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Project portfolio management (P3M) management

Dada Enterprises managed the planning and change controls activities to allow the actual spend on installation activities to be understood properly and measures to reduce it. Process improvements were introduced to provide an agile and flexible method of dealing with ad-hoc requests for change and modelling ‘what if’ scenarios against a fixed baseline. A change control process was then introduced to manage variations from design modifications. This provided robust data for commercial discussions and claims at a later stage.

The planning and change control processes introduced have now become a legacy part of the monthly Project Delivery Review activities within Invensys Rail.

Overview

Invensys Rail (now Siemens’ Rail Automation Business Unit in their Mobility Division) is a global supplier of railway signalling and control equipment to the rail industry worldwide. SL20 was a 3-year project involving the replacement of track circuits at 34 locations across the network to enable London Underground, their client, to enter new ‘S’ stock trains into enter passenger service on the Metropolitan line and District lines.

The Dada Enterprises Advantage

  • Development of a fully resourced and cost base-lined Primavera programme plan
  • Implementation of a full change control process against the base-lined plan
  • Full monthly programme against plan reporting and budget controls introduced
  • An evidence capture process to support client claims for change activities and applications for draw down from the risk budget.
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Key Services

  • Project, programme and project portfolio management (P3M) consulting
  • Project, design and cost management
  • Project management, planning and change control processes
  • ‘What-if’ scenario modelling
  • Risk management and schedule risk analysis
  • Organisational Governance and Change Control
  • Primavera management
  • Provision of interim PMO resources

Client Testimonial

Without the correct plans and controls in place, the successful delivery of this programme was threatened and the likelihood of Invensys incurring crippling liquidated damage costs or delays to passenger service would have increased with potentially catastrophic financial and reputational consequences.


Tony Jenkins, Director of Mass Transit – Invensys Rail

Invensys