Case Study: Calcutta's Metro

In 1996, Calcutta’s long-waited metro finally opened to a collective sigh of relief from the long-suffering population of this large Indian city. Critics had long derided the project a one of the “slowest-moving” public works projects ever conceived and implemented. The single route line, comprising 17 stations and slightly more tan 10 total miles of track, had taken 23 years from the date it was first approved at a final estimated cost of almost $5 billion. To put this figure into perspective, New York City’s subway system boasts 656 miles of mainline track and 468 stations, all for a city whose population is significantly less than Calcutta’s estimated 11 million residents. Calcutta’s Metro project represents a textbook example of the problems that can arise from poor planning.

The project was initially hampered by poor funding that slowed the development process. However, it was during project planning that a number of constraints became apparent that were to negatively impact on the project. For example, one factor that impeded progress was the decision to begin construction right in the middle of the city. Rather than start at one of the two terminal points, the project managers elected to begin digging in the city center, first tunneling down and then in both directions simultaneously, The problems with soil removal and heavy equipment transportation rose dramatically as a result. Among the other factors that the Metro project had to work around were:

1. Exclusive possession of the site was not possible. Normal life in the city had to go on as usual. While this is a normal by-product of most metropolitan construction, in a city the size and congestion of Calcutta, with an inadequate road system to begin with, there was a constant battle between maintaining normal traffic flows and creating enough buffers to allow for Metro construction.
2. Traffic could not be fully diverted from the roads. The road system was almost completely inadequate to start. It was, therefore, impossible to divert traffic from already dreadfully overcrowded thoroughfares.
3. Uncharted utilities (sewer, water, gas mains, phone, electric cables). By far of the worst features of construction was the near total absence of a master plan showing the location of underground utilities and cable lines? Work was continually started, stopped, and gradually restarted as crews and await their repairs to the infrastructure.
4. Shops around the site had to be provided with view and approach. Local shop owners were justifiably worried about the effect on their commerce of closing off access to their shops while construction went on. They actively worked against Metro development until they were individually provided with access lanes from their shops to the still-operating streets.

Another unforeseen problem resulted from the large bureaucracy that sprang up around the Metro’s construction. Utilizing thousands of laborers, the project organization led to the creation of a huge social umbrella for employees and the families, as housing, schools, and medical centers were created and subsidized by the Metro Authority for the life of the project. In fact, one critic argued that it was wishful thinking to assume that workers would be motivated to quickly complete a project that provided such a comprehensive set of benefits for them and their families.

and answer the following questions:

1. Assume that you are the mayor of Calcutta, soliciting bids for the construction of the Metro. How would you construct a Statement of Work for the project to encourage efficient and creative means for undertaking this project?

2. Which of the problems the Metro project faced were the result of a poorly conceived project scope and how much was due to simple bad luck? Defend your position.

Animal, when you have answered these as best you can, please repost and someone here will be happy to give you suggestions and let you know where you need to make corrections.

=)

line, comprising 17 stations and slightly more tan 10 total miles of track, had taken 23 years from the date it was first approved at a final estimated cost of almost $5 billion. To put this figure into perspective, New York City’s subway system boasts 656 miles of mainline track and 468 stations, all for a city whose population is significantly less than Calcutta’s estimated 11 million residents. Calcutta’s Metro project represents a textbook

casual to say the country is getting smaller. Because people are more manageable today and because of their improvements in travel and communication. In the 90’s the metro suffer the largest population of India City, critics had long desired the projects ever and implemented. To Calcutta’s Metro project represents an example of the problems that can arise from poor planning. For example: one of the factors was the decision to begin construction in the heart of the City. Instead starting at one of the termination points.

Normal life in the city had go on as usually product of most metropolitan construction, in a city the size and congestion of Calcutta with an inadequate road system to begin with. Another problem resulted from large bureaucracy that sprang up around the Metro’s construction. Utilizing thousands of labors, the project organization led to the creation of a huge social umbrella for workers and fa

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all the problems are due to poorly conceived project scope

1. To construct a Statement of Work (SOW) for the Metro project in Calcutta, as the mayor, you would need to outline the specific objectives, deliverables, timeline, and expectations for the project in a clear and comprehensive manner. In order to encourage efficient and creative means for undertaking the project, consider the following steps:

a. Clearly define the project scope: Provide a detailed description of the project, including the route, number of stations, length of track, and any additional features such as interchange points or integration with existing transportation systems.

b. Identify the performance requirements: Specify the desired quality standards, safety measures, and operational efficiency that the Metro system should achieve. For example, emphasize the need for reliable and timely service, passenger capacity, and adherence to all applicable regulations and codes.

c. Encourage innovation: Foster creative solutions by encouraging bidders to propose innovative designs, construction methods, or technologies that can streamline the project, reduce costs, or enhance sustainability. Allow for flexibility within certain parameters to foster out-of-the-box thinking.

d. Promote collaboration: Emphasize the importance of coordination between the Metro project team and various stakeholders, such as local authorities, utility companies, and the community. Encourage bidders to demonstrate their ability to effectively manage the complexities and challenges of working in a densely populated city like Calcutta.

e. Clearly outline project constraints: Highlight any budgetary restrictions, timeline limitations, environmental considerations, and other factors that could impact the project. This will help bidders understand the constraints and propose solutions that can address these challenges effectively.

f. Evaluate experience and expertise: Request bidders to provide details about their past experience in similar projects, including successful completion records, technical expertise, and innovative approaches they have implemented in similar contexts.

g. Include performance metrics: Specify the key performance indicators (KPIs) that will be used to evaluate the success of the project, such as ridership numbers, punctuality, customer satisfaction, and overall cost-effectiveness.

h. Encourage sustainable practices: Request proposals that incorporate environmentally friendly designs, materials, and operational practices to minimize the project's ecological footprint.

2. Both poorly conceived project scope and bad luck played a role in the problems faced by the Calcutta Metro project. The project scope had several shortcomings, as highlighted in the case study:

a. Poor planning and inadequate consideration of existing infrastructure: The decision to start construction in the city center without a comprehensive plan for underground utilities created significant challenges. The uncharted utilities caused delays and disruptions, indicating a lack of thorough assessment during the project's initial planning stages.

b. Inadequate road system and traffic management: Calcutta's congested road system and the inability to fully divert traffic compounded the difficulties faced by the Metro project. This aspect should have been addressed in the project scope, with provisions for analyzing and managing traffic flow during construction.

c. Lack of buffers for normal traffic flows: The challenge of maintaining normal traffic flows while allowing Metro construction further highlights the need for a well-defined project scope that considers the unique circumstances and infrastructure of the city.

On the other hand, there were also elements of bad luck involved:

a. Poor funding and delays: The project faced initial funding constraints, which hampered its progress. Such external factors can be difficult to control and can contribute to delays and inefficiencies.

b. Unforeseen challenges during excavation: Soil removal and heavy equipment transportation problems arose due to unforeseen challenges during the construction process. While these challenges may not have been entirely avoidable, a more comprehensive assessment of the initial project scope could have identified and mitigated some of these issues.

Overall, it is evident that a poorly conceived project scope contributed significantly to the problems faced by the Calcutta Metro project. However, the project also experienced instances of bad luck in terms of funding and unforeseen challenges.