www.pwc.

com

Delhi Integrated
Multi-Modal
Transit System
(DIMTS)

Proposal for
establishing Project
Control mechanisms /
processes and a
Framework for Program
Management Unit
October 2011
19th October, 2011

To,

The Managing Director.

Delhi Integrated Multi Modal Transit System Ltd.
1st Floor, ISBT, Kashmere Gate
Delhi - 110006.

Subject: Proposal for establishing Project Control mechanisms / processes and a

Framework for Program Management Unit

Dear Sir,

PricewaterhouseCoopers Private Limited (PwC) is pleased to submit our initial proposal in response to
your query on our website and follow-on discussions in your office to establish various Project Control
Mechanisms, Capacity Building and the development of a Framework for a Program Management Office (PMO)
within your organisation.

PwC appreciates the opportunity provided by the Planning, Scheduling and Monitoring (PMS) Section
to propose and showcase its capabilities to DIMTS. PwC has proven history of successfully supporting and
developing various PMO in a number of client organisations. Our global reach, proven methodologies, and
Program Management best practices will allow us to efficiently, effectively, and economically build upon the
foundation already established by the PMS Section and provide the program management support services
needed to develop world-class processes, build the capacity by training and eventually develop a PMO. We
welcome the opportunity to partner with PMS section and support its team in fulfilling its mission.

PwC understands capacity building and project management related training requirements of various team
members of DIMTS and has therefore subcontracted Centre for Excellence in Project Management Pvt
Ltd (CEPMPL) for this proposal. CEPMPL is at the forefront of the project management movement in India
and provides top-rated project management related training and prepares persons for different project
management certification schemes through in-company training workshops, public workshops and internet
based e-learning. The organisation has conducted over 300 in-company training programs and over 250 public
workshops. It has trained over 30,000 professionals in India.

We look forward to the opportunity to work with DIMTS and accomplish its goals. If you have any questions
about our technical proposal, please contact Sandeep Sharma, Associate Director, at +9717 002240, or myself.

Regards,

Manish R Sharma
Executive Director

PricewaterhouseCoopers Pvt. Ltd.

17th Floor, Building No. 10, Tower C, DLF Cyber City, Gurgaon- 122002, India
Proposal for establishing Project Control mechanisms / processes and a Framework for Program Management
Unit for DIMTS

Contents
Background ................................................................................................................................................................... 4
Profile of PwC ............................................................................................................................................................... 5
PwC Global ..............................................................................................................................................................5
PwC India ................................................................................................................................................................5
Government Reforms and Infrastructure Development Practice ........................................................................5
PwC Value proposition ...........................................................................................................................................7

Approach and Methodology ......................................................................................................................................... 9

Our Understanding of DIMTS’ Requirements: .................................................................................................... 9
Scope of Services .................................................................................................................................................... 9
Our Flexible Approach & Scalable Model............................................................................................................10
Project Life Cycle ..................................................................................................................................................10
Getting started: PMO Set Up ............................................................................................................................... 12
Capacity Building & Training ............................................................................................................................... 16
Change Management ............................................................................................................................................ 17
Software Applications for Project Management .................................................................................................18

Work Plan .................................................................................................................................................................... 19

Team Composition ..................................................................................................................................................... 20
Resources & Team ............................................................................................................................................... 20

PwC Credentials .......................................................................................................................................................... 22

List of Credentials ................................................................................................................................................ 22
Details of Projects ................................................................................................................................................ 23

Clarifications to the Scope of Work ........................................................................................................................... 40

Professional Fees ......................................................................................................................................................... 41
Validity .................................................................................................................................................................. 41

Appendix - Curriculum Vitae of Experts ................................................................................................................... 42

PwC
Proposal for establishing Project Control mechanisms / processes and a Framework for Program Management
Unit for DIMTS

Background
Delhi Integrated Multi Modal Transit System Ltd. (DIMTS), a Joint Venture Company between the Government
of National Capital Territory of Delhi (GNCTD) and Infrastructure Development Finance Company (IDFC) has
been set up as an urban transport and infrastructure services company aiming to develop and deliver world
class urban infrastructure to the citizens of Delhi, primarily in the area of urban transport.. Though the
company was primarily set up to develop and deliver urban transport in Delhi, the company is currently
executing a range of projects for other clients within and outside Delhi. The demand for services offered by
DIMTS is evident with a number of recent project wins. In order to deliver its services, the organisation has
recruited a number of professionals and is expected to grow further. This fast paced growth has put
considerable pressure on DIMTS ability to professionally plan, manage and monitor its ongoing and new
projects.
DIMTS provide a range of services in Urban Transport and Infrastructure sector, particularly related to project
conceptualization, execution and management. Currently DIMTS provides services to its clients under five
verticals classified below:
• Transport Planning
• Technology – IT based solutions (e.g smart card solutions etc)
• Transaction Advisory
• Transportation Engineering
• Operations

The services mentioned above are provided by a number of core departments and support teams within DIMTS,
namely:
• Engineering Department
• Transport Planning Department
• ICT Department
• Railways Department
• Bus Concessions
• Operations
• Finance/HR
• Corporate Strategy Department
• Business Partnership team; and
• Planning, Scheduling and Monitoring team.

The Planning, Scheduling and Monitoring (PMS) Section of DIMTS tasked to plan, monitor and report
these projects to the Senior Management now therefore intends to develop various project control mechanisms
and build capacity of various project teams to successfully plan, schedule and monitor ongoing projects and
eventually set up a Program Management Office (PMO). In this regard PricewaterhouseCoopers Private Limited
(PwC) has been asked to submit a proposal for providing advisory services and assisting DIMTS in the setting
up of the above. Further to the above, PwC is hereby submitting its proposal wherein we believe that our
experience and proven track record of providing quality services to our clients will enable DIMTS in achieving
the above objective.

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Profile of PwC
PwC Global
PwC is one of the world’s largest providers of assurance, tax, and business consulting services. We believe that
the best outcomes are achieved through close collaboration with our clients and the many stakeholder
communities we serve. So every day, 161,000 PwC people in 154 countries work hard to build strong
relationships with others and understand the issues and aspirations that drive them.

At PwC, we measure success by our ability to create the value that our clients, our people and the wider
investing public are looking for.

PwC India
PwC has been operational in India for over 130 years and has a deep
understanding of the country’s business environment. At present our
consultants operate out of nine cities in the country as part of a
strong team of over 6,000 professionals involved in providing services
to private sector, public sector and various levels of government. We
have full-fledged offices in Ahmedabad, Bangalore, Bhubaneswar,
Chennai, Hyderabad, Kolkata, Mumbai, New Delhi and Pune.

Government Reforms and Infrastructure Development Practice

The Government Reforms and Infrastructure Development (GRID) Practice of PwC in India has
been closely working with clients in public sector (at all levels of Government), private sector and key funding
agencies. Some of our main clients include:
• PSUs like NHAI, AAI, RVNL, RITES, NABARD, OIL, IOCL, CERC, PNGRB etc;
• State governments (and their agencies / departments) of Punjab, Rajasthan, Haryana, Himachal Pradesh,
Uttar Pradesh, Karnataka, Orissa, Assam, Madhya Pradesh, Andhra Pradesh, Maharashtra etc.
• Funding agencies like World Bank, ADB, DFID; and
• Private sector clients like GMR, L&T, Adani, Reliance, Essar etc.
We have more than 250 qualified professionals providing services to these clients in areas that include project
management, business planning, financial modelling, marketing, information technology, public private
partnerships, policy analysis, economic analysis, valuations, divestitures, financial strategy, institutional
development, capacity building, organizational restructuring, financial restructuring and mergers &
acquisitions. Also, our dedicated sectoral teams provide services across infrastructure sectors as diverse as
roads, tourism, railways, SEZ and Industrial Parks, ports, airport, logistics, Real estate, water supply, sewerage,
health, education, solid waste management, storm water drainage, urban transport, home affairs, housing,
social welfare and international development.
Figure 1: GRID sectors, Clients and range of Advisory Services

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Figure 2: GRID Focus sector

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PwC Value proposition

We believe that we would be able to add substantial value to this project and be an outstanding partner to PMS
Section in this critical undertaking because PwC:
• Developed and maintains global PM methodologies, tools, and templates aligned with the Project
Management Body of Knowledge (PMBOK®). PwC was also a PMI Registered Education Provider.
• Developed and maintains a Global Best Practices® Database-- a repository of industry best practices,
lessons learned, and performance metrics based on working with leading commercial and public sector
clients around the world.
• Is the only Big Four firm that is a founding member of the Project Management Institute
(PMI) Global Corporate Council, where we provide strategic advice to the world’s leading PM standards
organisation.
• Was selected to participate in PMI’s organizational program management maturity model (OPM3™
Product Suite) pilot recognizing our robust PM capability.
• Provides continuous training programs to enhance the knowledge of its professionals.
• Has a strong firm credentials in the areas of project management, financial advisory, accounting &
financial management systems, business planning, institutional strengthening & capacity
building, transaction advisory for PPP projects, resource development, etc in India.
• Has experience in working with various State Governments, Central Government and PSEs.
• Has deep understanding of the Infrastructure domain including roads, airports, railways and
other forms of public transport.
• Will provide training to DIMTS professionals by Industry Leader “Centre for Excellence in
Project Management” run by Mr Adesh Jain, the first non-European to become the President and
Chairman of International Project Management Association.
• Human Capital Services' multi-disciplinary approach advises on all aspects of people management. Our
firm has subject matter experts in a range of topics including: leadership development, performance
management, cultural transformation, executive assessment and organisational change management.

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Figure 3: PwC Expertise

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Approach and Methodology

PwC brings the necessary skills to establish project control mechanisms and develop a PMO, coordinate and
help monitor a portfolio of projects at varying stages of completion. Our approach to program management
processes and tools begins with having credentialed project management professionals, documented structured
repeatable processes, and supporting project portfolio management (PPM) tools.
Applying our established PMO Framework tools will enable PMS Section team to quickly and effectively roll out
repeatable processes and supporting portfolio tools. PwC’s integrated approach to program management is
predicated on applying its view of full lifecycle management to DIMTS portfolio of human capital initiatives, to
ensure confidence the right human capital initiatives are selected, and a uniformed approach to all decisions
support an optimized portfolio of business investments.
The Program Management Office is expected to provide the necessary development of and guidance for a
holistic approach for the establishment, implementation and support of best project management practices.

Our Understanding of DIMTS’ Requirements:

As mentioned elsewhere in our proposal, DIMTS currently provides services in the following key verticals:
• Transport Planning
• Technology – IT based solutions (e.g smart card solutions etc)
• Transaction Advisory
• Transportation Engineering
• Operations
The expansion of services in the growing Infrastructure sector provides DIMTS with an unprecedented
opportunity to expand and maximize the benefit of being a consulting and development organisation. This mix
of services provides DIMTS with an opportunity to realign its existing systems and processes in order to meet
with the challenges of entering areas which have not yet been explored and providing quality products and
services therein.
We understand that the above centres on the need for a holistic approach for the establishment and the rollout
of new best project management practices in DIMTS. The PMS section has now identified the need to develop
robust, industry standard processes and project control mechanisms to support these expansion plans and
eventually set up a Program Management Office with associated raining to key staff of various departments.

Scope of Services
Our scope of work to provide requisite services will cover the following:
• Study and improvement of various existing systems, program and project progress reporting and
communication systems within DIMTS.
• Design the industry best and customized mechanisms for project governance.
• Process and Program identification for optimum utilization of man power while coordination among the
projects.
• Design effective control and management measures.
• Develop the best project scheduling methods for various project teams using industry standard tools.

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• Building capacity of various departments in DIMTS by provision of identified training in Project

Management, Planning and Estimation techniques.
• Development of tools for Performance monitoring, management, and reporting and assist the PMS
Section to develop its PMO capabilities.

Our Flexible Approach & Scalable Model

• A flexible approach designed to meet your changing needs: Our approach allows the flexibility
to quickly act in collaboration with client’s team upon any changes in direction that may arise. From the
beginning of the engagement, our team will build upon what we see and how your team works, rather
than relying on a rigid, out-of-the-box methodology. We will also design and implement the
governance framework and process discipline to effectively manage various DIMTS projects and
sub contractors.
• Our approach includes periodic reviews and performance assessments by the PMO that will help us look
ahead to address priorities, current project economics, and other key variables. We have built our
processes upon sound principles and experience.
• A scalable model that sets a template for success: DIMTS is an expanding, large, complex
undertaking that requires significant system, process, and organizational capabilities to execute
successfully. We will develop and implement these capabilities through our approach to program
management. The foundation once established which includes policies, procedures, standards, and key
control frameworks, will provide you with the scalability required for subsequent phases as well as future
projects with minimal redesign.
• We will work together with you to create a template for operational success for your organisation that can
be replicated on future projects. This scalability is bolstered by PwC's global capabilities, which includes
teams with construction management expertise in the areas and domains where you are planning to
expand.

Project Life Cycle

In order to effectively develop process for a variety of projects undertaken by DIMTS, it is important to
understand various stages in a project life cycle. A project life cycle is a collection of generally sequential and
sometimes overlapping project phases whose name and number are determined by the management and
control needs of the organisation involved in the project, the nature of the project itself and its area of
application.
We will strive to develop and document a robust and flexible methodology for these varieties of projects. We
appreciate that the project life cycle will be determined or shaped by the unique aspects of various verticals,
industry or technology employed. While every project has a definite start and a definite end, the specific
deliverables and activities that take place in between will vary widely with the project even within given verticals
of DIMTS. The life cycle approach provides the basic framework for managing the project, regardless of the
specific work involved. We will prepare the methodology based on the following parameters:
• Identifying requirements;
• Addressing the various needs, concerns and expectations of the stakeholders as the project is planned
and carried out;
• Balancing the competing project constraints including, but not limited to:
o Scope;
o Quality;
o Schedule;

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o Budget;
o Resources; and
o Risk.
Once a methodology is established, a successful and effective project management will be accomplished through
the appropriate application and integration of the logically grouped project management processes. We will
broadly classify the processes into the following five groups:
• Initiating;
• Planning;
• Executing;
• Monitoring and controlling; and
• Closing.

Project Phases

Project phases are divisions within a project where control is needed to effectively manage the completion of a
major deliverable. In construction related projects, these project phases are typically completed sequentially but
can overlap in some project situations, in particular during design and planning phases. The high level nature of
project phases makes them an integral element of the project life cycle.
The phase structure will allow the DIMTS project managers to segment their projects into logical subsets for
ease of management, planning and control. The number of phases, and the degree of control applied will
depend on the size, complexity and potential impact of the individual project. Regardless of the number of
phases comprising a project, all phases will have similar characteristics:
• When phases are sequential, the close of a phase ends with some form of transfer or handoff of the
work product produced as the phase deliverable. This phase end represents a natural point to reassess
the effort underway and to change or terminate the project if necessary. These points are referred to as
phases exits, milestones, phase gates, decision gates, stage gates or kill points.
• The work has a distinct focus that differs from any other phase. This often involves different
organisations and different skill sets e.g sub consultants hired by DIMTS.
The primary deliverable or objective of the phase requires an extra degree of control to be successfully achieved.
PwC appreciates the knowledge that all projects in DIMTS vary in size and complexity.
Within the context of the generic life cycle structure mentioned above, PwC will identify varying needs of
DIMTS staff dealing in various project areas. Based on the needs identified above, we will provide appropriate
training e.g. staff working on the planning phase of a project will be assisted and trained on project plan
preparation. Similarly, staff working on execution of projects will be assisted and trained on the use of
Dashboards and efficient project control and governance methodologies.

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Getting started: PMO Set Up

A collaborative, team approach is critical from the very outset of the project. Recognizing the PSM section
team's efforts and accomplishments to get to this point, our immediate objective will be to move up the learning
curve as rapidly as possible and align our team with the key stakeholders in
DIMTS. Our first action will be to hold a kickoff meeting with the PSM section. From the beginning, PwC's
We know the PSM section team has successfully controlled and managed DIMTS approach will assure that all
existing project portfolio and brings extensive experience in all aspects of existing stakeholders share a common
projects. We will leverage this experience and knowledge and the work done to understanding of expectations.
date by taking the right steps from the very start to seamlessly integrate our team And our management plan for
with the PSM section team. project communications, data,
and deliverables will clearly
At the kickoff meeting, we will introduce our approach to immediately establish outline the roles, responsibilities,
and confirm the key requirements and deliverables at each stage of our and avenues of accountability
assignment. From the beginning, PwC's approach will assure that all among and between all members
stakeholders share a common understanding of expectations. And our of the development team.
management plan for project communications, data, and deliverables will clearly
outline the roles, responsibilities, and avenues of accountability among and between all members of the
development team.
The Project Management process begins with initiation of a project, followed by planning, execution,
monitoring and controlling and closing processes. Strong program management is critical to ensuring that
project objectives are first defined and then met within budget and schedule. Our team will leverage PwC’s
program management methodology, which consists of processes, procedures, and systems that drive
organizational performance. PwC uses this methodology to streamline the project planning process and
accelerate overall project delivery, while providing the team with the flexibility to adjust as circumstances
warrant.
The combined team of PwC and PMS Section will develop processes and support execution of the program,
manage risk, monitor quality, escalate and assist in resolving issues, and report overall progress. This function
serves as an early warning system for project issues — identifying problems before they derail program
objectives. Our program management team works with the mindset of "no surprises."
In order to increase the probability of success of DIMTS projects and programs, we propose embedding the
following components into overall program management guidance and oversight requirements:

• A control environment that balances a risk-based approach with the maximization of efficiency.
• Establishment of a robust core PMO that will develop and implement project management processes and
procedures, support detailed project planning, identify key metrics and performance measures, report
risks, and provide a real-time automated executive dashboard. The core of the PMO provides the
leadership, experience, and driving force behind the execution of the projects within the overall program.
• Creating the program execution plan (PEP), that will be organized to address functional performance
areas (e.g., engineering, construction, quality assurance, project controls, procurement and supply chain,
EHS, regulatory, financial management). The PEP serves as a "playbook" for performance of the work,
defining organizational roles and responsibilities, depicting process flows, identifying interfaces both
internally among owner functions and externally with the contractors, referencing controlling policies
and procedures, and generally providing overall guidance to those with primary responsibility for
delivering the program.
• A dynamic communication strategy that addresses each stakeholder — including oversight
representatives, senior management, regulatory and environmental groups, and local constituents.
• A disciplined performance management approach that can demonstrate project success and identify any
lessons learned for application in future projects.

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The proposed PMO will interact with all project stakeholders and support department leaders and project
managers by providing assistance, guidance and subject matter expertise related to project management
processes and functions to increase the likelihood of project success and the achievement of business benefits.
The PMO roles and functions described in this methodology are aimed at providing support for single projects,
multiple projects and enterprise wide projects.

Value realisation after setting up a Program Management Office

Our intention is to develop a PMO within DIMTS to continuously plan, develop, monitor and manage its
ongoing projects and provide training to selected key team members from various departments. This will
improve the project management skills of these key staff necessary to manage various projects by
comprehending the concept of Project Life Cycle and Life Cycle costing. Our training and PMO roll out will also
ensure that effective project control, monitoring and governance processes are in place and the key staff are
trained in estimating time, cost and other resources to successfully deliver a project in time. Research carried
out by various organisations has indicated that the leading causes of a project success include:
• Formal governance and change approval guidelines;
• Business owners accountable for project results;
• Training in project management;
• Formal priorities for requests and changes;
• Regular communication with users;
• Clear tracking of people, skills and time; and
• Automated project management tools.

And similarly the leading causes of a project failure include:

• Inadequate planning and incomplete requirements;
• Poor management of expectations, roles and responsibilities;
• Ineffective resource management;
• Incomplete deliverables between groups;
• No authority to overcome impediments; and
• Poor project estimations.

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Together with the PMO, project success can be further ensured by integrating the benefits realisation process as
part of the project from its inception as illustrated below:

Business Drivers Types of Benefits Change Drivers

Strategy and Business Imperatives

Ownership and Responsibilities

Business Case:
• Cost/Benefits
• Key Performance Indicators
• Performance Measures

Project Investment Objectives and Project Scope

Business
Organisational
Process
Changes
Changes
Project Management

Project Outputs:
Business Outcomes
• On Time
and
• To Cost
Benefits Management
• To Specification
Technology Facilities
Changes Changes
Benefits Realised:
• Cost/Benefits
• Key Performance Indicators
• Performance Measures

Figure 4: PMO Benefit Realisation

PwC embraces program management through a thoughtful, robust and comprehensive program management
methodology. Through the use of our life-cycle and integrated approach to program management, PwC remains
aligned with leading practice PM methods, standards, and guidelines and is aligned with the PMI Project
Management Body of Knowledge. The methodology displayed in Figure 6 will facilitates optimal decision
making by DIMTS officials by reviewing and prioritizing all projects in the enterprise. We make use of
continuous and consistent project evaluation and prioritization. Through portfolio management, projects will
be assessed in terms of their benefits, costs, and risks. PwC will embed the competency of project and program
management in various DIMTS processes and systems through thoughtful, consistent and tailored
methodologies. In addition, project reviews will facilitate the standardization of methods, tools and resources.
Tools are an integral part of project management. Through the use of tools, our project managers are able to
develop a comprehensive repository of project information that spans the entire life cycle of the project. PwC
leverages tools that are 100% web-enabled, work-flow driven and provide automated executive dashboards with
portfolio views and customized reporting. PwC maintains relationships and formal alliances with leading
project portfolio management tool vendors frequently found in the top right hand corner of the Gartner Magic
Quadrant.
PwC methods and tools greatly enhance ongoing project management capabilities and increase the likelihood of
successful projects - delivered on time and on budget while achieving stated business outcomes. PwC provides
training to ensure the capabilities of the tool are fully understood. As one of the leaders in providing program
management services, PwC understands the importance of leveraging best practices. PwC maintains an
extensive database of Global Best Practices which contains benchmarking data and best practices on a
multitude of industry business processes.
The following figure illustrates our standard Project Management Office approach commencing from the start
up stage to the closure of the process. We will prepare customised processes for each of the components
mentioned in the figure overleaf to ensure successful implementation and monitoring of all DIMTS projects:

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STAGES

I Start-up II Execution III Benefits Realisation IV Close

PHASES
Project Sponsorship

Project Priorities Consolidated Project Progress,

and Guidance Issues and Budget Reporting

Benefits Delivery and

Issues Reporting
Project Planning Cost/Benefits Communications Project Control Quality and
Management Standards

C. G. I. L. P.
Planning and Project Communications Risk Quality
Scheduling Finances Management Management Management

D. H. J. M. Q.
Resource Business Case Stakeholder Issue Knowledge T.
Management Monitoring and Management Management and Office
Benefits Management Benefits
Realisation
Realisation
Monitoring and
A. R. S. V.
K. Reporting
E. N. Close
Start-up Close Benefits
Dependency Project Scope Realisation
Management Monitoring and Management Project Initiation
Reporting and Change U.
Control Benefits
Realisation
F. O. Project Office
Assumption Supplier Management
Management Management
B.
Project
Management
Maturity
Assessment

Performance
Measures
Products, Services, Training Individual Project Progress,
and Documentation Issues and Budget Reporting

Delivery Project Teams

Handover
Business Operations
Start-up Design Build/Buy Test Integrate Accept Deploy Close

Formal Approval Points Interfaces

Figure 5: PwC PMO Processes

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Capacity Building & Training

PwC understands capacity building and project management related training requirements of various team
members of DIMTS and has therefore subcontracted Centre for Excellence in Project Management (P)
Limited (CEPMPL) for this proposal. CEPMPL is at the forefront of the project management movement in
India and provides top-rated project management related training and prepares persons for different project
management certification schemes through in-company training workshops, public workshops and internet
based e-learning. The organisation has conducted over 300 in-company training programs and over 250 public
workshops. It has trained over 30,000 professionals in India.

