Management Lessons to be learned from three significant projects
Successful project management requires the ability to control more than the basic components of task, resource and budget. As these examples clearly highlight.
1 Although now in operation there were lengthy delays to the opening of the new Queensferry Crossing. A significant number of days were lost to high winds and heavy rain during one of the mildest winters on record.
Work could not be carried out safely in winds over 25mph delaying the dismantling of the tower cranes used to build the 1.7 mile long structure and work on cable stays could only be safely carried out in low wind conditions. Heavy rain delayed waterproofing of the bridge deck and road surfacing.
Given the vagaries of Scottish weather, questions were asked why more contingency time had not been built into the project.
2 The National Audit Office (NAO) reported that a new Army recruitment website has cost three times its budget and was 52 months late. The contract awarded in 2012, has consistently failed to hit recruitment targets. The contractor admitted it had “underestimated the complexity” of the project.
The NAO found the initial delay was caused by the Ministry of Defence failing to provide the IT infrastructure required to host the website. Responsibility for developing the whole system was outsourced in 2014. The report found it can now take as long as 321 days from applying to start of basic training. 47% of applicants drop out, the length of the process being a significant factor.
As a consequence the project will not achieve its planned savings of £267m.
3 Further delays to the London Crossrail Project means an additional £1.4bn bailout has been required, the project’s third rescue plan. To test the central section of the railway, Crossrail needed to supply power to overhead lines. On power up transformer failure caused a major explosion setting testing back four months. At the same time, fit-out work in the central tunnels was progressing slower than planned.
Testing has exposed further complications. Trains will have to transition across three different signalling systems, having to integrate these systems has created further delay. Furthermore there has been a wave of criticism of Crossrail’s management – not only due to the delay but also the manner in which key stakeholders have been kept informed.
CONCLUSION
When creating a project whether it be a complex infrastructure or developing your business, success will depend on the quality of planning, level of contingency and communication. How much time and effort do you invest in these critical components?