From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 1
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
Systems Engineers, Project Managers, Project Engineers
Felix Schmid, FIMechE, FIRSE
School of Civil Engineering
University of Birmingham
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 2
Overview of Presentation• A touch of relevant history;
• Natural characteristics of the railway;
• Reasons for railway complexity;
• Rail vs. road transport management;
• Project management and systems engineering;
• Project life-cycle models;
• Team roles in projects.
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 2
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 3
406 Years Ago – the 1st British Railway• Strelley to Wollaton coal
tramway:– First overland railway;
– Built by Huntingdon Beaumont (who died an undischarged bankrupt in Nottingham goal);
– Partnered by Sir Percival Willoughby, owner of Wollaton Hall;
– “alonge the passage now laidewith railes, and with suche or the lyke Carriages as are now in use for the purpose”.
• Opened 1 October 1604.
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 4
Strelley to Wollaton and Lenton• Above quote is from Sir Percival Willoughby’s lease to
Huntingdon Beaumont dated 1 October 1604;• Sir Percival was Lord of the Manor of Wollaton and
Huntingdon Beaumont was his business partner and lessee of Strelley coal pits;
• Wagonway or tram-road built to carry coal from the StrelleyPits to a point near Wollaton Lane (now Wollaton Road);
• Overland route on wooden rails was approximately two miles long and was built between October 1603 and October 1604;
• Vehicles used to carry coal on the rails were referred to as wagons or carriages;
• Horse traction was adopted from the start; • Wagonway cost approximately £166* to build, however, it is
not clear exactly what was included.
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 3
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 5
Relevance to Today• Used successfully until at
least 1615;• 1840s Ordnance Survey map
shows a tram-road from Strelley to Lenton;
• Likely that this is a later version of the Strelley to Wollaton tram-road;
• Went through middle of what became Raleigh Cycle Works;
• And it had been easy and quick to build…
• Why THEN and not NOW?
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 6
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 4
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
An Analysis of the Determinants of
Complexity in Railways
Armitage, Hafter, Harris, McKechnie, Perrow, Qureshi, Reason, Schmid
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 8
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 5
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 9
Determinant: Railway Variability
Variability
Organisational
Physical
AdhesionWeather
Deterioration
Staff Perform.Client Demand
StakeholdersThird Parties
Economy
Definition: Extent to which tasks must depart from a constantly recurring pattern (McKechnie).
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 10
External and Internal Variability• External variability:
– Operational impact of weather;– Demand variation;– Economic cycle impact;– Stakeholder vacillation;– Subsidy regime variation;– Impact of connecting services;– Third party behaviour.
• Internal variability:– Variable passenger behaviour;– Variable staff performance;– Variable wheel-rail adhesion;– Spontaneous system failures;
• Issue raised by McKechnie.
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From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 6
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 11
Railways and Economic Variability
Rail TransportDemand
TransportDemand
Road TransportDemand
Air TransportDemand
WaterwaysDemand
Transport Goods & People by Rail Service
Quality
TransportProduct
Pro
fit?
Constraints / ControlsTimetable, Management Systems
Mechanisms / ProcessorsPeople, Rolling Stock, Infrastructure,
Power, Supplies, Finance
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 12
Determinant: Railway Dispersion
Dispersion
Variability
Organisational
Physical
Organisational
Physical
AdhesionWeather
Deterioration
Staff Perform.Client Demand
StakeholdersThird Parties
Economy
Staff LocationAsset LocationClient Location
Job FunctionsAsset Information
Hierarchy
Definition: Extent to which assets, resources and people required for correct operation of system are distributed over a large area / along corridors (Schmid).
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 7
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 13
Dispersion and Linearity• Linear infrastructures:
– 10 m wide and 1000s km long;– Great impacts on environment;– Environmental impact varies.
• Distributed assets:– Assets difficult to reach;– Assets difficult to maintain.
• Dispersed staff:– Supervision vs. management;– Management only long term;– Supervision must be strong;– Fast decision taking locally.
• Distributed information:– Some railways lack overview;– Assets are difficult to control.
