High Speed 2 Railway Project: Project Management Plan and Analysis

This report provides a comprehensive analysis of the High Speed 2 (HS2) Railway project, a significant infrastructure undertaking in the United Kingdom. It begins with an overview of the project, including its objectives, strategic context, and planned phases, emphasizing its role in connecting major UK cities and reducing travel times. The report then delves into project risk management, identifying potential risks and outlining mitigation strategies employed by project executives. It highlights the importance of integrating risk management into daily activities and the use of risk identification workshops. Furthermore, the report discusses project closure and benefits realization, emphasizing the allocation of roles and responsibilities for benefit delivery and the maintenance of focus on project objectives. The analysis concludes with recommendations for enhancing project management practices, including the application of project closure and benefit realization principles, all within the framework of the HS2 project.

Project Management
Analysis

Executive Summary
The main purpose of this project is to evaluate and analyse the plan of project
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. On January 2009, a
firm named HS2 was commence by Department for Transport in order to develop the project. In
the first quarter of January 2010, the firm submitted their proposal to the government and
in January 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 in November 2016 that will
completed the full Y network. For the phase 2 B the services for passenger are planned to
commenced in 2033.

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 the London, 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 of HS2
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, Lima and 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.

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 Challenges Mitigation Actions
Allocation of roles and responsibilities in a
clear way for benefits delivery and hold
accountable parties to the account.
Every activity which contributes to the project
benefits will have the identified owner of
accountable benefit and responsible superior
official. Department will delegate the
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
measures which are used for driving the
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.
Planning and undertaking the systematic
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
overlapping among the evaluation and benefits management. Capacity sets approach for
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
announce the decision and publish the summary of financial case consisting
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.

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
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