This is to certify that Mr. Rinku Mandal was employed as a Planner and Scheduler (Planning Manager) with our company SYSTRA MVA Consulting (India) Private Limited (SMCIPL) for execution of DFCCIL Project. We certify that he has worked with the us from 06-Aug-2018 to 03-Aug-2021. During the tenure he was involved in Planning and Execution of construction work like Earthwork, piling work, Bridges construction, Erection and launching of Girders, Residential & Station Buildings, and other associated civil works. In addition, he was also involved in monitoring of the Works Programme, real time monitoring of work progress and support to the Contract department for claims and variation. He was responsible for supervision of work with Quality and HSE requirements. His contributions to the organization and its success will always be appreciated. We at SYSTRA MVA Consulting (India) Private Limited (SMCIPL) wish you all the best in your future endeavors.

1. General Consultancy (GC) Services for Different Field Offices and
Head Quarter Office at Bhubaneswar under CAO/Con/BBS
TECHNICAL PRESENTATION ON
APPROACH, METHODOLOGY AND
WORK PLAN
12th January 2024

2. THE PRESENTERS TODAY
Padman Kumar Padhi
Chief Design & Estimation Expert
Rinku Mandal
Chief Project Scheduler & Data Operator
Sujeet Kumar Swain
Chief Surveyor cum AutoCAD Expert
Mariano Alvarez Arce
Country Manager
Saumya Ranjan Pallaur
Chief Contract Management Expert
Sahadev Singh
Team Leader

3. INDEX
01: Reasons to Choose Us
02: Project Overview
03: Key Personnel’s and Proposed Organisation Chart
04: Approach & Methodology
05: Key Performance Indicators
06: Monitoring Mechanism
07: Work Programme & Flowchart of Activities

4. Reasons to Choose Us
Key Figures
Reasons to Choose Us

5. KEY FIGURES
640 million €
Turnover
No. of Employees
Years of Experience
Metro + Railways
(Km)
Presence in Countries
11,000
40+ Countries
57+ Years
1500+ Km

6. • Leading Engineering firm from Europe with a strong presence in India.
• Working in India for the last 14 years.
• Extensive experienced team of more than 400+ staff in India and globally more than 11,000 technical staff.
• Extensive General Consultancy Works including Design & Supervision Experience with Indian Metro/Railway organizations
across India & SAARC such as RVNL, MRVC, DMRC, NCRTC, UPMRC, CMRL, JMRC and North Frontier Railways (Indian
Railways).
• Proven Track record in Project delivery on time with Quality & Performance.
• Metros – Lucknow Metro, Mumbai Metro Line 7 & 2B, NCRTC-Delhi Meerut RRTS
• Railways – North Frontier Railway, RVNL – South Central Railway – Kadapa Nellore District, A.P., Bangladesh Railways.
• Highways – Purvanchal Expressway, Agra Lucknow Expressway.
• Established and dedicated team of Design & Supervision experts available in Delhi, Mumbai and Kolkata.
REASONS TO CHOOSE US

7. HEADLINE GOES HERE
Project Overview

8. PROJECT OVERVIEW
Ministry of Railways through CAO/Construction in East Coast Railway intends to appoint General
Consultant (GC) pertaining to the construction and execution of following works:
S. No Components
1. Carrying out feasibility study, preparation of Detailed Project Report
2.
Station Redevelopment, Passenger Amenities Works, Traffic Facilities Works, Road Safety and Level Crossing
Works
3. Road under Bridges(RUB) and Road Over Bridges (ROB)
4. Signalling and Telecommunication works such as EI,RRI
5. Lifts & Escalators, Workshops including production unit work
6. Electrification of sidings
7. Coal connectivity to new line projects

9. HEADLINE GOES HERE
Key Personnel and
Proposed Organisation
Chart

10. KEY PERSONNEL AND PROPOSED ORGANISATION CHART
S. No. Key Position Name Key Qualification
1
Team Leader
cum Financial
Expert
Sahadeva
Singh
• M.Tech (Civil), Indian Institution of Technology (IIT), Delhi
• B.E. (Civil), Indian Institution of Technology (IIT), Roorkee
• 40+ years of relevant experience
2
Chief Contract
Management
Expert
Saumya
Ranjan
Pallaur
• B.Tech (Civil), Biju Pattanayak University, Odisha
• 10+ years of relevant experience
3
Chief Design and
Estimation
Expert
Padman
Kumar Padhi
• M.Tech (Structural), Karnataka State Open University
• B.Tech (Civil), Biju Patnaik University of Technology, Orissa
• 15+ years of relevant experience
4
Chief Surveyor
cum AutoCAD
expert
Sujeet Kumar
Swain
• Diploma (Civil), SCTE & VT, Odisha
• 13+ years of relevant experience
5
Chief Project
Scheduler and
Data Operator
Rinku Mandal
• B.Tech (Civil), West Bengal University of Technology
• Post Graduate Programme (Construction Management), NICMAR Pune
• Primavera Project Management from Project Management Institute
• 8+ years of relevant experience