• Issue raised by Schmid.
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From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 14
Classic Example of Dispersion
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 8
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 15
Determinant: Railway Diversity
Div
ersi
ty
Dispersion
Variability
Phy
sica
l
OrganisationalOrganisational
Physical
Organisational
Physical
AdhesionWeather
Deterioration
Staff Perform.Client Demand
StakeholdersThird Parties
Economy
Staff SkillsTypes of OperationsStakeholder Requirements
Asset TypesAsset PerformanceAsset Lives
Staff LocationAsset LocationClient Location
Definition: Number of distinct and different sub-activities that are performed within an integrated system of tasks (McKechnie).
Job FunctionsAsset Information
Hierarchy
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 16
Maintenance System
Axles & Wheels
Communi-cations &SignallingSystems
Electrification &Power Supplies
Station SystemsSleepers & Ballast
Traction &Braking Systems
Substructure System
Con
trol
Sy
stem
s
Ope
rati
ons
Man
agem
ent
Vehicle Structures
RailRail
VCS
CIS
CIS: Customer Information Systems / VCS: Vehicle Control Systems
ATP
Bogie
Range of Railway Subsystems
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 9
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 17
Subsystem and Component Diversity• Subsystems diversity:
– Switches and crossings;– Electrification equipment;– Power supplies & substations;– Train control and signalling;– Rolling stock and traction.
• Component diversity:– Microprocessors;– Sensors and effectors;– Thyristors, GTOs, IGBTs;– Precision mechanical systems;– Electrical machines.
• Materials diversity:– Steel and concrete structures.
• Issue raised by McKechnieas ‘heterogeneïty’.
Williams, ORR, 2006
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From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 18
Asset Life Diversity: 1 to 200 Years• Long life railway assets:
– Cuttings, embankments;– Culverts, bridges, viaducts,
flyovers, dive-unders, tunnels;– Stations, offices, depots.
• Medium life railway assets:– Tracks, rails and signals;– Locos, carriages, ferries;– Wagons, track machines,
• Short lived railway assets:– Ticket machines, ticket gates;– Computers, cars and trucks;– Staff uniforms and hand-tools.
• Issue raised by Armitage.
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M
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VL
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 10
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 19
Determinant: Railway Interdependence
Interdependence
Div
ersi
ty
Dispersion
Variability
Phy
sica
l
OrganisationalOrganisational
Physical
Organisational
Physical
AdhesionWeather
Deterioration
Staff Perform.Client Demand
StakeholdersThird Parties
Economy
Staff SkillsTypes of OperationsStakeholder Requirements
Asset TypesAsset PerformanceAsset Lives
Staff LocationAsset LocationClient Location
Definition: Extent to which performance of the system, as a whole, is reliant on and facilitated by exchange of information to co-ordinate individual tasks (McKechnie).
Job FunctionsAsset Information
Hierarchy
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 20
Maintenance System
Axles & Wheels
Communi-cations &SignallingSystems
Electrification &Power Supplies
Station SystemsSleepers & Ballast
Traction &Braking Systems
Substructure System
Con
trol
Sy
stem
s
Ope
rati
ons
Man
agem
ent
Vehicle Structures
RailRail
VCS
CIS
CIS: Customer Information Systems / VCS: Vehicle Control Systems
Many Subsystems
ATP
Bogies
and Interactions
Thi
rd P
arti
es
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 11
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 21
Nature of Coupling in Railways
Interdependence
Div
ersi
ty
Dispersion
VariabilityTight
Coupling
Physical
Organisational
Phy
sica
l
OrganisationalOrganisational
Physical
Organisational
Physical
Wheel / RailPanto / OHLEPoints Systems
AdhesionWeather
Deterioration
Staff Perform.Client Demand
StakeholdersThird Parties
Economy
Staff SkillsTypes of OperationsStakeholder Requirements
Asset TypesAsset PerformanceAsset Lives
Staff LocationAsset LocationClient Location
Staff SkillsAsset Information
TimetablesInterfaces
Definition: The extent to which two components or activities must be linked to achieve an appropriate performance (after Perrow).
