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Similar to A collaborative approach to develop an integrated master program using p6 for a complex public transport project-final Aug 14
Similar to A collaborative approach to develop an integrated master program using p6 for a complex public transport project-final Aug 14 (20)
A collaborative approach to develop an integrated master program using p6 for a complex public transport project-final Aug 14
- 1. A COLLABORATIVE APPROACH TO DEVELOP AN INTEGRATED MASTER PROGRAM USING P6 FOR A COMPLEX PUBLIC TRANSPORT PROJECT S E P T E M B E R 2 0 1 4 Presented by: SAEED SHALBAFAN
- 2. PUBLIC TRANSPORT RAIL PROJECTS • Case Study Description • Challenges for program development in a dynamic and complex environment • Agile methodologies to develop programs in p6 • Collaborative program development – Quick response to changes • Standardisation and common languages – Efficient Agile Planning PRESENTATION OUTLINES p1
- 3. PROJECT OVERVIEW 8 new stations & customer parking Epping-Chatswood upgraded to rapid transit 23km of new twin-track railway line 15km of tunnelling & a 4km Skytrain 8 new stations & customer parking Reference: Transport for NSW
- 4. Contract packages & interfaces Cudgegong Tunnels & Station Civils (TSC) Design & construct Driven tunnels, station excavation, ground support Surface & Viaduct Civils (SVC) EppingBella VistaCudgegong Chatswood EppingBella Vista Chatswood Design & construct Surface civil infrastructure (including viaduct), Bella Vista to Cudgegong ECRL existing infrastructure Upgrading to rapid transit capability Sydney Trains operational interface at Epping & Chatswood Operations, Trains & Systems (OTS) Partially privately financed (with substantial State contribution) – subject to VfM Train & station operations Mechanical, electrical, signalling, train control & other systems (new and upgraded) Supply & maintain trains, including maintenance facilities and control centre, New stations construction & fit-out, civil works (including stabling and track) Overall infrastructure maintenance Sydney’sRailFuture Potentialwestern extension Reference: Transport for NSW
- 5. DELIVERY CONTRACTS - GEOGRAPHICAL SPLIT Epping-Chatswood upgraded to rapid transit OTS SVC SVC TSC TSC OTS Reference: Transport for NSW
- 6. PUBLIC TRANSPORT RAIL PROJECTS • Announcement of Project Delivery Office April 2011 • Procurement of service providers July 2011 • Changes to alignment Oct 2011 • Industry Engagement Dec 2011 • Sydney Rail Future (Rapid Transit) Jun 2012 • TBM in the ground Oct 2014 • Open to Public 2019 CASE STUDY – MAJOR TRANSITION POINTS p2
- 7. PUBLIC TRANSPORT RAIL PROJECTS • Several options for definition design at scoping and early concept stage • High profile decision makers’ expectations for a reliable project timeline at early planning stage • Unknown stakeholders, changing alignments • Dynamic scope definition • Evolving organisation structure COMPLEXITIES AND CHALLENGES – PRE-CONSTRUCTION PHASE p3
- 8. AGILE PLANNING – A SOLUTION ? AGILE PROJECT PLANNING - DEFINITIONS AND PRINCIPLES • Merriam-Webster (2009) defined agility as the capability of rapidly and cost efficiently adapting to changes. Some principles adapted to planning are: • Iterative schedule development with limited and evolving scope • Integrated and collocated team to facilitate communication and minimize wasteful waiting times • Agenda based meeting to have brief and effective decision making without wasteful time p5
- 9. AGILE PROJECT PLANNING FOR COMPLEX PROGRAMS AGILE PROJECT PLANNING - ONION FRAMEWORK p6 A. Intra- Team Interaction B. Inter- teams Interaction C. Executives Interaction D. External Interactions E. International Peer Reviews
- 10. PUBLIC TRANSPORT PROJECTS • Strategic delivery programs for pre-construction and construction stages • Integrated workstreams program • Key dates report including key milestones , planning approvals, delivery strategies and governmental approvals • Integrated pre-tender master program CASE STUDY – TOOLS AND METHOD p7
- 11. COLLABORATIVE PROGRAM DEVELOPMENT CASE STUDY - SCHEMATIC MATRIX ORGANISATION CHART p9 Cost / Finance Programming Risk Management Work Stream 1 Work Stream 2 Work Stream 13WS3
- 12. PUBLIC TRANSPORT RAIL PROJECTS • Develop individual workstreams program with short and frequent meetings with individual team leaders • Develop dependencies matrix for workstreams’ deliverables • Integrate workstream programs based on interdependencies for deliverables • Baseline key milestones extracted from integrated workstreams program in P6 • Develop weekly program / milestone updates with version controls • Control progress of workstreams against expected deliverables through interactive workshops in weekly integrated workstream meetings CASE STUDY - WORKSTREAM INCREMENTAL DEVELOPMENT p10
- 13. STANDARDISATION A KEY TO SUCCESS • Standardised activity codes / resource codes • Templates for WBS , fundamental assumptions and program narratives • Templates for program layouts, contents and colour codes • Program definitions for calendars, critical paths, resources histograms • Program risk and opportunity assessment , template reports • Program naming and convention including activity IDs PROGRAMMING PROTOCOL - CONTENTS p11
- 14. PUBLIC TRANSPORT RAIL PROJECTS • Primavera P6 RL 8.1 on server as a collaborative tool • Clear accountability and individual ownership for developing program activities • Centralised knowledge centre to cater program / risk / design changes register • Program adjustment based on the results of schedule risk analysis (Monte - Carlo simulation) • Regular interactive workshops for involved programmers • Updates based on change of assumptions for design / construction method / production rates • Version controls and document register CASE STUDY - CONCURRENT DEVELOPMENT OF PRE-TENDER MASTER PROGRAM p12
