1.17 billion passengers a year
Bank Station Capacity Upgrade Project
“Reconstructing Bank”
Simon Addyman
Programme Manager...
Bank Station Capacity Upgrade Project
• Defining for Value
- Background & Base Scheme
• Designing for Value
- ICE & Final ...
1.17 billion passengers a year
Bank Station Capacity Upgrade Project
Defining for Value
Simon Addyman
TfL Programme Manager
Project Background – Business Need
Project Background – Requirements & Benefits
Project Background – Requirements & Benefits
• Congestion relief – minimum passenger flow of Fruin
level C
• Step Free Acc...
PRIMARY REQUIREMENTS
• Increased capacity, reduce Journey times
• Step-free Access
• Compliant fire and evacuation
PRIMARY...
ICE – A structured solution
Key features of Innovative Contractor Engagement:
• Pre-qualify innovators.
• A structured and...
ICE in Practice
Q1 Q3Q1 Q2Q4Q3Q2
Apr JuneMayJan MarFeb July SeptAug Oct DecNov Jan MarFeb April JuneMay July
20132012
ICE ...
Project Solution - Stakeholders
• 67 buildings in the zone of influence
• 38 buildings with Heritage interest
• 6 building...
Innovation in Project Management:
A New ‘Front End’ Triangle
Innovative Tender Evaluation
BASE 1 2 3 4
Product 625,000£ 625,000£ 625,000£ 625,000£ 625,000£
CR1: Capacity Enhancement 1...
Better Value for LUL
• B:CR increase by 1.1 to 3.5:1 (45.1%)
• Journey time benefits increased by £148m to £923m
(19.2%)
•...
The Alliance Protocol
• Alliance Management Structure (G5, ADT, etc)
• Bank Board
• Co-location
• Behavioural and risk red...
1.17 billion passengers a year
Bank Station Capacity Upgrade Project
Designing for Value
Danny Duggan
Dragados Project Dir...
Evaluation Criteria aligned to Product
• Reduce Journey Times in station - 17% of score
• Reduce congestion “hotspots“ in ...
The Final Scheme – Key Features
The Winning
Ideas!
94m Moving
Walkway
Arthur
St
Tunne
l
Acces
s
Triple
Escalat
ors
everyw
...
Improved Customer Experience
Includes:
• 12 New Escalators
• 3 New Lifts
• 2 No moving walkways
Final Scheme Improvements
Legion Modelling shows a vast improvement
of both journey time and congestion relief
on the orig...
A Collaborative Solution
• Embedded in design teams
• All key suppliers on incentivised contracts
• All key delivery sub-contracts in place by star...
• Design Workshops:
– Including operator, sponsor, maintainer, contractor and
crucially tier 2 suppliers
– Early design wi...
Bank Station Capacity Upgrade
Technical Design Developments
page 5
• Back of house
accommodation at ground
floor minimised...
Programme
1.17 billion passengers a year
Bank Station Capacity Upgrade Project
Delivering for Value
Neil Butterill
SCU Improvement M...
Uncertainty is Intrinsic to Project work
• Focus on 2 Areas
- Process
- APT/Critical Chain
- Behaviour
- Belbin/Collaborat...
Managing Process Uncertainty
•Programme Validation
•Produce logically sound buffered programme
•Programme Update
•Where ar...
A
B
C
D
E
F
G
50 d
All tasks 10 days long
Conventional Projects
All tasks 8 days long
PB 10 days long
FB 4 days long
A
B
C
D
E
F
G
50 d
PB
FB
Use an Aggregated Tolerance to the Task Flow...
-40
-20
0
20
40
60
80
100
0 10 20 30 40 50 60 70 80 90 100
PercentageBufferUsed
Percentage Progress
BSCU Composite Buffer ...
Managing People Uncertainty
Managing People Uncertainty
What is the Point of Collaboration?
Dr H Maylor
Thank You
Any Questions
Upcoming SlideShare
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Reconstructing Bank for the greater good

345

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http://evaintheuk.org/eva-19-success/ EVA19, the established Earned Value conference, took place again this year towards the end of May. The venue again was the magnificent Armourer’s Hall; steeped in tradition and just a stone’s throw from St. Paul’s Cathedral. This year the plan was to explore the ‘ABC’ of project management – Agile, Benefits and Complex.

