Project Management Analysis for High Speed 2 Railway Project
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This report evaluates and analyses the plan of project management for High Speed 2 Railway Project. It discusses project risk management, risk mitigation strategies, project closure and benefit realization.
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Project Management Analysis
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Executive Summary Themainpurposeof thisprojectistoevaluateandanalysetheplanofproject management for High Speed 2 Railway Project. Projects risk management states the various types of risk which were faced by projects executives while accomplishing the project. Mitigation strategies of risk are identified to reduce the risk while performing the activities of the project. Risk management plan leads to recommendations which were the application of project closure and benefit realization topics through the plan of project.
Table of Contents INTRODUCTION...........................................................................................................................4 MAIN BODY...................................................................................................................................4 Overview of High Speed 2 (H2S) Railway project...........................................................................4 Summary of Projects Scope and Priorities.................................................................................5 Purpose of High speed 2 railway project....................................................................................5 Strategic context of High speed 2 railway project......................................................................5 Project Risk Management...........................................................................................................6 Risk Mitigation............................................................................................................................8 Project closure and benefits realization.....................................................................................9 Recommendations............................................................................................................................9 CONCLUSION..............................................................................................................................11 REFERENCES..............................................................................................................................12
INTRODUCTION Project management may be defined as the process of leading the working of a team in order to attain all the set objectives of a project within the set or given time constrain. By utilizing proper skills, knowledge, tools and techniques a project manager can effectively manage the project and deliver something value to people. For this report, High Speed 2 (H2S) Railway project, UK has been taken into consideration(Kim,Chang and Castro-Lacouture, 2020).The following report is going to discuss about the objectives of the selected project along with its strategies and organisational setting. Along with this, this report also critically evaluates as well as analyse the two areas i.e., project schedule management and project risk management in relation to the chosen project. In the end, this report gives recommendations on each of the area selected with proper justification. MAIN BODY Overview of High Speed 2 (H2S) Railway project High Speed 2 (H2S) is basically an under construction railway line project in the United Kingdom that connect the London with numerous cities of Midlands and the North of England. This railway network is in the shape of Y that delivered in several stages. OnJanuary 2009, a firm named HS2 was commence by Department for Transport in order to develop the project. In the first quarter ofJanuary 2010, the firm submitted their proposal to the government and inJanuary 2012, government approved the route recommended by firm. The first phase of HS2 project comprises of engineering, design and environmental work. In the first phase of HS2 a new high speed line will be created from Euston to Birmingham which again re-join with the existing WCML. This high speed line will cover the city centre of Birmingham as well as wider west Midlands(Obradović, Todorović and Bushuyev,2018).A new interchange will be designed at Old Oak Common that connect the high speed rail line with the great western main line and Cross rail. Up to 2026, in the phase one passenger services are planned to start. In 2015, the government asked to accelerate the delivery of phase 2 section between Crewe and west Midlands. For the Phase 2(a) route the passenger services are planned to start in 2027. For the phase 2 (b) the government confirmed the majority of routes inNovember 2016that will completed the full Y network. For the phase 2 B the services for passenger are planned to commenced in 2033.
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Summary of Projects Scope and Priorities The first objective of HS2 project is to make an optimised link between the various principle cities of United Kingdom. This result in enhancing the capacity as well as connectivity between the major cities of UK. The second objective of this rail project is to decreases the travel time on all the intercity routes. The next objective is to design a high capacity integrated National rai network that connect almost all the regions of nation. The another objective is to develop a new transpennine line for the passengers to interlink the principle cities of Northern Powerhouse. To fire up the Midlands engine by building new routes that linked Midland cities (Pace, 2019). Purpose of High speed 2 railway project Shorter the journey: -the purpose behind building the High speed railway project in the UK is to make the travel quicker. The main motive behind this is to halved the travelling time between theLondon, Birmingham, Manchester and Leeds. Better transportation links: -the purpose of Department of transport is to triple the number of passengers so that they can effectively take the train all across the whole route. The H2S project reduces the emphasis of public on public transport services and act as a backbone. Develop new jobs: -the another main purpose behind developing the HS2 railway project is to create thousands of jobs. Almost every field of people form engineers to information technology workers get the job during this railway project. Reduce congestion and boost productivity: -congestion on the roads of UK, costs very high as well as very time consuming. The purpose behind this railway project is to reduce the demand of highway and airport by public. Strategic context of High speed 2 railway project The HS2 project is basically an integral part of Department for Transport (DFT’s) work. On the basis of Prince 2 Methodology the different activities of project are divide and all the
