Program governance and stakeholder management
The TGW program was created to amalgamate interrelated programs and projects delivered by different industry stakeholders into one single project. This presented a unique challenge to the team who defined and implemented an integrated systems and governance approach that would improve decision making and align the goals of stakeholders to meet program objectives. Our approach helped transition the program to a program governance structure efficiently and delivered assurances that kept the client fully informed of status, risks and issues. It effectively gave our client confidence to make changes or corrective actions that would positively affect the railway.
Cost control & programme efficiency
The GWISI team identified and prioritised over £200m of additional program scope (a result of the Hendy Review), and applied a systematic approach to understand change impact using a standard set of rail industry benefits. We were responsible for managing the TGW Unfunded Register, which records new scope items and emerging cost pressures identified since the November 2016 Hendy Review, for which there is currently no agreed funding approach. This Register manages these items against efficiency opportunities and scope deferral that, if realized, would release savings from the CP5 spend profile to keep the program within its funding envelope.
Effective and integrated planning
Interrelated programs and projects required the team to create a unique Industry Integrated Schedule. This helped us monitor and manage schedule risks, assumptions, dependencies, issues and opportunities, to ensure that all stakeholders within the program meet their milestones. It also provides valuable governance and reporting information to enable each of the service changes for the route.
The team created the Program Wide Interactions (PWI) architecture tool to define the scope of the program and the interactions with other projects and third parties.