Goal Capacity Building

Our goal will be to provide technical and administrative assistance in developing, managing and rolling out new
processes and systems and assisting in building the capacity and skills of the DIMTS staff to manage the system
after our project completion. We have envisaged a six month program to provide scope of services mentioned
earlier, where proper training will be provided by the Industry Leaders and the staff will be taken through roll
out plans with effective business systems. This will help in building capacity over a period of time.
PwC will provide the following:
• Experienced employees for providing scope of services, the team proposed has successfully implemented
many projects for a number of government agencies.
• PwC will design successful, non-invasive PMO processes, those will be ideal for program management of
all existing departments in DIMTS like Consulting, Engineering, IT, Contract development and contracts
etc.
• The Capacity building demands proven, highly visual templates suitable for all possible business domains
and possible Projects from prospective clients. PwC will design such visually appealing, easy to
understand and implement templates.
• PwC will provide high level of process automation to reduce reporting inconsistencies, reduce time to
collate information and reduce errors. The procedure formation will be scalable processes, those will be
equally good for big and small projects or programs. This will help DIMTS aggressively bid for projects of
varying magnitude with limited hand on experience.
• Framing of Documented processes which will act as benchmarks for all such projects (e.g. change
management, risk and issue management, governance, quality assurance, management reporting).
• Our focus will be to provide you with a pragmatic processes which is easy to understand, organise and
utilise, which will easily be understood and adopted by DIMTS professionals. Easy to use tools and
templates, capable of being adopted and maintained by PMO staff with the minimum of knowledge
transfer effort.
• Core teams of PMO professionals, with subject matter experts will design and develop each process, in
close collaboration with related initiatives, processes and systems – for example the electronic documents
records management systems, customer access and stakeholder engagement strategies, etc.
In addition to the above we will specifically use our experience and expertise to add capacity to each department
and to bring the best available standard practices to achieve the best. Our approach focuses on how to optimise
the new PMO Framework into the existing business systems, and assumes that much of the functionality of the
selected PMO tool solution is fit for purpose as the business systems best practice ways of working. As such this
presents a ‘package based’ and ‘out of the box’ approach for PMO processes which may need to be configured to
suit the common PMO framework for DIMTS.

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Change Management
Change Management is an essential role of this assignment as it will ensure that the new systems, new
processes, new behaviours and ultimately new ways of working are accepted and learned by DIMTS staff. As
DIMTS will move into PMO implementation, there will be a further requirement to understand the collective
impact of the project on initiatives across the business domains and in the wider enterprise. This activity helps
gain the commitment and active co-operation from staff and ensure that the expected benefits are delivered. A
robust Change Management approach is integral in nature and typically has four major components.
• Knowledge and Skills Transfer
• Communication plan
• Managing Resistance to Change

Knowledge and Skills Transfer

PwC will use its experience for creating a strong knowledge base through the existing tools and methodologies
as per the best industry practices. PwC will try to shift the best of knowledge generated for DIMTS to its staff
members. DIMTS staff will be the owner of such knowledge tools. The transfer of such knowledge and skill will
be completed through focused skill transfer activities.
Specific training programs will be developed as per the requirements of the knowledge base created, that
provide specific instruction to DMITS staff members via indigenously developed training modules along with
CEPM. It is essential to assume this training approach to empower the DIMTS staff across various Business
streams, to deliver and own the training as the project progresses. PwC will create specific targets and
evaluation criteria to assess the Knowledge and Skill transfer. We will upfront define the level of Knowledge and
Skills Transfer (KST) as part of the Assess and Develop phases of our approach.
It is important to identify the roles of each specific employee across various Projects and also to evaluate the
performance of identified individuals undergoing Knowledge and Skill transfer. The responsibility will be with
the managers of these individuals to incorporate these targets with assistance from PwC. PwC will develop a
culture of two-way coaching and feedback within the program to ensure that PwC maximise learning and
development of all team members.

Communication plan

Communication management is critical part of managing change in DIMTS as it represents how effectively a
change in system can be communicated and accepted by the employee or stakeholder. It is important to
consider and receive feedback and messages from the other party’s frame of reference or point of view. The
communication plan will be designed in a way, such that right messages are being selected for right
combination of people.
The first step is to identify the different groups of stakeholders that we need to influence to send our required
messages, and then to decide upon the best possible communication route. It is important to predict their
behaviour on their possible reaction and queries and also analysing how they will be affected by our messages.
It is important to check that the audience receives the intended message and there is maximum transfer of
Knowledge and Skill. The final result should be such which the audience believes in successful implementation
after the PMO service is over.
PwC will remain focus during the complete time span as communication does not stop when the message is
issued. The success of training is in making sure that the intended message is well received and the receiver is
happy to implement in future projects. PwC will actively pursue the feedback mechanism on how successfully
the meaning of the message has been communicated and understood.

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Managing Resistance to Change

One of the critical responsibilities of our work will be to manage the employee’s approach to adopt the new ways
of working. This is because resistance to change in employees is a normal part of any process and dealing with
this will be a critical success factor for this project. Our team specialises in handling such critical areas as it is
essential for the project team to develop a friendly and sustainable approach to deal with resistance and
mobilise stakeholders along the change curve.
It can be achieved by developing an outline for new ways to working, and then presenting the same to various
stakeholders. Meeting and interviewing all the employees in an informal manner will be great help in making
them understand the benefits of such proposed procedures and changes in the benefit of organisation.
Presentation and focus group discussions along with Performance Management System and feedback
mechanism will be effective measures to deal such resistance to change.

Software Applications for Project Management

PwC will make use of software’s like Microsoft Project (MSP, MSOP) or Primavera as these will help the
respective Project Managers in developing plans, allocation of resources to specific tasks, Project status tracking
in an effective manner, managing budgets and analyzing workloads.

Microsoft Project

Our team with their experience of working on Microsoft Project will help the DIMTS employees in effective
Project Management. Microsoft Project is a project management software program which has been designed to
assist project managers in successful implementation of their project plans. It helps the project to be completed
within time schedule. This application helps the manager by creating critical path schedules, and critical chain.
It helps in schedules being resource levelled, and chains which could be seen through Gantt chart.

Primavera

Primavera is one another successful software for Project Management. Primavera offered by Oracle provides
solutions which are focused on the critical Project Management. Primavera has been successfully implemented
in project management industries like engineering and construction, public sector industry like oil gas etc.,
aeronautical industry and defence, utilities, manufacturing and high tech industries.

PwC will train employees of DIMTS in successful implementation and management of these Project Portfolio
Management products, which will streamline all the different types of projects with resources, supply chain
management for EPC and Construction projects, business intelligence for consulting assignments and
infrastructure software.

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Work Plan
The work schedule has been developed in consonance with our broad understanding of the assignment and our Approach and methodology explained in the
proposal. We have envisaged the time-lines as per our estimates of the phasing required for different activities for the assignment. The following illustration
represents the indicative timelines for the different activities:

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Team Composition
Resources & Team
In order to deliver this assignment, we have created a team structure that allows us to bring the best of our local
and international Project Management experience along with experts in project management training. PwC will
provide professionals with proven credentials, a sound understanding of best practice management tools,
knowledge of DIMTS environment, technical competence, and strong interpersonal skills required to support
the project. Additionally, all proposed personnel are fully equipped to efficiently perform all of the tasks
outlined in our proposal, and they are available to begin work on the date of award. Detailed resumes have been
provided in Attachment A of our proposal response. The table below highlights each key personnel member’s
areas of expertise.

Project Manager

Sandeep Sharma

Quality Assurance Process Development

Team Team
Manish R Sharma
Ranen Banerjee

B Rajesh

Project Management Training Experts Capacity Building SME Govt Reforms SME
SME Ms Ruchira Jain Nidish Nair Tarun Kumar
Sotiris Pagdadis Mr Adesh Jain Gupta

Name Designation Education Area of Expertise

Capacity Building, Public Private

Manish R Sharma Executive Director B E, MBA Partnerships, Institutional
Strengthening
Program Management and
Ranen Banerjee Executive Director B Tech, MBA
Institutional Strengthening
B Sc, B Tech, ME,
Project Management and
Adesh Jain Advisor Certified Project
Training
Manager and Trainer
Program Management and
Sandeep Sharma Associate Director B E Civil, M Planning Subject Matter Expert –
Transportation

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B Com, MBA, Masters in

Subject Matter Expert –
Public Administration in
B Rajesh Associate Director Corporate Strategy and Plans
International
(PSUs)
Development
Project Control and Governance
Ruchira Jain Advisor B Sc
Training Expert
Subject Matter Expert –
Tarun Kumar Gupta Senior Manager B Com, CA, CS
Government Reforms
Development Planning
Nidish Nair Manager B Arch, M Planning
Specialist
Infrastructure Project
Saurabh Shekatkar Manager B E (Civil), MBA Management and Procurement
Specialist

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PwC Credentials
List of Credentials

S. No Name of Project
1 TA 4775 IND: Program Management Support for the Jawaharlal Nehru National Urban Renewal
Mission (JNNURM) Phase – 1
2 Project Management Assistance for developer undertaking six Laning of Gurgaon–Kothputhli–
Jaipur section of NH-8 under NHDP Phase-V (National Highways Authority of India
3 Implementing Service Quality Management Systems in Pro-Poor Public Services at the State Level
for the State of Karnataka
4 Horizontal Transfer of Successful e-Governance Initiatives – Program Design, Management and
Monitoring
5 Providing support through Project Management Office to a local government for a business case for
obtaining 3 bn GBP government financing in UK
6 Program Management of Institutional Development Component under YAP II
7 Program Management Support for Transport System in UK
8 North Eastern Region Capital Cities Development Investment Program (NERCCDIP) TA No–
35290-01: Program Management for Institutional Development Consultancy (IDC) for Shillong,
Meghalaya
9 Consultancy Service for various functions related to Project Management in the power sector in
Haryana
10 Consultancy Service for various functions related to Project Management and Planning in Haryana
11 Performance improvement for MP Utilities involving project managementsupport in identification
of areas for PPP, procurement and financial restructuring
12 World Bank - Rural Access and development due to electrification involving project appraisal and
program management support for primary surveys

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Details of Projects
1

Project Name TA 4775 IND: Program Management Support for the Jawaharlal Nehru National
Urban Renewal Mission (JNNURM) Phase – 1

Name of Client Ministry of Urban Development/ ADB/

Country India Project location within Country 65 cities in India

Participation Y As lead firm

As associate firm

Value of Services 2,000,000 (US$)

Source of Financing Ministry of Urban Development/ ADB

Consultancy Services

(i) No. of staff 5

(ii) No. of person months 390

Length of Consultancy Assignment

Start Date 5/1/2006 (dd/mm/yyyy)

Completion Date 28/02/2011 (dd/mm/yyyy)

Name of Associate Firms (if any)

None

No. of Person-Months of Professional Staff Provided by Associated Firm(s)

None

Name of Senior Staff (Project Director/Coordinator, Team Leader) Involved and Functions Performed

Tarun Kumar Gupta – Project Manager, Nidhish Nair – Team Member

Detailed Narrative Description of the Project

The Jawaharlal Nehru National Urban Renewal Mission (JNNURM), launched in December 2005 is a step with
an objective to bring in efficient, equitable, responsive, and accountable development of select cities in the
country. Currently 63 cities are covered under this Mission.

The mission comprises two sub-missions:

1. Sub-mission (I) for urban infrastructure and governance focussing on the infrastructure projects – water
supply and sanitation, roads, urban transport, redevelopment of old city areas, industrial and commercial
relocation etc.

2. Sub-mission (II) for basic services to the urban poor – integrated development of slums by providing shelter

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and other related civic services and amenities with a view to providing utilities to urban poor

Detailed Description of the Actual Services Provided by your Firm

PwC has been appointed by ADB as the project management consultants and are responsible for
managing the technical cell of the JNNURM mission directorate in MoUD. As the technical cell of the JNNURM
mission directorate PwC is also involved in supporting municipal reforms in 65 cities. PwC and has three broad
set of tasks which includes that at a strategic level, in an advisory role and regular support to Mission
Directorate. The major components of work include:

City Development Planning – Assistance in developing revised CDP guidelines

Project Implementation – Project monitoring and assistance during implementation

Reforms Implementation – Reform monitoring and assistance during implementation

Organization Development, Governance Reforms and Change Management – Assistance in capacity building
and undertaking training needs assessment

Enhancing Financial Sustainability – Assistance in municipal finance and credit rating of ULBs

Public-Private-Partnership – Developing PPP Guidelines and assistance to select cities for their projects

Program Monitoring & Evaluation System (PMES) – Developing and maintaining web based MIS for the
Mission

Legal and Regulatory Reforms – Assistance in examining 74th CAA and developing policy papers

Support to the Mission Directorate – Assistance to Mission Directorate in regular activities by the Mission
Directorate

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Assignment Name: Implementing Service Quality Country & Location: India, Karnataka
Management Systems in Pro-Poor Public Services
at the State Level for the State of Karnataka

Name of Client: Dept. of Administrative Reforms and Start Date (Month/ Completion Date
Public Grievances (DARPG), Govt of India Year): November (Month/Year) Ongoing
2008

Client Address: Sardar Patel No. of staff: 8 No. of staff months/ Duration
Bhavan, 5th Floor, Sansad of assignment: ongoing
Marg, New Delhi – 110 001
Name of Associated No of Months of Professional
ces (in Current US$): 195,000
Consultants, If Any: None Staff Provided by Associated
Consultants: -
Name of Senior Staff (Project Director/Coordinator/ Team Leader) Involved and Functions
Performed:

Sasikumar Sundararajan – Project Manager

Narrative Description of Project:

In order to drive individual departments and their delivery systems towards service delivery excellence, DARPG
sought to pilot the implementation of an appropriate quality management system in consonance with the
“Sevottam” model already developed by the department. The following are the key objectives of the study
• Development of a framework for Sectoral or domain standards for the women and child development
services being delivered by the Service delivery department
• Documentation and development of an implementation module and framework, including a manual,
for Quality Management Systems.
• Development of capacity in the state level Administration Training Institute (ATI) to facilitate such
interventions

Description of Actual Services Provided by Your Staff:

• The implementation of the pilot is being done in two districts – Raichur and Chamrajnagar, in the state
of Karnataka. The pilot involves development of methodology for implementing quality management
system for all the services provided in the anganwadi centres in the pilot districts / blocks.
• In the assignment, we are developing the framework for sectoral / domain standards for the women
and child development services currently being delivered by the state government across the vertical
chain from state level to an individual anganwadi level. Appropriate monitoring and evaluation
mechanisms are to be put in place, including social audits, participatory assessments, and outcome
based indicators. The Bureau of Indian Standards (BIS) has developed generic standards for quality
service delivery for public services (IS 15700:2005). . It provides organisations with a basis for
developing internal systems and processes that would assure a certain level of quality in service
delivery. The work and output of the assignment will take the DWCD towards achieving a quality
certification under this standard.
• PwC’s proprietary Performance Improvement Through Benefits Management (PITBMTM)
Methodology will be used to provide a framework for implementing the operational, technological,
organisational process improvement. The capacity of the state Administrative Training Institute (ATI)
will be appropriately strengthened to ensure effectiveness of knowledge transfer during the project
implementation. Our evaluation of the SEVOTTAM model would emerge with a manual for Quality
Management Systems with suggestions for appropriate changes.

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Project name: Country:

Horizontal Transfer of Successful e-Governance India
Initiatives – Program Design, Management and
Monitoring
Location within country: Professional Staff Provided by Firm:
New Delhi No. of Staff: 5
Name of Client: No. of Staff Months: 130
Department of Information Technology, Govt. of India
Start date (M/Y) Completion Date(M/Y) Approximate Value of services (in USD): $
22/04/2003 270,000
Name of associated firm(s), if any: N/A No. of months of professional staff
provided by associated firm(s): N/A
Name of Senior Staff (Project Director/Co-coordinator, Team Leader) involved and functions
performed:
Neel Ratan
Narrative description of project:
We were retained by the Department of Information Technology, Government of India to assist it in the roll-out
of successful e-governance initiatives across the country. As the program managers for the replication program
in about 17 states (provinces). We are the Program Managers for DIT in this initiative.
Description of actual services provided by firm’s staff:
• Program Design
• Design of replication and evaluation framework
• Creation of Program governance model and structure to facilitate the successful management of the
program and project offices, providing a clear definition of responsibilities and authorities
• Defining project documentation templates and standard documentation guidelines
• Identification and selection of program management tool
• Providing guidance and assistance to the department, state and others in pre-program planning
and other execution activities
• Providing guidance to allocate and re-allocate scarce project resources
• Coordinate relationships among project team components
• Facilitate project interdependencies and constraints
• Developing a structure for project scope change control
• Providing a framework for quality control
• Planning support and definition
• Maintaining a log of sub-project plans and generation of summary plans showing status and progress
• Provide operational support to the department in a day to day monitoring and management
of the program
• Set up and administration of a project scope change control process
• Set up and administration of process for communicating interdependencies between sub project plans
across the project and highlighting deviations
• Document project risks and track progress of planned mitigation measures
• Set up and administration of an issue and escalation management process
• Set up and administration of a process for reporting progress on key project metrics
• Prepare and circulate Periodic Program Status Reports
• Set up and maintaining a master document index; Custodian of master copies of key project documents
• Distributing (electronically or manually) documents as required for information to the project teams
• Facilitating documents for review / Sign-off
• Setting up and maintaining standard document, spreadsheet and project plan templates

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Project Name Providing support through Project Management Office to a local

government for a business case for obtaining 3 bn GBP government
financing in UK

Name of Client Greater Manchester Passenger Transport Executive

Country UK Project location within Country London

Participation Y As lead firm

As associate firm

Value of Services 1,000,000 (US$)

Source of Financing UK Department of Transport

Consultancy Services

(i) No. of staff 4

(ii) No. of person months 40

Length of Consultancy Assignment

Start Date 1/5/2008 (dd/mm/yyyy)

Completion Date 1/5/2010 (dd/mm/yyyy)

Name of Associate Firms (if any)

None

No. of Person-Months of Professional Staff Provided by Associated Firm(s)

None

Name of Senior Staff (Project Director/Coordinator, Team Leader) Involved and Functions Performed

John Dawson

Detailed Narrative Description of the Project

Greater Manchester Passenger Transport Executive (GMPTE) bid to the Department for Transport (DfT) for a
£3b package of Transport Innovation Funding (TIF) to make significant improvements to the public transport
and road infrastructure across the greater Manchester city region. This represented the biggest and most far-
reaching local transport investment program ever contemplated within the UK outside of London.

Detailed Description of the Actual Services Provided by your Firm

PwC was involved in providing project management support to the client for obtaining the financing from the
UK department of transport for the the program.

Assistance was provided by PwC in developing a Conditional Approval level business case, for the above

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program

PwC designed the proposed congestion charging and traffic systems schemes.

PwC provided support in developing the procurement and contracting strategy to deliver the scheme design and
implementing the same

Assistance was also provided by PwC for market sounding and benchmarking to inform proposals for the above
scheme design.

PwC undertook broad stakeholder engagement, including managing a public consultation process

The overall work program and governance was managed by PwC, including defining outputs and timelines and
monitoring the same, through a Project Management Office.

The benefits to the client included a strong delivery presence to enable the client to mobilise the program
quickly and to bring large engagement expertise to bear in bringing work together into a cohesive program.

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Project Name Program Management of Institutional Development Component

under YAP II

Name of Client National River Conservation Directorate, MoEF, GoI/

Country India Project location within Country Across India, ULBs in

Haryana, Delhi and Uttar
Pradesh

Participation Y As lead firm

As associate firm

Value of Services 667,000 (US$)

Source of Financing JBIC

Consultancy Services

(i) No. of staff 8

(ii) No. of person months 80

Length of Consultancy Assignment

Start Date 1/1/2005 (dd/mm/yyyy)

Completion Date 1/11/2009 (dd/mm/yyyy)

Name of Associate Firms (if any)

None

No. of Person-Months of Professional Staff Provided by Associated Firm(s)

Not Applicable

Name of Senior Staff (Project Director/Coordinator, Team Leader) Involved and Functions Performed

Mr. Rubinder Singh

Detailed Narrative Description of the Project

Yamuna Action Plan Phase II, seeks to build on initiatives and investments made under YAP Phase I. YAP II
seeks to address gaps in institutional capacity of ULBs along the Yamuna, in order to build their organisational
and financial capacity to better manage environmental infrastructure assets being created. YAP II also
specifically support creation of infrastructure networks for water supply and sanitation, that would link with
capital investments made under Phase I.

Detailed Description of the Actual Services Provided by your Firm

PwC is part of the Project Management Unit constituted to manage the YAP Phase II. PwC is entirely
responsible for all institutional development aspects. The primary tasks are:

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To frame detailed guidelines for the Reforms Incentive Fund to incentivise and support reforms initiatives by
the project ULBs (this fund was conceived by PwC during an earlier assignment)

To support ULBs in the course of developing reforms action plans, appraising such plans and supporting the
ULBs through course of implementing such plans.

Implementing a revised accounting system in the NRCD on a computerised system

Reforms to be undertaken by ULBs, and program managed by PwC, covers the entire gamut of areas
comprising – participatory planning, accounting and financial management reforms, revenue mobilisation
through tax and user charges, computerisation, service delivery improvements, and citizen focused initiatives.

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Project Name Program Management Support for Transport System in UK

Name of Client Major UK Transport System Owner and Operator

Country UK Project location within Country Various, All

Participation Y As lead firm

As associate firm

Value of Services 500,000 (US$)

Source of Financing Majort UK Transport System and Operator

Consultancy Services

(i) No. of staff 4

(ii) No. of person months 120

Length of Consultancy Assignment

Start Date 5/1/2006 (dd/mm/yyyy)

Completion Date 7/1/2010 (dd/mm/yyyy)

Name of Senior Staff (Project Director/Coordinator, Team Leader) Involved and Functions Performed

PwC Contact for the project - Matthew Young

Detailed Narrative Description of the Project

The Purpose of the project was to -

Provide assistance in assessing affordability and preparing the project for periodic review. Provide program
management support with a consistent approach to procurement, risk and contractual terms. Provide
contingency planning support and post – appointment monitoring in financial issues

Detailed Description of the Actual Services Provided by your Firm

PwC assisted the Client in assessing the information flow and reviewing the analytical framework for the
project. Further, PwC provided Program Management support to the Client through the review of procurement
process, reviewing the supply market, conducting financial analysis of opportunities and supporting
procurement activity changes. To this end, PwC set up a specialised Program Management Office (PMO).

Further, the PwC role also involved providing contingency planning and also post-appointment monitoring of
the administrations in respect of financing mechanisms such as cash flow, funding and supply chain.

