Lessons Learned from Global Megaprojects. Looking at the learnings from the project controls and planning teams at Sydney Light Rail ($2.7b), Crossrail (£17.6b) and Tideway (£3.8b).

1. Lessons Learned
from Global
Megaprojects
Looking at the learnings from the
project controls and planning teams at
Sydney Light Railway ($2.7 bn),
Crossrail (£17.6 bn) & Tideway (£3.8 bn)

2. Introduction
Jay Armstrong
Principal Consultant
Principal Consultant at LogiKal
Over 15 years experience in major project delivery
Rail, Water, Mining, Oil and Gas, Infrastructure
UK, Australia, Canada

3. Who we are? Why we do what we do?
Intro to LogiKal
01
Sydney Light Rail – Crossrail – Tideway
Common Factors that influence project outcomes
Case Studies – Lessons Learned
02
Key statistics03
Key Takeaways, Discussion, Questions
Conclusions
04
Agenda
Project Controls Survey

4. Advise Set Up Run
Advisory Management
Information
Systems
Managed
Services
Train
Training
&
Capability
LogiKal Services

5. Case Studies
Sydney Light Rail Crossrail Thames Tideway West

6. Project Summary:
Sydney Light Rail
A new light rail network for Sydney
12km route will feature 19 stops from Circular Quay
Civil construction will be progressively completed
across the majority of construction zones
$2.7 Billion (approx. £1.5 Billion)

7. Approach to Project Controls:
Sydney Light Rail
Definition of
detailed
requirements
Implement and
embed PMO
function
Mix of Project and
Logikal Staff
Phased approach
adopted
Technical delivery
supported by
Cultural Change
Initial Programme
peer review
Improvement
recommendations
identified
1 2 3

8. Sydney Light Rail
Lessons Learned:
Management
commitment to
project controls
Long term view
…with short
term wins
Engage
Engage
Engage
Work smarter
not harder

9. Crossrail
Project Summary:
Delivering a 10% increase in rail capacity in central London
Helps maintain London’s place as a global city
42km of new tunnels, 10 new stations, 50+km new track
Integration of 3 signalling systems, upgrades across existing
infrastructure
£17.6 Billion

10. Crossrail
“I think the enormity and complexity of Crossrail in all
manners: the stations; the trains; the signaling systems;
the software integration; the control systems; the
interface with Network Rail; the truth is that the
complexity was not fully understood,”
Mark Wild, Crossrail Chief Executive
New Civil Engineer – February 2019 edition

11. Crossrail
Approach to Project Controls:
One Source of
Truth
Buy In
Broader rollout
and Knowledge
Share
Planning focus
Gap analysis
Increased
engagement
Re-defined
project needs
Project already
well underway
Multiple sources
of truth
Siloes between
departments
1 2 3

12. Crossrail
Lessons Learned:
Contracting
Strategy
Ensure
reporting
periods are
aligned
Communication
is key
Complexity
compounds
Risk

13. Tideway
Project Summary:
Reconnecting London with the River Thames
25km of tunnel running through central London
Split into 3 MWC’s
£3.8 Billion (Tideway West approx. £600 Million)

14. Tideway – West
Approach to Project Controls:
Continuous
improvement
Support to raise data
literacy and project
maturity
Benchmarking and
analytics
Automation of
data collection
processes
Integrated
systems
approach
Establish a
Project Controls
Function
Engagement
with the project
delivery team
1 2 3

15. Tideway
Lessons Learned:
Clearly
defined roles
with ‘buy in’
from
management
Project
structures and
processes
Organisational
Change /
Culture
IT systems
and strategy
All eyes on
construction

16. • Engagement and Support of Senior Management
• Engagement and Support of Project Teams
• Underestimating project complexity
• Risk inherited in project integration
• Optimism bias
• Project culture driving behaviour
• Visibility promotes results – hard data vs perception
• Management of organisational change process
Common Factors that Influenced Outcomes

17. Project Controls Survey Report 2019

18. Key Statistics
3.5x
more likely to succeed
when a high importance
is placed on project
controls
89%
success rate for projects
with full process
integration and full
compliance

19. Key Statistics
Percentage of projects
achieving all or most
time, cost and quality
objectives

20. Key Takeaways:
• Establishment of effective project controls functionality requires a
change mentality
• It must be actively and visibly driven and supported from the top…..
• …and continuous engagement actively sought with those on the
ground
• The technical part is the easy bit
• Continuous Improvement rather than perfection
• Nothing changes if nothing changes
• We will send you an electronic copy of the survey
Conclusion

21. Discussion
London  Birmingham  Dublin  Amsterdam  Brisbane  Perth  Sydney  Hong Kong

22. Amsterdam  Birmingham  Brisbane  Dublin
Hong Kong  London  Perth  Sydney
info@logikalprojects.comlogikalprojects.com/contact-us/