programme is successfully managed. This methodology assists in managing various things which are discussed below: - Managing numerous programme by monitoring the progress of each and every activity. Assist in effectively managing the issues as well risk that comprises of escalation by the governance. Make sure that assistance is provided so that activity that are conducting remain continue. Make sure that all the stakeholders of project involved in all the programme at right time and place(Wu and et, al., 2021). The entire project programme of railway construction is managed with the help of coordinating planning system that comprises all the programme as well as specific detail of project planning. The High speed rail programme board of UK monitored the high level plans on monthly basis and review them on weakly basis. This weakly review assists them in meeting with the higher authorities i.e., higher officials of Department for Transport as well as HS2 limited. Cross plans are existing for each and every area of all the phases, the planning tools that is used to make the plans is Primavera 6, which commonly known as P6. This planning tool is being considered as the most preferred planning tool(Picciotto, 2020). Project Risk Management In management of the project, risk managing is the practice of identification, evaluation, and preventions or mitigation of risks of the project which have potential for impacting the desired results. Executives of the project are accountable for seeing the process of risk management throughout the given duration of project. Here is the risk management ofHS2 project- Risk management is the fundamental principle for running of HS2 project. Integrating risk management in DfT HSR Group and HS2 Ltd daily routine activity of management of project makes that risk and uncertainty are considered for taking the decision. HSR group issues and risk managing strategy outlays the responsibilities and roles and predictable behaviours intended for ensuring the culture of transparent and open risk management. HSR group and HS2 Ltd has developed distinct, but aligned strategies of risk management. Each of the strategy outlays the responsibilities and roles in risk managing and hoe risks are assessed, identified, addressed and increased by the governance frameworks of project. Strategies consists of threats and risks for
management and exploitation of opportunities. The strategy of risk and issue management is being developed according with the DfT risk policy and strategy of HSR risk management (Filippetto,Limaand Barbosa, 2021).Directors of HSR Group and HS2 Ltd has delegated responsibility of assessing, identifying and management of risks by SRO for the areas of or the board of project or chair of working groups. Taking of decision in these boards is informed and underpinned by risk and effect on exposure of risk. Risk are identified by particular workshops of risk identification, from supply chain, from studies and on the basis of ad hoc. Risks are reviewed as integral part of monthly cycle which includes the formal review of risk meeting for approving the new risks, changes in ownership, vital actions of mitigation and areas of focus. In some instances, where scope of work is given by supply chain, risks can be owned by contract by other entities. Where in this case it is recognized as the residual risk effect can reside among HS2 and DfT is maintained for ensuring the risk viability. Risks are escalated as per the framework of HS2 risk management which is aligned with entire framework of HS2 governance. Risks for escalation and reporting are agreed for the review of monthly risk reported in starting at every phase board and escalated as necessity by both board of HS2 and DfT board of sponsor, making sure the authority and visibility for action of mitigation is suitable. It also permits for vital risks internally in project to be visible to the other phases, by making sure the consistency of certainty and approach of results. Criteria for the assessment of impact and likelihood of risk in DfT follows guidance of departmental risk management. Criteria for HS2 Ltd for the assessment the impact of likelihood are included in strategy of HS2 Ltd risk management. Risks of HSR Ltd are managed, controlled and reported by the risk management system of DfT. Risks are held on system of HS2 Ltd. Risk management(Hasan and et, al.,2019).The system provides truths single source for information of risk management which is related to HS2 Ltd and main contractors to HS2 Ltd, are trained to systems use. Considerable focus is placed by HS2 Ltd and DfT both on timely and effective risks mitigation risks. They are articulated with accountability and timelines defined to persons, which is observed by teams and responsible directors. The process of risk includes the analysis of qualitative risk. QRA is the structured methodology for the range modelling of possible results, which are expressed as the range of time and cost. Results of QRA includes the outcomes distribution against the main scheduled milestones and elements of cost which illustrate confidence which may be help against the achievement of project objectives.
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Risk Mitigation Effective management of risk reduces the happening of risks and mitigates against consequences. Owners of risk are challenged by the implementing and identifying actions for managing the risks and are the part of cycle of monthly of risk. Further the workshops of mitigation are conducted at the main points of decision for helping collectively for identifying the options of mitigations(Ika and Pinto, 2022). Further, the action needs vital capital investment and resources may require approval at suitable level of governance if value exceeds the delegations or approved contingency funding. Completion of actions on time is very important and main key Performance indicators of risk management. Identified ChallengesMitigation Actions Allocation of roles and responsibilities in a clearwayforbenefitsdeliveryandhold accountable parties to the account. Every activity which contributes to the project benefitswill havethe identifiedowner of accountable benefit and responsible superior official.Departmentwilldelegatethe responsibility at level of project where the different firms will contribute. Maintenance of focus on objectives and goals of goods and benefits delivery through cycle of project. DfT have developed the strategic objectives, which gives Business Case and register of benefit and by strategy goals, consisting the measureswhichareusedfordrivingthe performance of suppliers. By clarifying how the success is measured and maintain the historical data and info for quantify the result. DfT will identify the measures and targets by the profiling benefits and also develop the systems for storing the data’s benefit. Planningandundertakingthesystematic approach of benefits for understanding the effects and learn the lessons for future. DfT is presently developing the framework for setting the evaluation of HS2, by focusing on effect and evaluation process.
