PROJECT MANAGEMENT & BIM
financial cost, as seemed likely.
In the more significant second innovation funding cycle, Pelton said, ideas ranged from ultra-low-carbon concrete to Bluetooth underground networks to assist with safety and zoning, to applications relating to BIM, to safety and health promotion ideas. Although the total size of the funding pot has not been revealed, Crossrail spokesman Peter MacLennan told RTM: “Crossrail has received over 450 ideas since the launch of the innovation programme in April 2013, around 200 have been implemented on the project with around 20 of those innovations selected for seed funding.”
The next steps for innovation
Pelton said it is now time to take a more strategic perspective and channel ideas best aimed at solving specified challenges, which are currently being decided upon by the executive.
The team, including Pelton, is also talking to the various other groups involved in innovation in the industry about closer working.
TfL and Network Rail both have their own innovation programmes, as does the TSLG via FutureRailway/EIT and the ‘Unlocking Innovation’ introduced by RIA.
fund
Pelton said: “We’re talking to Peter Hansford, the construction adviser at BIS, as to how the industry takes this forward. It would be a terrible waste to let it wither on the vine.”
John Pelton FOR MORE INFORMATION
www.crossrail.co.uk www.innovate18.co.uk www.transcend.uk.com
What – not more changes? If
you work in the world of projects you must either be frustrated by the incessant changes that have to be accommodated, or you have already come to accept such incessant changes as just a fact of life. There is no middle ground on this one.
This has been our experience over many years, irrespective of the industry – people claiming that one of the core problems why projects do not deliver on time, within budget to scope is the number of changes!
When the original scope and planning assumptions of a project are converted into project designs and these designs are cascaded to many different teams, misalignment between original requirements and the actual outputs typically takes place. The content of the project somehow gets ‘distorted’.
Dr Eli Goldratt was challenged on Critical Chain Project Management (CCPM) as to how CCPM dealt with this ‘What – Not More Changes!’ (or as some people say,
‘shift happens!’) phenomenon.
Dr Goldratt’s answer was to go back to basics; to analyse and to understand the real nature of the core problems in project management.
He stated that when you are looking at improving the performance of an organisation related to the subject of project management, there are three key questions you should ask yourself:
1. Which project(s) should we choose to do? 2. What should be the content of a chosen project?
3. How should we plan and manage the execution of the project?
By choosing the right projects and synchronising all stakeholders on the content of a project and its tasks, we can significantly reduce the changes that are inherent in the design process. This in itself has a significant impact on project costs, in on-time performance and meeting scope and specification.
When these approaches are combined with CCPM – the buffers should be able to cover the natural variation that is inherent in the actual execution of the right tasks – leading to a very high due date performance in surprisingly short lead times with reduced costs and full scope.
FOR MORE INFORMATION
T: 01234 834510 E:
info@goldratt.co.uk W:
www.goldratt.co.uk/railtech
rail technology magazine Feb/Mar 14 | 95
Martin Powell, director at Goldratt UK, looks at how Dr Eli Goldratt’s Critical Chain Project Management deals with changes that are inherent in project environments.
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