Refurbishment
together seamlessly. To achieve this, the team developed an integrated design management approach. At certain points in the project cycle, this has been extended to include subcontractors involved in the project. For example, Costain and HyderWSP were keen to improve the design to construction process to reduce any embedded risk. At relevant and critical points in the design cycle, Costain introduced members of the sub-contract team (or their designers) to work with the design team to make adjustments and improvements that would positively affect the construction phase. Rather than wait until the end to make amendments to the final design, which could have repercussions down the line, these changes were able to be implemented in real time. Coupled with the use of 3D design, BIM and Augmented Reality, the approach has produced tangible results and delivered efficiencies. Currently members of the Bachy Soletanche, NG Bailey, Prater-Watson JV and Charcon Pre-cast teams are embedded within the design team with others to follow as major sub-contracts are awarded. In any project, the design acceptance process has the potential to create sticking points. To overcome any issues, the LBS team have streamlined the process by introducing regular design development reviews. This involves a panel that convenes weekly (and more frequently if required) to review progress and resolve any issues there
and then. It also tracks the design development at key points in the design cycle to reduce the overall acceptance period once the design has been formally submitted. Involving the Network Rail engineering team throughout the design development has helped to reduce time. The one team approach also allows everyone to focus on the resolution of design issues by quickly developing and implementing practical solutions that can be constructed efficiently and which are acceptable to Network Rail.
Communication is vital It will come as no surprise to anyone that communication is the other vital component of any successful partnership. In a project as complicated as London Bridge Station, a significant amount of time and energy has been devoted to ensure that all parties are aware of all aspects of the project. From the project board and the review boards, to weekly LBS newsletter, programme updates and meetings among the delivery teams, the focus is on ensuring that the lines of communication are open at all times. Equally important is the emphasis on communicating successes, both to the client team and to the project team – and recognising individual and team contributions and celebrating those successes. Being collocated has a particular advantage. It helps to foster and maintain a very transparent and open working environment.
Collaboration at the heart of it Simon Regan, Design Project Manager, added: 'We believe that collaboration is the key to successfully delivering the London Bridge Station Redevelopment project. Working as a 50/50 JV team, we are all incentivised to meet the programme. The management of all parties are united in driving a collaborative ‘one team’ attitude, which has permeated through the delivery teams.'
In the case of the London Bridge
Station Redevelopment Project, successful collaboration has been at the heart of ensuring that the designs have been delivered on time and to specifications. Working collaboratively has maximised everyone’s respective areas of expertise, resulted in increased efficiency, and efficiency means reduced inputs and greater outputs, minimising waste, expense or unnecessary effort. Project risks are reduced and Network Rail has increased certainty that the project will be delivered safely, on time and to budget whilst meeting the aspirations of its major stakeholders and the travelling public. It has helped HyderWSP deliver value and innovation to Costain and Network Rail. So, while it may seem old hat, finding the right delivery partners and working together to put a strategy in place to operate as efficiently and effectively as possible is one sure way of delivering on time and to budget. In short, collabo-
ration makes good business sense. •
www.hyderconsulting.com
September 2013 Page 63
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