This is a team presentation, we presented, of our analysis on the "Channel Tunnel" (Euro tunnel) project, as our term project for the course "International Project Management & Professional Responsibility" of "Project Management" program.
This presentation provides a keen insight into the issues that arose during the construction of the Channel Tunnel (Chunnel), that forms a 50.5 km rail lifeline between France and UK.
This presentation provides a keen insight into the issues that arose during the construction of the Channel Tunnel (Chunnel), that forms a 50.5 km rail lifeline between France and UK.
Project Management is a discipline of planning, organizing, motivating, controlling resources to achieve specific goals. The presentation tell you about "Konkan Railway Project" undertaken by Indian government. It in details tells you about the challenges faced, problems occurred, Risk involved, new technology used and many other details.
Managing infrastructure projects requires a professional orientation, especially so in developing economies like India. Herein a materials management and suppl chain management orientation is taken to highlight some of the successful projects.
A project promoter or developer has an option to give single contract on turnkey basis on single contractor or to source project packages/components from several suppliers. Advantages of an EPC single contract are highlighted in this presentation.
Project Management is a discipline of planning, organizing, motivating, controlling resources to achieve specific goals. The presentation tell you about "Konkan Railway Project" undertaken by Indian government. It in details tells you about the challenges faced, problems occurred, Risk involved, new technology used and many other details.
Managing infrastructure projects requires a professional orientation, especially so in developing economies like India. Herein a materials management and suppl chain management orientation is taken to highlight some of the successful projects.
A project promoter or developer has an option to give single contract on turnkey basis on single contractor or to source project packages/components from several suppliers. Advantages of an EPC single contract are highlighted in this presentation.
Presentation by Mark Radka, Head of the United Nations Environment Programme's (UNEP) Energy Unit at Institute side event "Making sense of CCS in the UNFCCC" in Doha at COP 18 talks.
CCS Projects Integration Workshop - London 3Nov11 - ROAD - CCS project integr...Global CCS Institute
This presentation was given at the Global CCS Institute/CSLF meeting on CCS Project Integration that was held in London on 3 November 2011. The aim of the meeting was to share experiences on CCS project integration; and to identify priority integration topics that need further attention to facilitate CCS project development and deployment.
You can view more presentations from the event at http://www.globalccsinstitute.com/community/blogs/authors/klaasvanalphen/2011/11/25/presentations-global-ccs-institutecslf-meeting-ccs
Changing the Face at the Busiest Airport in the World th.docxcravennichole326
Changing the Face
at the Busiest Airport
in the World through
Project Management
2
Background: Dated and In Need of a Revamp,
But It has to be Business as Usual...
BAA Airports Ltd. was tasked with the refurbishment of Terminal 1, a
40-year-old building within Heathrow Airport, the busiest international
airport in the world, whilst constantly keeping the terminal open to the 20
million annual travellers.
In 2004 BAA and the Star Alliance network, established in 1997 as the first
truly global airline alliance to offer worldwide reach and seamless service
to the international traveller, signed a memorandum of understanding that
would result in Star Alliance moving into Terminal 1 at Heathrow Airport.
Terminal 1 had previously been for short-haul European destinations only,
but the introduction of Star Alliance meant that international passengers
would now also be using the terminal.
This work was required to facilitate the move by a number of Star Alliance
airlines who were moving their operations from Terminals 2 and 3 to
Terminal 1. The successful completion of this project was the enabler for
the complete transformation of Heathrow Airport that is used by more than
90 airlines, which fly to more than 180 destinations worldwide.
As well as a commitment to completing the project within a very strict
deadline, health and safety issues were also a big concern given that the
project had to be delivered within a live operating passenger terminal. Any
interruption to the operation of the terminal building, and the stakeholders
or passenger experience would likely result in delays for the airlines
operating from Terminal 1 and as such, significant financial penalties for
BAA. Public and media perception of BAA would not be enhanced should
such a situation arise.
David Buisson, PMP, was chosen to lead the project. Mr. Buisson is a
certified project manager with more than 13 years experience of managing
complex and challenging projects by implementing the standards set out
by the Project Management Institute (PMI®) through A Guide to the Project
Management Body of Knowledge (PMBOK® Guide)—Fourth Edition.
Under his direction, a team of professionals from a variety of backgrounds
and industries tackled one of the most important transport projects in the
UK, keeping it ahead of its European competition.