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 22
Loose Coupling vs. Tight Coupling• Loose Coupling:
– Processing delays possible;– Sequence & order can be changed;– Alternative methods available;– Slack in resources possible;– Buffers and redundancies are fortuitously always available.
• Tight Coupling:– Time-dependent behaviour, i.e., delays in processing not possible;– Invariant sequencing;– Only one method to achieve goal;– Little slack available;– Buffers and redundancies must be designed in as part of the system.
• Issue raised by Perrow.
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 12
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 23
Characteristic Aspects
Motion restricted to single degree of freedom along track
Low coefficient of friction between wheels and rails
Stiff interface between wheels and rails
Distributed linear infra-structure subsystem
Strengths G No steering required; Predictable motion; Narrow swept path; Linked consists (trains); High standard of safety.
Low rolling resistance; Low rolling surfaces wear; Efficient propulsion; High speed operation; Energy efficiency.
Low energy dissipation; High tonnages / period; Low forces in track bed; Predictable motion; Smooth operations; Potentially long track life.
Product reaches customer; Production process controll-
able throughout system; External events rarely affect
all of system; Part opening of new
systems.
E Track-based power supply. Energy recovery potential. Low wheel-rail damping. Multiple feeder options.
Weaknesses G Guidance function cost; High route blockage risk; Low network flexibility; Complex route changes; No collision avoidance.
Limited braking rate; Low acceleration rate; Seasonal adhesion variation; Line of sight inadequate; Low rolling surface wear.
Stiff rolling interface; Low inherent damping; Noise & vibration issues Cost of track & structures; Cost of inspection.
Environmental impact affects linear strips of terrain;
Remote management of local problems difficult.
E Complex electrification; Limited design options.
Risk of slip and slide; Torque control required.
High impact environment for traction drives.
Voltage drop along route; Many supply points needed.
Technical requirements
G Variable geometry elements; Train position detection; Locking of route elements; Junctions & stations.
Signalling system; Adhesion control; Artificial wear required; Regular maintenance.
Load rack design; Testing & inspection; Accurate maintenance; Regular maintenance.
Provision of redundancy; Protective features (tunnels,
galleries, fences etc.).
Operational requirements
G Timetabling & planning; Strict rulebook for all staff.
Path allocation to trains; Stringent safety rules.
Strong procedures. Scheduling of services; Several layers of control.
Management tools
G Rigorous selection of staff; Modelling of train services.
Simulation of individual train behaviour.
Maintenance management; Technical understanding.
Delegated authority; Strong supervision.
Training G Responsibility; Staff competence.
Environmental awareness; Safety ethos.
Strong engineering skills; Safety ethos.
Rule based behaviour; Adaptive behaviour.
Physical Characteristics of the Mode
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 24
Tightly Coupled Mechanical Systems• Wheel and rail interface:
– Steel on steel stiffness;
– Motion control by conicity;
– Traction and braking with small contact area;
– Track held by ballast.
• Pantograph and overhead:– Overhead relative to rails;
– Low contact force limits wear;
• Switches and crossings:– Accurate mechanisms needed;
– Must be locked for trains.
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 13
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 25
Railways are Tightly Coupled Systems• Single degree of freedom of movement of rolling stock
requires infrastructure with variable geometry;• Limited adhesion requires train control and signalling;• Stiffness of wheel / rail interface requires accurate
infrastructure and high quality maintenance;• Linear (distributed) nature of the railway infrastructure
propagates failures and is open to environmental influences;
• Need for reliable timetabled operation and good resource management;
• Interface and interaction management is essential.
