PM Project IGI

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Transcript of PM Project IGI

Indira Gandhi International Airport Development ProjectSubmitted To:Indian Institute of Management

Section B Group - 11 Sidhu

AcknowledgementThe special thanks go to our helpful supervisor, Mr. Rupesh Kumar Pati. The supervision and support that he gave truly helped the progression and smoothness of the project. The co-operation is much indeed appreciated. Our grateful thanks also go to management and authority of airport employees, for their timely help and suggestions, may it be by e-mails or telephone conversations, to help complete our project. without the guidance of them. Besides, this project in Project Management made us realize the value of working together as a team and the to effectively manage our roles in the team. Not to forget, great appreciation goes to our fellow classmates for their keen insights and help. Last but not least we would like to thank and bless the Internet, which is the best and fastest source to receive information. The project would be nothing

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SIDHU

IntroductionIndira Gandhi International Airport is the primary international airport of the National Capital Region of Delhi, India, situated in South-West Delhi, 16 km (10

mi) southwest of New Delhi city center. Named after Indira Gandhi, the former Prime Minister of India, it is the busiest airport in India. With the commencement of operations at the new Terminal 3, Delhi's Indira Gandhi International Airport has become India's and South Asia's largest and one of the most important aviation hub, with a current capacity of handling more than 46 million passengers and aimed at handling more than 100 million passengers by 2030. Along with Mumbai's Chhatrapati Shivaji International Airport, it handles more than half of the air traffic in South Asia. Spread over an area of 5,016 acres of land, Delhi airport serves as the primary civilian aviation hub for the National Capital Region of India. The Indian Air Force previously operated it until its management was transferred to the Airport Authority of India. In May 2006, the management of the airport was passed over to Delhi International Airport Limited (DIAL), a joint venture led by the GMR Group, which also has the responsibility for the airport's ongoing expansion and modernization.1 DIAL is a joint venture consortium of GMR Group (54%), Airports Authority of India (26%), Fraport & Eraman Malaysia (10% each). GMR is the lead member of the consortium; Fraport AG is the airport operator, Eraman Malaysia - the retail advisors.

Terminal 3 is the 3rd largest international airport terminal in the world

1

http://en.wikipedia.org/wiki/Indira_Gandhi_International_Airport

T3 has state- of- the- art complex that features Common Use Terminal Equipment (CUTE) and an advanced 5 level in-line baggage handling system with explosive detection technology,168 check-in counters & 78 aerobridges. Designed by HOK International in consultation with Mott McDonald and is being constructed by L&T and Meinhardt Engineering

GMR group GMR Group is one of the fastest growing infrastructure enterprises in the country with interests in Airports, Energy, Highways and Urban Infrastructure sectors. Employing the Public Private Partnership model, the Group has successfully implemented several iconic infrastructure projects in India. The Group also has a global presence with infrastructure operating assets and projects in several countries including Turkey, South Africa, Indonesia, Singapore and the Maldives. GMR Infrastructure Limited is the infrastructure holding company formed to fund the capital requirements of various infrastructure projects across the sectors. It undertakes the development of the infrastructure projects through its various subsidiaries.

Scope of Project

ACIs forecasts for the next fifteen years indicate that passenger traffic will grow at the rate of 4.1%, effectively doubling the number of passengers served at airports by 2020. For airports worldwide this means providing quality services to 7.4 billion passengers worldwide. Freight traffic will increase by 5.4% and aircraft movements by 3.5% over the same period. The Asia/Pacific and Middle East regions project the highest rates of growth for all three parameters. For the first time, ACI has collected data that estimates future travel demand on a dual basis, taking into account both unconstrained demand, which is based on anticipated demand for air transport by the traveling public, and constrained demand, which takes into account airport and airspace capacity issues. Now, more than ever, airport operators need economic incentives and a flexible regulatory environment to expand capacity in order to deliver a high quality of airport service. When the participating airports took into account anticipated