The backdrop proved to be as poignant as ever, as Steven Carver regaled the audience with the story of Alfred the Great, using real-life actors and Jonathan Crone provided Lessons from WW1, and the heroic battle of Vimy Ridge.

The military theme culminated with Lt. Colonel Tom de La Rue explaining what Leadership means in the context of an Apache Helicopter squadron on active service, and as the commanding officer of Prince Harry, in Afghanistan.

The two days, which included a banquet in the impressive livery dining hall, were engaging and intimate with the emphasis on personal development and learning together. The speakers were practitioners and professionals of the highest calibre, with many having taken time out from their day-jobs as managers and directors of mega-projects and programmes, to share their considerable knowledge and experience.

Steve says “The emergent themes from the conference this year were the importance of people and culture. Organisations need to move beyond slavishly following process and create an environment where project managers can really thrive. It is vital in any project that stakeholders are properly engaged which underlines the fundamental need for project professionals to Listen, Learn and Lead.”

Steve’s events have a reputation for being innovative and edgy – and this year was no exception. Peter Taylor, the project manager who smiles, entertained the audience with anecdotes and stories, including a personal favourite about a genie, a project manager and the task of building a bridge over the Atlantic. Jack Pinter was masterful in teaching members of the audience how to write the project management blues, which he went on to perform with his band throughout the day.

The feedback from the audience was extremely positive including this example. “The strength of the conference for me is the thread between the sessions that allows me to join the dots to meet my needs. I can create my own landscape from the wealth of knowledge and experience shared [maybe not the one I was expecting] and, perhaps most importantly, gets that mental recharge for the next set of challenges. Roll on next year!”

Steve says “The ‘eVa in the UK’ series has a reputation for giving something back to the profession. One way it does this is by creating a rich learning legacy. With the help of its many speakers, supporters and generous sponsors, most notably PM Channel, it has been able to accrue an impressive archive of presentations, video programmes and podcasts which can all be accessed from the archive section of this web site”

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Reconstructing Bank for the greater good