L
T
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 26
Nature of Interactions in Railways
Interdependence
Div
ersi
ty
Dispersion
VariabilityTight
Coupling
ComplexInteractions
Physical
Organisational
Physical
Organisational
Phy
sica
l
OrganisationalOrganisational
Physical
Organisational
Physical
Wheel / RailPanto / OHLEPoints Systems
Product = ProcessRegulations
AdhesionWeather
Deterioration
Staff Perform.Client Demand
StakeholdersThird Parties
Economy
Staff SkillsTypes of OperationsStakeholder Requirements
Stiff InterfaceMaintenance
Asset TypesAsset PerformanceAsset Lives
Staff LocationAsset LocationClient Location
TimetablesInterfaces
Definition: The way in which subsystems and activities relate to each other during normal and disturbed operations (after Perrow).
Job FunctionsAsset Information
Hierarchy
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 14
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 27
Operational Interactions• Linear Interactions:
– Segregated subsystems;– Easy substitutions;– Few feedback loops;– Single purpose, separate controls;– Direct information;– Extensive understanding.
• Complex Interactions:– Parts and units not in a production
sequence are close together;– Unfamiliar or unintended
feedback loops;– Indirect or inferential information
sources;– Limited understanding of some
processes.
• Perrow’s Interactive Complexity
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 28
Linear vs. ‘Complex’ Interactions• Railway interactions:
– Train sequences;– Conflicts at junctions;– Passenger behaviour;– Staff behaviour;– Trespass and vandalism.
• Maintenance activities:– Rolling stock and track;– Structures and stations.
• System control:– Management of nodes;– Staff allocation to duties;– Rolling stock schedules.
• Issue raised by Perrow.L
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From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 15
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 29
Regulatory Control of Interactions• Intricate legal framework:
– Interoperability regulations;– Technical Specifications for
Interoperability;– Road traffic regulations;– National health and safety law;– European rail safety law.
• Intricate standards system:– CEN Standards;– UIC ‘standards’;– National regulations;– Internal standards.
• Issue raised by Qurashi.O
UT
OF
DA
TE A
FTE
R 5
YE
AR
S!
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E
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 30
The Products
of the R
ailway are
VERY Perishable
What Core Issue have we forgotten?
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 16
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 31
Product LifeHarris
LowMed
ium
HighVery H
igh
Short
Medium
LongV
ery Long
Low
Medium
High
Very High
Low
MediumHigh
Very High
Med
ium
Ver
y H
igh
Exc
essi
ve!
Low
Hig
h Long
Ver
y Sh
ort
Shor
tMed
ium
Low
Very High
Medium
High
Seven Dimensions of Complexity
WaterRailNuclear
SubsystemDiversityMcKechnie
VariabilityMcKechnie
DispersionSchmid
Asset Life Diversity
Armitage
InterdependencePerrow and McKechnie
Regulations& StandardsQureshi
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 32
Rail Infrastructure Owner, Manager and Maintainer
Train Operator, Maintainer and Lessor
Train Consist or Traffic Unit
Wheelset(s)
Rails
Bogie(s)
Track Structure
Vehicle Structure 1(Load Platform 1)
Traction System
Train-borne Control
VS2(LP2)
Braking Systems
Traction Supply
Trackside Control
Embankments, Bridges, Viaducts, Culverts, Drainage Tu
nn
els,
Ove
r-B
ridg
es, S
tati
ons,
Ter
min
als
Traffic Control
Infrastructure Maintenance and Renewals
Rolling Stock Acquisition and Maintenance – Customer Interfaces
Rai
l Tra
nspo
rt O
per
atio
ns
Man
agem
ent
Infr
astr
uct
ure
M
anag
emen
t
Rai
lway
Int
egra
tion
an
d I
nno
vati
on M
anag
emen
t
Wheel-
Rail I/F
EU Dimension: Disaggregated Railway System
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 17
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 33
Such Complexity Creates Risks & Costs• Types of risk bearing events:
– Spontaneous incidents;– Modification with unknown consequences;– Unusual sequences of events;– Undetected deterioration and decay.
• Consequences of events:– Damage to business reputations;– Injuries to humans or damage to buildings and equipment;– Single fatality and multiple fatality outcomes;– Catastrophic outcomes (Bhopal, Chernobyl, Upton Nervet).
• Human error and technological failures.