regulatory constraints to building new facilities, they estimated that capacity to accommodate demand would fall short by nearly one billion passengers, resulting in severe congestion. It is clearly time for governments to enable

airports to build capacity on a fast-track basis, or risk a re-emergence of the hassle factor, which dampens demand for air travel and causes diversion to other modes of transport. ACIs projections are based on forecasts reported in early 2005 by 273 airports, which represent approximately 60% of the total passenger traffic handled by ACI member airports worldwide. The sample is therefore significant and includes most of the worlds largest airports, with a good representation from all six ACI regions. ACI collates the forecasts of its members after carefully checking the data to ensure that it is reliable and consistent. All figures in this document are extrapolations from the sample and represent regional and global totals. ACI began forecasting trends in air passenger and freight volumes in 1997 in the belief that airports themselves are in the best position to recognize the constraints on their growth, including physical and infrastructure limitations and

regulatory obstacles to future expansion. In contrast, with a view to projecting future trends in air travel, many industry forecasters, using sophisticated models of the global economy, confine themselves to assessing trends in demand, without adequately assessing the supply side constraints faced by airports in meeting this demand. Another innovation in this edition is the addition of short-term forecasts to the survey, covering the period 2005-2007. Growth over the next 3 years will be unprecedented, creating short-term capacity issues at many hubs. Indeed the pinch is being felt already at a number of hubs in North America and in Europe as of this writing in August 2005.2

Submission: Given the strong market fundamentals, the robust rate of growth is expected to continue. IATA forecasts that the Indian civil aviation market will register a compound annual growth rate (CAGR) of more than 16% during the period 20102013. Looking further ahead, the Indian Ministry of Civil Aviations Vision 2020 statement envisages a compound annual growth rate of around 15% in the next five years. Investment opportunities of USD120 billion are envisaged up to 2020 with USD80 billion on new aircraft.

2http://www.aci.aero/aci/aci/file/ACI%20Worldwide%20Air%20Transport%20Executive%20S

ummary.pdf

Domestic passenger growth by country: Aug-2011 to Sep-2011

Source: IATA Air Transport Market Analysis

Project Definition:DIAL to operate, manage and develop the IGI airport for initial term of 30 years extendable by a period of further 30 years.

Project Milestone:DIAL entered to the Operation, Management and Development Agreement (OMDA) on 4th April 2006. The scope of the project was defined as safeguarding future unconstrained development by means of a coherent and comprehensive 5-stage phasing strategy up to 2026. Upgrading of existing terminal s and development of new domestic terminal 1D in phase 1A development of state-ofthe-art integrated terminal (T3) in Phase 1B development of terminal T4, T5, T6 in the subsequent phases develop the terminal envelope, aprons and landside pavements in a manner, which provides maximum flexibility, in terms of a

response to the fluctuating market, as well as an under-one-roof terminal environment. Enhancement of the existing cargo facilities within their current location, relying on both the provision of additional gross floor areas and operational improvements (mechanization and control processes) to meet the demand forecast within the initial three phases.

Project Plan:DIAL appointed UK based Mott MacDonald Limited as their Lead Technical Advisors for preparation of Master plan as well as major development plans. As part of this, LTA has carried out traffic forecast, Site survey, Obstacle study, environmental audit and geotechnical investigations. The Master Plan was developed keeping in mind the following consideration -

Optimum utilization of airport land resources and already existing facilities Minimum impact on existing operational areas and physical

encumbrances Maintaining a balanced airfield system at every stage, whereby the available capacity of each constituent part fits with the capability of the system as a whole Balancing landside and airside demand and capacity at every phase of the development

The entire project timeline is divided into 5 phases. The development of the first phase is already completed with the inauguration of Terminal T3 on 3rd July 2010. The development plan of each phase is as follows:Project Phases Phase 1A (2006-2009) Status Finished Key Activities Up gradation Works of Terminal 2 Development of Third Runway New Domestic Departure Terminal 1D Development of Integrated Terminal T3 Metro connectivity through Airport Express Line

Phase 1B (2007-2010)

Finishe