- 15. COLLABORATIVE PROGRAM DEVELOPMENT MAJOR COLLABORATOR TO PRE-TENDER CONSTRUCTION PROGRAM IN MATRIX CHART p13 • Design and engineering • Construction methodology • Risk management • Program and Finance
- 16. COLLABORATIVE PLANNING AND BENEFITS • Significant achievement of milestones for construction readiness phase • Reduced time to develop integrated master program • Quick response to change of requirements and design assumptions • Quality programs for pre-tender phase endorsed by international peer reviews • Stakeholders satisfaction on integrated master program • Smooth interface / contingency management between interdependent contractors and public stakeholders BENEFITS OF IMPLEMENTATION – ACHIEVEMENTS p14
- 17. LOOKING BACK, LOOKING FORWARD Reference: Transport for NSW
- 18. p13
Editor's Notes
- Ladies and gentlemen, thanks for your attendance. I would like to thank Akolade for organising this event and I wish you have enjoyed the event. I want to start with a brief review of presentation, we will see a summary of a case for a transport project, I will highlight challenges/ how agile methodologies assisted to develop program with p6 in a highly uncertain conditions, I will explain how collaborative approach helped us to have timely response to change and how standardisation of processes helped to keep going a consistent performance with high level efficiency.
- 23 km of new rail line connecting the North West to the transport network. Eight new stations A train every four minutes at peak times No need for a timetable – just turn up and go Fast, single deck, high frequency trains between Cudgegong Rd and Chatswood Epping to Chatswood rail line converted for these trains Interchange with existing network at Chatswood – walk across the platform New-generation trains for the North West first – before any other Sydney lines Planning work to extend line from Chatswood to CBD via a second harbour crossing starts immediately.
- Outline the base scope 6 stations 23km of twin track 15.5km of tunnel 7.5km of cut and cover, viaduct and at grade alignment from Kellyville to Tallawong Road Provision for additional station at Cudgegong Road and Samantha Riley drive 3000 parking spaces Stabling yard for 16 trains Ancillary infrastructure and services to support the project
- 23 km of new rail line connecting the North West to the transport network. Eight new stations A train every five minutes at peak times No need for a timetable – just turn up and go Fast, single deck, high frequency trains between Cudgegong Rd and Chatswood Epping to Chatswood rail line converted for these trains Interchange with existing network at Chatswood – walk across the platform New-generation trains for the North West first – before any other Sydney lines Planning work to extend line from Chatswood to CBD via a second harbour crossing starts immediately.
- Big Picture for the project announced in Apr 2011, delivery office was supposed to deliver brand new and modern city trains services for people of Sydney north west.
- Different options for alignments, which ended adding two stations to six and make final alignment a green field track with 8 new stations across Sydney north west As a young organisation, NWRL has evolved and grown over period of time.
- Iteration was based on evolving scope and changing conditions around the project definition during early planning stage. The concept of agile planning could assist us with quick response to changes and it was an effective tool to run iteration with all relevant team members in program development.
- Interaction between team members , coordination meetings and informal communication Communication with other teams Regular contact with executive team Periodic consultation with external stakeholders including government, councils, etc. Three international experts panel for peer reviews
- To facilitate communications with other teams/ executives and external parties , collaborative tools were used. Incremental program development was used to cater several Iterations during project evolutions. Pre-tender construction program was a tool or guideline for communicating with tenders proponents and public community to set expectations realistically Workstreams program was used to help team leaders achieve their deliverables on time Key Dates report was to report on workstreams progress weekly and monthly basis High level programs were extracted from Integrated pre-tender master program to communicate with external stakeholders and the government
- Another aspect is the organisation chart which provided a collaborative spirit to program and finance team. A Matrix organisation was established to support work streams with functional groups. Work streams such as planning approvals, design and engineering and land acquisition were major players during construction readiness phase. They had support of functional groups such as cost and schedule teams, risk managers, and constructability advisors.
- Development of workstreams program between announcement for project delivery office and major contract awards. Based on agile principles, we kept meetings agenda based, short and frequent to catch up with changing environment
- Pre-tender Master Program was developed as a tool to forecast completion of major deliverables including open to public dates. It was used to set stakeholders expectations. It was used to estimate construction contingency for interfaces between major contractors. It was also used to generate high level programs for public relations and communications purposes.