The Mumbai Pune Corridor is a portion of the National Hihgway NH4 is was identified by a survey conducted by the Ministry of Surface Transport ( MoST ) during the 7th five twelvemonth program as amongst the three most engorged national main road corridors in the state. MoST proposed that this corridor be developed as portion of the “ National Expressway System ” . This corridor had been unable to develop because of high traffic volumes, high growing rates and limitations on widening because of the topography of the Ghats and the deficiency of sufficient financess with the Government. Because of this, the corridor was unable to turn and fit the demands of traffic. Because of the heavy traffic projection GoM in 1990 decided to build a new freeway between the metropoliss of Mumbai and Pune as a long-run solution to the job and consequently appointed RITES ( Rail India Technical Economic Service ) along with Scott Wilson Kirkpatrick ( UK ) to carry on a techno-economic viability survey for the freeway
Undertaking Plan Process
RITES submitted its study in 1995 and recommended that a new freeway be constructed get downing at Kon near Panvel and stoping at Dehu route near Pune to be operated as an access-controlled tolled route. The route was to be constructed with the latest engineering and incorporate characteristics such as guard tracks, double carriageways, and velocity monitoring equipment which would do it much more safer than the bing route. In add-on, the breadth of the route would guarantee that congestion did non take topographic point. When new govt electd in Maharashtra in 1995 and due to prestige issue attached with this undertaking they formed Maharashtra State Road Development Corporation ( MSRDC ) to speed up the procedure of route development
MSRDC had been constituted with the following aims
To advance and run route undertakings.
To be after, look into, design, concept and manage identified route undertakings and their country development.
To come in into a contract in respects of the plants and any other affairs transferred to the Corporation along with assets and liabilities.
To ask for stamps, commands, offers and enter into contracts for the intents of all the activities of the Corporation.
To advance engagement of any individual or organic structure or association of persons, whether incorporated or non, in planning, probe, planing, building and direction of conveyance undertakings and country development.
To set about strategies or plants, either jointly with other corporate organic structures or establishments, or with Government or local governments, or on bureau footing in promotion of the intents for which the Corporation is established and all affairs connected therewith.
To set about any other undertaking and other activities entrusted by the State Government in promotion of the aims for which the Corporation is established
Government appointed Project Management Consultants ( PMCs ) for fixing and guaranting consistence in design criterions, cost estimations and stamp paperss, and to oversee the building work every bit and when it began. In add-on it was besides though that if the proficient facets of the undertakings were taken attention of by PMC ‘s, so MSRDC could concentrate on the undertaking of organizing the assorted administrative demands such as acquiring clearances, raising fundss etc. The Project Management advisers were to hold the undermentioned maps:
Fixing estimations and elaborate designs
Publishing stamp documents & A ; command rating
Supervision: ensuring quality and rightness of work
The whole freeway building work is divided into 9 subdivisions. Viz. subdivision A, B, C, D, Ghat Section Pakage 1, Ghat Section Pakage 2, Panvel Bypass Pakage 1, Panvel Bypass Pakage 2, tunnel work. MSRDC selected 6 PMCs. Important accomplishment for a PMC was considered to be Technical Skill, the choice standards were such that 80 % weightage was assigned to the proficient command and 20 % to the fiscal command. A status was imposed that 1 PMC could work on merely 1 subdivision of the Expressway to avoid extra burden on a PMC. Presence of a minimal figure of proficient supervisory staff at the undertaking site was insisted upon before presenting the contract
The Tender Committee was formed. Rigorous standards had to be specified by selected builders. Stringent making standards were specified, so merely those contractors holding minimal experience in their chief points of work, minimal figure of needed cardinal forces, and minimal fiscal assets and recognition installations could win. Although bidders could offer for more than 1 subdivision, they would be eligible to acquire work for merely 1 subdivision. This was done to tackle resources from 4 bureaus for the work, and to complete the work within the tight agenda. There was transparence in the command procedure. It was clearly specified in the stamp papers how the proficient rating would be carried out on the footing of the information provided. The maximal Markss allotted to the assorted facets were clearly specified in the stamp papers. If a bidder scored less than 75 % on the proficient rating, his fiscal command would non be opened.
However, one time the proficient command was qualified, a 75 % weightage would be given to the fiscal command so that merely financially feasible and less expensive bidder was awarded with the concluding contracts. As a consequence of this the concluding commands were less than the estimated costs. Fianlly Construction work started at Jan 1998.
Facilities given by MSRDC to advisers and Contractors:
To guarantee speedy and efficient working, and to guarantee that the undertaking was completed on clip, MSRDC and GoM provided several installations to contractors and advisers. These installations include sops to the undertaking spouses, and besides included completion of undertakings that the consultants/contractors would usually hold to make themselves. The outgo on excess services/facilities did non, nevertheless, addition production costs – it reduced them by 8-10 % as a consequence of speedy undertaking completion and decrease in delay-induced cost overproductions.
Construction Work Starts:
Construction work started in right earnest with the issue of the order to continue with the plants in Jan/Feb 1998. The contract completion day of the month was specified as 27 months necessitating significant completion in 24 months when it was proposed to to open the freeway to traffic by Jan 2000. The graduated table and clip agenda of the work was unprecedented in the main road sector but Indian Contractors rose up to the juncture. Most of the engineerings were being tried out in the state for the first clip. The advisers besides showed singular accomplishments in accommodating to new engineering and monitoring techniques
Undertaking Schedule, Milestones
1990: GoM decided to build a new freeway
1995: RITES submitted its feasibleness study in
April 1997: Commands for PMCs are called.
May 1997: Reception of commands from prospective PMCs.
June 1997: Repair of 6 PMCs – 1 each for Sections A, B, C and D ; I for the Panvel Bypass ; 1 for
The Ghat part
Nov 1997: Career of commands for civil building.
Nov 1997: Reception of stamps.
Jan 1998: Repair of building bureaus after appraisal, and issue of work orders. Construction work started. The contract specified undertaking completion clip as 27 months from beginning of work ( January 1998 ) . The contract besides required significant completion in 24 months. It was proposed to open the Expressway to traffic by January-end 2000.
April 1998: Groups in Pune start opposing the undertaking stating that it is a absolute waste of taxpayers money.
July 1998: The exclusive expostulation to be raised by a private party against the proposed Mumbai-Pune Expressway squashed.
Dec 1998: Mumbai high tribunal admits writ request, restrains the province authorities and MSRDC from farther acquisition and supplanting of tribals and villagers affected by the controversial Mumbai Pune expressway, till the pendency and concluding disposal of the instance
Jan 1999: Stay on acquisition released.
The protests against building continue throughout the executing of the undertaking
2000: The first subdivisions opened for traffic
April 2002: The full path was completed, opened to traffic and made to the full operational from.
Objective – in footings of demand, clip and cost
Process- The Whole PM activity
Plan- the undertaking agenda, Milestones
Learning from the success/failure