Crossrail programme organisation and management for delivering London’s Elizabeth line

Wright, Simon; Palczynski, Richard; Have, Patrick ten

doi:10.1680/jcien.17.00016

Cited by 4 publications

(3 citation statements)

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“…Apart from mitigating effects of Optimism bias through uplift of the cost budget, the infrastructure projects planning domain need to pay attention to the human and organisational aspects to consider the latent failures in risk management practices as well. For example, the failure of Crossrail to open in time and meet safety objectives despite the fact uplift of the cost budget was provided is a sign of planning failure [6][7][8][9].…”

Section: Introductionmentioning

confidence: 99%

From Nobel Prizes to Safety Risk Management: How to Identify Latent Failure Conditions in Risk Management Practices

Appicharla¹

2022

Railway Transport Planning and Management

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The aim of the Chapter is to introduce readers to the Cognitive Biases found in Railway Transport Planning and Management domain. Cognitive biases in planning of railway projects lead to cost overruns, fail to achieve performance and fulfil safety objectives as well is noted in the economics, business management and risk management literature as well. Unbiased decision making is a core goal of systems engineering, encouraging careful consideration of stakeholder needs, design alternatives, and programmatic constraints and risks. However, Systems engineering practices dealing with Railway Transport Planning and Management fields do not pay attention to the human factors and organisational factors at initial stages of planning where driveability of European Railway Traffic Management System (ERTMS) Trains emerges as a concern in real time operations is noted in the Railway Transport Planning and Management domain. Therefore, there is a case for studying the Cognitive Biases in this domain. The System for Investigation of Railways (SIRI) Cybernetic Risk Model (2006), (2017) is a Systems engineering response to the internal research brief by RSSB, a GB Railways Safety Body. The SIRI Cybernetic Risk Model (2017) incorporating the “Heuristics and Biases” approach was published by the UK Transport Select Commission as a Written Evidence in 2016 on the occasion of the Inquiry theme of Railway Safety. The validity of the SIRI Risk Model (Swiss Cheese Model) is further illustrated through the 2019 historical survey of railway accidents and the two recent RAIB investigations of track worker fatal accident and signalling related near miss event in the form of Swiss Cheese Model. The data and information in the RAIB Reports (17/2019) and (11/2020) is supplemented by further research and the author’s own past studies of accident analyses. The results of the study show that the Guide to Railway Investment Process (GRIP) (2019) has no provision for incorporating measures to address to deficiencies raised by the accident reports or safety analysis reports as the RSSB (2014) Taking Safe Decisions Framework does not include all Hueristics and the biases they lead in the information used for taking decisions. Thus, the Duty Holder Investment process fails to meet the requirements of the mandatory regulatory requirements of the Common Safety Method-Risk Assessment (CSM-RA) Process. The results of the Case Studies in the Chapter remain the same despite the proposed changes in the Shapps-Williams Reform Plan (2021) as the safety related matters are not yet addressed by the plan. The author hopes when the lessons that are learnt from the Case Studies are embedded in railway organisations then we may see improvements in the railway planning and management practices by considering the risk factors at the conceptual stage of the projects and meet the requirements of ISO Standard 27500 (2016) for Human Centred Organisation. National Investigations Bodies (NIB) also may be benefitted.

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Section: Introductionmentioning

confidence: 99%

From Nobel Prizes to Safety Risk Management: How to Identify Latent Failure Conditions in Risk Management Practices

Appicharla¹

2022

Railway Transport Planning and Management

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“…Crossrail Limited was created as a subsidiary of Transport for London (TfL) to deliver the Crossrail programme to the requirements of sponsors TfL and the Department for Transport (Wright et al, 2017). Design and construction of the Elizabeth line is an example of a highly complex programme of projects to manage, as evidenced by the contractual arrangements required to deliver the systems and infrastructure.…”

Section: Introductionmentioning

confidence: 99%

Crossrail project: building a virtual version of London’s Elizabeth line

TaylorMalcolm¹

2017

Proceedings of the Institution of Civil Engineers - Civil Engin

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56within the programme (Figure 1). Within whole-lifecycle costs, maintaining and operating infrastructure can be two to five times the capital cost of construction. So, understanding how information is created and needed across the parts of the lifecycle is also fundamental to ensuring the future railway will be value for money in both the short and the long term.In creating infrastructure, information in Crossrail Limited is only needed for two principal reasons: for legal or regulatory requirements (e.g. health and safety, environmental), and to make decisions either during implementation or operation. The latter requires the sponsor or client to understand the different information needs during design, construction, commissioning, operating and maintenance, so they can be procured appropriately.The term 'building information modelling' (BIM) is relatively new (c. 2011) and is used to describe part of a digital information management environment. Its practice uses new technologies and processes to leverage utility from data and information across the lifecycles of creating and using infrastructure. The characteristics of BIM include the creation of a common data environment (CDE), with explicit digital information and data exchange requirements, together with planned, structured information requirements at each project lifecycle stage.These new technologies and processes are heavily dependent on exploiting technology developments. In the 10 years since Crossrail's parliamentary phase in 2005-2008, the unit cost of processing power has decreased by 50 times, storage costs reduced by 15 times, bandwidth increased by 40 times and the cost of sensors halved. This is having a profound effect on the way Crossrail and other projects can manage and leverage trusted data in creating infrastructure, and then understanding how the infrastructure is behaving in use. IntroductionThe Crossrail project to deliver the east-west Elizabeth line railway across London, UK, comprises ten new stations, 42 km of tunnels, works to surface railways, and associated depots and maintenance facilities. With a £14·8 billion funding envelope and in construction from 2008 to 2019, the new line will increase central London's rail passenger transport capacity by 10% and secure a £42 billion net benefit to the UK economy in present value terms over a 60-year period.Crossrail Limited was created as a subsidiary of Transport for London (TfL) to deliver the Crossrail programme to the requirements of sponsors TfL and the Department for Transport (Wright et al., 2017). Design and construction of the Elizabeth line is an example of a highly complex programme of projects to manage, as evidenced by the contractual arrangements required to deliver the systems and infrastructure.With 23 framework design contracts and 83 construction and logistics contracts (often with multiple interfaces), the risk of miscommunication, duplication, use of out-of-date documentation and data interface problems was significant. The complexity was caused not just by the scal...

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“…Delivering a project of this size would require an organisation with appropriate governance, programme controls and a project management structure to support thousands of people in their delivery of the railway. The structure established and the tools utilised to guide, monitor and assure the delivery of the railway are outlined in the paper by Wright et al (2017).…”

Section: Introductionmentioning

confidence: 99%