Project closure and benefits realization Opportunity for strategies of HS2 beyond immediate railway, for delivering the benefits of integrated transport and creating the step change in the regional growth around route and for delivery of vast benefits(Chofreh and et, al., 2019).DfT intends for delivering the full benefits by developing the Benefits Management Capability which is the structure of organization, behaviours and culture needed for making organizations which own benefits for delivering successfully. This capability will include projects all parts, whether they are direct benefits delivered by the HS2 Ltd and supply chain, arising from the capacity of freed up on old networks of rail or benefits catalysed by HS2 in regional places, like housing and jobs. There is major overlappingamongtheevaluationandbenefitsmanagement.Capacitysetsapproachfor realization of benefits which are managed actively, frameworks evaluation will set evaluations approach so impact of investment is understood. It will include the benefits actively managed as the part of HS2 project and also expecting Hs2 to make contribution which is not suited to the management by the project of HS2. DfT will make sure that evaluation of work is integrated with management of benefits and takes the advantage of close links among 2 disciplines. Management of benefit will gather the data which supports the evaluation, while evaluating offers potential for developing the further approaches. Collectively they provide the strong evidence base. While DfT is presently concentrating on the development of capability of benefits and phase 1 evaluation, DfT expects same benefits and alike approaches for phase 2. Although with revised targets and various owners of benefits(Aanbari and Kwak, 2018). Recommendations Government is due for publishing the many vital documents of policy, which consists the White paper on the proposals for cost controlling in railway sector. Developing of all these will lead to emergence of distinct strategies for the rail sector, highlighting absence of entire strategy of transport, which is Lacuna which should be filled. It is recommended to the Government to decide to further proceed with HS2, for announcing the decision, set in detail available for business plan of DfT, not why HS2 is needed but fits in the entire strategy of transport. It is also recommended to them for the upcoming White Paper on rail and sustainable framework for sector of aviation reflecting fully impact on creating the high speed
network of rail on both modes in United Kingdom. The nation has failed often for investing in infrastructure of transport as agreement of all party can’t be reached. There is one of lowest motor way densities in West Europe, inadequate capacity of airport in Southern East with insufficient rail and road connections and network of rail is primarily the Victorian investment legacy. Support of all party must be seen as the benefit for the scheme. It is recommended that if Government decides for going ahead with HS2, they must announcethedecisionandpublishthesummaryoffinancialcaseconsisting assumptions which persuades the ministers that scheme is affordable sustained investment in Classic network. Further it is recommended that with financial case summary, Government must announce the priorities for funding in the Period of Control as the part of Funds statement and Higher Level Output Specification. For meeting the passenger anticipated and capacity of fright constraints on network up to start of project in 2026.
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CONCLUSION The above report concludes that for the management of the project there are many tools and techniques which are used by the project executives while the construction of it. Further in this report the overview, objective and strategy opted for completing the project was stated in brief. For successful implementation of the project strategies there are many methods discussed in the report. Further the management of project and benefits of the project were stated.
REFERENCES Books and Journals Aanbari, F.T. and Kwak, Y.H., 2018, June. Impact on project management of allied disciplines. Project Management Institute. Chofreh, A.G., and et, al., 2019. The imperative and research directions of sustainable project management.Journal of Cleaner Production,238, p.117810. Filippetto, A.S., Lima, R. and Barbosa, J.L.V., 2021. A risk prediction model for software project management based on similarity analysis of context histories.Information and Software Technology,131, p.106497. Hasan, A., and et, al., 2019. Empirical study on implications of mobile ICT use for construction project management.Journal of Management in Engineering,35(6), p.04019029. Ika, L.A. and Pinto, J.K., 2022. The “re-meaning” of project success: Updating and recalibrating for a modern project management.International Journal of Project Management. Kim, S., Chang, S. and Castro-Lacouture, D., 2020. Dynamic modeling for analyzing impacts of skilled labor shortage on construction project management.Journal of Management in Engineering,36(1), p.04019035. Obradović, V., Todorović, M. and Bushuyev, S., 2018, September. Sustainability and agility in project management: contradictory or complementary? InConference on Computer Science and Information Technologies(pp. 522-532). Springer, Cham. Pace,M.,2019.Acorrelationalstudyonprojectmanagementmethodologyandproject success.Journal of Engineering, Project, and Production Management,9(2), p.56. Picciotto,R.,2020.Towardsa‘NewProjectManagement’movement?Aninternational development perspective.International Journal of Project Management,38(8), pp.474- 485. Wu, C., and et, al., 2021. Ontological knowledge base for concrete bridge rehabilitation project management.Automation in construction,121, p.10 3428.