Also, PwC also provided strategic advice to the client in respect of an exit from the administration and future
structure of Public Private Partnerships

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Project Name Program Management for Institutional Development Consultancy

(IDC) for Shillong, Meghalaya: North Eastern Region Capital Cities
Development Investment Program (NERCCDIP) TA No–35290-01:

Name of Client Government of Meghalaya/ Asian Development Bank

Country India Project location within Country Meghalaya, Shillong

Participation Y As lead firm

As associate firm

Value of Services 1,289,600 (US$)

Source of Financing Government of Meghalaya

Consultancy Services

(i) No. of staff 8

(ii) No. of person months 112

Length of Consultancy Assignment

Start Date 4/1/2010 (dd/mm/yyyy)

Completion Date 3/1/2012 (dd/mm/yyyy)

Name of Senior Staff (Project Director/Coordinator, Team Leader) Involved and Functions Performed

Project Manager – B Rajesh

Team Member – Tarun Kumar Gupta

Detailed Narrative Description of the Project

The broad objectives of the project are:

i. achieving agreed ULB reforms for furthering the decentralized urban governance,

ii. implementing utility reforms for sustainable and accountable WSS service delivery, including

a. reforms required to improve the performance of the utilities and

b. reforms required to introduce fair and accountable regulation;

iii. implementing municipal finance reforms as agreed by the Shillong Municipal Board (SMB) and Government
of Meghalaya in their MoA with MOUD;

iv. evaluating the role and potential of PSP in urban infrastructure and service provision and corrective
measures to make those currently in place (solid waste management centre) fully operational; and

v. Providing training to SMB in aspects pertaining to e-governance

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Detailed Description of the Actual Services Provided by your Firm

PwC has been appointed for program management support for Institutional Development Consultancy (IDC) to
Govt of Meghalaya to implement reform activities, institutional development and capacity development
activities. PwC is assisting Shillong Municipal Board in the overall program management for various
components. These components include implementation of decentralisation / municipalisation process, utility
reforms, financial and accounting reforms, supporting PPP in urban infrastructure. This involves providing
support for monitoring of the program and reforms as mandated under JNNURM and NERCCDIP, supporting
migration to new and robust systems and processes and undertaking benchmarking studies to improve
efficiency, which would involve defining outcomes and impacts for municipal services. The details of the
components are provided below:

1. Assisting the Municipalization Process

Assess feasibility of and prepare time-bound detailed action plans to complete devolution of functions to
Shillong Municipal Board (SMB), conducting debates involving all stakeholders, on the need for an urban
governance setup for the Greater Shillong area, preparing the necessary legislative and regulatory instruments
to support in the final transition, finalizing the transfer of associated assets from GoMe agencies to SMB and
conducting their valuation, draft and fix cadre strength and responsibilities of various levels of officers, prepare
a program for recruitment/transfer (from line departments) of officers and staff with appropriate skills and
qualifications and review/prepare terms of reference.

2. Migration to a Double Entry Accrual Based Accounting System

Review of existing Municipal Financial Management Computer Software in SMB, incorporating

improvements/new functions and training of SMB staff on the use of this software, re-engineering of Municipal
Management processes to align with accrual based accounting system, preparation of Municipal Accounting
Manual in line with NMAM, Legislative amendments for migrating to double-entry accounting system, Training
of accounting staff, output financial statements (income-expenditure accounts and balance sheet) as per the
new system as on a cut off date

3. Property Tax Reform

Update property tax survey and digital property maps, Update GIS database of property, assessment of
guidance value, development of software for administration and management of new taxation system using GIS
database, Conducting Taxpayer education program, setting up committee for periodic revision of guidance
value

4. Sustainable and Accountable Water and Sewerage Service Delivery

Establishing the Service Regulator and assist the Government of Meghalaya in separating service delivery from
regulation, create a transparent targeted subsidy framework, water Utility Reforms, assist in Tariff and
Rationalization of Charges

5. Private Sector Participation (PSP)

Evaluate the potential for application of PSP to water and solid waste management. Carry out a survey of
potential bidders to sound out their interest in envisaged PPP schemes, assess all the legal, regulatory,
institutional, financial, organizational, staffing dimensions of the proposed PSP subprojects, develop an overall
PPP contracting strategy both immediate and long term including exit and renewal strategy after the initial
contract, assist in designing PPP packages and preparing bid documents, assess the impact of PPPs on staffing
and develop strategy for staff and providing training

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Project Name Consultancy Service for various functions related to Project

Management in the power sector in Haryana

Name of Client Uttar Haryana Bijli Vitran Nigam

Country India Project location within Country Panchkula Haryana

Participation Y As lead firm

As associate firm

Value of Services 100,000 (US$)

Source of Financing Government of Haryana

Consultancy Services

(i) No. of staff 1

(ii) No. of person months 24

Length of Consultancy Assignment

Start Date 1/7/2009 (dd/mm/yyyy)

Completion Date 1/8/2011 (dd/mm/yyyy)

Detailed Narrative Description of the Project

The assignment invovled providing Consultancy Assistance (On Retainer Basis) to Uttar Haryana Bijli Vitran
Nigam Limited (UHBVNL) for the development of projects thereunder

Further, PwC was also required to provide advisory support on Project Management activities for the entire
program

Detailed Description of the Actual Services Provided by your Firm

PwC was providing consultancy services to the client for various functions pertaining to project management
related to project management under the power sector.

PwC provided project management support in undertaking the planning and prioritisation of investments for
various options available to the client in consultation with various stakeholders. PwC was involved in reviewing
the organisational structure and suggesting changes, if required, for more efficient functioning of the
organisation. Support was provided by PwC for monitoring processes and procedures for various functions
pertaining to project management for the client. This also included providing inputs on the optimum structure
to be adopted for carrying out the monitoring and review exercises for efficient functioning of the various
functions pertaining to Project Management

PwC also provided assistance in the Bid Process Management for various procurement processes required by
the client. This included providing inputs on the modes of procurement to be adopted, preparation of
documents required for the bid process and assisting the client in carrying out the Bid Process.

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Project Name Consultancy Service for various functions related to Project

Management and Planning in Haryana

Name of Client Dakshin Haryana Bijli Vitran Nigam

Country India Project location within Country Hisar Haryana

Participation Y As lead firm

As associate firm

Value of Services 100,000 (US$)

Source of Financing Government of Haryana

Consultancy Services

(i) No. of staff 1

(ii) No. of person months 9

Length of Consultancy Assignment

Start Date 1/3/2008 (dd/mm/yyyy)

Completion Date 31/11/2008 (dd/mm/yyyy)

Detailed Narrative Description of the Project

The assignment invovled providing Consultancy Assistance (On Retainer Basis) to Dakshin Haryana Bijli Vitran
Nigam Limited (UHBVNL) for the development of projects thereunder

Further, PwC was also required to provide advisory support on Project Management activities for the entire
program

Detailed Description of the Actual Services Provided by your Firm

PwC was providing consultancy services to the client for various functions pertaining to project management
related to project management under the power sector.

PwC provided project management support in undertaking the planning and prioritisation of investments for
various options available to the client in consultation with various stakeholders

PwC was involved in reviewing the organisational structure and suggesting changes, if required, for more
efficient functioning of the organisation. Support was provided by PwC for monitoring processes and
procedures for various functions pertaining to project management for the client. This also included providing
inputs on the optimum structure to be adopted for carrying out the monitoring and review exercises for efficient
functioning of the various functions pertaining to Project Management

PwC also provided assistance in the Bid Process Management for various procurement processes required by
the client. This included providing inputs on the modes of procurement to be adopted, preparation of
documents required for the bid process and assisting the client in carrying out the Bid Process.

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10

Project Name Performance improvement for MP Utilities involving project

management support in identification of areas for PPP, procurement
and financial restructuring

Name of Client Government of Madhya Pradesh (Energy Department) and DFID

Country India Project location within Country Bhopal

Participation Y As lead firm

As associate firm

Value of Services 3,000,000 (US$)

Source of Financing DFID

Consultancy Services

(i) No. of staff 7

(ii) No. of person months 160

Length of Consultancy Assignment

Start Date 1/4/2009 (dd/mm/yyyy)

Completion Date 1/4/2011 (dd/mm/yyyy)

Name of Associate Firms (if any)

M G Ramachandran & Associates

No. of Person-Months of Professional Staff Provided by Associated Firm(s)

Name of Senior Staff (Project Director/Coordinator, Team Leader) Involved and Functions Performed

Sambitosh Mohapatra, Chandan Mishra

Detailed Narrative Description of the Project

The scope of the project is to support Government of Madhya Pradesh in the following core activities.

Loss reduction plan and DSM

PPP in distribution and transmission

Human Resource

Procurement and contracting

Financial restructuring Plan

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Detailed Description of the Actual Services Provided by your Firm

1. Loss reduction plan and DSM:

To identify key issues and focus areas and analysis of technical and commercial database for identification,
classification and segmenting business units

Conducting Discom specific workshops and finalisation of segmented Discom wise loss reduction plan.
Consolidation of business unit level loss reduction plans and linking to Discom’s capital investment and
financing plan and Implementation of road map for proposed loss reduction strategy. Bid Process management
of proposed loss reduction activities and Progress monitoring

2. PPP in distribution and transmission:

Short listing of areas for PPP and review of technical data like distribution network, metering across feeders,
DTs, boundary metering, consumer metering, etc. and commercial data - details of energy input units, billed
units and losses, collection, arrears, consumer details including address, connected load, etc.

To prepare individual PPP scheme based on technical and commercial data, volume of energy input, AT&C loss
levels, consumer profile, etc.

Preparation and finalisation of bid documents and evaluation of EoIs and proposals for selection of franchisees

Setting up Franchisee Performance Monitoring Cell and development of performance monitoring system

3. Human resource:

Support for terminal benefits issues – Review existing payment process of terminal benefits, assess current
status of terminal liability, generate funding options for meeting unfunded liability and assist in
operationalising the trust function.

Support for new pension schemes issues - Study the new pension scheme (NPS), High level analysis of the
initiatives taken by other Govt offices on NPS, and Facilitate implementation of NPS among utilities. Support
for Organization structure, training institute, recruitment, HR policy manual - Assist in approval of
Organisation structure from Board, Prepare training policy, training calendar, training plan, training budget
etc, Advise on specific elements of HR policy and provide recruitment support. Support for Organization
structure, HR process improvement, HR policy manual - Assist in implementation of approved field level Org
structure from Board, Improve HR processes to enhance efficiency and Prepare & Document HR policy manual
for new recruits.

4. Procurement and contracting:

Interaction with the utility officials for understanding the existing procurement policy and procedures for
procurement of goods, services and works. Comprehensive procurement manual for works and services and
training of the employees pertaining to the new procurement manual. Assistance in development of Vendor
development cell and support in e- tendering process

5. Financial Restructuring Plan:

Review the existing individual business plans prepared by the Successor Companies and update this till 2016-
17. Prepare the Financial Restructuring Plan (FRP) till FY2017.

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11

Project Name World Bank - Rural Access and development due to electrification
involving project appraisal and program management support for
primary surveys

Name of Client World Bank

Country India Project location within Country Gujarat Rajsthan and AP

Participation Y As lead firm

As associate firm

Value of Services 45,000 (US$)

Source of Financing World Bank

Consultancy Services

(i) No. of staff 4

(ii) No. of person months 18

Length of Consultancy Assignment

Start Date 1/10/2010 (dd/mm/yyyy)

Completion Date 31/12/2011 (dd/mm/yyyy)

Name of Associate Firms (if any)

None

No. of Person-Months of Professional Staff Provided by Associated Firm(s)

None

Name of Senior Staff (Project Director/Coordinator, Team Leader) Involved and Functions Performed

Sambitosh Mohapatra, Mohammed Saif

Detailed Narrative Description of the Project

The scope of the project covered the following broad areas:

Study of various approaches adopted for segregation of rural and agriculture load

Conducting comparative analysis across select sample utilities on the benefits of feeder segregation and rural
HVDS on techno commercial feasibility and provision of continuous supply to rural consumers;

Primary survey of select rural residents/villages (distinguishing between residential and commercial users)
across the sample states to understand impact of continuous supply on rural economy and livelihood; and

Developing a summary of good practices and lessons learned, that were part of a Guidance Note for a National
Action plan for rural load segregation and rural HVDS, depending on the broad characteristics of different

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states

Detailed Description of the Actual Services Provided by your Firm

The assignment covered three sample states (Andhra Pradesh, Rajasthan and Gujarat) involving study of
different methodologies to segregate rural and agriculture loads covering

Analysis of approaches adopted by states in segregating loads – rural lighting, agriculture, industrial, etc.

Analysis of techno-commercial appraisal conducted by the utility during the planning stage, including other
options evaluated.

Classification of various methodologies undertaken by the utilities for load segregation

Analysing the impact of segregation on utility’s performance: A comparative analysis of the pre and post
segregation scenario shall be undertaken by the consultants to understand and quantify the impact of load
segregation.

Program management of Primary survey on impact of feeder segregation: PwC was primarily responsible for
program managing the conduct of a field survey of rural consumers (covering one distribution company in each
State and all categories of rural consumers – rural domestic, commercial, agricultural and industrial). This
included the following:

Selection of villages and consumer samples to be covered under the survey;

Assist in program managing the primary consumer survey which involved developing scope of work,
appointment of survey agency, finalizing survey instruments and interpreting final survey analysis and results.

Develop a Guidance Note for a National level action plan for rural load segregation

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Clarifications to the Scope of

Work
The scope for the proposed engagement shall be limited to the Scope of Work detailed under the head “Scope of
Work” in this Proposal.
• We have not envisaged undertaking any form of primary research / survey (excluding stakeholder
consultation specifically mentioned in this proposal). Further, our secondary research shall be carried
out using PwC internal databases, published information, industry reports and any information / data
provided by you.
• Our scope of services will cease upon submission of final report. We will be glad to provide further
assistance under separate terms & conditions mutually agreed with you.
• Any work of technical / engineering nature is not envisaged as part of our scope of work.
• Development of software applications and activities relating to the same are not envisaged as part of
our scope of work.
• Tax advisory, strategy, and assistance would be outside the present scope. We would be glad to render
our services for the same under a separate assignment, when needed, at mutually agreed terms.
• Representation and presentations to any investors, lenders, general public, DIMTS clients and other
such stakeholders is excluded from our scope of work. Such services could be provided under mutually
agreed terms & conditions as and when the requirements arise.
• The training being provided as a part of this assignment will not include any certification.
• Physical verification of site or interpretation of any technical document would be outside our scope.

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Professional Fees
We will commence work on the Engagement immediately on receipt if a Letter of Intent/Work Order from you
and a signed copy of the Letter of Engagement.
Our fee shall be Rs. 24.28 Lakhs (Rupees Twenty Four Lakhs and Twenty Eight Thousands only).
Above fee is exclusive of Service Tax and any other such taxes or levies that might be applicable from time to
time. Out of pocket expenses (OPE) would be payable to us on actual basis and restricted to Rs. 1 lakh (Rupees
One Lakh only) initially and would be revised through mutual discussion in case there is an increase. PwC
would endeavor to restrict OPE as minimum as possible.
The engagement terms & other considerations that will govern the relationship between PwC and DIMTS on
this engagement are detailed in the Annexure.

Validity
This proposal by PwC is valid for three months from the date of this proposal for acceptance unless otherwise
extended in writing.

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Appendix - Curriculum Vitae of

Experts
1 Name of Staff Manish R Sharma

2 Date of Birth: 4th November 1969 Nationality: Indian

Masters in Business Administration, 1995
3 Education
Faculty of Management Studies, Udaipur

Bachelor of Engineering (Mechanical), 1992

MBM Engineering College, Jodhpur.

4 Membership of Professional JV / Nil

consortiums:

5 Other Training Nil

6 Countries of Work Experience: India, Indonesia, South Africa, UAE, Kuwait

7 Languages Speaking Reading Writing

English Excellent Excellent Excellent

Hindi Excellent Excellent Excellent

Employment Record
8
From July 2011: Till date

Employer: PricewaterhouseCoopers Private Limited

Position held: Executive Director

From September 2006: July 2011

Employer: KPMG Advisory Services Private Limited

Position held: Director

From March 200: To August 2006

Employer: CRISIL Infrastructure Advisory

Position held: Head (PPP)

From June 2001: To March 2003

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Employer: Maha-Mumbai Special Economic Zone

Position held: Assistant Vice President (Finance)

From August 1998: To May 2001

Employer: Gujarat Pipavav LNG Company Limited

Position held: Assistant Vice President (Finance)

From October 1997: To July 1998

Employer: Gujarat Pipavav Port Limited

Position held: Manager (Finance)

From July 1995: To September 1997

Employer: Ispat Metallics India Limited

Position held: Senior Officer (Projects)

From December 1992: To July 1993

Employer: J.K. Tyres Limited

Positions held: Graduate Engineer Trainee

Name of assignment or project: SADC PPP Capacity Building Program in Tanzania for Institutional and
Legal Review from a PPP Perspective - funded by CIDA

Year: January 2004 – April 2004

Location: India and South Africa

Client: South African Development Corporation, Johannesberg

Project cost: N.A.

Main project features: As part of PPP capacity building program for Southern Africa Development
Community (SADC) region, CIDA has funded this study alongwith a PPP training workshop where the findings
and recommendations of the study were discussed with the Tanzania stakeholders. Mr. Sharma was a part of
the multi-disciplinary team to deliver a high quality study focused at assessing the preparedness of Tanzania for
delivering PPPs across infrastructure sectors.

The study entailed a review of legislations and policies, institutional and regulatory framework in Tanzania with
respect to investment facilitation, labour, taxation, environment, gender, dispute resolution, public
procurement, fiscal responsibility, financial sector, and social and physical infrastructure. The study also
assessed the current capacities of Tanzania’s financial and private sector to deliver PPPs effectively.

Positions held: Team Member

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Activities Performed: As part of the team, Mr. Sharma was involved in:

• Review of policy and regulatory framework governing PPPs;

• Review of key legal and legislative instruments (to what extent do they provide a conducive environment for
PPPs or serve as a barrier?)
• A comprehensive comparative analysis of PPP methodology with traditional public procurement
mechanisms;
• Creation of an appropriate legal, regulatory framework for PPP Projects
• Preparation of an institutional framework for implementing PPP Projects
Name of assignment or project: PPP - Institutional and Legal Review from a PPP Perspective, Capacity
Building Program in Malawi - funded by CIDA

Year: April 2006 – August 2006

Location: India, Malawi and South Africa

Client: South African Development Corporation, Johannesberg

Project cost: N.A.

Main project features: As part of PPP capacity building program for Southern Africa Development
Community (SADC) region, CIDA has funded this study alongwith a PPP training workshop where the findings
and recommendations of the study were discussed with the Malawi stakeholders. Mr. Sharma was a part of the
multi-disciplinary team to deliver a high quality study focused at assessing the preparedness of Malwai for
delivering PPPs across infrastructure sectors. The key objective was to analyse and assess the institutional
capacity and enabling environment in Malawi to support PPPs. Apart from sensitizing stakeholders on the key
imperatives for PPP, the study identified existing issues to be addressed so that a conducive environment for
PPP can be created..

Positions held: Team Member

Activities Performed: The content of the review covered the following:

• Official policy framework regarding PPPs;

• An assessment of institutional capacities to implement PPP projects (including financial institutions);
• An overview of key legal and legislative instruments (to what extent do they provide a conducive
environment for PPPs or serve as a barrier);
• Key changes/developments in the past few years;
• Institutional review relevant to PPPs (central coordinating institutions, line function responsibilities);
• The impact and quality of regulatory framework on PPPs;
• Relevance of findings to key projects already implemented/ under consideration;
• Lessons learnt (implications for public policy and future projects);
• Perceptions of institutional/legal environment by various stakeholders;
• Substantive analysis of the possible impact of HIV/Aids on the PPP approach (e.g. national trends, change
in demand patterns, type of infrastructure required);
• A detailed and comprehensive comparative analysis of PPP methodology with traditional public
procurement mechanisms;
• Contractual arrangements including provision for settlement of disputes
Name of assignment or project: Advisory services for Corporatisation of Air navigation Services

Year: January 2008 - July 2008

Location: Delhi
Client: Mr. M.C. Kishore, Executive Director (CA & CS), Airports Authority of India, Rajiv Gandhi Bhawan

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Safdarjung, New Delhi -110 003

Project Cost: Not Applicable
Main project features: The ANS is currently a part of the Airports Authority of India (AAI). AAI plans to
corporatize ANS as either a government body or as a subsidiary of AAI. It is felt that as an independent
corporate, ANS would help it rapidly upgrade its manpower, technology, infrastructure, efficiency and cost-
effectiveness. In this context, AAI invited consultant to assist AAI in developing the Corporatisation Plan for
ANS.
Positions held: Team Member
Activities Performed: Mr. Sharma was involved in the following activities:

• Diagnostic review encompassing understanding the purpose of undertaking the corporatization initiative,
analyzing ANSO’s position within the overall AAI structure and identifying the critical issues and challenges
involved in the transition specific to the Indian aviation industry.
• Assessment of corporatization options to cover evaluation of various options available for corporatization,
assessing the benefits (strategic, commercial, financial, qualitative etc) and challenges arising out of the
selected option and to analyze the impact on AAI.
• Organisational design covering the new structure of the proposed organisation which addresses the chain of
command, reporting relationships, governing structure and price and service controls to be imposed on it
• Strategic Roadmap consisting of a work plan to create the corporate entity with specific milestones, as well
as a communication strategy to communicate the proposed plan to the stakeholders involved

Name of assignment or project: Advisory services for Restructuring of Airports Authority of

India

Year: July 2008 - September 2008

Location: Delhi
Client: Mr. M.C. Kishore, Executive Director (CA & CS), Airports Authority of India, Rajiv Gandhi Bhawan
Safdarjung, New Delhi -110 003
Main project features: The Airports Authority of India (AAI) is contemplating restructuring its organization
to address the emerging business requirements. In this context, AAI invited consultant to assist AAI in
developing the restructuring plan.
Positions held: Team Member
Activities Performed: Mr. Sharma was involved in the following activities:

• Identify key parameters for airport planning, development, operation and maintenance and analyze
prevailing global trends.
• Based on the above create a scenario analysis for, Indian airports and aviation landscape for 2010 and
2020.
• Identify opportunity areas and major challenges for AAI in terms of the future scenario.
• Analyze the vision, strategy, growth targets, revenue model, organization structure, business processes and
people processes at AAI in the context of above.
• Identify critical gaps therein and provide recommendations for addressing the gaps
• Identify key pockets of excellence within AAI and provide macro-level recommendations for strengthening
the same (including options like converting them into profit centers within AAI or hiving them off as
subsidiaries/ independent corporate entities)
• Analyze the outsourcing and PPP models adopted by AAI and its effectiveness.
• Identify new areas where outsourcing/ PPP can be explored in order to improve AAI's efficiency and service'
delivery.
• Leverage learning's from relevant global examples for the same.
• Prioritize the improvement areas identified as above and suggest a macro-level action plan for
implementing the same

Name of assignment or project: Advisory assistance for preparation of Blueprint for

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Infrastructure in Gujarat

Year: January 2004 to July 2006

Location: Ahmedabad
Client: Chief Executive Officer, Gujarat Infrastructure Development Board, 8th Floor, Udyog Bhavan,
Gandhinagar, Gujarat. Ph: 079, 2323075, email: [email protected]
Fee Value: Rs. 44 Lakhs
Project Cost: Developed a shelf of projects for PPP implementation amounting to Rs. 2.3 lakhs crores
Main project features: The Government of Gujarat had undertaken a comprehensive exercise to prepare
Vision 2010. It was now proposing to review the progress made under the vision and prepare a comprehensive
blueprint for infrastructure for year 2020. The vision and blueprint included sectors like roads, airports,
railways, water supply, urban transport, other urban infrastructure, industrial parks etc. The study entailed
interactions with government ministers and officials as well as stakeholders across various sectors.
Positions held: Road and Rail Sector Specialist
Activities Performed: Mr. Sharma was a member of a cross – sectoral team involved in visioning and
infrastructure planning exercise and his scope of work involved:

• Assistance in preparation of macro level planning of infrastructure in the state

• Identifying a shelf of infrastructure projects in the road and railways sector.
• Recommendations on the institutional, policy and legal environment to address constraints for PPPs in
infrastructure in the state.
• Amendments to the Gujarat Infrastructure Development Act and recommendation of rail and road sector
policies.
• As part of the assignment, consultations with cross section of stakeholders and various government
agencies have been conducted at various districts in Gujarat. The assignment entailed close interaction with
the Committee of Secretaries and the Office of the Chief Minister.

Name of assignment or project: Corridor Development Strategy for Dahej – Bharuch –

Umbergaon in Gujarat

Year: July 2004 to December 2005

Location: Ahmedabad
Client: Chief Executive Officer, Gujarat Infrastructure Development Board, 8th Floor, Udyog Bhavan,
Gandhinagar, Gujarat. Ph: 079, 2323075, email: [email protected]
Project Cost: Not Applicable
Main project features: The Gujarat Infrastructure Development Board proposed preparation of a
development plan and action agenda for the corridor of Dahej – Bharuch – Umbergaon in south Gujarat by
leveraging upon its natural, industrial and infrastructure resources. The assignment entails close interaction
with a Steering Committee comprising Principal Secretaries for Industries and other departments.
Positions held: Project Manager
Activities Performed: Mr. Sharma’s scope of work involved:

• Value chain analysis for industrial sectors for identifying value capture potential.
• Analysis of the physical and social infrastructure available in the corridor
• Assessment of infrastructure gap resulting from requirements to support the proposed industrial
developments.
• Preparation of development plan for identified sectors and target companies for investment promotion.

