Facing Reality - A Case Study of the Completion of the Jubilee Line Extension

1. Facing Reality - A Case Study of the Completion of the Jubilee Line Extension Bernard Metais, Bechtel Fellow Copyright Bechtel Corporation

2. Scope of the Project (London Underground Limited) • 16km extension of existing Jubilee Line including 12km of 4.5m diameter twin tunnels, with 4 crossings under the River Thames and 11 new passenger stations • New line control center at Neasden and new train depot at Stratford • 36 Trains per hour (60,000 passenger journeys/day) • Original schedule called for 1998 opening but completion before the end of 1999 (to allow service to the Millennium Dome at North Greenwich, became a political imperative)

3. Jubilee Line Extension (JLE) Features Platform Edge Doors Control Center Signaling Station Control Room Rolling Stock

4. Project History • November 1989 – First Bill deposited to Parliament for JLE • February 1990 – Project Team established by LUL. • May 1992 – Royal Assent granted for JLE • October 1993 – Secretary of States approval granted • November 1993 – 24 major contracts awarded (£ 1.2bn ) • September 1998 - Facing Reality. Independent audit showed that a third deadline (two already missed) for opening the entire line by Spring 1999 could not be achieved. Bechtel retained to manage project to completion • May 1999 - Phase 1 (Stratford to North Greenwich) Opened • September 1999 - Phase 2 (Stratford to Waterloo) opened • November 1999 - Entire Extension Opened

5. Project History: September 1998 : Facing Reality How to Meet December 1999 Deadline? Only three parameters are left, that can be modified to meet deadline: COSTS CONFORMITY TO INITIAL SCOPE SCHEDULE (fixed) HUMAN RESOURCES The next slides show how the 3 parameters were adapted by the LUL/Bechtel team to meet the deadline

6. Meeting Deadline: Adapting the Human Resources • Organisation: • New thinking towards meeting the deadline was provided by a new project board and by 40 new key managers with a hands-on attitude • To meet its operating deadline the project team had to become commissioning-driven. Therefore the Project was reorganized into 3 main divisions (Construction, Commissioning, Finance & Administration) with the strengthening of the project controls section. • A dedicated commissioning team was created to coordinate tests & operations and to adequately train the operating team.

7. Meeting Deadline: Adapting the Human Resources • Organisation(continued): • Close coordination was regularly established with the “clients of the JLE project: the London Underground Chief Engineers Group, the Jubilee Line Operating Unit, the London Fire and Civil Defense Department, the representative of HMRI (Her Majesty Railroad Inspectorate), and the London Underground business Unit • At least once a week, a coordinating meeting of key managers was held in the “war room” instead of the multitude of other regular (and largely unproductive) meetings previously held.

8. Meeting Deadline: Adapting the Human Resources • Job Definition and Baseline Documents: • To facilitate interrelationship and the control of the production of the needed documents, the project issued: • clear job descriptions • baseline documents describing in detail the scope and the contractual terms for each phases of the project commissioning • Morale: • Introduction of a “can do” attitude by empowering the doers • Safety was re-emphasized • Achievable progress targets were set and met (changing losers into winners) • Improvements ideas were actively thought out from the doers and implemented when they helped to meet the schedule.

9. Meeting Deadline: Adapting the Initial Scope • Technical Specifications: • The too ambitious technical program with too many unproven systems was toned down: • the implementation of the chosen unproven moving block system was deferred • a conventional (but including microprocessor controlled interlockings) fixed block system compatible with the existing Jubilee Line, was installed • a key milestone was reached when the new centralized Service Control Center at Neasden was opened, albeit on the reduced scope for the train control system and with less integrated communications work stations.

10. Meeting Deadline: Adapting the Initial Scope • Staging (see next slide): • The commissioning schedule was broken into three manageable pieces: • phase 1: from Stratford to North Greenwich • phase 2: from Stratford to Waterloo • phase 3: from Stratford to Stanmore (through running) • The on-time opening of phase 1 had a tremendously positive effect on the project team by showing that the dateline of the following phases was attainable (see Morale above) .

11. 1993 1994 1995 1996 1997 1998 1999 TestRunning Meeting Deadline: Staging the Project Main Civil Construction Stations Fit-out InitialSchedule EnablingWorks TrialOperations Systems Design Systems Installation Project ApprovalOct 93 Full Line OpeningMar 98 Main Civil Construction Stations Fit-out FinalSchedule EnablingWorks Systems Design Systems Installation Project ApprovalOct 93 Commissioning Test Running Bechtel RetainedSept 98 Trial Operations    Phase 1 – Stratford to North Greenwich – Opened 14 May 99Phase 2 – Stratford to Waterloo – Opened 23 September 99Phase 3 – Stratford to Stanmore *- (through running) 20 November 99* Westminster Station Opened on 23 December 99 Phase 1 OpeningPhase 2 Opening Phase 3 Opening

12. Meeting Deadline: Adapting the Initial Scope • Performance • Since the implementation of the moving block system that would allowed a 36 trains per hour operation was deferred, the capacity of the line had to be reduced to the “normal” level of 24 trains per hour • As planned, the safety record of the project was excellent: no fatalities. • The expected (and unrealistic) integration of the various control and communications systems could not be delivered. More conventional descoped stand-alone systems were ultimately installed.

13. Meeting Deadline: Cost Control • Overall Costs: Because of: • The delays caused by many external factors • Change in specifications leading to rework • Issues in Industrial Relations the initial budget could not be met, since meeting the deadline was a sine qua non condition. Cost Control: Costs and schedule were strictly controlled and the payment of work was prorated to the progress of the work. These actions minimized the overrun of the budget.

14. Facing Reality: Conclusions and Lessons Learned • The deadline for opening the Jubilee Line was met by returning to basic project management principles, namely: • use an integrated organization • establish a realistic project scope (don’t try to reinvent more than 20% of the wheel, the KISS approach) • employ detailed and integrated project planning • develop, approve and implement a complete project implementation and commissioning plan (with precise and realistic definition of the tasks and responsibilities and with simple procedures) • use strict progress monitoring and change control