Terminal 1 had been out of
date and badly in need of
refurbishment, with the 40-year-
old building not seeing any
significant updates since it was
built in the 60s. With serious
refurbishment going elsewhere
at Heathrow Airport, as well
as the upcoming opening of
Terminal 5 and the introduction
of international passengers to
Terminal 1, it was in need of a
major overhaul.
Refurbishing Heathrow Airport Terminal 1,
On Time, On Budget, With No Disruptions to Travelling Public
3
Challenges: Complex, Problematic and Large-Scale—
A Project Manager’s Landscape
The project team had to res ...
NEW FRONTIERS SEMINAR: Closing The Loop: Conserving Resources Through Sustain...NEW FRONTIERS
The presentations given at NEW FRONTIERS launch seminar titled 'Closing The Loop', curated by Dr. Mike Pitts of Chemistry Innovation, featuring presentations by Dr. Pitts, Ian Holmes of Environmental Sustainability KTN and Roger Morton of Axion Recycling. The seminar was sponsored by the Royal Society of Chemistry and held at the University of Manchester on 7th July 2010.
Commission for a Sustainable London 2012: Assuring Sustainability for the Lon...EIBTM
At EIBTM 2012, we were delighted to have Shaun McCarthy, Chair, Commission for a Sustainable London 2012 who shared some case study examples of sustainability in practice at the London 2012 Olympic Games. A great opportunity to learn about sustainability in action, and its legacy at a major, international event.
2. HOW DO YOU BUILD AN UNDERSEA TUNNEL TO
CONNECT TWO COUNTRIES BY BRINGING TOGETHER
PRIVATE FIRMS AND THE GOVERNMENTS OF THESE
COUNTRIES THAT HAVE DIFFERENT LANGUAGES AND
CULTURE?
2
4. Agenda
Project Background and its context
Research methodology
Project challenges
Analysis of failures and success
Conclusions
Recommendations
4
6. Project Background
Previous Attempts:
First time idea initiated
– 1802 – Albert Mathieu - a cross-channel tunnel proposal
Involvement of Britain and France
– A 1974 UK-France Governments. backed Scheme was
cancelled in 1975
6
7. Project Background
1984 Proposals
Group Proposal Details
Channel Tunnel Undersea Rail 50.5km undersea Tunnel
Group
4.5km span suspension
Eurobridge Suspension bridge with a roadway in an
Bridge enclosed tube
21km tunnel between
Euroroute Tunnel artificial islands approached
by bridges
7
10. Project Objectives
Undersea rail tunnel linking Folkstone in the United
Kingdom with Calais in northern France.
Reasons:
Transportation
Boost Business and Tourism
Connect Britain with mainland Europe
10
12. Cost & Finance
Cost Estimates
Construction costs (in £) 2.8 billion
Corporate and other costs 0.5
Provision for inflation 0.5
Net financing costs 1.0
Total £4.8 billion
Financing Plan
Equity £1.0 billion
Loans £5.0 billion
Total £6.0 billion
12
16. Project Challenges
Impact of Challenges on Tripple Constraints
14
Engineering
12
Financing 10
Management 8
6
Political Impact of Challenges on Tripple
Constraints
4
Cultural 2
Communication 0
16
17. Project Integration
PM Process Output Channel Tunnel
Group
Initiation Project Charter The treaty of Canterbury
Planning Project Management Plan Concession Agreement
Org. Breakdown Structure
Work Performance Information
Executing Change requests Change control procedure
Project Management Plan Updates
Project Documents Updates
Change requests
Monitor & Control Change requests status updates Intergovernmental Commission
Project Management Plan Updates
Project Documents Updates
Final Product Handover ceremony
Closing OPA
17
18. Scope & Procurement
Scope Item Details Responsible Fixed price plus incentive fee
Agent (50%,30%) saving, overrun
Target works Tunnels TML
£699 m
Lump sum Work
Terminals TML £568 m
Related infrastructure
Fixed equipments
Electrical
&mechanical works
Procurement Locomotives £113 million
Items Shuttle trains TML
18
20. Human Resource Management
Item English Side French Side
Recruitment 50% travelling men 95% from depressed
housed in a temporary camp region
Recruited from depressed Part of employment
mining regions regeneration
Help with job at end of
project
Policies Smoking & drinking not allowed Smoking & drinking
Poor safety record allowed
More organized union
structure