Name of assignment or project: Advisory assistance for preparation of Uttaranchal

Infrastructure Vision

Year: March 2005 – September 2005

Location: Dehradun,

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Client: Office of the Chief Secretary, Government of Uttaranchal

Main project features: The Government of Uttaranchal was undertaking a comprehensive exercise to
prepare a development vision and infrastructure master plan for the state. The masterplan included sectors like
roads, airports, railways, urban infrastructure, industrial parks etc. The study entailed interactions with
government ministers and officials as well as stakeholders across various sectors.
Positions held: Team Member
Activities Performed: Mr. Sharma was a member of a cross – sectoral team involved in high level of
economic visioning and infrastructure planning exercise to catalyse socio-economic development in the state
over the next 10 years. T

The assignment entailed analysis of economic development potential of Uttaranchal and identification of
infrastructure requirements to support the economic development vision.

The assignment entailed close interaction with the Committee of Secretaries and the Office of the Chief
Minister.

Name of assignment or project: Assistance in preparation of Infrastructure Master plan for

West Bengal

Year: March 2006 - August 2006

Location: Kolkata
Client: Mr. Naveen Prakash, Executive Director, West Bengal Industrial Development Corporation, 5, Council
House, Street, 3rd Floor, Kolkata – 700001. Ph: 033-22305804 - 08
Project cost: Developed a shelf of projects for PPP implementation amounting to Rs. 40,000 crores
Main project features: West Bengal Industrial Development Corporation of the Government of West Bengal
was preparing a detailed infrastructure masterplan for the State. The masterplan proposed to cover the trade
routes likely to opened up in light of the increased emphasis on East Asia and included sectors like roads, ports,
airports, railways, urban infrastructure, industrial parks. The study entailed interactions with government
ministers and officials as well as stakeholders across various sectors in a series of workshops.
Positions held: Project Manager
Activities Performed: Mr. Sharma was the leader of a team and performed the following tasks as part of this
assignment:

• Assessment of trade potential with East Asia for India and West Bengal and identification of the trade
basket
• Review of the key industrial sectors likely to drive trade in future
• Assessment of trade related infrastructure in terms of its adequacy for future volumes
• Study ongoing plans of the Government for provision of infrastructure and evaluate against the likely
demand in future to arrive at demand supply gap
• Prepare a shelf of projects for addressing the demand supply gap in each sector and advise on
implementation arrangements including PPP

Name of assignment or project: Consultancy Services for preparation of a Feasibility Report on

the Development of Small Airports in Andhra Pradesh

Year: 2003

Location: Hyderabad
Client: Government of Andhra Pradesh
Main project features: The objective of the assignment was to assist GoAP in developing a plan for setting of
small airports in AP
Positions held: Team Member
Activities Performed: Mr. Sharma was involved in the following activities:

• Suggest policy, legal and administrative measures and the project structure to be undertaken for
development and management of these airports.

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• Evaluate various private sector participation options including JV, BOT & BOOT and formulate a
development strategy for implementing the projects.
• Prioritize investments in various airports in the state and prepare a phase wise development plan

Name of assignment or project: Advisory services assistance in “Policy Options for Airport
Regulation in India”

Year: February 2007 – April 2007

Location: Delhi
Client: Mr. Sourabh Jain, Manager – Knowledge Management, GMR Hyderabad International Airport Limited
3rd Floor, Aparna Crest Road, Road No. 2, Banjara Hills, Hyderabad- 500034

Project Cost – Not Applicable

Main project features: The client has won the concessions for development and operation of the Greenfield
airport at Hyderabad and the brownfield airport at Delhi. Subsequently, the Government of India has prepared
a draft Airport Regulatory Authority Bill for regulation of airports in India. The client was keen to review the
draft bill in context pf the global best practices in airport regulation as well as in context of the impact its
provisions may have on its existing airport concessions.
Positions held: Team Member
Activities Performed: Mr. Sharma was involved in the following activities:

• Study of the draft AERA bill, international experiences in airport regulation and analogies with other sector
regulations in India.
• Study of GMR’s concession agreements and impact analysis of different regulatory outcomes on GMR’s
airports business.
• Preparation of Concept Papers and Conduct of Workshops.
• To assist GMR in shadow filing through development of a regulatory financial model

Name of Assignment or Project: Risk and Financial Advisory Services for Hyderabad Metro Rail
Project

Year: Aug 2007 – June 2008

Location: Hyderabad

Client: Mr. Debashish Chakraborty, Head – Business Development, Vice President – Business Development
(Infrastructure), Essar Constructions Limited, Essar House, P.O. Box No. 7945, Mahalaxmi, Mumbai 400 034.
Ph: 022-6660 1100, Fax: 022-24954324

Main project features: The GoAP is proposing to develop the metro rail system in Hyderabad spanning a
distance of 66 Kms. across three corridors. The project is designed to carry 55,000 passengers peak hour peak
direction traffic and is scheduled to start construction in 2009.

Project Cost: Rs. 12,000 crores

Positions held: Team Member

Activities Performed:

Risk and Contract Advise

• Mapping of risk allocation and providing commercial and Public Private Partnership (PPP)-related advice
on contractual terms and risk allocation
• Advise on key issues to be taken up with the Government for making the project structure and contractual
terms bankable

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• Advise on risk management strategy, including key terms to be negotiated with various contractors /
project parties
• Using the financial model, highlighting the critical risk issues - Implication of residual risk on cost of capital
Project structuring

• Advise on tax structuring for the construction contracts.

• Advise on ownership and operating structure options, considering the risk allocation, tax implications, and
exit options
• Liaise with relevant legal and other advisers (to be appointed by the client) to facilitate an assessment of the
appropriateness / feasibility of the structures
• Develop preliminary financing strategy and develop a financing plan including structuring the equity and
subordinated debt instruments as well as optimizing the mix between a combination of bank, bond or
government supported finance solutions
• Identify potential senior lenders based on the project risk profile, and likely range of financing cost.
• Assist Client in meetings / presentations / interactions with some potential senior lenders, to seek feedback
on likely lender concerns and requirements.
Financial Modeling

• Develop the templates for inputs to the Financial Model and develop a Financial Model and data book
(based on assumptions provided by the Client)
• Benchmarking of the key cost elements including capital cost and its phasing
• Develop expense projections - Fuel/Power, Manpower, Rolling stock, Track and traction systems
maintenance etc. as well as working capital requirement
• Review of traffic estimates and top-down approach to test the range of ridership potential and develop
Revenue estimates
• Benchmarking fare structure vis-à-vis existing transit alternatives – bus, auto, private taxis etc, to identify
potential sensitivities of demand to price points
• Discuss real estate revenue potential with Client’s consultants appointed to estimate the revenue
• Perform base case and sensitivity analyses based on various technical, economic and financial assumptions
(including but not limited to LDs, pricing, equity, lenders and payments)
• Assistance in deciding the VGF to be bid in the financial proposal
Bid Process management

• Participation in meetings on the bid strategy and finance and commercial matters including assistance
with pre-bid conferences and discussions with relevant Government agencies
• Preparation of the Commercial and Financial sections of the Bid
• Presentations to the Client’s senior management and respective boards of directors

Name of assignment or project: Consultancy Services for preparation of development plan for Manesar -
Balwal investment region of Haryana Sub-Region of Delhi Mumbai Industrial Corridor

Year: March 2009 - ongoing

Location: Delhi

Client: Delhi Mumbai Industrial Corridor Development Company Limited, 135, Udyog Bhavan, New Delhi
110011.

Project cost: Rs. 70,000 crores

Main project features: Government of India has envisaged the development of Delhi Mumbai Industrial
Corridor (DMIC) along the alignment of proposed Multi-modal High Axle Load Dedicated Freight Corridor
between Delhi and Mumbai, covering an overall length of 1483km. The Government intends to develop master
plans for the investment region that are self-sustained industrial townships with world-class infrastructure, and

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provide a globally competitive environment conducive for setting up businesses. The implementation of the
plan is likely to be through a mix of contract and PPP based projects.

KPMG’s role is to undertake a market potential study, prepare a 30 year demand for industrial infrastructure
and identify key infrastructure gaps to support the overall objectives of the DMIC. Based on the gaps and
potential prepare a concept development plan for the identified region and a pre-feasibility of ~5 select
infrastructure projects to be undertaken on PPP basis including their structuring and principles of concession.
KPMG’s scope also involves the detailed techn —economic feasibility study for an Integrated Multi-modal
Logistics Hub through PPP.

Positions held: Engagement Director

Activities Performed: Mr. Sharma is involved in the performance of the following activities:

• Delineating investment region (Manesar Bawal) - define study region and conduct site suitability
analysis

• Developing the investment region profile - status of knowledge sector, power sector, logistics sector,
industries and industrial structure, railways sector, tourism sector

• Identifying Critical Issues and Bottlenecks

• Preparing the Haryana State profile – status of economy, doing business ,physical and social
infrastructure and investment climate

• Conducting a Pre- Feasibility study for an integrated multi modal logistics hub for development on PPP
basis

• Preparing a development plan for the investment region.

• Preparing a detailed land use plan for the investment region - conduct economic cost benefit analysis,
regulatory and implementation framework, development strategy for industrial , physical and social
infrastructure

• Conducting comprehensive market potential study and review of DMIC related projects

• Critical gap assessment for major industrial, physical and social infrastructure in Haryana

• Pre feasibility for selected projects and its technical and financial feasibility, and their structuring for
development on PPP basis

• Preparing project financing structure and implementation structure for the MBIR region identifying
PPP enabled and public enabled investments

Name of assignment or project: Formulating principles and drafting legislation for instituting
‘Infrastructure Projects Fund’ in Andhra Pradesh

Year: April 2003 - June 2003

Location: Hyderabad

Client: Mr. PV Rao, Chairman, Infrastructure Authority of Andhra Pradesh, AP Secretariat, Hyderabad

Project cost: N.A.

Main project features: GoAP was keen on pushing the infrastructure development in the state of AP and

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had enacted the APIDEA as an enabling Act for this purpose. Under the provisions of APIDEA, GoAP was keen
to set up an infrastructure fund dedicated to providing financial support to mega infrastructure projects
envisaged for development within the State. In this regard, it required advisory assistance to set up the legal
and policy framework for creation of an Infrastructure Projects Fund and enabling legislation in Andhra
Pradesh

Positions held: Team Member

Activities Performed: Mr. Sharma was involved in the delivery of following scope of services:

• Assessment of legal issues pertaining to tax and cess

• Development of a fund management framework

• Formulation of principles for preparation of enabling legislation establishing the fund.

• The assignment entailed interaction with the Infrastructure Authority and Cabinet Sub committee on
infrastructure.

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1 Name of Firm : PricewaterhouseCoopers Private Limited

2 Name of Expert : Ranen Banerjee
3 Date of Birth : 01/01/1973 Citizenship : Indian
4 Education : Degree Institution Year
PGDM (Masters in Xavier Institute of Management, 2000
Business Administration) Bhubaneswar, India
B. Tech. Indian School of Mines, 1995
Dhanbad, India
5 Membership of :
Professional
Associations
6 : • Process Improvement through Benefit Management (PITBM)- 2005
• Training on Public Expenditure and Financial Accountability
(PEFA),World Bank -2006
Other Trainings
• PwC Advisory University (Hyderabad) – 2008. PwC Internal Audit
Methodology
7 Countries of Work Bangladesh, India, Indonesia, Maldives, Nepal, Sri Lanka, United Arab
Experience Emirates and Vietnam
8 Language & : Language Speaking Reading Writing
Degree of
English Excellent Excellent Excellent
Proficiency
Hindi Excellent Excellent Excellent
Bengali Excellent Excellent Excellent
Oriya Good
9 Employment :
Record
A From/To Sep 2003 To Present
Employer PricewaterhouseCoopers
Position held Executive Director
b From/To 2002 - 2003
Employer KPMG Consulting Private Limited
Position held Consultant
c From/To 2000 - 2002
Employer PricewaterhouseCoopers
Position held Consultant
d From/To 1997-1998
Employer Central Coalfields Limited
Position held Assistant Manager

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e From/To 1995-1997
Employer Essel Mining, A.V. Birla Group
Position held Engineer

Experience Profile

10 Detailed Tasks Work undertaken that best illustrates capability to handle the tasks
Assigned assigned

1) Name of assignment or project: Supporting inclusive MSME Development Project

Year: 2011; Client: Republic of Maldives
Main project features: The objective of this ongoing assignment will be to assist ADB and the Government to
prepare practical investment project for:
• Strengthening business support infrastructure including business development service;
• Bolstering well designed line of credit facility and establishment of a corpus backed credit
guarantee scheme;
• Strengthening of the credit information bureau and introduction of centralized asset registry
system;
• Strengthening the legal and institutional framework for MSME development;
• Enhancing the capacity of women micro and small entrepreneurs; and
• Enhancing the internal capacity of the Maldives Monetary Authority as the regulator supervisor
of the financial services sector to effectively monitor the various issues related to enhanced
access to finance for the MSME sector
Positions held: Human Resource and Capacity Building expert
2) Name of assignment or project: Support To The Jawaharlal Nehru National Urban
Renewal Mission (JNNURM) Phase 2
Year: 2010-2012; Client: Ministry of Urban Development, GoI
Main project features: The Government of India (Government) had launched the national reform-linked
fund, the Jawaharlal Nehru National Urban Renewal Mission (JNNURM). JNNURM is expected to invest
approximately $11 billion equivalent for urban infrastructure development in 65 of the largest cities in India.
The Ministry of Urban Development (MoUD) is designated as Executing Agency (EA) for the urban
infrastructure and governance component of the JNNURM. The Government requested the Asian
Development Bank (ADB) to provide technical assistance (TA) to the MoUD Mission Directorate to
successfully implement the JNNURM. A consortium of PricewaterhouseCoopers (P) Ltd. and Scott Wilson
(I) (P) Ltd. has been selected to implement the TA.
Positions held: Project Director
Activities performed: Ranen is responsible for the following:
• Responsible for overall program management
• Leading a team of experts working on areas related to water supply, PPP structuring etc.
• Responsible for quality of project deliverables

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• Responsible for deliberating in discussions with the Client and ADB (Donor Agency)
3) Name of assignment or project: Consultancy services for suggesting & preparing Standard
Contract conditions and financial models for various types of projects undertaken in
Water & Sewerage sectors of Delhi Jal Board
Year: 2011; Client: Delhi Jal Board
Main project features: Delhi Jal Board undertakes various types of works/ projects and is using either CPWD
contract conditions or FIDIC contract conditions. At present these conditions are framed by the DJB
divisions of their own or through appointed consultant for a specific work. However, these vary significantly
from one work/ project to another. A need to standardize the GCC has been felt so that these basic conditions
of contract invariably remain uniform all over the Delhi Jal Board for all contracts. Similarly, particular
Conditions and special conditions specific to a particular type of work are required to be framed on same
principle. This would help prospective bidders develop a familiarity with the DJB procurement process and
help in bringing reputed bidders and thereby increase competition.
Positions held: Project Director
Activities performed: Ranen has been designated as the project lead responsible for coordinating all the
experts under the assignment; review of the deliverables and for overall Project Management.
4) Name of assignment or project: Institutional Strengthening For Economic Management
Year: 2010- Ongoing; Client: Republic of Maldives
Main project features: The objective of the project is to provide financial consulting to the Government of
Maldives in preparation, support and training in MTEF, support and training in budget preparation, support
and training in debt management and in developing cash projection and treasury management policies and
measures in support of a national treasury.
Positions held: Team Leader
Activities performed: Following activities have been performed by Ranen as a part of the assignment:
• Prepare recommendations for strengthening expenditure controls
• Review the performance of sectoral budget programming
• Develop sector performance indicators and link these with sector expenditures
• Prepare a performance evaluation report (PER) for the respective sectors
• Assess measures to integrate investment budget with recurrent budget
• Prepare project appraisal guidelines
• Prepare evaluation methodology of completed investment projects
5) Name of assignment or project: PPTA for Meghalaya Public Resource Management
Development Program (MPRMDP)
Year: 2011- Ongoing; Client: Asian Development Bank
Main project features: This technical assistance (TA) is part of ADB’s support in designing the MPRMDP
loan captioned as ‘Advanced Project Preparedness for Poverty Reduction (Subproject 9)’. The objective of
this Project Preparatory Technical Assistance (PPTA) is to provide the necessary project preparatory support
for the envisaged MPRMDP that will form the basis of ADB’s intervention strategy in the state of Meghalaya.
The PwC consultants selected for this assignment are responsible for developing background studies that will
serve to identify the design of a policy framework under the proposed MPRMDP and to include public
expenditure reviews in the health and education sectors as well as reviews in the areas of taxation, debt
restructuring, PSE restructuring, pension reforms and trade facilitation. Besides, the team is also expected to
support the GoM and ADB in sequencing the designed policy actions, and to strengthen the GoM

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implementation capacity
Positions held: Fiscal Expert and Co-ordination consultant
Activities performed: Ranen was responsible for coordination of the following tasks:-
• Service improvements in health and education sectors: involving design of the state’s universal health
insurance scheme and of a voluntary retirement scheme for under-qualified school teachers in school
education sector
• Debt management: involving restructuring and refinancing of high-cost debts of GoM so as to create
much-needed fiscal space for social and economic infrastructure development
• Tax and non-tax revenue reforms: entailing various revenue rationalization and enhancement measures
including the possibility of mobilizing additional non-tax revenues from improved trade facilitation with
the Bangladesh
• Expenditure rationalization: proposing rolling out of expenditure containing measures for major
spending departments which include introduction of the Medium-term Expenditure Framework
(MTEF), project appraisal and project performance evaluation
• PSE Reforms: involving preparation of an option analysis (privatization/ closure/ labour restructuring
plan) for restructuring and/or consolidation of PSEs
• Social Development: involving addressal of issues relating to poverty and gender in the state.
6) Name of assignment or project: Long Term Consultancy under the Strengthening
Performance Management in Government
Year: 2007-2010; Client: Government of Madhya Pradesh/ DFID
Main project features: The project purpose is strengthening linkages between policy, planning and budgeting
for more effective and efficient use of public resources for poverty reduction and human development in the
state.
Positions held: Program Manager (PM)
Activities performed: Ranen, in addition to overall management of the program, carried out the following:
Medium Term Expenditure Frameworks (MTEFs):
• Review of budgetary practices
• Prepared framework and action plan for departmental MTEFs
• Assisted the six departments in preparation of MTEFs
• Trained nominated staff in preparation of MTEFs
• Developed a manual for preparation of MTEFs
Gender Budgeting:
• Evaluated the differential impact of policies and program on men and women
• Formulated a basis for the review of program and changes in expenditure priorities in order to achieve
the State’s gender policy objectives
• Engaged in capacity building of Gender Budget cell to be established in Finance Department and of the
line departments
• Provided inputs on integration of gender budgets in the MTEFs
Domain Analysis for Social Sector Departments which included:
• Sectoral review

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• Analysis of sector strategies and programs in MP

• Public expenditure review in the sector
• Development of performance indicators in the sector
Inputs on methodology for costing of programs and policies
7) Name of assignment or project: Assam Governance and Public Resource Management Sub
Program II, ADB
Year: 2009-2011; Client: ADB
Main project features: Supporting Government of Assam (GoA) in fulfilling its tranche release conditions
under the sub-program II of the AGPRM program.
Positions held: Team Leader and Public Finance Specialist
Activities performed: Ranen was responsible for providing overall direction, coordination and supervision of
the work of consultants involving the following tasks:
• Assisting GoA to study on limiting the growth rate of expenditure through implementation of measures
to limit the committed expenditures on pensions and salaries;
• Advising GoA on how to efficiently allocate operation & maintenance expenditures as per the
stipulations under the Medium-term Fiscal Plan;
• Assisting GoA to improve its budget preparation and monitoring mechanisms;
• Providing support in organizing, designing, implementing and monitoring training programs
(workshops and seminars) in consultation with GoA.
8) Name of assignment or project: Assessing available options to create one readily managed
Debt Database for the entire Central Government Debt of India that is conducive to debt
management strategy design
Year: 2010 ongoing
Client: Capital Market Division, Department of Economic Affairs, Ministry of Finance, Government of India
Main project features: To develop a database that should be capable of being used for purposes of (i) Internal
MIS, (ii) Analytics for debt management, and (iii) Public Dissemination.
Positions held: Engagement Director/Team Leader
Activities performed: Following activities have been performed as a part of the assignment:
• Presentation of the current debt databases used to record the central government debt, including
information given in these systems, and information gaps if any
• Presenting options to integrate data from different sources into a single comprehensive database in the
middle office
• Specification of the analytical tools that are required for risk management of the debt profile
• Functional and technical details of this comprehensive database with a view to prepare the RFP to
develop the database

9) Name of assignment or project: Fiscal Management Reform Program, the Strengthening

of the Fiscal Management Institutions Project, and the Modernization of Revenue
Administration Project - Govt of Sri Lanka (ADB supported) (ADB Loan : 2131-SRI (SF)
Year: 2005 -2008

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Client: ADB
Main project features: The primary objective of the Project is to support the key institutions responsible for
public finance across various activities in order to improve fiscal performance. The secondary objective of the
project is to support the implementation of the policy component under the Fiscal Management Reform
Program (FMRP). The thrust of the Project is to focus on developing new systems and procedures, which in
combination with the Revenue Administration Management Information System (RAMIS) will enhance
capacity, efficiency, and effectiveness of the revenue and budget administrations
Positions held: Project Manager and International Training Consultant
Activities performed: As the Project Manager with a team of 10 international and 6 domestic consultants was
involved in:
• Assisting the team leader in coordinating the inputs of all the consultants
• Developing indicators for a Results Based Budgeting for two pilot ministries
• Coordinating outputs from functional specialists
• Was involved in undertaking a Training Needs Assessment and had assisted in the formulation of a
Training Plan

10) Name of assignment or project: Regulatory Reforms and Operationalisation of a Single

Window for Investment Clearance, Orissa, India (DFID funded)
Year: 2005-2007; Client: The Department for International Development (DFID)
Main project features: The Department for International Development (DFID) has appointed
PricewaterhouseCoopers for providing consultancy services for Government of Orissa on Regulatory reforms
and Operationalisation of the Single Window and Implementation of Industry Policy Resolution,
Government of Orissa. The main focus of PwC’s engagement will be the design and operationalisation of a
Single Window system for establishing businesses in the state.
Positions held: Module leader on the Organisational Review, Capacity Building and business process re-
engineering support component of the project
Activities performed: The main focus of PwC’s engagement was the design and operationalisation of a Single
Window system for establishing businesses in the state.
11) Name of assignment or project: Preparation of the Master Plan 2010 and Vision 2020 for
the State Treasury, Ministry of Finance, Vietnam
Year: 2005-2006; Client: Ministry of Finance, Vietnam
Main project features: The Ministry of Finance (MoF), Vietnam is carrying out a series of reforms in public
financial management. MoF has put forward a Financial Development Orientation (FDO) toward 2010 (to be
consistent with Socio-Economic Development Plan toward 2010). The proposed assignment was to develop a
Master Plan toward 2010 and Vision 2020 for the State Treasury System consistent with on-going and
planned reforms of the Public Financial Management. The Master Plan comprised organizational structure
model and basic functions of state treasury system; institutional policies and business procedures; IT,
infrastructure and human resources.
Positions held: Project Manager
Activities performed: Ranen was the Project Manager and a Key Team Member on the project and was
involved in stakeholder discussions to map the As Is processes for collection of revenue and disbursement of
expenditure as well as reporting requirements. He prepared the implementation roadmap for the Master
Plan as well as delivered the Training Modules on Public Financial Management for the Treasury officials.

