World class Services and Amenities

16 58
IR Vision by 2015
(Figures in Billion US $)
Construction of Dedicated freight corridors (11,500 Kms) 22.47

Upgradation of feeder routes of DFC (15,000 Kms) 6.74

Modernisation of Assets – All HDN Routes 24.72

Doubling and port connectivity works ( 6,000 Kms) 6.74

Gauge conversion (12,000 4.50

Kms)
Misc. works- Mfg Capacity of R/Stock, Pass & Freight 13.48
Terminal, etc

Total - Rs. 3,50,000 cr approx. 78.65

59
 FUNDING PATTERN on IR

(Figures in Billion US
Source $)Past Future
(2001-2006) (2007-2012)

Internal generation 6.37 22.47

Borrowings 3.91 11.24
Public Private Partnerships 0.13 33.70
(PPPs)
Budgetary support 8.43 11.24
TOTAL 18.84 78.65

18 60
Challenges for IR Engineers
PROJECTS ON SHELF- At Present
268 Projects- Rs.54,371 crores to complete
Approximately 8000 kms of New lines,
7900 kms Gauge conversion,
3300 kms of Doubling,
2200 kms of electrification and
245 kms of suburban projects.
MOUs with several State Governments for PP Partnership in
Rail projects (2:1, or 1:1)

RVNL mobilising non-budgetary resources

- 49 projects (26 on GQ and 23 on Port Connectivity) –
Rs.12,000 Crores
- Project specific SPVs
- Total government equity Rs.1500 crores
New Technology Initiatives- Loco, Coaches through PPP

61
THE WAY AHEAD…………
Strong Commitment- explicit Mission Statement

Paradigm Shift for Project Management

 Strong Project Development Team- well structured, motivated group
 Large Value projects: Design- Build/ EPC Contracts
 PMCs – General Consultants, DDCs, Specialists
 Baseline Construction Schedule & Monitoring
 Key Dates, Milestones- monitoring and penalties
 JVs – Encourage Locals Agency with Foreign Players

Resource Mobilization
 Assured Govt Funds, or
 PPP, Alternate Mode of Financing

Land Acquisition, Encumbrances, and Utilities shifting

Govt. Policies, Dispute Resolution, and Project Appraisal Bodies, Regulators-
defined, clear and structured

62