Project Management Assessment 1 for Cross Rail Elizabeth Line London

This report focuses on the initial project plan and determination of why the Cross Rail Elizabeth Line London project resulted in overrunning and delays. It covers project overview, development, stakeholders concerned, and risk analysis.

Management
Assessment 1

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Project Overview.........................................................................................................................3
Project development....................................................................................................................5
Stakeholders concerned..............................................................................................................5
Risk analysis................................................................................................................................7
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Project management refers to the use of particular skills, knowledge, tools and techniques for
delivering some value to people. Development of software for the enhanced process of business,
construction of the building, relief efforts after the natural disaster, expansion of sales in the new
geographic markets. Project management have always been practiced informally, but starts for
emerging as the different profession in mid-20th century. It simply means as the process of team
leading for hitting the objectives and completing the deliverables in the set frame (Raharjo and
Purwandari, 2020). It involves the project documentation, tracking, planning and communication
all aiming for delivering successfully in the constraints of scope, time and budget. This report is
made in context of Cross rail –Elizabeth Line London, UK. It will mention the core attributes of
project like the time, budget, quality stakeholders and factors of risk. This report will basically
focus on initial project plan and determination of why project resulted in overrunning and delays.
MAIN BODY
Project Overview
Cross rail is the new Elizabeth Line railway project, is the currently biggest infrastructure
project going on in Europe. Due to the cost, size and complexity it is categorized as the
megaproject. 16 billion Pound railway line will enhance rail capacity of London by 10%
significantly enhancing environment performance of entire city. About sustainability it is the
correct project as megaproject as its challenging for doing it in a correct way as executives and
stakeholders of the project are reluctant for opting the new approaches. They preferred the trial
and test ways for avoiding risks. Management team of Cross rail pursued the innovation and sets
the precedents in the sustainability for project of big size.
Cross rail project will be delivering east west Elizabeth line railway in across London.
There will be of 10 new station, tunnel of 42 km, working for surfacing railways and related
depots and facilities of maintenance. Initial funding of £15.8 billion for constructing from year
2008 to 2019, new line will enhance the London’s passenger capacity and have the £42 billion
value in present benefit to economy of UK (Lai , Deng and Chang, 2019). For being the public
transport project, Cross rail delivers the outcomes by-
 Relieving the overcrowding in the existent underground services of train.

 By addition of 10% extra capacity of rail in London.
 Reducing the trip time in London, as it brings the 1.5 million people in 45 minutes’
distance of London’s district. Approximately 200 million passengers will travel in the
Cross rail per year. 8 sub-surface stations are going to be connected by the twin tunnel
whose measurement is 21 km in London (Elia, Margherita and Secundo, 2020) .
 Cross rail Ltd was established as the subsidiary of the transport for London for delivering
project to need of financiers.
This project is funded by UK government in form 60% funding and remaining
40% by TFL. In the year 2007 the budget of funding was £15.9 billion for delivering the
Cross rail scheme completely. By following spending review in year 2010, budget of
funding was decreased to £14.8 billion. Total length of underground and over ground is
118 km, which connects the commerce, business and transport hubs. It’ll directly connect
the Heathrow airport with London’s commercial heart in Oxford Street and hubs of
London. It’s a project funded by public but is managed by privately owned firms having
board which acts as the practices of private sector. Funds parts were collected by special
tax applicable on the businesses of London. Small contributions were done from firms
who will be directly benefitted from project like City of London, Heathrow and others.
Project need the additional funds in 2018 and estimated at £15.4(Dinnik, Grigoryeva and
Galoyan, 2019). Final cost of project will be increased by project completion.
Construction and design of Elizabeth line presents the example of complex program of
the projects for managing as evidencing by contract arrangements needed for delivering
infrastructure and systems. Cross rail Ltd have farly assigned the 23 model frameworks
contracts and over the 80 contracts of logistics and logistics.

Project development
For building of the complex project of the scale correct in city’s centre as busy in London
as it has risk. Cross rail in starting was considered as the method of design delivery for
transferring the risk to contractors. But it was rejected, as it would have immensely increased the
cost because of uncertainties. Instead Cross rail followed the conventional method of
construction management including the detailed design for projects main structures and asked for
the bids of construction for particular packages. Firm hell contingency costs for managing and
mitigating risk and paid specific attention to process of procurement (Bergman and Karwowski,
2018). Firm has set up the professional committees with the outer consultants having expertize
on particular issues. Expert committees do not make decisions but provide review to engineers of
project on the optimization and feasibility. Expert committees are used for the procurement,
systems of railway and for tunnelling. Process of procurement needs the detailed evaluation of
performance in every 6 months on all the main contracts. Detailed assessment known as
“Performance Assurance Framework measures the performance, drive the collaboration and
shares the knowledge. Framework covers the 6 key functions of delivery, all contracts are cost
targeted, we provided main infrastructure contractor the 3 months so they can optimize the
design as per the need. Some radically altered design like in situ concrete for pre casting the
concrete off site manufactured which was better for project. The diligence for understanding the
submission of contractors as it took time for awarding contracts. These types of contracts enable
us for agreeing for the variations very quickly with the contractors needs to sort things very fast
as project moved ahead to benefit of everybody. It has 6 delivery functions-
 Health and safety
 Commercial
 Quality
 Community relation
 Environment
 Social sustainability