  1. 1. 1.17 billion passengers a year Bank Station Capacity Upgrade Project “Reconstructing Bank” Simon Addyman Programme Manager Danny Duggan Project Director Neil Butterill Improvement Manager
  2. 2. Bank Station Capacity Upgrade Project • Defining for Value - Background & Base Scheme • Designing for Value - ICE & Final Scheme • Delivering for Value - Managing Uncertainty Reconstructing Bank:
  3. 3. 1.17 billion passengers a year Bank Station Capacity Upgrade Project Defining for Value Simon Addyman TfL Programme Manager
  4. 4. Project Background – Business Need
  5. 5. Project Background – Requirements & Benefits
  6. 6. Project Background – Requirements & Benefits • Congestion relief – minimum passenger flow of Fruin level C • Step Free Access ... including acceptable means for persons with reduced mobility (PRM) • Fire & evacuation – compliant measures throughout all new station areas • Journey Time • Ambience • Step Free Access Requirements: Benefits:
  7. 7. PRIMARY REQUIREMENTS • Increased capacity, reduce Journey times • Step-free Access • Compliant fire and evacuation PRIMARY BENEFITS • Journey time benefits of £774m • Capacity of Fruin level C • Benefit:Cost Ratio is 2.4:1 Bank Monument Constrained Work Site Complex Power Solution Complex Construction Sub-optimal Operational Interchange Sub-optimal Over time Over budget Project Baseline Solution – RIBA D
  8. 8. ICE – A structured solution Key features of Innovative Contractor Engagement: • Pre-qualify innovators. • A structured and protected dialogue phase. • LU disclose ALL project information and acknowledge the cost of dialogue. • LU share value of innovative ideas from unsuccessful bidders • Requirements statement and bid evaluated against business output. • Orthodox ITT/ Target cost Contract.
  9. 9. ICE in Practice Q1 Q3Q1 Q2Q4Q3Q2 Apr JuneMayJan MarFeb July SeptAug Oct DecNov Jan MarFeb April JuneMay July 20132012 ICE Dialogue Interim ITT Evaluation & Award Q4 Oct DecNov 2012 Pre Dialogue Strategy Approval Invitation To Tender Contract Award · Business Case · Invitation to Participate · Information Agreement · ICE Governance & Execution Plans · External Expert / IIPAG - Corp Gate C Review · TFL Board Approval · ICE Launch day – 20 April 2012 · Confidential Bidder engagement · The Independent Observer · Request to Proceed (RTP) Statements · Draft Scoring & Evaluation Criteria · Negotiating and evaluating Unique Outputs · De-constraining the Works Information · Scoring & Evaluation Model · External Expert / IIPAG - Interim Review · D&B Tender queries · Tender evaluation plans and governance · Specialist Evaluation teams · Preferred Bidder negotiations · External Expert / IIPAG - Corp Gate D Review · Contract document preparation · TfL Board Approval · Contract Award
  10. 10. Project Solution - Stakeholders • 67 buildings in the zone of influence • 38 buildings with Heritage interest • 6 buildings Grade 1 Listed – notably St Mary Abchurch (Wren) and Mansion House • 14 Buildings are Grade 11/11* • 80% buildings are in a conservation area
  11. 11. Innovation in Project Management: A New ‘Front End’ Triangle
  12. 12. Innovative Tender Evaluation BASE 1 2 3 4 Product 625,000£ 625,000£ 625,000£ 625,000£ 625,000£ CR1: Capacity Enhancement 17.0% 8.50 10.00 8.50 12.00 10.00 CR2: Reduction of Journey Times 17.0% 8.50 8.50 8.50 12.00 8.50 RO3: Design & Construction 15.0% 7.50 8.50 7.50 7.50 7.50 CR4: Step Free Access 10.0% 5.00 5.00 10.00 5.00 7.00 CR5: Fire and Evacuation Plan 10.0% 5.00 5.00 5.00 5.00 5.00 Subtotal Product 69.0% 34.50 37.00 39.50 41.50 38.00 Method RO1: LUL Project Business Case 2.5% 1.25 1.25 1.25 1.25 1.25 RO2: Transport and Works Act Order 5.0% 2.50 2.50 2.50 2.50 2.50 CR 3 Disruption during construction 12.5% 6.25 6.25 6.25 8.00 6.25 CR 6 Time 2.5% 1.25 1.25 1.25 1.25 1.25 CR 7 Design to Cost 2.5% 1.25 1.25 1.25 1.25 1.25 RO4: Opportunities 6.0% 3.00 3.00 3.00 3.00 3.00 Subtotal Method 31.0% 15.50 15.50 15.50 17.25 15.50 Total 100% 50.00 52.50 55.00 58.75 53.50 Total Rank 5 4 2 1 3 Value Rating - £100m = 8.00 Quality pts if P = £625m) 8.00 8.40 8.80 9.40 8.56 VR rank 5 4 2 1 3 VFM 85.11% 89.36% 93.62% 100.00% 91.06% P equiv 531,915£ 558,511£ 585,106£ 625,000£ 569,149£ Lost Value 93,085£ 66,489£ 39,894£ -£ 55,851£ Value of a Quality point (rank 1 .v. rank 4) £k £10,638
