A COLLABORATIVE APPROACH TO DEVELOP AN INTEGRATED MASTER PROGRAM USING P6 FOR A COMPLEX PUBLIC TRANSPORT PROJECT

S E P T E M B E R 2 0 1 4

Presented by: SAEED SHALBAFAN

PUBLIC TRANSPORT RAIL PROJECTS

• Case Study Description

• Challenges for program development in a dynamic and complex environment

• Agile methodologies to develop programs in p6

• Collaborative program development – Quick response to changes

• Standardisation and common languages – Efficient Agile Planning

PRESENTATION OUTLINES

p1

PROJECT OVERVIEW

8 new stations & customer parking

Epping-Chatswood upgraded to rapid transit

23km of new twin-track railway line

15km of tunnelling &a 4km Skytrain

8 new stations & customer parking

Reference: Transport for NSW

Contract packages & interfaces

Cudgegong

Tunnels & Station Civils (TSC)

Design & constructDriven tunnels, station excavation,

ground support

Surface & Viaduct Civils (SVC)

EppingBella VistaCudgegong Chatswood

EppingBella Vista Chatswood

Design & constructSurface civil infrastructure (including viaduct), Bella

Vista to Cudgegong

ECRL existing infrastructure

Upgrading to rapid transit capability

Sydney Trains operational interface at Epping &

Chatswood

Operations, Trains & Systems (OTS)Partially privately financed (with substantial State contribution) – subject to VfM

Train & station operationsMechanical, electrical, signalling, train control & other systems (new and upgraded)

Supply & maintain trains, including maintenance facilities and control centre,New stations construction & fit-out, civil works (including stabling and track)

Overall infrastructure maintenance

Sydney’s Rail Future

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Reference: Transport for NSW

DELIVERY CONTRACTS - GEOGRAPHICAL SPLIT

Epping-Chatswood upgraded to rapid transit

OTS SVC

SVC

TSC

TSCOTS

Reference: Transport for NSW

PUBLIC TRANSPORT RAIL PROJECTS

• Announcement of Project Delivery Office April 2011

• Procurement of service providers July 2011

• Changes to alignment Oct 2011

• Industry Engagement Dec 2011

• Sydney Rail Future (Rapid Transit) Jun 2012

• TBM in the ground Oct 2014

• Open to Public 2019

CASE STUDY – MAJOR TRANSITION POINTS

p2

PUBLIC TRANSPORT RAIL PROJECTS

• Several options for definition design at scoping and early concept stage

• High profile decision makers’ expectations for a reliable project timeline at early planning stage

• Unknown stakeholders, changing alignments

• Dynamic scope definition

• Evolving organisation structure

COMPLEXITIES AND CHALLENGES – PRE-CONSTRUCTION PHASE

p3

AGILE PLANNING – A SOLUTION ?AGILE PROJECT PLANNING - DEFINITIONS AND PRINCIPLES

• Merriam-Webster (2009) defined agility as the capability of rapidly and cost efficiently adapting to changes. Some principles adapted to planning are:

• Iterative schedule development with limited and evolving scope

• Integrated and collocated team to facilitate communication and minimize wasteful waiting times

• Agenda based meeting to have brief and effective decision making without wasteful time

p5

AGILE PROJECT PLANNING FOR COMPLEX PROGRAMSAGILE PROJECT PLANNING - ONION FRAMEWORK

p6

A. Intra- Team Interaction

B. Inter- teams Interaction

C. Executives Interaction

D. External Interactions

E. International Peer Reviews

PUBLIC TRANSPORT PROJECTS

• Strategic delivery programs for pre-construction and construction stages

• Integrated workstreams program

• Key dates report including key milestones , planning approvals, delivery strategies and governmental approvals

• Integrated pre-tender master program

CASE STUDY – TOOLS AND METHOD

p7

COLLABORATIVE PROGRAM DEVELOPMENT

CASE STUDY - SCHEMATIC MATRIX ORGANISATION CHART

p9

Cost / Finance

Programming

Risk Management

Work Stream 1 Work Stream 2 Work Stream 13WS3

PUBLIC TRANSPORT RAIL PROJECTS

• Develop individual workstreams program with short and frequent meetings with individual team leaders

• Develop dependencies matrix for workstreams’ deliverables

• Integrate workstream programs based on interdependencies for deliverables

• Baseline key milestones extracted from integrated workstreams program in P6

• Develop weekly program / milestone updates with version controls

• Control progress of workstreams against expected deliverables through interactive workshops in weekly integrated workstream meetings

CASE STUDY - WORKSTREAM INCREMENTAL DEVELOPMENT

p10

STANDARDISATION A KEY TO SUCCESS

• Standardised activity codes / resource codes

• Templates for WBS , fundamental assumptions and program narratives

• Templates for program layouts, contents and colour codes

• Program definitions for calendars, critical paths, resources histograms

• Program risk and opportunity assessment , template reports

• Program naming and convention including activity IDs

PROGRAMMING PROTOCOL - CONTENTS

p11

PUBLIC TRANSPORT RAIL PROJECTS

• Primavera P6 RL 8.1 on server as a collaborative tool

• Clear accountability and individual ownership for developing program activities

• Centralised knowledge centre to cater program / risk / design changes register

• Program adjustment based on the results of schedule risk analysis (Monte - Carlo simulation)

• Regular interactive workshops for involved programmers

• Updates based on change of assumptions for design / construction method / production rates

• Version controls and document register

CASE STUDY - CONCURRENT DEVELOPMENT OF PRE-TENDER MASTER PROGRAM

p12

COLLABORATIVE PROGRAM DEVELOPMENT

MAJOR COLLABORATOR TO PRE-TENDER CONSTRUCTION PROGRAM IN MATRIX CHART

p13

• Design and engineering

• Construction methodology

• Risk management

• Program and Finance

COLLABORATIVE PLANNING AND BENEFITS

• Significant achievement of milestones for construction readiness phase

• Reduced time to develop integrated master program

• Quick response to change of requirements and design assumptions

• Quality programs for pre-tender phase endorsed by international peer reviews

• Stakeholders satisfaction on integrated master program

• Smooth interface / contingency management between interdependent contractors and public stakeholders

BENEFITS OF IMPLEMENTATION – ACHIEVEMENTS

p14

LOOKING BACK, LOOKING FORWARD

Reference: Transport for NSW

p13

Q & A