11. KEY PERSONNEL AND PROPOSED ORGANISATION CHART

12. HEADLINE GOES HERE
Approach & Methodology
Consultant’s Approach-Overview
Task 1- Team Mobilization & Setting of GC office
Task 2- Design Review of DPR & Coordination, Technical & Financial
Advisory
Task 3- Programme Monitoring, Contract Management & Performance
Management
Task 4- Procurement and Bid Process Management
Task 5- Support during DLP

13. Consultant’s Approach-Overview

14. • An experienced Team under the leadership of Team leader who will anchor coordination between Client– Project Office/s
– Head Offices.
• A regular coordination with the Client to present the progress on the execution of works and to discuss the challenges
and issues to be solved.
• GC will establish office at CAO/Construction as per the requirements of the project.
• Swift mobilization of personnel according to deployment program is paramount for the success of the project.
• Considering a 15 days commencement period we are in a position to promptly to deploy the personnel.
The likely places of posting and approx. nos. of staff are as indicated below:
Task 1-Team Mobilization & Setting of PMO office
S.No. Place of Posting Approx Nos. of Staff
1 Bhubaneshwar 69
2 Vishakapatnam 15
3 Angul 15
4 Boudh 11
5 Bolangir 08
S.No. Place of Posting Approx Nos. of Staff
6 Jajpur-Keonjhar Road 11
7 Sambalpur 12
8 Koraput 20
9 Jagdalpur 05
10 Rayagada 05

15. Technical Advisory
• Design review team of GC will closely coordinate with
Detail Design Consultants / Lead Proof Checking
Consultant, EPC Contractor/ Non-EPC contractors, etc.
• Checking DBR cluster layouts, construction method
statement, Construction drawings, specifications
including associated works and construction drawing
submitted by the Contractor.
• Design Review Follow-up with lead Detail
Designers/Proof Check consultants.
• Issuance of NOC for Preliminary, Detail Designs and As-
built Drawings.
Financial Advisory
• Overall Billing Management
• Variation and claim Management
• Cash Flow Projections and Management
Contractor/DDC Consultants Submits
Documents
Design Review Team of GC
Review/Approved document
recorded under PMIS
CAO Railway Information and
client approval
Contractor/Consultants
Issuance approval/comments
Design Review Flowchart
Task 2- Design Review of DPR & Coordination, Technical & Financial Advisory

16. 1. Preparation of various schedules.
2. Integrated schedules.
3. Define timelines and Key Dates.
4. Review of detailed schedules
submitted by contractors.
5. Analysis of critical path.
6. Report and mitigation on breach
of critical path.
7. Work programme review and update.
8. Create early warning system and
mitigation options.
9. Resource analysis.
10.Cash flow analysis.
11.Project control.
12.Document control.
Project Schedule
Management
Cost Control Including Budgeting &
Accounting
Approval
Management
1. Baseline program cost, budget and
cash flow.
2. Monitor the baselines with respect
to actual.
3. Cost reporting.
4. Assessment of financial position
and project long-term financial
statement.
5. Assistance to Client to forecast
fund requirements.
6. Cost control procedures for the
payment to contractor.
7. Development and maintenance of
claim register.
1. Planning & procedures.
2. Assistance in approvals &
clearance from statutory and
relevant authorities such as
environmental, safety, EIG, etc.
3. Scheduling of approval requirements.
4. Clarification and support.
5. Contract management and
administration.
6. Dispute negotiation and claims
management.
7. Contract closures and termination
strategy.
8. Contractual correspondences.
Task 3- Programme Monitoring, Contract Management & Performance Management

17. 1. Prompt reporting system on project
development and project
performance.
2. Assessment of project cost, budget
information and reporting.
3. Key Performance Indicators.
4. Evaluation Matrix for various
stakeholder parties like
Independent/Authority
Engineer/Project Management
Consultancy (PMC)/Project
Supervision Services Agency (PSSA).
Performance
Management of various Consultants
Communication
Management
Contract
Management
1. Establishment of procedure for
communication between client,
contractor, supplier and other
stakeholders.
2. Reporting of communications to
relevant stakeholders.
3. Contractual communications.
4. Functional communications.
5. Project schedule status.
1. Baseline program cost, budget and
cash flow.
2. Monitor the baselines with respect
to actual.
3. Cost reporting.
4. Assessment of financial position
and project long-term financial
statement.
5. Cost control procedures for the
payment to contractor.
6. Development and maintenance of
claim register.
7. Development and maintenance of
variation register.
Task 3- Programme Monitoring, Contract Management & Performance Management

18. Task 3- Programme Monitoring, Contract Management & Performance Management -
PMIS
Existing Portal/Tools: - e-DAS – E Drawings approval system | IRPSM – IR Project Sanction and Management | IRWCMS – IR Work Contract Management System