  13. 13. Better Value for LUL • B:CR increase by 1.1 to 3.5:1 (45.1%) • Journey time benefits increased by £148m to £923m (19.2%) • EFC reduced by £61m to £563m (9.8%) • Induced Revenue increased by £31m to £229m (15.6%)
  14. 14. The Alliance Protocol • Alliance Management Structure (G5, ADT, etc) • Bank Board • Co-location • Behavioural and risk reduction incentivisation mechanism to be shared down the supply chain • 8 core project objectives • 24 smart team objectives leading to personal objectives for each team member
  15. 15. 1.17 billion passengers a year Bank Station Capacity Upgrade Project Designing for Value Danny Duggan Dragados Project Director
  16. 16. Evaluation Criteria aligned to Product • Reduce Journey Times in station - 17% of score • Reduce congestion “hotspots“ in station - 17% of score • Create Step Free Access - 10% of score • Improve Evacuation times – 10% of score • Reduce blockade and possession disruption – 12.5% of score • Reduce risk of TWAO application rejection – 5% of score
  17. 17. The Final Scheme – Key Features The Winning Ideas! 94m Moving Walkway Arthur St Tunne l Acces s Triple Escalat ors everyw here Arthur St Tunnel Access Triple Escalators everywhere Retained 20 Abchurch Lane for Site Offices 94m Moving Walkway Whole Block construction site Simpler Power Relocation Scheme Reduced Blockade Reduced Blockade
  18. 18. Improved Customer Experience Includes: • 12 New Escalators • 3 New Lifts • 2 No moving walkways
  19. 19. Final Scheme Improvements Legion Modelling shows a vast improvement of both journey time and congestion relief on the original scheme
  20. 20. A Collaborative Solution
  21. 21. • Embedded in design teams • All key suppliers on incentivised contracts • All key delivery sub-contracts in place by start of Detailed Design Phase • Extensive input into early BIM 3D model development and clash detection during early design Tier 2 Engagement
  22. 22. • Design Workshops: – Including operator, sponsor, maintainer, contractor and crucially tier 2 suppliers – Early design wins and full ownership of design solutions Core Design Team Process
  23. 23. Bank Station Capacity Upgrade Technical Design Developments page 5 • Back of house accommodation at ground floor minimised • Improved sightlines to lift lobby • LU transformer room relocated to basement level • Maintenance lift access to all plant rooms • Soffit maintenance zone provided • Integrated 3D BIM model
  24. 24. Programme
  25. 25. 1.17 billion passengers a year Bank Station Capacity Upgrade Project Delivering for Value Neil Butterill SCU Improvement Manager
  26. 26. Uncertainty is Intrinsic to Project work • Focus on 2 Areas - Process - APT/Critical Chain - Behaviour - Belbin/Collaboration
  27. 27. Managing Process Uncertainty •Programme Validation •Produce logically sound buffered programme •Programme Update •Where are we now? (weekly process) •Programme Look-ahead •Make ready & Problem prevention (weekly) •Programme Look-back •Disruption Analysis and problem solving(weekly) 4 Steps:
  28. 28. A B C D E F G 50 d All tasks 10 days long Conventional Projects
  29. 29. All tasks 8 days long PB 10 days long FB 4 days long A B C D E F G 50 d PB FB Use an Aggregated Tolerance to the Task Flow called a ‘Buffer’
  30. 30. -40 -20 0 20 40 60 80 100 0 10 20 30 40 50 60 70 80 90 100 PercentageBufferUsed Percentage Progress BSCU Composite Buffer Penetration Chart OSD Planning Application TWAO Submission Location Acivity ID Critical Forecast Finish Deadline Due date (R10 Date) Remaining Duration Days Remaining Buffer days Current Buffer % Original Duration Days Original Buffer Days Original Buffer % % Work complete % buffer used Forecast remaining buffer Buffer overused/ underused Previous Buffer overused/ underused Change OSD Planning Submission DES2210 C 28/02/2014 05/03/2014 72 4 6% 141 12 9% 49% 67% 6 -2 -35% -1 -23% -1 -12% TWAO Application DES5210 C 03/06/2014 16/07/2014 135 32 24% 212 32 15% 36% 0% 20 12 57% 5 23% 7 34% Utilities UTI0520 NC 18/02/2016 20/04/2016 571 43 8% 622 70 11% 8% 39% 64 -21 -33% -22 -34% 1 1%
  31. 31. Managing People Uncertainty
  32. 32. Managing People Uncertainty
  33. 33. What is the Point of Collaboration? Dr H Maylor
  34. 34. Thank You Any Questions

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