Project delay
In month of August of year 2018 they announced that opening of core Elizabeth Line will
be delayed from 2018 to 2019. In 2018 that date was putted in doubt, Cross rail indicates
that new date of opening will be told after reviewing projects progress. Delay was mainly
because of problems of signalling integration. Cross rail passes by the 4 different systems
of rail signalling and combining the high technology trains with the systems proves the
complex which have underestimated. In the initial years there is reassurance which the
regional authority. Network Rail will install the standard system of signalling all across the
London and England the (European Rail Traffic Management System) ERTMS. Few
years’ back Cross Rail Ltd realized that it will not occur. Problem was in expertize
shortage on the systems integration integrated with the responsibility among the TFL and
construction management who were accountable for trains acquisitions. Funding model for
trains opted the TFL in last 26 delayed of trains by 1.5 years, decreasing the time available
for full scaling system test of integration. So in spite the completing of core program by
Cross Rail in the schedule and 12 % less than initial budget, signalling problems resulted
in delay of projec (July.de Melo and et. al., 2021). As delay is less than similar project for
same projects as there is pressure of revenue loss for London City. Yearly ticket revenues
for TFL for new line were estimated for exceeding £800 million annually starting in year
2019 and over the £900 million annually after 2023.
Stakeholders concerned
Stakeholder who may be directly or indirectly affected by the Cross Rail Project
The main stakeholders who will be directly affected by the rail project are residents of villages,
municipalities and communities where infrastructure related to rail project will be constructed as
residents have to move out from the nearby places and search new places to live. Also the noise
of moving train will cause noise problems for the residents of the nearby area. Owners of land
have to sacrifice their lands at the places from railway line will be situated. People who are
engaged in transportation business in that area will be heavily affected due to the introduction of
railway in that area as it will be more convenient and pocket friendly for the people living in that
area. Small farmers who borrows those lands from their owners for cultivation will face many

problems because they have to search new lands due to which new land owners can take
advantage of the problem. Railway workers will be negatively affected as their work has been
delayed and when it will start they have to face instant workload because of pressure from upper
authorities. Not only people but environment will be also hugely affected because of new railway
lines and infrastructure. Many trees will be cut to make space for the railway lines which will
result in deforestation. Due to this land will be heavily affected due to increased soil erosion,
land degradation. Flooding and habitat destruction. Flora and fauna both will have an adverse
effect on the ecosystem (Hair and Sarstedt, 2021).
 Stakeholders who may participate in implementation of the project
The main participants who will participate in the implementation of Cross Rail project includes
investors, construction companies and their employees, contractors and subcontractors, etc.
Investors includes government authorities can participate in implementation process of railway
project and they have the authority to make changes in the project and add some restrictions in
the project. Construction companies plays an important role in this process as they are the
organisation who is responsible and answerable to the investors for any uncertainty. Employees
such as engineers, contractors, workers are the persons who will start the business and lay its
foundation. Equipment and service suppliers are important factors for smooth flow of work as
employees and workers are directly depended on them.
 Possibility to influence and make decision on implementation of the Project
Government and regional authorities such as Ministries of Transport and Communication,
Ministry of Environment and Physical Planning, Ministry of Labour and Social Policy, Ministry
of Agriculture, Forestry and Water Economy, Local Inspectorates etc. can influence and make
decision on the implementation of Cross rail project. They have the right to stop and make
changes in the project, if project is not according to the guidelines. External authorities such as
Ministry of Foreign Affairs, Ministry of Transport, Ministry of Environment and Water etc. have
the powers to interfere in the process of implementation and decision making of the rail project.