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12) Name of assignment or project: Study of Governmental efforts at Capacity Building for
improved Public Private Partnerships (PPPs)
Year: 2005; Client: Government of West Bengal (World Bank supported)
Main project features: The objective of the study was to provide background information on current progress
in developing and implementing Public Private Partnerships (PPPs) for infrastructure by the central
government and sub-national governments. This was done through identification of main institutions
involved in negotiating and overseeing PPPs in various states and understanding the mechanisms used to
build capacities in these organizations, both individually and at the institution level. Further, it involved
review of the existing institutional, legal and regulatory framework for undertaking PPP projects.
Positions held: PPP and Capacity Building Expert
Activities performed: Ranen’s role involved discussions with State government departments on the existing
policies and mechanisms as well as discovery of opportunities to enhance PPPs in West Bengal and drafting a
set of recommendations to improve the capacity building of government agencies involved in PPPs including
suggestions on procedures and structure.
13) Name of assignment or project: Management Support to Government of Orissa on
Computerisation of Treasuries, Orissa, India (DFID funded)
Year: 2005-2006; Client: DFID
Main project features: Under the Orissa Public Sector Reform Program, DFID supported GoO initiative to
implement an integrated Public Financial Management Reform program. The GoO prepared a Development
Action Plan (DAP) with a detailed implementation plan. Priority action under the DAP included Treasury
Computerization, which was a crucial element of the overall reform.
Positions held: Treasury and Change Management Support expert
Activities performed: Ranen was responsible for overseeing the finalization of the Accounts Code to be
incorporated in the application software as well as specification of customized MIS reporting formats. He
was also responsible for development of a Training Plan covering general non-IT training areas.
14) Name of assignment or project: Capacity Building & Communication Plan for West Bengal
State Electricity Board (WBSEB)
Year: 2002-2003; Client: West Bengal State Electricity Board (WBSEB)
Main project features: The project objective was to design a framework for assessing the skill gaps in the
organisation and a strategy for skill enhancement for preparing the organisation to undertake the reform
measures. The project involved high level of interaction with WBSEB employees up to the ground level
through field visits.
Positions held: Team Leader
Activities performed: In this Japan Bank for International Cooperation (JBIC) funded project, the tasks
handled by Ranen included critically analysing and evaluating the initiatives in this area and their adequacy
in the context of the reforms scenario.

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15) Name of assignment or project: HR Strategy for Neyveli Lignite Corporation

Year: 2002-2003; Client: Neyveli Lignite Corporation
Main project features: Neyveli Lignite Corporation is a Public Sector Lignite and Power Producer in South
India. The organisation has massive plans for growth in the power generation business. This project was to
develop an HR strategy for the company.
Positions held: HR Expert
Activities performed: Ranen’s key responsibility was to undertake the HR strategy development for the
company to focus on the policy changes required in the HR function for preparing the employees of the
organisation to meet up to the challenges in the changed scenario. The recommendations were required to
factor in the existing culture of the organisation. The project also involved providing an implementation
framework for the various HR interventions recommended.
16) Name of assignment or project: Human Resource Master Plan for Central Bank of Sri
Lanka
Client: Central Bank of Sri Lanka
Main project features: Developing a Human Resource Master Plan for Central Bank of Sri Lanka
Positions held: HR Expert
Activities performed: Ranen was a part of the team working for this World Bank funded consultancy project
in Sri Lanka. Ranen was specifically involved in the design of the Voluntary Retirement Schemes and also
studying the financial implications of those schemes on the Central Bank. He was also involved in the
formulation of a HR MIS strategy and providing a methodology for measuring productivity of the
departments of the Central Bank.

17) Name of assignment or project: Human Resource Strategy and Manual for Lanka IOC, the
Sri Lankan arm of Indian Oil Corporation
Main project features: Indian Oil Corporation has entered into retail operations in Sri Lanka with the
formation of the new company Lanka IOC. The project objective was to develop a Human Resource Strategy
and Manual for Lanka IOC
Positions held: Team Leader and HR Expert
Activities performed: Ranen led the preparation of the Human Resource Strategy and Manual for the new
company. This involved analysing the compensation packages being offered by different comparable
companies in Sri Lanka, the culture of the country and the general skill levels of the available work force in
Sri Lanka.

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Name of Firm: PricewaterhouseCoopers Pvt. Ltd.

Name of Staff: Sandeep Sharma
Profession: Associate Director
Date of Birth: 11th August, 1974
Years with the Firm/Entity 1 year
Nationality: Indian
Membership in Professional • Chartered Member, The Chartered Institute of Logistics & Transport,
Societies: UK
• Fellow Member, Chartered Institute of Highways and Transportation
(CIHT), UK
• Member, Institute of Transportation Engineers (ITE), USA
• Member, The Centre for Sustainable Transportation, Canada
• Affiliate Member, Society of Road Safety Auditors, UK
• Life Member, Institute of Urban Transport, India
• Committee Member, ITE Committee on Greenhouse Gas Emissions
and Energy

Key Qualifications:
Sandeep is an Associate Director in Government Reforms and Infrastructure Development and has nearly 15
years of professional experience in the areas of project appraisal, contract management and project
management. Sandeep has a degree in Masters in Planning from School of Planning and Architecture and BE
Civil from Nagpur University.
Education:
Institution Degree Year
School of Planning and Masters in Planning 1998
Architecture
Nagpur University B E Civil 1996

Languages:
Language Speaking Reading Writing
English Excellent Excellent Excellent
Hindi Excellent Excellent Excellent

Employment Record:
a) From: 2011 Till Date
Employer: PricewaterhouseCoopers Pvt Ltd, India

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Positions held: Associate Director

b) From: 2005 to 2011

Employer: Mouchel, UAE & UK
Positions held: Head of Transportation (International), Principal Transportation Engineer
c) From: 2004 to 2005
Employer: Roughan & O’Donovan
Positions held: Senior Transportation Engineer
d) From: 2003 to 2004
Employer: Halcrow
Positions held: Senior Transportation Engineer
e) From: 2001 to 2003
Employer: International Road Dynamics, Canada
Positions held: ITS Specialist
f) From: 1998-2001
Employer: Craphts Consultants, India
Positions Held: Transportation Engineer
g) From: 1996-1997
Employer: Sachdeva Designers and Builders
Positions Held: Highways Engineer

Specific Experience:
1) Name of the assignment or project: Business Process Restructuring of 3 Municipalities
under the Department of Municipal Affairs, Abu Dhabi
Year: 2010-11 Location: UAE
Client: Department of Municipal Affairs, Abu Dhabi
Main Project Features: Review of Municipal Functions to develop new process, capacity building and
institutional strengthening by training to Emirati employees
Position Held: Team Leader- Transportation SME
Activities Performed: Managed the transportation team reviewing various processes utilised by the
transportation and highways section of Abu Dhabi, Al Ain and Western Region municipalities ; Participated and
organised various stakeholder meetings and presentations, to understand issues faced by government agencies
including Department of Transport. Developed various processes and systems for the transportation sections of
three municipalities.

2) Name of the assignment or project: Al Ain City Image Management Strategy, UAE
Year: 2009-10 Location: UAE

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Client: Al Ain Municipality

Main Project Features: Inter-modal optimization; Review of existing transport infrastructure offerings, staff
requirements to perform various tasks by the municipality’s transportation section and recommendation on
improving the same.
Position Held: Project Manager
Activities Performed: Project Manager for this ambitious project to enhance and develop the image of City of
Oasis, Al ain in the Emirate of Abu Dhabi. Al Ain attracts a significant proportion of tourists from all over the
world due to its rich heritage, archaeological and cultural setting.
A number of strategically important recommendations including developing a themed road signage system,
colour coding of the bus network to enhance neighbourhood participation, provision of underground parking
structures, park and ride systems to reduce congestion in the city centre areas, capacity building with new
international expat recruits, etc.

3) Name of the assignment or project: Al Ain Airport and Aerospace Cluster Development, UAE
Year: 2009-11 Location: UAE
Client: Abu Dhabi Airports Company
Main Project Features: Major Airport Expansion Study; Intermodal optimisation
Position Held: Project Manager
Activities Performed: Project Manager for the preparation of the transportation, roadways & infrastructure
strategy for the Al Ain International Airport’s expansion. Sandeep managed the strategy development, planning
and conceptual design of this self-sustained residential and commercial development covering 5,000ha with
easy access to various transport modes including direct access to airside, freight rail and truck routes.

4) Name of the assignment or project: Khalifa Port Industrial Zone (KPIZ) – Infrastructure
Design services, UAE
Year: 2007-09 Location: UAE
Client: Abu Dhabi Ports Company
Main Project Features: Development of a new port and associated infrastructure design; Intermodal
optimisation
Position Held: Discipline Head– Transportation
Activities Performed: Sandeep authored and administered the transportation component of this ambitious,
world class, industrial, transportation and logistics development north of the city of Abu Dhabi. The study
covered a detailed transportation infrastructure design of approximately 5,100 ha area of KPIZ A and a
conceptual transportation strategy for the 37,000ha area under Khalifa Port Area B.

5) Name of the assignment or project: Al Foah Development Transportation Strategy &

Infrastructure Master Plan, UAE
Year: 2010 Location: UAE
Client: Al Foah Limited Liability Company
Main Project Features: Preparation of transportation strategy and infrastructure master plan for 1,260 ha site.
Position Held: Project Manager

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Activities Performed: Project Manager for the preparation of transportation strategy and infrastructure master
plan for 1,260 ha site. The development of transportation strategy posed a significant challenge on how to plan
a walkable and sustainable community for the local emirati’s in the harsh weather. The strategy introduced old
style of Sikkas (small streets between two houses) to encourage walking and by providing Barahas (courtyard
type cul-de-sacs) to enhance privacy of large families.

6) Name of the assignment or project: Ghantoot Development Transportation Master Plan and
Strategy development, UAE
Year:2009-10 Location: UAE
Client: International Capital Trading Limited Liability Company
Main Project Features: The study involved undertaking a detailed traffic study of 820 ha area expected to
accommodate over 100,000 residents.
Position Held: Team Leader – Transportation
Activities Performed: Managed the development of transportation strategy of this unique and sustainable
multi-use community designed to be a gateway to and from Abu Dhabi at its border with Dubai. As part of this
study, a comprehensive EMME3 model was prepared to distribute the traffic and to assess the requirements of
the new highway infrastructure.

7) Name of the assignment or project: Al Mashtal Mixed Use Development Traffic and Parking
Study, UAE
Year:2007-08 Location: UAE
Client: Sorough Real Estate Plc.
Main Project Features: Detailed design of transportation and other utilities
Position Held: Principal Transport Planner
Activities Performed: Responsible for completing a full traffic impact study of this proposed mixed use
development of over 500,000sqm built up area in the CBD of Abu Dhabi. As part of this study, a comprehensive
VISSIM model was prepared to assess the traffic impacts on the surrounding highway network. Responsible for
the preparation of an overarching travel plan strategy for this CBD development with particular focus on car
parking strategy and needs of the different offices and residents.

8) Name of the assignment or project: Al Ghadeer Development Transport Planning Strategy

and Master Planning, UAE
Year: 2008-09 Location: UAE
Client: Sorouh Real Estate Plc.
Main Project Features: Transport Planning Strategy and Master Planning; Various land uses were allocated
and positioned with consideration to various sustainable community principles including the use of walking
and cycling isochrones.
Position Held: Principal Transport Planner
Activities Performed: Team Leader (Transportation) for assisting the master planners to provide a sustainable
community with residential, commercial, institutional and other civic uses.

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9) Name of the assignment or project: Lulu’at Al Raha Development, UAE

Year: 2010-11 Location: UAE
Client: International Capital Training
Main Project Features: Detailed Design of Transportation and other infrastructure
Position Held: Team Leader – Transportation
Activities Performed: Provided traffic and transportation advice to a multi-disciplinary team tasked with
preparing a detailed design for the future development of Lulu’at Al Raha in Al Raha Beach development.

10) Name of the assignment or project: Seih Sdeirah Development – Concept Design, UAE
Year: 2009 Location: UAE
Client: Sorouh Real Estate Plc.
Main Project Features: The proposed development will include a predominantly residential community with
commercial, retail, leisure and cultural development.
Position Held: Team Leader – Transportation
Activities Performed: As part of multi-disciplinary team, responsible for providing traffic and transport advice
for an ambitious project to construct a self sustaining community covering an area of 300ha.

11) Name of the assignment or project: Land Use Traffic and Transportation Planning Study for
Chandigarh, India
Year:1999-2000 Location: India
Client: Chandigarh Administration
Main Project Features: Preparation of a four stage transport model
Position Held: Assistant Transport Planner
Activities Performed: Involved in conceptualising of alternative land use transport scenarios and selection of
best growth alternative through Land use Transport Modelling. Worked on the proposed MRTS system for
Chandigarh, route alignment, road inventory and station location, preparation of reports and presentation to
the client agencies.

12) Name of the assignment or project: Dorset Street (N1) Corridor Improvement Study, Ireland
Year: 2004-05 Location: Ireland
Client: Dublin Municipal Corporation
Main Project Features: Detailed design of the said corridor
Position Held: Project Manager
Activities Performed: Project Manager for detailed design and preparation of contract documents for
improvements to N1 passing through city centre. Work involved corridor development and road master
planning. This corridor improvement study was part of an ambitious project to upgrade the existing
transportation infrastructure facilities in Dublin city centre.

13) Name of the assignment or project: Techno – Economic Study for Bharatpur – Jaipur

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Stretch (150km) of NH-11, India

Year: 2003-04 Location: India
Client: D S Construction
Main Project Features: Pre-feasibility study for a private developer. The project involved review of the existing
traffic demand by undertaking various primary and secondary surveys.
Position Held: Senior Transportation Engineer
Activities Performed: Responsible for undertaking this study to provide traffic impacts of upgrading this 150
km stretch of Golden Triangle to a 4 lane divided carriageway. The responsibilities also included the economic
analysis, estimation of vehicle operation costs, and estimation of expected revenues by projecting the traffic for
15 years and assessing the most suitable location for toll plazas.

14) Name of the assignment or project: Pre-bid Assistance for 12 road projects on Built-Own-
Operate method (over 900 km), India
Year: 2003 Location: India
Client: D S Construction
Main Project Features: The review was intended to determine the validity and robustness of the existing traffic
and an assessment of the priority of road packages in terms of technical and commercial viability.
Position Held: Senior Transportation Engineer
Activities Performed: The project was undertaken to assist the developer in their pre-bid assessment by
reviewing the existing traffic demand and expected revenues for twelve road packages in Punjab. The work
undertaken included primary surveys on 12 road stretches spanning over 900 km; review of the existing traffic
data; review of the expected toll rates; and prioritise the road stretches based on the findings.

15) Name of the assignment or project: Feasibility Report and Detailed Project Repor for Agra –
Dholpur section of NH-3, India
Year: 2000 Location: India
Client: National Highways Authority of India
Main Project Features: DPRs for NH-3 Section
Position Held: Senior Transportation Engineer
Activities Performed: Involved in planning and co-ordination of all the preliminary traffic and engineering
surveys and investigations for evolving the work. Also involved in road master planning. Participated in traffic
forecasting through derivation of elasticity values and projection of economic indicators.

16) Name of the assignment or project: Feasibility Study of Elevated Link Road to Dwarka Sub-
city, India
Year: 2010 Location: India
Client: Delhi Development Authority
Main Project Features: Feasibility Study of elevated link road
Position Held: Senior Traffic Engineer
Activities Performed: Managed the data collection, data analysis, development of alternative concept plans,

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development of proposed improvement schemes, final layout plan, corridor development scheme, road master
plan, traffic management plan during construction, report writing and liaison with the client.

17) Name of the assignment or project: Construction of MES Roads

Year: 1996 Location: India
Client: Military Engineering Services
Main Project Features: Road Construction
Position Held: Highways and Site Engineer
Activities Performed: Involved in traffic study, BBD survey, data collection, drafting and design of MES Roads
in Amritsar.

18) Name of the assignment or project: Seih Sdeirah Development Traffic Impact Study, UAE
Year: 2008-09 Location: UAE
Client: Sorouh Real Estate Plc.
Main Project Features: Traffic Impact Study of a new development
Position Held: Team Leader – Transportation
Activities Performed: Team Leader for the preparation of a full TIS study of this proposed large mixed use
development (300 ha) in Abu Dhabi near its border with Dubai in association with Parsons. The work included
collection and analysis of the traffic data, projection, traffic demand estimation and assignment of traffic,
junction analysis and design, design of traffic calming schemes and liaison with local authorities.

19) Name of the assignment or project: Qasr Al Hosn Redevelopment Transportation Study,
UAE
Year: 2010-11 Location: UAE
Client: Abu Dhabi Authority for Culture and Heritage
Main Project Features: This is a redevelopment for the Abu Dhabi Authority for Culture and Heritage (ADACH)
to provide enhanced cultural facilities including library, museum, theatre and cultural businesses at the Qasr Al
Hosn site.
Position Held: Principal Transportation Planner
Activities Performed: Team Leader for the preparation of a full TIS study, Construction TIS Study for the entire
site and a short TIS study for Temporary Visitor Centre of this prestigious development in Abu Dhabi.

20)Name of the assignment or project: Jabel Hafeet Hotel Development Transportation Study,
UAE
Year: 2008 Location: UAE
Client: Hotel Developer
Main Project Features: A high end luxury hotel with public plaza and some recreational facilities at the top of
Jabel Hafeet Mountain in Al Ain.
Position Held: Team Leader – Transportation

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Activities Performed: Responsible for providing traffic and transportation advice at the early stages of this
project.

21) Name of the assignment or project: Al Misk Developments TIS, UAE

Year: 2008 Location: UAE
Client: Nakheel Llc.
Main Project Features: Traffic Impact Study
Position Held: Team Leader – Transportation
Activities Performed: Responsible for undertaking two TIS studies for these low cost residential developments
in the Dubai Waterfront mega-project. Comments and advice were also provided to design team after a detailed
analysis of on-slip and off-slip roads with Emirates Road.

22) Name of the assignment or project: Leyland Waste Technology Park – Transport Assessment
Review, UK
Year: 2006 Location: UK
Client: Lancashire County Council
Main Project Features: Development of a waste technology park
Position Held: Project Engineer
Activities Performed: Acted as a Project Engineer for the review of a full transport assessment of a proposed
waste technology park in Leyland, Lancashire. The TA was part of a full EIA, including review of construction
traffic impacts. Made presentation to the members of the public and an area committee on the findings of the
report during a public consultation.

23) Name of the assignment or project: Sugdens Mill Redevelopment CPO Inquiry, UK
Year: 2005 Location: UK
Client: County Council
Main Project Features: Public Enquiry
Position Held: Project Manager
Activities Performed: Project managed the day to day responsibilities of the job including financial aspects.
Supporting Project Director in preparation of Highways evidence and rebuttal.

24) Name of the assignment or project: Various - Transport Assessment Reviews, Rochdale
County Council, UK
Year: 2004-05 Location: UK
Client: Rochdele Borough Council
Main Project Features: Review of transport studies
Position Held: Project Engineer
Activities Performed: Acted as Project Engineer for the assessment of Consultants submissions for a number of
developments in Rochdale.

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25) Name of the assignment or project: Chester SuperZoo – Transport Assessment Review UK
Year: 2005 Location: UK
Client: Chester Zoo Authority
Main Project Features: Expansion of Chester Zoo
Position Held: Project Manager
Activities Performed: Project Manager and part of a specialist team of consultants, to undertake a high level
review of proposals for a major enhancement to the Zoo. This feasibility study has identified issues to be
covered in a detailed transport assessment.

26) Name of the assignment or project: Cabinteely Parking Plan, Ireland

Year: 2004 Location: Ireland
Client: Dun Laoghaire Council
Main Project Features:
Position Held: Senior Transport Planner
Activities Performed: Car parking management plan for Cabinteely Village to cater the needs of Bank of Ireland,
local shops, residential dwellings and Church

27) Name of the assignment or project: Various Transport Impact Assessments (TIA), Ireland
Year: 2004-05 Location: Irelenad
Client: Various
Main Project Features: Traffic Impact Study
Position Held: Project Manager – Transport Planner
Activities Performed: Preparation of various TIA’s in support of planning applications and/or request for
further information for a number of developments in Dublin and Ireland. These developments have included
residential, retail parks, mixed-use commercial, tourism and hotels.
The work undertaken included collection and reviews of the traffic data, projection, traffic demand estimation
and assignment of traffic, junction analysis and design, signal timing design, design of traffic calming schemes
and liaison with local authorities.
• Bolton Hall residential development;
• Listowel mixed use development;
• Precelly residential development;
• Terenure mixed use development (retail and residential);
• Ballymahon Industrial Park development including a hotel development;
• Rashee residential development;
• Kilmacud House residential development including coordination with Quality Bus Corridor;
• Temporary School development in Sandyford;
• Main Street, Moate mixed use development and design of access junction with a right turn lane.

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28) Name of the assignment or project: Feasibility Study for Intelligent Transportation Systems
(ITS) in Indian sub-continent, Canada
Year: 2000-01 Location: Canada
Client: Canadian International Development Agency
Main Project Features: Feasibility Study for market assessment
Position Held: ITS Specialist
Activities Performed: Worked on the mission for Canadian International Development Agency with a study cost
of 0.5 Million USD. The main objectives of the study were to evaluate and understand the need of Indian BOT
Operators and National Highways Authority of India (NHAI) for Electronic Toll Collection Systems, Weigh-In-
Motion Systems, Advanced Traffic Management System and other ITS technologies suited to Indian conditions.
Responsibilities included business and client development with a major task to develop ITS awareness in India.

29) Name of the assignment or project: Detailed Project Report for system specification of
electronic toll collection & Weigh -in-Motion systems for Asian conditions, Canada
Year: 2001 Location: Canada
Client: International Road Dynamics, Inc.
Main Project Features: Market Entry Strategy
Position Held: ITS Engineer
Activities Performed: The Project included the assessment of client viewpoint, site conditions and stakeholders
anticipation of ITS systems in India, Bangladesh and Pakistan. The project included extensive surveys and site
visits to various places in India and Bangladesh. Further to the recommendations, the system developed by IRD
has already gained a reputation in the sub-continent and has earned a number of projects.

30)Name of the assignment or project: Evaluation and Provision of an Electronic Toll Collection
System in Bangladesh, India
Year: 2001 Location: India
Client: International Road Dynamics, Inc.
Main Project Features: Market Entry Strategy
Position Held: ITS Engineer
Activities Performed: Project Managed the study and the installation of an electronic toll collection system in
Bangladesh. A number of available technologies were evaluated keeping in mind the inter operability of other
existing systems.

31) Name of the assignment or project: Naval Base Development, UAE

Year: 2008 Location: UAE
Client: Naval Base Security
Main Project Features: Redevelopment of a naval base; Intermodal Optimisation
Position Held: Project Manager

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Activities Performed: Provided transportation and highways support to a multi-discipline team tasked with
developing a transportation strategy for the future development of Naval Base site in Abu Dhabi. A
comprehensive review of Al Reem Island development traffic and proposed road network by the Municipality
and others in the vicinity of the Naval Base was undertaken as part of this study.

32) Name of the assignment or project: Dublin Metro Extension to Swords, Ireland
Year: 2005 Location: Ireland
Client: Dublin Metro
Main Project Features: Feasibility study for extension of a metro line
Position Held: Senior Transportation Engineer
Activities Performed: Study to extend the proposed Dublin Metro from city centre to Dublin International
airport to the north of Swords area. The study included review and selection of route and metro alignment,
station location, park and ride location, estimation of proposed ridership and feeder bus network.