It’s a Complex System:Let’s apply Railway Systems Engineering
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 18
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 35
Characteristics and Requirements• Widely scattered staff and large, distributed asset base:
– Complex management and maintenance arrangements.
• Single degree of freedom for trains:– Complex (time varying geometry) devices to set up routes.
• Low adhesion between wheel and rail:– Complex train control and communications systems.
• Stiff interface between wheel and rail:– Complex maintenance management.
• Load distribution over large area:– Complex structures and their maintenance issues.
• Long life of technology:– Complex technology, compatibility and interoperability;– Strategic replacement and renewal management required.
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 36
Rail Systems Engineering & Integration• Railway Systems Engineering and Integration (RSEI) is
concerned with:– Managing the people, resources and processes required to conceive,
design, build, operate, maintain, renew, close and decommission railways of all types;
– Respecting the limits and constraints imposed by the natural physical, organisational and operational characteristics of the rail mode, in an effective and efficient manner;
– Satisfying the system’s stakeholders and environmental concerns.
• RSEI is not just about technologies, components, interfaces, know-how and processes;
• RSEI is about developing people to carry out their tasks better and more effectively, while respecting the constraints of a highly complex technical and organisational system.
• ‘Integration’ goes beyond systems engineering…
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 19
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 37
Features of Rail (Construction) Projects• Many phases: projects require long lead-times:
– Preparatory works, groundwork and structures;– Permanent way, signalling installation…
• Scope, scale and complexity:– Many subsystems affected even by ‘small’ projects;– Linear civil works and electrical systems;– Legacy systems involved in many projects.
• Multiple offices and distributed staff:– Communications as a major issue;
• Crossing numerous communities and jurisdictions:– Environmental protection issues (‘Nimby’ syndrome);– Effects on national and international heritage sites.
• Congested downtown / urban work sites;• Links to / extensions of existing systems (Northern Ticket Hall).
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 38
Definition of “Major Rail Projects”• Range of definitions – not official:
– Absolute definitions:• Large in pure cash terms (say, > £100M);• Extensive in project scope (say, > 100km of new signalling);• High level of complexity (say, new technologies involved);• Long time scale (say, > 3 years, requiring strategic commitment).
– Risk focused (relative) definitions:• Large in % of total route affected (say, > 30% - WCML);• Large in % of company turnover (say, > 15% - Chiltern);• Large in % of staff or public affected (say, > 20% - Thameslink);• Large in % of key resources required (say, > 30% - TCS system);• Long in terms of company’s life (say, 2 years out of 7 in franchise);• Regulatory or government approval required, e.g., T&W Act.
• Risk based definitions focus the mind much better.
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 20
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 39
Examples: Size and Complexity
environmentally sensitive areas, high complexity (signals and power systems), bridge plus tunnel system.
“PPP”Oresund Link
complex infrastructure enhancement, includes ETCS level 2 introduction, clear stake-holder aspirations, popular support.
public£2.2 bn~100 km
Bahn 2000
highly complex, tunnels and stations in very dense urban environment, difficult contracts, high risk to several parties.
PPP£5.7 bn50 km
HS1 Part 2
poor asset information, poor design, poor project management, late changes.
“PPP”£2 m100 m
Sheffield Stn.
poor understanding of technology, stake-holder difficulties, poor asset information, tight contractual terms.
private£12bn, 1000 km
WCML
highly complex, sensitive environment, very high reliability targets, good link with regulators, 44% on viaduct.
public£5.8bn50 km
West Rail HK
poor requirements capture, impossible targets, large network, planning issues, city centre work sites, technology choice.
private£1-3 bn400 km
Thameslink
very complex, 3 sub-sea tunnels, large bore, complex trains, complex funding, regulatory interference, changes.
private£12 bn65 km
Eurotunnel
Project ComplexityTypeCostProject
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 40
A £ 2 m Project in Sheffield is BIG
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 21
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 41
Why was it not all that Brilliant?
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 42
PM and SE in the UK Rail Industry• 1988 Clapham Accident:
– Hidden report recommended better project management techniques;
– Expertise brought in from other industries.