19. 1. Strategy
2. Risk
Identification
3. Risk
Assessment
4. Risk
Mitigation
5. Monitoring
6. Assurance
7. Feedback
and Reporting
• All construction work involves risk, and the consequences
of unforeseen circumstances frequently result in
additional cost and time.
• Risks may be technical, contractual, administrative,
governmental (e.g., tax revisions), or others such as force
majeure. The risk assessment needs to be
correspondingly comprehensive and vigilant.
• A systematic approach is essential to maximize project
understanding, enabling informed decisions to be made
and objectives to be met.
• The approach is team-oriented drawing on the
professional experience of GC’s team to enable threats to
the project to be identified, eliminated, mitigated,
transferred or retained.
• GC will develop the risk management plan at the outset
and implement continuous review and regular updates.
Task 3- Programme Monitoring, Contract Management & Performance Management

20. Task 4- Procurement and Bid Process Management
“Procurement Strategy” will be planned and finalized by GC in consultation
with the client authorities.
Following sub-tasks:
• Identifying Contract packages and finalizing scope, technical
specifications, and contract Conditions.
• Designing and developing the various Contract & Bidding forms to be used.
• Finalizing Pre-Qualification or Post-Qualification procedures and the
Invitation to Bid documents.
• Interfacing requirements, various manuals and Key dates schedule.
• Prepare BOQ, cost estimates and payment schedule.
• Conducting pre-bid meetings, reviewing, and finalizing qualification
criteria.
• Evaluating bids received for responsiveness.
• Assisting the tender committee in identifying the most Responsive and
Responsible Contractor.
• Getting the Contract executed and ensuring compliance with receipt of
submissions of all Guarantees, insurance and regulatory papers as may be
required.

21. Task 5- Support During DLP
• During DLP Period:
• Assist the Authority in arbitration proceedings, the appeal of arbitration or litigation relating to the works (if any).
• Identification of defect, rectification plan and getting it rectified.
• Review of Contractor’s payment and contract closure.
• Reporting to client and other stakeholders.

22. Key Performance
Indicators
Monitoring Work of the Professionals to be deployed
by GC

23. Key Performance Indicators
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5
• Evaluation can be done yearly or half-yearly based on requirement.
• Personnel, Line Manager and HoD are involved in entire evaluation process.
• Transparent and effective tool for the development of personal growth.
• Feedback sessions are very effective for the improvement areas, if any.
• Generate a sense of belonging in the personnel.
• Training modules, short-term courses and performance review sessions are conducted.
December January-February March April May
SELF EVALUATION EVALUATION VALIDATION FEEDBACK REVIEW

24. Key Performance Indicators

25. Key Performance Indicators

26. • The Key aspect to the successful delivery of the project will be effective monitoring of Key Professionals. GC’s approach
towards this will include:
• Initial Mobilisation plan will be submitted at the award stage.
• Rolling mobilisation plan will be discussed with client & stakeholders during the execution stage on quarterly basis.
• Preference to Local Available Talent : For Deployment of other Key & Non-Key Experts quickly, we are effectively
evaluating and identifying existing staff (who are being de-mobilised from our existing project in Mumbai) in case of
award. We would prefer to engage residents of existing staff from locally from Odisha and other neighbouring states.
This will generate jobs in the state as well as reduce demobilisation of candidates.
• Performance Indicators and Retention policy : We have a performance management system & policy in place to
monitor performance of our experts.
• During Project execution stage, GC will implement steps like Retention bonus policy so that existing staff can be
retained for successful implementation of Eastern Coast Railway project and also re-approval & deployment
procedure can be avoided in best possible way. This has been implemented in our existing projects and the attrition of
staff has been reduced drastically.
Key Performance Indicators

27. Monitoring Mechanism
Project Monitoring Tools
Claims Management

28. Project Monitoring Tools

29. Project Monitoring Tools

30. Project Monitoring Tools

31. Project Monitoring Tools

32. Claims Management
1. Proactive Monitoring of Contract issues.
2. Deploying a dedicated Contract Supervisory Committee and
peer Group.
3. Innovative Quasi-legal Approach.
4. Establishing a “Contract Partnering” Program.
5. “Claims Management Decision Support and Expert
System”.
INNOVATIVE
MANAGEMENT
PRACTICE
INNOVATIVE
QUASI LEGAL
PRACTICE
Contract
Supervisory
Committee
AI Based
Decision
Support System
for Claims
Proactive
Contract
Monitoring
INNOVATIVE
MANAGEMENT
PRACTICE
Contract
Partnering
INNOVATIVE
TECHNOLOGY
PRACTICE
Giventhe inherently complex natureof Construction andRailwayConstruction project, “claims” arean inevitablefactof most construction projects.

33. Claims Management

34. Claims Management

35. Claims Management

36. Claims Management

37. Work Programme &
Flowchart of Activities

38. Flowchart of Activity/Work Programme
Time is the essence of the contract. Internal target dates/Project Milestones and other days/duration as specified in the EPC/BOQ Agreement/s, will be
strictly adhered to by the GC, using appropriate scheduling software i.e. Primavera/MS Project.

39. THANK YOU