201907 – Haden – How Can Signalling Projects be Setup to Succeed?

A recent IRSE article discussed ‘why do signalling projects fail’ and provided valuable insights into what defines a failed project, as well as the inherent risks that contribute to this. It was identified that the primary challenge is to optimise project scope whilst ensuring it is compatible with project schedule and cost constraints and considering signalling project delivery risks (Rumsey 2018). Achieving this trade-off for signalling ‘brownfield’ sites can be even more challenging due to the legacy issues and complexities involved.

During my time with the Level Crossing Removal Project (LXRP) I have helped deliver many signalling projects with varied remits in relation to scope, schedule and cost. The LXRP environment is dynamic in that it is a large-scale government organization that has been set up to deliver transport infrastructure projects (predominantly rail). As part of this, delivery Alliances are established with several industry partners to meet the resource needs of the project. A typical alliance will be formed with LXRP as the client (government) and alliance partners from construction companies, engineering consultants (design) and franchisees (rail operators etc.).

The purpose of this paper is to firstly examine the applicable signalling project delivery risks within the context of the LXRP environment. We will then discuss how improvements in governance frameworks can be made to mitigate these risks particularly within ‘brownfield’ environments. The paper will also examine the LXRP alliance environment and examine the factors that make for a successful alliance.

The paper concludes with several recommendations in relation to governance frameworks, business cases, option selection, project objectives / requirements and change control, with an aim to improving the delivery of signalling projects and resulting in greater project success when considering the project intent.