• 1994 Railway (Safety Case) Regulations:– Required a risk-based
approach to design and assurance;
– Effectively forced the railways to adopt systems engineering principles.
• 2001 Collapse of Railtrack:– Showed need for combination
approach to projects.
The link between PM and SE is still not fully understood…
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 22
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 43
History of Project Management
1950 1960 1970 1980 1990 2000
Products Facilities Projects
© Brian Halliday, Network Rail
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 44
Project Management Responsibilities• Time:
– Often referred to as programme (risk) management;– Limit programme and technology risk.
• Cost:– Financial control;– Human, financial, equipment resource management.
• Quality:– Quality management.
• Safety Risk:– Management of technical and operational risk;– Assurance and documentation of safety risk containment.
• Change Management:– Provision and control of asset information;– Configuration management throughout project life.
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 23
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 45
History of Systems Engineering
1950 1960 1970 1980 1990 2000
Products Software Projects
© Brian Halliday, Network Rail
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 46
Systems Engineering Responsibilities• Requirements Management:
– Requirements elicitation and requirements management;– Definition of system and subsystem specifications.
• Performance and Technical Risk:– Modelling of operational performance;– Evaluation of robustness of technical options.
• Cost and Capability:– Development of optimised system options;– Human, equipment and operations integration.
• Quality Systems Design:– Creation of quality management systems.
• Configuration Management:– Provision and control of asset information;– Development of configuration management systems.
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 24
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 47
The Waterfall Model (1970)
Requirements
Updated Requirements
Integration
Maintenance
Design
Implementation
Specification
Product Deliverable
Development
Maintenance
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 48
Issues in Waterfall Model• Advantages:
– Conceptually straightforward;– Good tracing of requirements;– Lots of experience from computer software industry;– Suited to development of new products.
• Drawbacks:– Does not encourage project planning;– Encourages prevarication;– Does not ensure testability;– Use of modelling tools can be difficult;– Does not encourage re-use of standard components;– Poor configuration management.
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 25
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 49
Project Time Line
Basic Vee Project Life Cycle
Definition, D
ecomposition &
Verification
Inte
grat
ion,
Tes
ting
& V
alid
atio
n
Customer / BusinessRequirements
SystemRequirements
ComponentDevelopment
System ArchitectureDesign / Development
Component Supplyand Production
Commissioning ofIndividual Assemblies
CompletedIntegrated System
OperationalCapability Achieved
Validation Activities
Operational Test Specification
System Test Specification
Assembly Test Specification
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 50
Amazing Interchange in Copenhagen
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
Page 26
Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 51
Contract Manager’s Input in Projects
Customer / BusinessRequirements
SystemRequirements
ComponentDevelopment
System ArchitectureDesign / Development
Component Supplyand Production
Commissioning ofIndividual Assemblies
CompletedIntegrated System
OperationalCapability Achieved
Project Time Line
Validation Activities
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 52
Project Manager’s Input in Projects
Customer / BusinessRequirements
SystemRequirements
ComponentDevelopment
System ArchitectureDesign / Development
Component Supplyand Production
Commissioning ofIndividual Assemblies
CompletedIntegrated System
OperationalCapability Achieved
Project Time Line
Validation Activities
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
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Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 53
Customer / BusinessRequirements
SystemRequirements
ComponentDevelopment
System ArchitectureDesign / Development
Component Supplyand Production
Commissioning ofIndividual Assemblies
CompletedIntegrated System
OperationalCapability Achieved
Systems Engineer’s Input in Projects
Project Time Line
Validation Activities
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 54
Customer / BusinessRequirements
SystemRequirements
ComponentDevelopment
System ArchitectureDesign / Development
Component Supplyand Production
Commissioning ofIndividual Assemblies
CompletedIntegrated System
OperationalCapability AchievedInteractions w
ith Hum
an Factors Personnel
Human Factors Generalists and Projects
Project Time Line
Validation Activities
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
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Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 55
Production Engineering Input in Projects
Customer / BusinessRequirements
SystemRequirements
ComponentDevelopment
System ArchitectureDesign / Development
Component Supplyand Production
Commissioning ofIndividual Assemblies
CompletedIntegrated System
OperationalCapability Achieved
Project Time Line
Validation Activities
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 56
Client’s Role in Projects
OperationalCapability Achieved
Project Time Line
Customer / BusinessRequirements
SystemRequirements
ComponentDevelopment
System ArchitectureDesign / Development
Component Supplyand Production
Commissioning ofIndividual Assemblies
CompletedIntegrated System
Operational & LifeMonitoring
Validation Activities
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
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Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 57
Example: Jubilee Line Problems• Lack of a System Specification:
• No directly traceable linkage between user requirements and particular specifications;
• No baseline system level scope document;• Result was confusion as to exact scope, loss of change control and
lack of interface management.