33) Name of the assignment or project: Station Area Traffic Improvement Scheme, New Delhi,
India
Year: 2000 Location: India
Client: Delhi Metro
Main Project Features: Preparation of Station area circulation plan
Position Held: Traffic Engineer
Activities Performed: Responsible for co-ordinating traffic, pedestrian and parking surveys; Speed - Flow and
Volume - Capacity Analysis; suggesting geometric improvements for the access to station roads; evolving
optimum traffic circulation and traffic management plans; recommending roadside facilities and commercial
utilization of space.

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1 Name of Firm PricewaterhouseCoopers Private Limited

2 NAME B.Rajesh
3 DATE OF BIRTH 19th June 1975
4 NATIONALITY Indian
5 EDUCATION Institute, Location Year of Degree / Diploma
Passing
John F.Kennedy School June Masters in Public
of Government, 2006 Administration in International
Harvard University Development
Faculty of Management May 1998 Masters in Business
Study, University of Administration, Specialisation in
Delhi Finance and Strategic
Management
University of Delhi May 1995 Bachelors Degree in Commerce
(Honours)
Institute of Cost and May 1996 Graduate Cost and Works
Works Accountants of Accountant
India
7 LANGUAGE & DEGREE Language Speaking Reading Writing
OF PROFICIENCY
English Excellent Excellent Excellent
Tamil Good Fair Fair
Hindi Excellent Good Good
8 MEMBERSHIP IN PROFESSIONAL SOCIETIES Graduate Member, The Institute of
Cost and Works Accountants of India
9 COUNTRIES OF WORK EXPERIENCE India, Singapore, US, Bangladesh
10 EMPLOYMENT RECORD
From: August 2007 To: Till date
Employer: PricewaterhouseCoopers Position: Associate Director, Government Reform and
Infrastructure Development Practice
Job Description: Consultancy service in urban infrastructure sectors- Strategic analysis of
infrastructure sectors including water and sanitation, economic analysis and financial analysis, business
planning and investment requirement estimation, Infrastructure development plans, institutional and
policy framework, governance reforms, public private partnerships
From: July 2006 To: July 2007
Employer: Monetary Authority of Position: Senior Economist (Macroeconomic
Singapore, Singapore Surveillance Department)
Job Description: Monitoring and Surveillance of financial markets in South East Asia, undertake
special projects on macro-economy of the region, Contribute to Financial Stability Report, Managing the
Bank of International Settlement’s (BIS) survey on Foreign Exchange transactions

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From: May 2005 To: June 2006

Employer: London Economics Position: Research Associate (Part-time)
International, Boston, MA
Job Description: Preparing energy sector profiles, assignments on improving regulation of power
plants, analysis of the energy sector and related protocols
From: May 1998 To: June 2004
Employer: PricewaterhouseCoopers (P) Position: Consultant (levels 1, 2 & 3)
Limited, New Delhi
Job Description: Consultancy services in infrastructure sectors- Infrastructure development plans,
economic development strategies, policy advocacy and governance reforms, pricing strategies in
infrastructure sectors, institutional strengthening and capacity building

WORK UNDERTAKEN THAT BEST ILLUSTRATES CAPABILITY TO HANDLE THE TASKS

ASSIGNED
Rajesh has over eleven years of professional experience in India, US and, Singapore. He has a very good
understanding of urban infrastructure sectors especially and combines this experience with a sound knowledge
of macro-economics and public finances. He has deep experience in analysis of legal, institutional and policy
framework for ULBs in several states across India. He has worked on multiple projects involving urban water
supply and sanitation and other urban services.

He has recently completed preparation of urban water supply business plans for three states of Maharashtra,
Rajasthan and Haryana. This included mapping the investment requirements, addressing the policy and
institutional gaps to improve the quality of service delivery in urban areas. As part this activity, a strategy and
clear action plan for achieving “open defecation free cities” has been worked out for Maharashtra. This will be
implemented through a reform linked investment plan (Maharastra Sujal Nirmal Abhiyan) for which Rajesh
provided inputs. He also supported Government of Haryana through a policy dialogue that involved
preparation of detailed business plan for Haryana and also workshop with employees.

He has specific experience in analysis of user charges for urban services such as water supply and SWM as well
as in review and recommendation on tax and non-tax revenue sources for ULBs. He is also responsible for
preparing the toolkit Urban Local Bodies to assess and undertake projects of PPP basis as part of the national
JNNURM program. He assisted the mission directorate in managing the credit rating of 63 ULBs. He is also
assisting 5 ULBs as part of the mission to undertake PPP projects in SWM and urban water supply. This
included evolving the strategy, project structure and contract documents for PPP. As the economist in team for
a subsequent TA, Rajesh is working on improving the quality of economic and financial analysis of projects that
will be taken-up under the mission.

More recently, he has been leading an ADB funded assignment in North East as part North Eastern Capital
Cities Development Program (NERCCDIP) where he is coordinating the inputs of a team of over 10 members
across different modules. The project involves developing a suitable urban governance framework and also
supporting transformation of urban water supply services through creation of a water utility, benchmarking and
institutional reforms.

He has experience of working on water sector assignments covering policy, infrastructure mapping, investment

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estimation, institutional strengthening of government institutions in Rajasthan, Chhattisgarh, Madhya

Pradesh, Haryana, Maharashtra, Uttar Pradesh, etc. Rajesh worked on developing the institutional
development strategy for water resources sector in Rajasthan and also led the water sector module for
developing a 15 year reform road map for the sector including urban water. He also undertook a similar
assignment in Chhattisgarh and was responsible for drafting the urban development policy in 2002.
Rajesh has also advised national and international companies in assessing opportunities in the water sector and
also supported funding agencies including AFD in identifying areas of future intervention in the sector.
Rajesh has a Masters in Public Administration in International Development (MPA/ID) from
the John.F.Kennedy School of Government. His masters thesis included a rigorous analysis of the issues
affecting urban water in Delhi and the means for restructuring the tariffs in a transparent manner to ensure
proper targeting of subsidies.

1) Institutional Development Consultancy for Shillong

Year: April 2010 onwards
Location: Shillong, Meghalaya
Client: State Investment Project Management Implementation Unit, Government of Meghalaya
Main project features: This project involves assisting SIPMIU in implementing key reforms for improving
urban governance and service delivery in Shillong. The project has the following components:
• Supporting the process of municipalisation in Shillong including evolving an urban governance framework
that incorporates traditional institutions as well as spirit of 74th CAA
• Facilitate the formation of city level water utility for Shillong as well as assist the utility in implementing
benchmarking
• Supporting the implementation of tariff and regulatory reforms for urban water supply
• Development of draft contracts for performance based agreements in water and SWM
• Double entry accounting system and GIS
• Institutional strengthening and capacity building of Shillong Municipal Board
Position held: Economist and User Charges Specialist and Project Manager
Activities Performed: Rajesh is the Project Manager and the economist and user charges specialist for this
assignment and is responsible for overall coordination and client management. As the economist in the team he
is responsible for working out a suitable policy for water tariffs and subsidy. He is advising the suitable
institutional framework for water sector and also supporting the municipal board and PHED in mainstreaming
the SSLB framework for water. In addition Rajesh is leading the development of an MoU that will become the
basis for agreement between PHED and SMB.

2) Jawaharlal Nehru National Urban Renewal Mission (JNNURM) – Phase II

Year: August 2010 to Ongoing
Location: New Delhi
Client: Asian Development Bank/ Ministry of Urban Development
Main project features: The TA will primarily comprise consulting support to MOUD, states and cities for the
following key outputs: (i) strengthen MOUD's stewardship role in the implementation of JNNURM and
consolidate and institutionalize JNNURM systems and capacities at the national, state and city levels for
further scaling up of urban investments and urban reforms; and (ii) support states and cities that are

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select behind in the implementation of JNNURM investment program including strengthening

financial sustainability, among others, through public-private partnerships.
Positions held: Rajesh is the Economist/Financial Analysts
Activities performed: Rajesh is responsible strengthening the quality of economic and financial analysis of
projects being funded under the mission. He will review and revise necessary guidelines and will develop
templates that will support project proponents to assess financial viability of projects. In addition, Rajesh will
also provide inputs for affordability analysis and economic analysis of projects.

3) Institutional Strengthening and Restructuring of Water Resources Development

Departments (WRDDs)
Year: 1998-1999; Location: New Delhi/Jaipur
Client: World Bank/ Government of Rajasthan
Main Project Features: The objective of this World Bank funded project was to establish and modify
institutional and organizational structure relating to the Water Resources Development Departments (WRDD)
of the Government of Rajasthan, in order to improve the states capability and efficiency to plan, develop,
allocate and manage water resources. The Departments covered include Irrigation Department, Ground Water
Department, Command Area Development Department and Indira Gandhi Nahar Project Department.
Activities performed: Rajesh was a core team member on this project and worked on the institutional
framework and in defining future objectives and the organisation structure, roles, related changes in HR rules
for meeting those objectives.

4) Special Assistance for Project Implementation (SAPI) for Bisalpur Jaipur Water Supply
Project (Transfer System)
Year: 2004
Location: Jaipur
Client: Japan Bank for International Cooperation
Main project features: This project for the PHED, Jaipur was initiated in the context of the Bisalpur Water
Supply Project and involved evaluation of different institutional structures for operation and maintenance of
water supply in Jaipur, including financial analysis, and institutional structure for managing demand and
reducing unaccounted-for-water.
Positions held: Rajesh was a core team member and the institutional specialist on this assignment
Activities performed: Rajesh was involved conceptualization of the most appropriate institutional structure for
managing the water sector in Jaipur in the context of a capital intensive project being undertaken.

5) Implementation Framework for Municipal Reform Incentive Fund (2002)

Rajesh was a core member of the team that was involved in preparing the implementation framework for a
Rs.350 million incentive fund that has been proposed as part of an implementation project for municipal
reforms to be funded by Japan Bank for International Co-operation (JBIC) over the next few years. Based on
his knowledge of the municipal sector and analysis of the direction of municipal reform
initiatives in the country, Rajesh was involved in developing the implementation framework for
the fund. The assignment involved laying downs guidelines relating to the following:
• Institutions and activities eligible for the reform fund

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• Quantum of support that would be provided

• Mechanism of funds channelisation
The proposed implementation framework was finalised after detailed consultation with stakeholders at central,
state and local levels. The implementation framework has since them been accepted by JBIC and forms part of
the agreement with Government of India

6) Strengthening Local Government in Madhya Pradesh (1998-99)

This assignment was funded by Asian Development Bank and aimed at strengthening of local bodies across the
state. The scope of the assignment involved:
• Revenue mobilization initiatives for Local bodies
• Pricing and delivery of urban services
• Development of a statistical information system to facilitate decision making for local
bodies
• Developing a framework for a municipal information system
Rajesh was responsible for handling the module on revenue mobilization for local bodies. The cost benefit
analysis of imposing and collecting taxes were identified and based on the findings it was recommended that
certain taxes should be combined and few taxes should be discontinued as the cost of administration and
collection of taxes was greater than the amount of tax collected. Rajesh also worked on the concept paper
for an urban infrastructure fund for the State based on a study of international best practices.
7) Collaborative study on municipal reforms in Agra Nagar Nigam
Year: 2001-02
Location: Agra
Client: Japan Bank for International Co-operation
Main project features: The assignment focussed on four broad areas to develop a comprehensive reform plan
for ANN. These were:
• Strategy for revenue mobilisation through improvement in Property Tax
• Improving delivery of urban services through Private Sector Participation
• Implementation of accounting and financial management reforms
• Implementation of public participation and public communication
Positions held: Rajesh was the team leader on this assignment. He was responsible for improvement in delivery
of urban services.
Activities performed: As part of the assignment, Rajesh was responsible for designing and implementing a
citizen survey covering residents, as well as commercial establishments in Agra to assess quality of service
delivery as well as willingness to pay for municipal services including water supply and waste water. He was
responsible for co-ordinating a citizen survey and to develop a plan for PSP in urban services. Rajesh was also
responsible for structuring a PPP project on SWM. He carried-out Cost benefit analysis of PPP across all
services such as water supply, street lighting, solid waste management, etc was done to identify package of
activities most amenable for PPP. Rajesh also conducted a best practices analysis study in this assignment.

8) Kolkata Interim Support to Change Management Unit (2004)

The Kolkata Urban Services for the Poor (KUSP) is a multi-sectoral complex and challenging program being

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undertaken by the Government of West Bengal (GoWB) under the aegis of the DfID. The program seeks to
improve the quality of urban planning and governance among the Urban Local Bodies (ULBs) in
Kolkata Metropolitan Area (KMA), while enhancing access to basic services for the poor and promoting
economic growth in the region. PwC were appointed as the Interim Support Consultants (ISC) to provide
support to the Change Management Unit (CMU) for the first year. The role of PwC as the ISC involves detailed
designing, preparation of guidelines, manuals and tools for program implementation and support CMU to
procure services in a number of areas.
Rajesh was closely involved in the initial stages of the project and was closely involved in the as-is analysis of
municipal finance and accounting of the ULBs in Kolkata region. He was also involved in envisioning the
framework for the innovative challenge fund.

9) Preparing summary documents for urban water sector business plan for three states in
India
Year: Feb 2009- Sept 2010
Location: New Delhi
Client: World Bank
Main project features: This project involved preparing a summary document capturing the UWSS business
plan in Maharashtra, Rajasthan and Haryana. As part of this assignment, Rajesh worked closely with the State
governments in these states to evolve a comprehensive business plan. Detailed institutional options were
analysed for ULBs to enter into PPP contracts under different scenarios. The accountability and incentive
structure to make these contracts function efficiently would also be analysed. Detailed financial models were
prepared for each states in consultation with the state government and world bank covering various reform
scenarios and the impact sector financial sustainability. The report also included an assessment of the
regulatory framework that could be adopted in the sector.
Positions held: Project manager
Activities performed: As project manager, Rajesh was responsible for review and finalisation of reports. He led
the preparation of the financial models and played a leading role in organising the workshops required under
this project and facilitate interactions with senior state government to evolve a business plan for UWSS sector.

10) Haryana Policy Dialogue

Year: Feb 2009- Sept 2010
Location: New Delhi
Client: World Bank
Main project features: This project involved taking forward the reform agenda for urban water supply and
sanitation sector in Haryana. Rajesh led the discussions with the government on the reform road map and also
led the workshop with state government functionaries that helped evolve a road map
Positions held: Project manager
Activities performed: As project manager, Rajesh was responsible for leading the workshop

11) Haryana Vision 2030

Year: June 2011 onwards
Location: New Delhi, Chandigarh

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Client: ADB
Main project features: Haryana government proposes to prepare the Haryana Vision 2030, a document that
will assess the needs of the state in key infrastructure and social sectors (“Vision Document”). Phase I would
cover water supply, sewerage, solid waste management, urban transport & urban infrastructure, rural
infrastructure (focused on water & sanitation facilities) and power. The Vision Document (Part A) will provide
a broad roadmap for the selected sectors that could be translated into an actionable agenda for the departments
in each sector.
Positions held: Team Leader
Activities performed: As Team leader and Water sector expert, Rajesh is responsible for developing the vision
relating to water sector and also integrate the inputs from other sector experts.

12) Vision Statement for Chhattisgarh

Year: 2000-2001
Location: New Delhi/Raipur
Client: Government of Chhattisgarh
Main Project features: This study involved developing the vision document for a new State such that it reflects
the needs, aspirations and desires of different sections of the society. The exercise included identifying
objectives and targets for different sectors of the State’s economy, conducting a SWOT and identifying specific
strategies for meeting the objectives. The vision also identified key action points in terms of key policy
initiatives, legislative measures, etc. that need to be taken up in the key sectors or industries that could help
achieve the vision. “Good Governance and Good Infrastructure” were developed as the underlying
theme for introducing the state to potential investors.
Activities performed: Rajesh was a core member of the team and was responsible for developing the vision and
action plan for the infrastructure sectors. He also worked on the implementation plan for operationalising the
vision.

13) Rajasthan Infrastructure Development Agenda - 2025

Year: 2002-2003
Location: New Delhi/Jaipur
Client: PDCOR Limited
Main project features: The assignment involved developing the economic as well as infrastructure agenda for
the State over the next 25 years. Detailed sectoral analysis (economic as well as infrastructure sectors) was
conducted to identify focus products for the economy. Future growth plan for the state was drawn up based on
market opportunities and resource attractiveness. Detailed reform agenda has been outlined in infrastructure
sectors viz., urban infrastructure, roads, and water resources and industrial infrastructure. A detailed macro-
economic analysis of the state’s finances has been carried out to assess capacity of the state to fund future
investments in infrastructure.
Activities performed: Rajesh was the module leader for urban infrastructure module and was responsible for
investment requirement estimation for all urban infrastructure sectors. He also undertook best practice review
to identify the reform agenda and road map for the sector including interventions on policy, institutions and
financing.

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14) Infrastructure Development Action Plan for Chhattisgarh

Year: 2000-2001
Location: New Delhi/Raipur
Client: Government of Chhattisgarh
Main Project features: The assignment involved developing the IDAP for seven infrastructure sectors viz.,
roads, power, urban infrastructure, water supply, etc. This included the following:
• Assessment of the existing level of services
• Estimating the demand and investment requirement over the next ten years
• Estimating the investment gap and developing a strategy for bridging the gap
Activities performed: Rajesh was responsible for developing the action plan for roads and urban infrastructure.
Local bodies in the top 6 cities were mapped in terms of their reform initiatives and a reform action plan was
also suggested for them. In this assignment, detailed benchmarking was done for arriving at targeted growth for
the economy.

15) Water and City Development Report on India (2010)

Year: 2010-11
Location: New Delhi
Client: JETRO
Main project features: The objective of the study is to prepare a report that captures the policy, institutional
framework, project opportunities and key players in the water sector and city development (SEZ, large
townships etc. ) sectors in India. The team will also assist JETRO in identifying key opportunities that japanese
companies would like to pursue in India
Positions held: Project Manager
Activities performed: Rajesh has overall responsibility for leading the team on this project
16) Jawaharlal Nehru National Urban Renewal Mission (JNNURM)
Year: August 2007 to November 2009
Location: New Delhi
Client: Asian Development Bank/ Ministry of Urban Development
Main project features: The Jawaharlal Nehru National Urban Renewal Mission (JNNURM), launched in
December 2005 is a step with an objective to bring in efficient, equitable, responsive, and accountable
development of select cities in the country. Currently 63 cities are covered under this Mission. PwC has been
appointed by ADB as the project management consultants for this project.
Positions held: Rajesh was the municipal finance specialist on this assignment
Activities performed: Rajesh was responsible for assisting the Mission in mainstreaming PPP into the
JNNURM project. He prepared a toolkit for assisting ULBs to develop an understanding of PPPs and undertake
an assessment for suitability of projects under PPP. He also assisted the Mission in credit-rating of ULBs. As
part of this project, Rajesh has also undertaken financial analysis of the participating ULBs and compiled a
report that presented a summary picture of the financial position of 63 ULBs. He was involved in assisting 5
ULBs to undertake PPP projects in SWM and urban water supply. Contracts were structured for one of the cities
to bid out SWM project into two separate packages through the private sector.

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17) North Karnataka Urban Sector Improvement Program (NKUSIP) 2008

The primary objective of this program is to promote economic development in North Karnataka through urban
infrastructure improvement. 25 urban local bodies (ULBs or the “Investment ULBs”) of North Karnataka have
been initially selected for the Investment Program. PwC is assisting the Karnataka Urban Infrastructure
Development Finance Corporation (KUIDFC) in the following activities:
o Preparing model Request For Proposals RFPs for the Performance-Based Deferred Payment Structure
(PBDPS) contracts, the Performance-Based Management Contracts (PBMCs) and conventional civil
work contracts and associated preparatory work needed to introduce Private Sector Participation (PSP)
schemes, including formulating post-PBDPS operations strategy and human resources strategy for
existing urban local bodies (ULBs) employees who will be affected by the introduction of PBDPS
contracts;
o Preparing a business plan and operational procedures for the KUIDFC and operations manuals for the
Investment Program ULBs
o Undertaking analysis and making recommendations on appropriate water and sewerage tariffs for the
Investment Program ULBs.
o Preparation of draft implementation procedures for an urban poverty alleviation program proposed by
KUIDFC
Rajesh was responsible for designing the framework for the guarantee fund that will ensure
security of payment to contractors. The design will be used to promote municipal reforms
through suitable credit enhancement.

18) Assisting Government of Bihar in preparing a PPP policy and develop an institutional
strengthening plan for IDA
Year: 2008,
Location: New Delhi, India
Client: World Bank,
Main project features: This assignment requires the consultant to assist the Govt of Bihar to develop a PPP
policy for infrastructure projects in the State. This Policy will act as the framework for guiding various
government departments to undertake PPP projects. A PPP process guidebook would also be prepared in this
regard. Finally, an institutional strengthening plan will be prepared for the Infrastructure Development
Agency that has been created in the state.
Position Held: Project Manager
Activities performed: As Project Manager, Rajesh is responsible for leading the preparation of deliverables
on this assignment and continuous client interaction.

19) Preparation of project report for establishment of a new international civil air terminal
complex at Mohali, Chandigarh for the Airports Authority of India
Year: October 2008 - Ongoing
Location: India
Client: Ministry of Civil Aviation, Government of India

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Main project features: An MOU was signed between the Airports Authority of India, Government of Punjab
and Government of Haryana on the formation of a Joint Venture Company for establishing an international
civil air terminal complex to cater to the operation of civil flights to and from Chandigarh.
PricewaterhouseCoopers Pvt. Ltd. (PwC) has been commissioned to prepare the project report working out the
broad project capital cost based on the proposed Master Plan, the capital structure of the Joint Venture
Company, and recommending the suitable model and methodology for implementation of the project.
Positions held: Advisor on economic analysis
Activities Performed:
Rajesh guided the team working on the project to prepare an economic analysis for the project using the ADB
handbook for economic analysis of infrastructure projects. All direct costs and revenues were restated
in economic terms. The indirect benefits from the project in the form of higher economic growth, increase in
employment opportunities and local consumption were also identified.

20)Review of 11th Five year Plan Industrial Schemes for mid course correction and future
design of schemes
Year 2009: Location: Delhi
Client: Planning Commission
Key project features and role:
The project involved assisting the Planning Commission in the mid-term review of select schemes that are
applicable to the industrial sector. This exercise focussed at reviewing the schemes with respect to social
objectives such as inclusiveness and skill up gradation apart from traditional mid-term review. The study also
aimed at providing inputs for mid-course correction for some of the schemes. It was also aimed at providing
inputs for design of schemes for 12th plan period.
Rajesh was involved with analysis of the evaluation reports available from the respective departments, scheme
implementation through field visits and secondary research with respect to their desired social objectives. He
also reviewed case studies on the success cases as well as the issues related with the scheme implementation.
He also facilitated in designing and conducting workshops. He assisted in drafting a report on schemes for
industries covering mechanisms for achieving better inclusiveness and as well as design of future schemes.

21) Name of assignment or project: ADB Assam power sector transmission improvement
project
Year: 2008-2009: Location: Guwahati, India
Client: Asian Development Bank
Main project features: Provide assistance on PPTA for a multi-tranche financing facility (MTFF) for
infrastructure development for electricity in Assam.
Positions held: International Economist
Activities performed: Rajesh was responsible for economic analysis of the separate tranches of loan for
investment in transmission infrastructure for electricity in Assam. He was responsible for following the ADB
guidelines on economic analysis of such projects and to estimate benefits with and without the projects.

22) Feasibility Study for a SME Park in Bangladesh

Client: Infrastructure Investment and Facilitation Center

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Year: March 2010 - Oct 2010 (ongoing)

Main project features: The SME Foundation, Bangladesh has envisioned setting up of a SME Park and has
retained IIFC for undertaking feasibility study. The modules of the work include:
Site assessment and selection, Competitiveness and Benchmarking analysis, Industry Sector Analysis, Market
Demand Forecast, Financial Analysis, Economic Analysis
PwC has been retained by IIFC to deliver the Economic Analysis module for the Project and to provide
guidance on other modules including development of a financial model.
Positions held: Senior Economist
Activities Performed: Rajesh is involved in the capacity of Senior Economist and Engagement leader. He is
required to undertake the economic analysis of the selected site in order to determine the economic benefits
of the proposed industrial zone. An economic model would be prepared based on chosen economic indicators
and assumptions and an external rate of return (ERR) would be calculated.