Problems Senior managers did not get Harmonious atmosphere
along
20
21. Time Management
Milestone Planned Date Actual Date
Project Charter (Treaty of Canterbury) 1986 Feb-86
Commencement of Tunnel Boring 1988 Jun-88
Completion of Boring 1990 1990
Opening Ceremony May-93 May-94
21
22. Communication Management
Boring Phase CHAIRMAN
No Unified Structure CHIEF EXECUTIVE
INTERNAL QUALITY TECHNICAL
Fitting Phase AUDIT COMMERCIAL
ASSURANCE ADVISOR TO
DIRECTOR DIRECTOR
DIRECTOR TML BOARD
CONSTRUCTION ADMINIST- TRANSPORTATION
Unified Structure FINANCE
DIRECTOR
MANAGING
DIRECTOR
LEGAL
DIRECTOR
RATION
DIRECTOR
& ENGINEERING
MAN DIRECTOR
TRANSPORTATION SYSTEMS
& ENGINEERING GROUP
FRANCE
UK DIRECTOR transport system design
DIRECTOR
CONSTRUCTION CONSTRUCTION rolling stodk design
rolling stock procurement
CONSTRUCTION CONSTRUCTION transport system contracts
GROUP UK GROUP FRANCE commissioning
building/civils design building/civils design transport system
tunnels tunnels procurement
terminal terminal
precast factory precast factory
m & e supervison m & e supervison
source: Anderson (1992)
22
23. Risk Management
Post-mortem Risk Impact Matrix
Risk Likelihood Impact Rating
Engineering high High High
Communication high Low medium
Financial high High High
Safety high High Medium
Political Medium Low low
23
24. Quality Management
Ishikawa Diagram Analysis for problems in Tunnel Environment
Man Machine
Lapsed Safety Measures
Boring Machines
Not Paying Attention Failing
Causes of Issues
Encountered
Outdated Engineering
Low Quality Material
Study
Material Method
24
25. Summary of Analysis
Evaluation Based on 9 PM Knowledge Areas
Knowledge Area Points
Risk Management 2
Time Management 3
Scope Management 5
Cost Management 2
Human Resources Management 4
Procurement Management 5
Integration Management 5
Communication Management 2
Quality Management 4
Total Points out of 45 32
25
26. Summary of Analysis
Evaluation Based on Good International Project Management Plan
Criteria Points
Organizing the project in coordination effort and flexibility 15
Highlighting areas of issues and risks 10
Building collaboration and commitment among team members 20
Communication between headquarters and local offices 10
Application of the nine knowledge areas 15.5
Total Points 70.5
Source of Criteria: PMGT 428 (Centennial College) 26
27. Summary of Analysis
Measurement of the project against key success factors for PPP’s
Key success factors include: Channel Tunnel Grading
1. Careful planning of PPP project ✔
2. Solid revenue and cost estimate x
3. User willingness to pay and communication plan x
4. Extensive feasibility study with use of PPP experts ✔
5. Compliance with contractual agreement ✔
6. Appropriate Legal and Regulatory Framework ✔
7. Strong Institutions with appropriate resources ✔
8. Competitive and transparent procurement ✔
9. Mitigation and flexibility in managing macro- risks ✔
Source of Criteria: PMGT 428 (Centennial College) 27
28. What Went Wrong?
Design problems not identified at the start
Strict safety measures imposed by the IGC
Dispute over costs between Eurotunnel and TML
Delays from the parliamentary process
Financing difficulties
TML had clear conflicts of interest
Eurotunnel was created late in the process
Fragmentation of funding institutions
Poor risk analysis
28
29. What Went Right?
Strong political support by both the British and French
governments
Excellent management of cultural differences
Strong commitment to task in terms of completing the
tunnelling
Excellent fund raising strategy to finance the project
29
30. Conclusions
Political support provided a window of opportunity
There was not enough time for risk management plan
Risks and challenges were dealt with iteratively
Project did well based on PPP factors
Cost was the only hard constraint significantly affected
Project was successful to a large extent but the cost remain
to be paid
30
31. Recommendation for Future
Projects
Review past engineering studies
Protect the private partner against delays in political
decisions
Use conservative forecasting approach
Do detail risk analysis
31
32. Thank You
Questions & Feedback
are welcome
Presentation template from: www.presentationmagazine.com
32