• Lack of Technical Integration:• Particular specifications required that systems suppliers interface and
integrate requirements with one another (rolling stock / signalling / signal control / communications / traction power);
• Suppliers were generally unwilling or unable to perform such integration – client did not have the required skills;
• JLEP tended to re-engineer rather than manage suppliers’engineering and integration and took responsibility;
• Immovable deadline for delivery set by outsiders!
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 58
Customer / BusinessRequirements
SystemRequirements
ComponentDevelopment
System ArchitectureDesign / Development
Component Supplyand Production
Commissioning ofIndividual Assemblies
CompletedIntegrated System
OperationalCapability Achieved
Project Engineer: A Missing Link
Project Time Line
Validation Activities
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
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Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 59
Commonalities between Specialist Roles• Clients want the BEST solution money can buy;• Systems engineers and human factors people must
strive for the BEST solution;• Clients and SE / HF people share objectives;• But clients cannot afford the BEST solution;• Project manager is responsible for delivery while
satisfying ALL stakeholders;• SE and HF are threats to the project time line;• PM must deliver value for money;• PM must have ‘stop criteria’ for SE and HF;• Conflicts are programmed in and PE could solve these.
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 60
1
Output Definition
2
Pre-Feasibility
3
Option Selection
4
Single Option Development
5
Detailed Design
6Construct
Test & Commission
7
Scheme Hand-Back
8
Project Close-Out
A
Guide to Railway Investment Projects
Stage Deliverables
1
Output Definition
2
Pre-Feasibility
3
Option Selection
4
Single Option Development
5
Detailed Design
6Construct
Test & Commission
7
Scheme Hand-Back
8
Project Close-Out
B
Stage Gate Reviews All Projects
1
Output Definition
2
Pre-Feasibility
3
Option Selection
4
Single Option Development
5
Detailed Design
6Construct
Test & Commission
7
Scheme Hand-Back
8
Project Close-Out
C
Stage Gate Reviews Major Projects
From Train Driver to Cost Driver:Systems Engineers, Project Managers
and Project Engineers
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Annual General Meeting of Railway Civil Engineers’ Association1 Great George Street, 20 April 2010
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 61
Project Time Line
GRIP Stages 1-6 and VEE
Definition, D
ecomposition &
Verification
Inte
grat
ion,
Tes
ting
& V
alid
atio
n
Customer / BusinessRequirements
SystemRequirements
ComponentDevelopment
System ArchitectureDesign / Development
Component Supplyand Production
Commissioning ofIndividual Assemblies
CompletedIntegrated System
OperationalCapability Achieved
Validation Activities
Operational Test Specification
System Test Specification
Assembly Test Specification
From Train Driver to Cost Driver
AGM Railway Civil Engineers Association 2010Slide 62
Conclusion• Natural characteristics of rail mode are constraining;• Rail mode is inherently complex:
– Technologically, organisationally and operationally.
• Rail transport is fundamentally different from other modes;
• European Union influence has complicated railway; • Project managers and systems engineers are conjoint
twins and need a project engineer for sense instilling;• Project teams go beyond SE, PM and PE:
– Contract managers, HF-generalists all have important roles.
• Vee project life-cycle can be helpful but requires strong PM with stop criteria!