23) Policy dialogue on Municipal Reforms

Rajesh was part of the core group that initiated a policy dialogue and debate with a number of stakeholders on
the issue of developing practical approaches to implementing municipal reform in ULBs. This process was
initiated with a workshop that had participation from policy makers, practitioners and leading experts in the
field from academics and funding agencies. Rajesh facilitated this workshop.

24) Urban sector policy for Chhattisgarh

Rajesh worked with state government officials for preparation of the state’s policy on urban and transportation
sectors. This included policies for urban development, housing and environment

Workshop/ presentation on municipal reforms

Rajesh has participated in a number of seminars relating to urban sector and municipal reforms. Some of the
important workshops where Rajesh as participated as a resource person include
1. Road map for municipal reforms, workshop organised by HSMI, 2000
2. Framework for developing a municipal information system, Conference on urban indicators organised
by TERI, March 2001
3. Capacity building workshop for municipal officers in Haryana, November 2003
4. Workshop on municipal reform incentive fund, September 2003
5. Presentation to Govt of Rajasthan on urban reforms, January 2004
6. Presentation in CII conference on PPP opportunities in Urban Infrastructure, Kochi, 2007
7. Presentation to Govt of Delhi on PPP in infrastructure and public services, 2008
8. Presentation on urban infrastructure opportunities to Indo-French delegation, 2008
9. Presentation on Urban Policies and Reforms – Sharing of Best Practices
1. Authored a PwC feature publication titled “urban transportation financing – a strong case for PPP”.
Published on the occasion of the Urban Mobility Conference in December 2008
2. Authored an article titled “A New Framework for Regulation of Urban Water Supply and Sanitation
Services” published by CUTS Institute of Regulation and Competition, July 2009

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3. “No Single Model for Urban PPPs” published in Financial Express, December 30, 2008
4. “Open Skies over small town India” an article on the impact of regional airlines, published in Financial
Express, November 20, 2007
5. Credit Default Swaps – A new Source of Finance, Financial Express, 24th August 2010
6. PPPs to PUPs, Financial Express, 29th Dec 2010

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1. Name of the firm PricewaterhouseCoopers Pvt. Ltd.

2. Name of Staff Tarun Kumar Gupta

Designation Senior Manager

3. Date of Birth 8th February 1978

Nationality Indian

4. Education
Name of Degree College and University Specialization Year of Passing

Chartered Institute of Chartered Financial

2000
Accountancy Accountants of India Management

Institute of Company
Company Secretary Company Law 2000
Secretaries of India

B.Com (Hons) University of Calcutta Commerce 1999

5. Membership in Professional Societies:

• Fellow Member of the Institute of Chartered Accountants of India
• Fellow Member of the Institute of Company Secretaries of India
• Invitee Member to the Information Technology Sub-Committee of the Eastern India
Regional Council, Institute of Chartered Accountants of India for two consecutive years
2004-05 and 2005-06
• Member of the Conference Organising Committee on Information Technology of the
Institute of Chartered Accountants of India, held at ITC Hotel at Kolkata in 2004 and
2005
• Member of the Annual Conference Organising Committee of the Association of
Corporate Advisers & Executives, held at Taj Bengal Hotel at Kolkata in 2008
• Life Member of Association of Corporate Executives and Advisers, Kolkata
• Life Member of VIP Road Chartered Accountant’s Study Circle, Kolkata
• Life Member of Calcutta Study Circle on Corporate Law & Allied Subjects, Kolkata

6. Other Training:
• Risk Management, PricewaterhouseCoopers, 2008
• Negotiations, PricewaterhouseCoopers Advisory University, 2008
• Infrastructure Advisory – Public Private Partnership and Regulations,
PricewaterhouseCoopers Advisory University, 2008
• Performance Improvement through Financial Function Effectiveness,
PricewaterhouseCoopers Advisory University, 2008
• Corporate Performance Management, PricewaterhouseCoopers Advisory University,
2008
• Team Leadership in Action (TLiA), PricewaterhouseCoopers, 2006
• Management Development Program (MDP) on Urban Management, Indian Institute of

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Management (IIM) Ahmedabad, 2005

• Guideline for Engagement Management (GEM), PricewaterhouseCoopers, 2003

7. Countries of Work Experience:

India, Bangladesh, Bhutan, Sri Lanka, Solomon Islands

8. Languages Read Write Speak

English Excellent Excellent Excellent

Hindi Excellent Excellent Excellent

Bengali Good Good Excellent

9. Employment Record
Duration Name of employer Position held

From December
PricewaterhouseCoopers Pvt. Ltd., Delhi Senior Manager
2000 till date

10. Key Qualifications/ Tasks Performed

Tarun joined PwC in December 2000 and since then he has been involved in projects covering
areas of municipal reforms, fiduciary risk assessments, accounting reforms and
developmental planning. His experience varies around sectors like the water supply and
sanitation, sewerage, solid waste management, social sectors etc..
He has worked on projects related to development oriented reforms programs with
Government reforms for State and Urban Local Bodies. He has been a part of
assignments on infrastructure feasibility, fund management for community based grants,
project management of large Not-for-Profit funding assignment, implementation of
commercial accounting systems, financial restructuring of Government
undertakings, preparation of financial models for project funding and evaluation and
drafting of financial bid documents.
Tarun has extensive experience in the urban sector where he has been involved in the
largest DFID funded assignment in India covering over 40 urban local bodies in
the Kolkata Metropolitan Area (KMA) having a combined population of 12.5 million.
Tarun was instrumental in studying in detail the areas for municipal finance and
developing a financial planning software ‘FinPro’. Tarun worked extensively with
these ULBs and recommended practical ways for revenue enhancement,
expenditure management and asset management.
Tarun was also involved in the transition to accrual accounting for these ULBs where he
developed guidelines for preparing accounts on accrual basis, the fundamental to any financial
information. Tarun’s efforts were specifically recognised by the Project Director in his
‘Foreword’ to the various Accounting Manuals.
Tarun was also a part of the Task Force formed for developing the Municipal Finance
Improvement Plan (MFIP) under the national level Jawaharlal Nehru National
Urban Renewal Mission covering 63 cities in India. Tarun played an important role in
developing recommendations for improving the financial condition of the ULBs. These
recommendations were put in as a reform condition for the ULBs to access funds under the
JNNURM program. Tarun undertook extensive research for the same by visiting
ULBs all across the country. Based on these recommendations, Tarun developed
toolkits for ULBs for them to access funds from financial institutions from banks and

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earmarking separate funds for water supply and sanitation & urban poor.
At present, Tarun is doing projects in Operational Strategy and undertaking financial feasibility
analysis for infrastructure projects. He is working in the Strategic Business Unit, Government
Reforms and Infrastructure Development.
Tarun is involved in projects that are primarily Internationally Funded Engagements (IFE) i.e.
projects financed by agencies such as the World Bank, Asian Development Bank, Department
for International Development, UK, USAID and AusAid. He is also involved in projects that are
funded by the Central and State Governments.

11. Work Undertaken that Best Illustrates Capability to Handle the Tasks Assigned

Project Name: Support for the Jawaharlal Nehru National Urban Renewal
Mission (JNNURM)
Year: January 2007 till date Location: Delhi
Client: ADB and MoUD
Main project features:
The Jawaharlal Nehru National Urban Renewal Mission (JNNURM),
launched in December 2005 has an objective to bring in efficient, equitable,
responsive, and accountable development of select cities in the country. Currently, 63
cities are covered under this Mission.
PwC has been appointed by ADB as the project management consultants.
Basically, the assignment comprised of three tasks – Program Management,
Communication and Capacity Building, and Monitoring & Evaluation of
JnNURM programs in these 63 Mission cities.
Positions held: Project Manager
Activities Performed:
As a Project Manager, Tarun is responsible for overall management of the project and
11.A ensuring proper coordination with MoUD. The project required Program
Management, Communication and Capacity Building, and Monitoring &
Evaluation for 63 JnNURM mission cities. Details of the key services provided are:
• Program Management – he was responsible for coordination mechanisms
among different teams, institutional interface setup, and analyzing guidelines
for reform procedure. Tarun is responsible for overall project
management including reviewing the progress in implementation
of projects and reforms under JNNURM
• Communication and Capacity Building – he was responsible for
supporting states & cities in developing road map for each reform option/
element in their respective reform agenda, advise on PPP or private sector
involvement etc.
• Monitoring & Evaluation – he was responsible for defining framework of
performance indicators for efficient program monitoring, establishing
baselines, and facilitating evaluation of program impact at due intervals
Tarun is a part of the Task Force for developing recommendations on Municipal
Finance Improvement Plan (MFIP) and has to co-ordinate the activities of the
Ministry in this area. He was also involved in the initialization of Service level
Benchmarks (SLBs) for six major areas of urban management under

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JNNURM.

Project Name: ADB funded Support to Shillong Municipal Board under

Institutional Development Consultancy
Year: April 2010 till date Location: Shillong
Client: ADB and Government of Meghalaya
Main project features:
PwC has been appointed as IDC consultants to the Shillong Municipal Board to work
11.B closely with them and to build technical and program management capacity within the
Directorate. PwC will also support the Board in implementation of double entry based
accrual accounting system.
Positions held: Module leader
Activities Performed:
Tarun is the accounting specialist in the project and has primary responsibilities of
supporting the ULB in their initiatives for Accounting Reforms i.e. conversion of
single entry cash basis to double entry accrual basis of accounting.

Project Name: DFID funded Kolkata Urban Services for the Poor –
Interim Support to Change Management Unit (CMU), Municipal Affairs
Department, Government of West Bengal
Year: 2004-07 Location: West Bengal
Client: Municipal Affairs Department, Government of West Bengal
Main project features:
The Kolkata Urban Services for the Poor (KUSP) program is part of a larger
framework of assistance being provided by Department for International
Development (DFID) to Government of West Bengal in its efforts to achieve poverty
reduction and implementation of inclusive pro-poor schemes in Kolkata Metropolitan
Area.
KUSP is aimed at improving urban planning and governance, access to basic services
for the poor and promoting economic growth in Kolkata Metropolitan Area (KMA). It
11.C seeks to establish an inclusive and participatory planning framework in the KMA
municipalities within a wider context of the metropolitan city of Kolkata. The program
would support creation of infrastructure at slums, wards, municipality and trans-
municipality levels.
The program covers 38 municipalities and 2 municipal corporations in
the KMA area, excluding Kolkata Municipal Corporation (KMC), the largest
municipal corporation in the state. The KUSP program is expected to benefit about 2.4
million poor people living in the KMA.
Positions held: Municipal Finance Expert
Activities Performed:
Tarun supported the CMU in following areas:
• Transition to commercial accounting systems for all the ULB’s including
drafting of Accounts Manual and Guidelines, specifications for software,
training to key staff and providing assistance during implementation. Drafting
of amendments to the relevant Accounting Rules and Acts was also a part of

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the module.
• Preparation of Guidelines and Fund Management of an Innovative Challenge
Fund, a small grants program for not-for-profit organisations
• Preparation of Guidelines for Integrated Planning known as Draft
Development Plans for ULBs
• Preparation of a Financial Plan for the ULBs which would look into Revenue
Enhancement, Expenditure Management and Asset Management Initiatives.
This also included a software toolkit based on MS Excel known as ‘FinPro’
which will be used for preparation of the Financial Plan including Capital
Investment Plans.
• Preparation of a toolkit on the Systems and Process Improvement in various
municipal functions
Project Name: ADB funded Reform Consultancy Services for Bangladesh
Railway
Year: 2007 till date Location: Bangladesh
Client: ADB
Main project features:
The ADB Railway Sector Project aims to promote economic growth by improving the
performance of the railway subsector. Bangladesh Railway (BR) will be reorganized by
Lines of Business, its financial governance improved and then transformed
into a government-owned corporate entity.
Rail infrastructure and rolling stock constraints will also be alleviated. This will be
done by (1) implementing a program of organizational, policy and governance
reforms to improve BR’s commercial orientation and financial, human resource and
operational management; and (2) financing priority investments to overcome
capacity bottlenecks in sectors where such investments are both economically and
financially viable.

11.D The two components are mutually reinforcing as the proposed reforms will help
ensure that the proposed investment to increase capacity will lead to a sustainable
improvement in BR’s operational and financial performance. The Reform project
encompasses (i) Restructuring BR into a LOB structure; (ii) Preparing an asset
register for BR; and identifying the assets as well as the liabilities to be transferred to
the different LOB, (iii) Improving financial governance by implementing
modern financial management and accounting systems; (iv) Improving human
resource governance by implementing modern human resource management systems
and procedures; (v) Providing advisory services and support for the transformation of
BR into a state-owned corporate entity; and (vi) Providing legal services for the reform
process
Positions held: Team Leader
Activities Performed:
Tarun is the leading the Component 2 – Preparation of Asset Register and
identification of liabilities so that the same can be incorporated in the balance
sheet of BR and the newly formed Government owned corporate entities. He is leading
a team of 8 other consultants both international and domestic in the assignment.
Tarun also has project management responsibilities in the assignment.

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Project Name: World Bank funded Financial Restructuring of Solomon

Islands Water Authority (SIWA)
Year: October 2006 to March 2007 Location: Solomon Islands
Client: The World Bank
Main project features:
The Solomon Islands Government had appointed the Firm to prepare and implement
a Financial Restructuring Plan for SIWA. SIWA is a Government-owned corporation
created under the Solomon Islands Water Act of 1992.
The financial restructuring plan was to re-establish SIWA’s finances on a proper
commercial basis based on international accounting standards and practices. It
11.E
included a step-by-step action plan addressing key issues with particular focus on
revaluing assets and settling all outstanding obligations with the Government,
adequate provisions for bad debts etc. This enabled the Government to value its equity
contribution in SIWA and financial targets to be set that will enable SIWA to
eventually become financially independent.
Positions held: Accounting Expert
Activities Performed:
Tarun was the accounting expert in the project and was instrumental in
preparation of financial statements for SIWA. He also drafted the
accounting policies that will be used by SIWA in future and recommended
changes in the existing accounting systems and procedures.
Project Name: Kolkata Metropolitan Development Authority (KMDA) –
Updation of Accounting Manual and Unification of accounts and budget of
Kolkata Improvement Trust (KIT)
Year: 2006-07 Location: Kolkata
Client: KMDA
Main project features:
Government of West Bengal (GoWB) has been trying for a merger of the two agencies
11.F involved in infrastructure development in Kolkata Metropolitan Area (KMA). To
initiate the process, unification of accounts and budget is proposed as the first activity
and preparation of a unified balance sheet of the two organisations. The existing
Accounting Manual of KMDA also needs to be revised, based on the change in the
activities of the organisation.
Positions held: Accounting Expert
Activities Performed:
Tarun is involved in the entire project and is working with other team members to
provide them with guidance and direction in execution of the assignment.

Project Name: World Bank funded e-Society Development Initiative in Sri

Lanka

11.G Year: 2004-2005 Location: Sri Lanka

Client: World Bank
Main project features:

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The Government of Sri Lanka (GoSL) has obtained funding support in the order of
USD 53 million through the International Development Agency (IDA) to assist it in
the realization of its broad goals of developing and expanding the efficient and
effective utilization of information and communication technology throughout the
public and private sectors. The Information and Communication Technology Agency,
ICTA, has been created under the Prime Minister’s Office as the apex government
agency to oversight the development of ICT in Sri Lanka and to implement the project
over the period 2004 – 2008. Within the project, funding facilities in the order of
USD 9.0 million have been established for two of the project programs; the ICT
Capacity Building Fund, ICBF, (USD 6.2 million) and the e-Society Development
Initiative, e-SDI, (USD 3.5 million).
Positions held: Fund Management Specialist
Activities Performed:
Tarun was involved in reviewing the Guidelines and Operations Manual for the
e-SDI Program which had components for funding to both communities and NGOs
in Sri Lanka. The scope for review of the e-SDI operations manual included providing
recommendations to ICTA for any additions, deletions, and, or clarifications, to
improve the documents under the broad headings of (a) Structure, (b) Component,
Sub-component and Activity descriptions, (c) Implementation Arrangements,
(especially Conflict of Interest), (d) Implementation Schedule, (e) Public and
Stakeholder Awareness, (f) Selection and Review Processes, (g) The Award Processes,
(h) The Flow of Funds, (i) Monitoring and Evaluation, (j) Reporting and (k) Other.

Project Name: USAID funded Design Phase Consultants for National

Mission Mode Project for e-Governance in Municipalities
Year: 2004-05 Location: India
Client: US AID
Main project features:
The Government of India has formulated the National e-Governance Plan (NEGP) for
implementation during 2003-2007. The Plan seeks to lay the foundation and provide
the impetus for longer-term growth of e-Governance within the country. The Plan also
aims to create the appropriate governance and institutional mechanisms, set
up the core infrastructure and policies, and implement a number of Mission Mode
Projects at the centre, state and integrated service levels to create citizen-centric and
business-centric environments for good governance.
11.H
NEGP has identified the formulation of various Mission Mode Projects in e-
Governance, including one for municipalities under the responsibility of the Ministry
of Urban Development, in collaboration with the Department of IT (DIT). The NMMP
for municipalities is one of the Mission Mode Projects that has significant citizen
interaction, since municipalities provide a large number of basic services for millions
of citizen living in India’s urban centers. Introduction of e-Governance on a massive
scale aims to improve the delivery of all services and good governance.
Positions held: Accounting Expert
Activities Performed:
As part of the assignment Tarun was involved with undertaking a systems study
of the current processes and development of specifications for the various
modules to be developed under the Program.

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The Modules included Property Tax, Accounting, Water Supply and

Sewerage, Birth and Death, Citizens’ Grievances Monitoring, Personnel
Management System, Procurement and Monitoring of projects, Building
Plan Approval and Health Programs.
Tarun was also involved in developing the Accounting module of the assignment
by providing specifications and undertaking a detailed systems study of the
existing processes.

Project Name: Aus Aid funded Gangtok-Shillong Urban Water Supply &
Environmental Sanitation Projects
Year: 2004-05 Location: India
Client: Aus-Aid
Main project features:
Gangtok-Shillong and South Asia Region, Water Supply and Sanitation Program
comprises a program management unit and support to Water and Sanitation Program
– South Asia (WSP-SA). The Program component was designed to have specific
outputs to achieve the program objective and to increase the effectiveness and
efficiency of the two Projects. The PwC team, as one of its key roles as per terms of the
Technical Advisory Group (TAG) established by AusAID in October 2004 is to review
11.I
and assess the Accounting systems and processes established under the Program.
Positions held: Accounting Expert
Activities Performed:
Tarun was responsible for review of the accounting and financial
management systems developed in the Program and propose specific areas where
improvement could be considered by the Project and partner government agencies.
The Purpose was to inform AusAID’s Activity Manager, AMC and partner agencies of
the suitability and resilience of accounting and financial management systems
established or enhanced by the projects and to check for their completeness and
conformity to past and recent Government of India guidelines/ best
practices.
Project Name: Department of Finance, Government of Uttar Pradesh –
Modernization of Financial Management, Accounting and Audit
Functions
Year: 2001-02 Location: India
Client: Govt of Uttar Pradesh
Main project features:

11.J Department of Finance, Government of Uttar Pradesh is following a strategy for

strengthening the Financial Management and Accountability System for the State. The
project for this modernization was funded by the International Development
Association of the World Bank. The project included studying, analyzing and
identifying deficiencies in the existing systems, suggesting and designing measures for
improvement and identifying result oriented tools, developing recommendations and
feasibility reports and preparing a State wide implementation plan (including
transition plan) for the suggested changes in systems and procedures. The project also
included pilot runs of the implementation plans in two sample departments of the
Government and providing training to the Finance and Accounts cadre of the two

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departments.
Positions held: Accounting Expert
Activities Performed:
Tarun was a part of the accounting module which was entrusted with the job of
modernising the institutional framework for accounting in the State, enhancing the
quality of financial reporting, increasing departmental accountability and preparation
of a feasibility study on accrual basis of accounting. As a part of the accounting
module emphasis was also put on accounting policies, structures and systems,
contents and formats of financial reports, a Concept note on Government Accounting
Standards and developing capability and sustainability of accounts preparation within
the State. Recommendations were also suggested on the appropriate organisation
structure, staffing and training requirements of the staff. Tarun was also required to
deliver at the pilot runs conducted to test the implementability of the proposals and
provide training to the staff.

Project Name: Management Consultants to the DFID funded Poorest

Areas Civil Society (PACS) Program
Year: 2002-04 Location: India
Client: DFID
Main project features:
The Department for International Development (DFID) is the British Government’s
Department responsible for promoting development and reduction of poverty. Besides
working with State Governments, DFID’s India country strategy envisages working
with Civil Society Organisations in the poorest and most backward areas of India
identified by the Government of India. As a part of a wider umbrella program, DFID
has established the Poorest Areas Civil Society (PACS) Program which is intended to
enable Civil Society Organisations to more effectively empower the poor in realising
their entitlements. The ultimate beneficiaries would be the poor in the identified
backward districts with particular focus on women. The PACS program is to be
implemented in the 100 poorest districts of India as identified by the Government of
11.K India. The area spans over the States of Jharkhand, Bihar, Uttar Pradesh,
Maharashtra, Chhattisgarh and Madhya Pradesh. Funds to the tune of 25 Million
Pounds Sterling over a period of 7 years would be distributed to the CSOs as Grant.
Positions held: Program Executive (Financial Management)
Activities Performed:
Tarun has played an important role in establishing the Program on the ground and
looking at things from a social bent of mind. The systems and processes set up were
set to be enablers and not act as impediments to the working of the NGOs. These
finally would help the NGOs in achieving their objective of reducing rural poverty and
increasing opportunities for livelihoods.
One of the focuses of the Program was Micro finance and Livelihoods component. The
project envisages working with Self-help Groups, linkages with Banks, Financial
Institutions, and other agencies. PricewaterhouseCoopers is the Management
Consultant to the program alongwith Development Alternatives, taking care of the
financial part of the Program.
Major activities under the program included the following:

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• Preparation of Operations Manual for the Program and regular updation

based on learning’s
• Financial analysis, appraisal, budgeting and evaluation of projects to be
funded under the program
• Operationalisation of systems and procedures for the Program
• Budgeting, Accounting and all other statutory compliances of the Program
• Monitoring and evaluation of projects

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1 Name : Nidish G Nair

2 Date of Birth : 12th December 1975

3 Nationality : Indian
4 Education : Degree Institution Year

B. Architecture Maharaja Sayajirao 1998

University, Vadodara
Masters in Urban and CEPT University, 2003
Regional Planning Ahmedabad, Gujarat
5 Other Trainings :

6 Language & Degree of : Language Speaking Reading Writing

Proficiency English Excellent Excellent Excellent
Hindi Excellent Excellent Excellent
Gujarati Excellent Good Good
Malayalam Good
7 Membership in Council of Architecture, India (Registration No: CA/98/23786)
Professional Societies Institute of Town Planner of India (Registration No: 2005-086)

8 Countries of Work : India, UAE, Srilanka and Maldives

Experience

9 Employment Record :
a From/To April 2006 – onwards

Employer PricewaterhouseCoopers (P) Ltd.

Position held and Manager in Government Reforms and Infrastructure Development group
description of duties Description of duties: Core team member in assignments in urban
assessment, infrastructure planning and program management. Work
involves – coordination with Client and team members, guidance
to support-consultants, coordination and organisation of client
events / activities, consultation, stakeholder meetings, analysis
of data and issues, preparation / review of reports, preparation and
delivery of presentations.

b From/To September 2003 – March 2006

Employer Wilbur Smith Associates India (P) Ltd.

