The contracts planning done by dmrc was very innovative and nonconventional to Indian railway.
This is attained as the project in charge ( dr. shreedharan) had made it sure that the dmrc project does not get caught up in the bureaucracy of the Indian railway. the project in charge made sure that they were involved in the planning stage and the problems were reviewed by them and alternative procedures were found and different contracting framework were adopted making it a quick and effective process.
Innovation and leadership was shown in the dmrc contracts.
1. The following is the difference in the frame work of the contracts used in DMRC project and the traditional indian railway recommended contract framework in the dpr stage.
2. Instead…show more content… Instead of going with construct only contracts as suggested at DPR stage design and construct contracts were adopted by dmrc.
4. Instead of giving out several E & M contracts and giving out several ventilation and a/c contracts the civil engineering, the mechanical and electrical along with the ventilation and lighting were all combined and adopted by dmrc.
5. Instead of implementing multiple contracts which is the traditional strategy the dmrc packaged the two contracts in accordance to the construction method in which the MC1A was pertaining to the core and cover whereas the tunnel boring was of MC1B contract.
Many organisational changes had to be made at the DMRC for effective planning of the contracts:
1. The organizational structure of DMRC was made into a lean structure and it did not have any unwanted and hindrance causing layers.
2. The decision making power was given to the officers and along with it accountability of action.
3. The DMRC made sure that its organizational structure did not have any political influence.
4. It was made sure that the auditing and vigilance committee did not interfere the officers and their…show more content… Their item rate contract puts minimum responsibility to properly manage the cost, quality of the project and project management suffers. The Indian railway takes all the project management responsibility and their supervisors and engineers are liable for all the risks of the project.
The RVNL projects use PMC’s for the purpose of project management.
This is also a problem as the responsibility is shared with a shareholder with minimum stake in the project.
The contract value of the PMC will be about 3% of the entire project with even less security deposit (approx. ten %) if anything goes wrong.
The PMC are the least to lose if anything goes wrong in the project. They may lack determination and may not perform up to the standards.
The contractor who has very high stake in the project is not accountable for problems in project management.
The DMRC model where the risk is divided equally to the contractor who hold a high stake in the project.
The PMC is also in place to cross correct the contactor execution and making and analysing progress of the