PROJECT MANAGEMENT
point where we’ve been awarded the contract, I have two main roles. One is to manage the contract and ensure that our contractor BFK is delivering to contract, and to the required standard.
“The other role is creating the right environment; there are a number of things that Crossrail need to do to enable the contractor to do their work. These include approvals and interfaces with other contractors.
“It’s about doing all things necessary to ensure the contractor can perform, and making sure the contractor does perform.”
prove disastrous.
Attention to detail, no matter how small, is a crucial part in the delivery of a project like Crossrail. The high-profile nature of the build places the project team under extra scrutiny, not only from senior figures but also the watch- ing public, who may be directly inconvenienced by the build.
Alder said that one of the most complex techni- cal challenges is managing the different stake- holders – from local community groups to statuary bodies – as each and every one needs to be satisfied that the same rigorous approach is being applied to every work site.
Get it wrong however, and the results could
He explained: “When a site is handed over you need all the documentation in place to say everything that went before has been done correctly, or the next contractor could be picking up a liability over something far worse.”
After spending a career in tunnels (not literally) he is quick to acknowledge the sense of excitement and anticipation around the start of the tunnelling phase.
But the real buzz comes not from seeing the TBMs stir into action, or the extra publicity that surrounds it; for Alder it’s all about the right team and the right environment.
“The biggest buzz I get is when teams are working effectively: when everyone is doing things at the right time, supporting each other, doing things collaboratively, and dealing with changes that come along. It may be boring, routine stuff, but it gets the job done.”
Andy Alder is a member of the Association for Project Management (APM), the largest professional body of its kind in Europe, which aims to develop and promote the professional disciplines of project and programme management across all industry sectors.
FOR MORE INFORMATION Visit
www.apm.org.uk
rail technology magazine Feb/Mar 12 | 33
© Crossrail td, Dec 2011
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