The Role of Operations in a Mega Project

Summary

Only when it opens will it be possible to judge the success of Operational involvement within Crossrail. There is an inherent conflict between the engineers desire to deliver a project at lowest first cost, and that of the operator to enjoy a robust product when complete. Crossrail has had operator involvement from the outset. This paper examines both the benefits and identifies things which would be done differently, and where time has been wasted in project development.The paper discusses the need for robust governance principles from the outset; who will own and manage the new infrastructure, and the involvement of a robust and informed, operational client who has an interest in the completed railway. The key operator input is to develop and agree requirements that define what the project is expected to deliver but not how it is delivered. These increase in detail over time.
Stressed is the importance of equipping Operators with tools that allow them to deliver the best result to the project; the importance of defining requirements, and the crucial distinction between scope and requirements. It is not appropriate to parachute an operator into a mega project without providing a grounding in how they will inform the design process, and in turn understanding from engineers how operations can contribute in a timely manner to design.
The corollary is the need for the engineering function to understand where an operator needs to be involved, often in seemingly trivial matters. The paper highlights the breadth of operations- encompassing train planning, passenger modelling, reliability modelling, rules and procedures and system control.
The paper underlines need for the engineering function to respect and trust the operator as a credible, competent body who can add to a detailed debate. There is nevertheless a paradox; the process of operators becoming familiar with the engineering constraints, and acquiring a robust trustful working relationship will take a matter of years; during this time the operator will become less familiar with the operational world beyond the project and risks losing competence.
There is a need to distinguish between the civil engineering elements and the systems elements of a project and the requirement for each to have realistic requirements freeze.
The value, timing and paramount importance of Operations Concepts, standards selection and close working with systems engineers, but equally the recognition by the operator of when to step away from the design process either because the designers need no more operational input or indeed (particularly at the early stage of a project) not all operator input is relevant or timely.