Risk analysis
Risk Management Register for the RAILWAY LINE CONSTRUCTION
Risk Identification Ass
ess
men
t
Response Monitoring and Control
S.
No.
Risk
Event
Caus
e
Effec
t
Pro
babi
lity
Strateg
y
Action Responsible
persons
Pre
actions
P
r
e
A
c
ti
o
n
s
c
o
r
e
Post
Actio
n
P
os
t
A
ct
io
n
S
c
o
re
1 Failur Poor Powe 3 Avoid Assessment Electricians Usage of 3 Appoi

e of
electri
c
equip
ment’s
maint
enanc
e of
electr
onics
r
failur
e and
risk
to
work
ers
life
of electronic
equipment’s
thoroughly
and
Technicians
reliable
electronic
s
nting
anoth
er
emplo
yee
2 Occur
rence
of
accide
nts at
work
place
and
lack
of
safety
Poor
super
vision
Delay
in the
proce
ss
and
reduc
tions
in
numb
er of
empl
oyees
3 Accept Proper
supervision
over
workers and
their safety
Supervisor Hiring pro
efficient
and
experienc
ed labour
2 Appoi
nting
a
profes
sional
super
visor
4
3 Fund
sancti
on
Delay
in
fund
appro
vals
Slowi
ng
down
in the
proce
ss of
constr
uctio
n
4 Transfe
r
Getting
sanctions
beforehand
Government Discussio
n over
sanctions
2 Gettin
g
appro
val
for
funds
4

Risk Mitigation Strategies
 Failure of electric equipment’s: For this avoid strategy can be used by the railway
constructors. This issue can be avoided by the constructors by appointing professional
and experienced electricians and technicians who can predict all the possible risks that
can occur due to poor and improper electric equipment’s. Moreover, they can apply all
the equipment’s for smooth functioning of the construction process and later on testing
all the equipment’s thoroughly so that the occurrence of this risk can be avoided. Another
useful factor can be using all the updated instruments or introducing innovative ways that
are more effective and efficient (Zwikael and Smyrk, 2019) .
 Occurrence of accidents at work place and lack of safety measurements: The railway
constructors can use accept strategy for this risk factor. The constructors need to use this
strategy because accidents at workplace or anywhere cannot be predicted but there are
high possibilities of their occurrence. Accidents can occur even after using all the safety
measures at the work place. This risk can occur internally or externally or also due to
negligence of any safety measures. Only thing that the constructors can look after are
usage of updated and innovative equipment’s promoting safety for the labours working
on the constructions sites and thoroughly checking all those measures. The job does not
end here they need to check all the equipment’s frequently.
 Fund sanction: Transfer strategy can be considered as the most appropriate strategy for
the constructors. This is because the funds are sanctioned by the Government and it is
completely dependent on the decisions of the Government authorities. The only actions
that the railway constructors can take is to transfer the case to the higher authorities and
let them deal with all the formalities and actions required to get the approval of the
Government (Rodríguez-Rivero and et. al., 2020).

CONCLUSION
The above project concludes that Cross Rail Elizabeth rail line project is the mega project in
London. The report mentions that why the project delayed in spite of heavy funding by
government and management by private firms. Stakeholder analysis was done for knowing the
concerned stakeholder and their impact on them. Risk analysis was also done for identifying and
mitigating them. A brief overview of project development was also stated.

REFERENCES
Books and Journals
Bergmann, T. and Karwowski, W., 2018, July. Agile project management and project success:
A literature review. In International Conference on Applied Human Factors and
Ergonomics (pp. 405-414). Springer, Cham.
de Melo, J.C.F. and et. al., 2021. Reprint of: From open innovation projects to open innovation
project management capabilities: A process-based approach. International Journal of
Project Management, 39(2), pp.170-182.
Dinnik, D.I., Grigoryeva, N.S. and Galoyan, Y.E., 2019, August. Improving project
management of socio-economic development of the region with the use of soft
computing. In International Conference on Theory and Application of Soft Computing,
Computing with Words and Perceptions (pp. 214-220). Springer, Cham.
Elia, G., Margherita, A. and Secundo, G., 2020. Project management canvas: a systems thinking
framework to address project complexity. International Journal of Managing Projects
in Business.
Galli, B.J., 2018. Application of system engineering to project management: How to view their
relationship. International Journal of System Dynamics Applications (IJSDA), 7(4),
pp.76-97.
Hair, J.F. and Sarstedt, M., 2021. Explanation plus prediction—The logical focus of project
management research. Project Management Journal, 52(4), pp.319-322.
Lai, H., Deng, X. and Chang, T.Y.P., 2019. BIM-based platform for collaborative building
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p.05019001.
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mapping solutions: a systematic literature review. In Proceedings of the 3rd
International Conference on Software Engineering and Information Management (pp.
123-129).
Rodríguez-Rivero, R. and et. al., 2020. Applying the strategic prospective approach to project
management in a development project in Colombia. International Journal of Project
Management, 38(8), pp.534-547.
Zwikael, O. and Smyrk, J.R., 2019. Project management: A benefit realisation approach.
Springer.