Position held and Senior Planner

description of duties Description of duties: Nidish has been involved as manager/core team
member in various consultancy assignments in Development planning
and Urban infrastructure. His role included co-ordination with client,
sub-consultants and team, stakeholders interaction, preparing
project proposals and framework, data collection and analysis, project
presentations and preparation of project reports. Nidish had a key role in
the organization in preparation of city development plans, formulation of

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capital investment plans and in project identification and development.

General Nidish is an Urban and Regional Planner having eight years of experience in
Description development planning, capacity building, institution development, feasibility
studies, construction and architecture. He has good experience in conducting training
and capacity building of municipal officials and elected representatives. He has
provided consulting services to various levels of government agencies, state
and local.
His core competences include Program management, municipal assessment and
institution capacity building. He has thorough experience of engage with
stakeholders, closely working with government to undertake training,
organise conferences, etc. He has gained significant knowledge of working on
development strategies and local economic development planning. Nidish has
been involved as professional staff for Jawaharlal Nehru National Urban
Renewal Mission (ADB TA 4775-IND) of Government of India – involved in
development planning, training delivery, setting up institutional
structures for program delivery, monitoring and evaluation, stakeholders
review and consultation, etc. Under the Andhra Pradesh Urban Poor Strategy,
Nidish is working on areas related to training and skill development, policy
support and enhancing economic opportunities for the Poor. On a recent
assignment, he was engaged as Core Team Member and Urban Planner in improving
business process in the local bodies in Abu Dhabi, UAE. As core team
member/coordinator for project preparation and technical assistance, for 21 towns in
North Karnataka Urban Infrastructure Development Project (NKUIDP) in Karnataka
state in India, City Corporate Plans and Business Plans for several cities of Tamil
Nadu state and City Development Strategy for twin cities of Ajmer-Pushkar in
Rajasthan state, under Jawaharlal Nehru Urban Renewal Mission (JNNURM). He has
also directed assignments as project manager for feasibility studies, project
identification and development and project formulation.
During his stint with Centre for Environmental Planning and Technology, he’s was
involved in project for rehabilitation of earthquake affected villages, which
involved study for improving economic opportunities and livelihood.

10 Work undertaken

1) Andhra Pradesh Urban Poor Strategy, MA & UD Department, Govt. Of AP (2011)

- Project Manager and Urban Expert

PwC has been engaged by Govt. Of AP to work with MEPMA (Mission for Elimination of Poverty in
Municipal Areas) to provide consultancy for developing an Urban Poor Strategy and design of a detailed
program for addressing the issues of urban poor in the State, based on analysis and evaluation of the
existing urban poverty alleviation program, field survey and consultations. Nidish is the Urban Expert
and Project Manager on this assignment responsible for all deliverables, managing a team of
experts, field survey, consultations and client interactions. He is also responsible for inputs in
areas of urban assessment, evaluation and program design.

2) ADB TA 4775-IND : Support to Jawaharlal Nehru National Urban Renewal Mission

(JNNURM)

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– Professional Support Staff

Nidish is involved as a professional staff with full time input, in a 15 member team, providing technical
and operational support to the Mission Directorate of Jawaharlal Nehru National Urban Renewal
Program (JNNURM), Ministry of Urban Development, Government of India (GoI). JNNURM is a
reform-linked infrastructure development and governance program in 63 major cities of India. It is a
flagship urban sector program of Government of India, largest program in terms of its coverage. The
program supports capacity building and training of municipal officials and elected representatives

He is responsible for providing technical support to the team and as independent direct support (day-to-
day basis) to the Mission Directorate. His specific assignment within the program involves providing
technical support to the team, in various activities like preparation of guidelines, assessment of
projects for various infrastructure sectors, training and conduct of training programs,
setting systems and process for the Mission, review and presentations on behalf of the Mission,
organising events and conferences for the Mission, leveraging PPP in projects and monitoring
and implementation of projects and reforms under the Mission. Nidish was engaged in preparation
of capacity building framework, conduct of training need assessment of states and cities,
conduct of the Rapid Training Programs under JNNURM and design of medium-term
capacity building framework.

3) Independent Evaluation of IFC’s SEDF Phase II for Srilanka and Maldives,

International Finance Corporation (2011)
- Project Manager

PwC has been engaged by IFC to conduct an independent evaluation of the Small Enterprise
Development Facility Program with an objective to assess impacts and benefits of the program to the
small and medium private enterprises in Sri Lanka and Maldives. Nidish was the project manager and
was responsible for the overall delivery of the assignment. He managed a team of six people and
anchored preparation of the Evaluation Report; Conduct on survey with partner institutions,
SMEs and IFC and documentation of the best practices.

4) World Bank PPIAF TA Support - Financing Strategy and Advice for Municipal
Corporation of Greater Mumbai (2010 )
- Project Manager and Urban Expert

PwC has been engaged under the PPIAF SNTA program to provide practical guidance to the city of
Greater Mumbai to develop an action plan to improve credit-worthiness over medium time frame and
project financing plan, including potential for private and/ or market-based financing and demonstrate
such through pilot transaction by assisting the city to prepare for market – borrowing. Nidish is the
project manager on this assignment responsible for all deliverables. He is involved in organising
knowledge sharing session and staff capacity building in areas of project financing and
market based financing.

5) Business Process Re-engineering of 3 municipalities and Department of Municipal

Affairs in Abu Dhabi, UAE – Process definition and Program Management Services

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(2008)
– Urban Planner and Core Team Member

Nidish was seconded to PwC Abu Dhabi for the project. PwC was engaged, by the Government of UAE, to
provide program management and conduct business process re-engineering for the municipalities of Abu
Dhabi, Al Ain and Western Region, and Department of Municipal Affairs in Abu Dhabi. These
municipalities are responsible for provision of urban services and required a revamping of institutions to
better manage the services. The tasks involved process definition, conduct of BPR, recommends
standardised processes and program management of implementation. Nidish was engaged as an Urban
Planner and Core Team Member.

6) City Development Plan for Ajmer Pushkar in Rajasthan, under JNNURM, 2006
– Core Team Member

Nidish was involved as key personnel for urban assessment and project development, for preparing CDP
for 20 year perspective for the twin towns of Ajmer and Pushkar – a major domestic and international
tourist destination. Preparation of the CDP involves a strategic analysis of the city from multiple
perspectives, viz. socio-economic, infrastructure and basic services delivery, institutional and financial.
CDP covers core sectors of water supply and sanitation, drainage and lake rejuvenation, improvement of
ground water table, solid waste management, apart from transportation and other civic infrastructure.
Nidish has undertaken baseline data compilation, sectoral demand gap assessment for city
infrastructure, project identification and proposed development strategies for all sectors.

7) City Corporate Plans and Business Plans for 12 Cities in Tamil Nadu State under
TNUDP III (GoTN), 2005-06
- Coordinator / Core Team Member

As Coordinator, Nidish was involved in preparation of City Corporate Plans for Major Cities of
Tamil Nadu, provided with Infrastructure Assessment, appropriate Investment Strategies,
Capital Investment Program and Resource Mobilization Options. These corporate plans
covered core sectors like water supply, sewerage, solid waste management, apart from
transportation and other civic infrastructure. As a part of the project, Nidish anchored
preparation of project framework, rapid urban assessment, review of municipal finance and institutions,
strategies for resource mobilisation, strategy for asset management and information system, consultation
meetings, project coordination and compilation of detail project report. Also, as a final outcome of the
project he was a part of the core team to formulate a strategic plan for effective conversion of CCP into a
real Business Plan for the City.

8) Preparation of Urban Infrastructure Development Project for selected 21 Towns in

North Karnataka (NKUIDP), Karnataka Urban Infrastructure Development and
Finance Corporation, 2003-04
- Co-ordinator / Core Team Member

Nidish was a team member and city coordinator for 5 cities, for preparation of a feasibility study for
urban infrastructure provision in 21 towns of North Karnataka. The assignment included urban

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assessment, project identification, preparation of a project implementation structure,

institutional development program and fund flow mechanism, across a range of urban
services. Government of Karnataka proposed to access ADB Sector loan for infrastructure, through this
assignment.

Nidish anchored rapid urban assessment of existing infrastructure facilities, was responsible for co-
ordinating overall data collection and compilation of detailed project report for Hubli-Dharwad,
Gulbarga, Bidar, Basvakalyan and Badami towns in North Karnataka.

9) Town Planning Scheme for Ahmedabad Municipal Corporation and Ahmedabad Urban
Development Authority.
- Team Member

Nidish was involved in preparation of Draft Town Planning Schemes for areas within Ahmedabad city as
per provisions of Gujarat Town Planning and Urban Development Act. The Plan, consisting of 10-
schemes (approximately 1100 Hectares) covers detailed survey, road proposal, reconstitution of plots,
block infrastructure design, costing and preparing project report as per the provision of the Act. As a
team member, he was involved in conceptual design, area planning, survey supervision,
stakeholders discussion, negotiations with beneficiaries and client, project facilitation,
presentation and preparation of detailed project report.

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1 Name : Saurabh Shekatkar

2 Date of Birth : 28th December 1979

3 Nationality : Indian
4 Education : Degree Institution Year

MBA Symbiosis Institute of 2006

Business Management
B E Civil CEPT University, 2002
Ahmedabad, Gujarat
5 Other Trainings :

6 Language & Degree of : Language Speaking Reading Writing

Proficiency English Excellent Excellent Excellent
Hindi Excellent Excellent Excellent
Gujarati Excellent Excellent Good
Marathi Excellent Excellent Excellent
7 Membership in NA
Professional Societies

8 Employment Record :
a From/To May 2009 – date

Employer PricewaterhouseCoopers (P) Ltd.

Position held and Manager in Government Reforms and Infrastructure Development group
description of duties

b From/To May 2006 – April 2009

Employer C B Richard Ellis South Asia Pvt. Ltd.

Position held and Consultant

description of duties

C From/To May 2002 – April 2004

Employer Gherzi Eastern Limited

Position held and Planning Engineer

description of duties

General Saurabh is a Senior Consultant in Government Reforms and Infrastructure

Description Development and has nearly 7 years of professional experience in the areas of project
appraisal, contract management and project management. Saurabh has an MBA with
dual specialization Finance from SIBM Pune and a BE in Civil Engineering from CEPT
10 Name of Assignment/job or project: Transaction Advisory Services for Development of
CPMF Housing Projects for the Ministry of Home Affairs (MHA) under PPP mode

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Year: 2010; Location: New Delhi

Employer: Ministry of Home Affairs
Main project features: The project was to provide Transaction Advisory Services including technical &
financial feasibility and bid process management for the development of CPMF Housing Projects under
BOT (Annuity) mode.
Positions held: Senior Consultant
Activities performed: Saurabh was involved in preparation of clusters for the housing project,
interaction with the client and CPMFs for the same, estimation of costs for various projects,
undertaking the technical feasibility, undertaking financial feasibility, preparation of bid documents
and carrying out the bid evaluation process for various clusters under the project.

Name of Assignment/job or project: : Consultancy service for Financial Advisor to

facilitate private sector financing and domestic borrowing in the road sector in the State
of Karnataka (India)
Year: 2009; Location: Karnataka
Employer: Government of Karnataka
Main project features: The project was to develop a comprehensive financing strategy for the state
highway development program
Positions held: Senior Consultant
Activities performed: Saurabh was involved in the identification and packaging of the road network,
estimation of construction costs for the road network, preparation of financing strategy and plan for
the same, assessment of various PPP options such as BOT (Toll), BOT (Annuity), etc., establishing a
dedicated road fund and preparation of a strategy for getting credit rating for the Road Fund SPV and
overall contract management of the project

Name of Assignment/job or project: Transaction Advisory Services for Development of

Land parcels at various railway stations across India for RLDA
Year: 2010-11; Location: New Delhi
Employer: Rail Land Development Authority
Main project features: The project is to provide Transaction Advisory Services including technical &
financial feasibility and bid process management for the development of land parcels at various
railway stations across India under the PPP mode of implementation
Positions held: Real Estate Expert
Activities performed: Saurabh was involved in carrying out the market assessment and demand
estimation of various sites under the project, estimation of costs for various projects, undertaking the
technical feasibility and undertaking financial feasibility for the project, in addition to handling the Bid
Process Management for the projects.

Name of Assignment/job or project: Transaction Advisory Services for Development of

MFCs at various railway stations across India for IRCON
Year: 2010; Location: New Delhi

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Employer: IRCON
Main project features: The project was to provide Transaction Advisory Services including technical &
financial feasibility and bid process management for the development of MFCs at various railway
stations across India under the PPP mode of implementation
Positions held: Senior Consultant
Activities performed: Saurabh was involved in carrying out the market assessment and demand
estimation of various sites under the project, estimation of costs for various projects, undertaking the
technical feasibility and undertaking financial feasibility for the project.

Name of Assignment/job or project: Gujarat Earthquake Rehabilitation and

Reconstruction Project (GERRP) – Construction of Roads in Eight Towns in Gujarat
Year: 2002 – 2004; Location: Gujarat
Employer: Asian Development Bank
Main project features: Providing Design and Supervision services for the construction of radial and
ring roads in earthquake affected towns in Kachchh and Saurashtra districts.
Positions held: Planning Engineer
Activities performed: Saurabh was involved in the traffic survey at different locations, development of
the road transport network, development of planning schedules for the different projects and sub-
projects, coordination with design agencies for the procurement of requisite drawings/documents at
different stages of construction, interaction with local authorities for obtaining site clearances to
ensure steady progress of work, preparation of quality assurance plans for key components,
developing and implementing a monitoring system to track work progress across projects and
coordination with ground engineers for implementation of a real time tracking system

Name of Assignment/job or project: Gujarat Earthquake Rehabilitation and

Reconstruction Project (GERRP) – Construction of Water Supply network in Eight
Towns in Gujarat
Year: 2002 – 2004; Location: Gujarat
Employer: Asian Development Bank
Main project features: Providing Design and Supervision services for the construction of water supply
network in earthquake affected towns in Kachchh and Saurashtra districts.
Positions held: Planning Engineer
Activities performed: Saurabh was involved in development of planning schedules for the different
projects and sub-projects, coordination with design agencies for the procurement of requisite
drawings/documents at different stages of construction, interaction with local authorities for
obtaining site clearances to ensure steady progress of work, preparation of quality assurance plans for
key components, developing and implementing a monitoring system to track work progress across
projects and coordination with ground engineers for implementation of a real time tracking system

Name of Assignment/job or project: Gujarat Earthquake Rehabilitation and

Reconstruction Project (GERRP) – Construction of Sewerage Network in Eight Towns in
Gujarat

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Year: 2002 – 2004; Location: Gujarat

Employer: Asian Development Bank
Main project features: Providing Design and Supervision services for the construction of sewerage
network in earthquake affected towns in Kachchh and Saurashtra districts.
Positions held: Planning Engineer
Activities performed: Saurabh was involved in development of planning schedules for the different
projects and sub-projects, coordination with design agencies for the procurement of requisite
drawings/documents at different stages of construction, interaction with local authorities for
obtaining site clearances to ensure steady progress of work, preparation of quality assurance plans for
key components, developing and implementing a monitoring system to track work progress across
projects and coordination with ground engineers for implementation of a real time tracking system

Name of Assignment/job or project: Gujarat Earthquake Rehabilitation and

Reconstruction Project (GERRP) – Construction of Municipal Buildings in Eight Towns
in Gujarat
Year: 2002 – 2004; Location: Gujarat
Employer: Asian Development Bank
Main project features: Providing Design and Supervision services for the construction of municipal
buildings in earthquake affected towns in Kachchh and Saurashtra districts.
Positions held: Planning Engineer
Activities performed: Saurabh was involved in development of planning schedules for the different
projects and sub-projects, coordination with design agencies for the procurement of requisite
drawings/documents at different stages of construction, interaction with local authorities for
obtaining site clearances to ensure steady progress of work, preparation of quality assurance plans for
key components, developing and implementing a monitoring system to track work progress across
projects and coordination with ground engineers for implementation of a real time tracking system

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Adesh Jain
Mr. Adesh Jain, Honorary President, Project Management Associates (PMA-India), has been named a global
advisor for PM Forum. He is also Director of Centre for Excellence in Project Management. Adesh was named a
Fellow of IPMA in 2006. He is also a Fellow of AIPM, Australia, CIOB, UK, CSI, India and AIMA, India.

Adesh received his B.Sc in Mathematics (1962) and B.E. in Electrical Engineering (1965) from one of the
foremost global institutes - the Indian Institute of Science, Bangalore. He received his Masters of Engineering
in Control Systems (1967) at Carleton University, Canada. He is the first IPMA Level A certified professional
from India, in 2001. He is the Technical Vice Chair of the International Cost Engineering Council (ICEC) for the
term 2010-12. ICEC comprises of 50 countries from all over the world.

In 1982, he became the Chairman of the Heavy Engineering Group comprising of 22 large Public Sector
Undertakings. In 1991, the President of India honored him with a Fellowship award for laying a strong
foundation for the IT industry in India. He is also a recipient of the First Global Project Management
Leadership Award, conferred on him at the 16th Global Symposium in New Delhi on December 16, 2008. He
headed one of the divisions of BHEL in 1978 and was the Architect of BHEL’s Integrated Project Management
System (IPMS).

He was one of 6 project management leaders elected to the Steering Committee for the Global Project
Management Forum in Boston in 1996.

Adesh received the 1997 Distinguished Contribution Award from PMI for laying a strong foundation of PM
globally. He was the first non North American to receive this prestigious award. In 2005, Adesh became the
first non-European President of IPMA and in 2007, he became the first non-European Chairman of the CoD,
IPMA. In 1995, the then Finance Minister, Dr. Manmohan Singh, gave the Valedictory address in his 2 day
workshop on PM in Guwahati, Assam.

Adesh Jain has addressed or trained over 50,000 people world wide. He is the author of the book “New
Dimensions in Project Management” (1992) and over 50 articles. He has been invited to talk on Project
Thinking at major International Conferences and Seminars, the first one in Stockholm, Sweden in August 1999.

He is the first Asian to become the President of International Construction Project Management Association
(ICPMA) in 2008. He is also the President of International Construction Project Management Union (ICPMU).
He is Honorary Chairman of China Project Management Committee (CPMC), and is the first non-Chinese to
enjoy such a privilege. For many years, he was the chair of the Jury to assess International Outstanding Project
Managers in China. In 2001, Adesh Jain was invited to give a Keynote presentation in the Great Hall of China at
a conference organized by UNIDO. His topic was the contribution of Project Thinking in smoothing Mergers
and Acquisitions.

Adesh was the organizer and manager of the 19th IPMA World Congress held in New Delhi from 13-16
November 2005. It was the largest IPMA Congress ever held with over 1400 delegates from 70 countries.

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Adesh is a much sought after Keynote speaker globally and has given more than 40 Keynote presentations on
varied topics of project management at:

• International Project Management Conference in Kathmandu, Nepal in May. 2011

• 6th International Project Management Conference in Tehran, Iran in Jan. 2011
• The IPMA World Congress, Istanbul in Nov. 2010
• 5th International Project Management Conference in Iran in Oct. 2009
• CIB Joint International Symposium, Dubrovnik, Croatia in Sep. 2009
• The Congress – French PM Association, Paris in Oct. 2008
• Project Management Asia Conference 2008, Singapore in Oct. 2008
• The International Luncheon at the Annual Meeting of AACE, Toronto in Jun. 2008
• The PM04 Conference held in Greece in May. 2008
• The 3rd Construction Management Seoul Forum, Korea in Apr. 2008
• The PMA Japan Conference, Tokyo in Mar. 2008
• The PM Congress in Cracow, Poland in Jun. 2007 and at Barcelona in Nov. 2007 on Project Thinking
• The ICPMA Annual Conference held in New York in May. 2007
• The International Conference in Phuket in Feb. 2007
• The 1st International Project Management Conference held in Istanbul in Dec. 2006
• The Nordnet Conference held in Stockholm in Nov. 2006
• The 20th IPMA World Congress held in Shanghai in Oct. 2006

The Government of India (Department of Public Enterprises) has appointed Adesh as a member of a high level
Task Force to finalize the Memorandum of Understanding (MOUs) for leading CPSEs in 2006 and he continues
to be a Member. He is also appointed as an Independent Director of NTPC Ltd, by the President of India. He
was one of the very few individuals from Asia to be invited by NASA to address the participants of ‘PM
Challenge – 2010’ in Galveston, Texas, USA in Feb 2010. In short, Adesh Jain is a legendary figure whose
passion and dedication for strengthening project management is recognized worldwide. He is a visionary leader
who has helped to shape the PM profession globally.

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Mrs. Ruchira Jain

Mrs. Ruchira Jain, Managing Director, Centre for Excellence in Project Management (P) Ltd. entered the field
of computers in the early 70’s when it was a relatively new field. After graduating from Loreto College, Calcutta,
in 1969 she did Certificate courses in COBOL in Canada at Ryerson Polytechnic College in Toronto and Masters
classes in Computer Science as a non-degree student at the University of Waterloo, Canada.

After working for 2 years in Canada in the budding field of IT on IBM 360 series in the early 70’s she returned
to India in 1973. After returning to India Mrs. Jain joined Bokaro Steel Ltd. as an IT professional where she
worked for a number of years and later joined Ballarpur Industries Ltd. at their head office in Delhi.

Since 1992 she is with Centre for Excellence in Project Management and from 1995 is deeply involved with
various facets of project management dissemination in the company.

In 2007, Mrs. Jain became one of the first persons in India to be certified as a ‘Certified Senior Project Manager
(IPMA Level B)’. She was also the first Asian woman to have been certified as an IPMA Level D certified Project
Management professional in Dec. 2000. The International Project Management Association (IPMA),
Switzerland, is the leading global PM not-for-profit organisation that covers 50+ countries world-wide.

Since 2001 Mrs. Jain has conducted a large number of very highly appreciated workshops. A noted trainer she
has trained professionals from companies like ABB, Adani group, Areva, Birla Management Centre, Churchill
India, Fortis healthcare, GAIL, HCL Perot, Idea Cellular, Indian Oil, IRCON, Jindal Steel & Power Ltd.,
Johnson Controls, L&T group, Lanco group, Ministry of Statistics & Program Implementation, New Holland
Tractors, NHPC, Nuclear Power, NTPC, ONGC, Power Grid, Punj Lloyd, Siemens, Tata Projects, Tata Power,
Teri Hydro, Thermax, Xansa etc.
Mrs. Jain is one of the Subject Matter Experts of the globally well known and top-rated Project Management e-
learning site – www.pmGURUonline.com which is used by leading companies like Infosys, WIPRO, BHEL,
Genpact, i-flex solutions, Siemens, GETCO, Coal India, Indian Oil Corporation, NHPC, Oil India, HCL, SAP,
L&T, Satyam, Agilent technologies, Adobe, Ernst & Young, ESC France, US Bureau of Census etc. etc.
Mrs. Jain has been involved in organizing and has been a speaker at various international and national project
management conferences including the Global Symposiums on Project Management held in 2002, 2003, 2004,
2006, 2009 and 2010 in New Delhi and at the International Software Project Management Congress held in
2003 in Bangalore.
Mrs. Jain was invited to be the Keynote speaker at the IEEE seminar held in New Delhi in March 2004 and
again at the IEEE–Jamia Millia Islamia ENCOMIUM 2004 all India Meet in September 2004.
Mrs. Jain is the first Asian woman to become an Assessor for the IPMA International Project Management
Award for 2005 which is based on the internationally acclaimed European Foundation for Quality Management
(EFQM) Excellence Model. In February 2006 and October 2006 she was the co-trainer for the IPMA Award
Assessor training with Otto Zieglmeier of Germany.

In 2007 Mrs. Jain was elected as a member of IPMA’s prestigious Education and Training Board and was re-
elected in 2009 and 2011. She is the only Indian member in the IPMA E&T Board.

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