Project management is a significant endeavor, and a project of this magnitude even more so. The alternative of imposing a universal engineering concept to both teams was rejected, with the assurance that both sides focused on the quality, safety, cost and functional requirements among other requirements to meet or exceed specifications Lemley — Lessons Learned from the Chunnel. Among political hiccups from the British side, had been the change in government from Conservatives more capitalist to Labour more leftist. Also, feasibility and optimization studies were also discussed. Meanwhile, it would also give rise to problems, such as issues with proper communication. Insurance is also another possibility, but given the high level of risk of the target project, it is unlikely to have been covered comprehensively.
Most of them were fixed immediately thanks to advanced techniques.
The Channel Tunnel (Chunnel) Project Case Study – ppt video online download
The other significant changes in the project had happened mostly in the last parts of its planning. The team was unable to find these original documents. The experience from normal tunnel design should not have been applied mechanically; the outcome was that all the stakeholders had stuxy face the technical, financial, even political risk.
McFarlane, Andrew 12 September Risk Management in Bot Project Financing.
The Channel Tunnel (Chunnel) Project Case Study
To keep on schedule, the contractors went ahead. This helped to frame the overall success of the project. Due to the nature of the bi-national working arrangement, as well as the binding requirements of the Treaty of Canterbury and the IGCthere was significant scope creep throughout the lifetime of the project. View Section, Case Study: Scope of the Channel Tunnel Project The most important use of the Tunnel was to be a transportation linkage connecting France i.
Moreover, the IGC was given a lot of bureaucratic power to oversee the project, but was exempt from any financial or bureaucratic retribution.
Concrete linings, which comprised mm thick concrete, were used to help the tunnel withstand the intense pressure from above as well as to help waterproof the tunnel. The initial high morale gradually fell.
Some special design had been used not only in the wagons but also in the tunnels. In addition, return-on investment ROI assumptions made in the planning stages were not accurate as usual. Finally, the scale and complexity of the project called for new techniques and technology. On the other hand, the over-management of risk contributed slightly to the cost overruns. One example was about the pedestrian doors in the passenger car trains.
Despite outstanding litigation involving claims from both TML and Eurotunnel, the glory was prouect and the internal disputes were not publicized.
A Project Management Perspective Construction. Although certain portions of the closeout phase was completed way projeft of time, other portions of the project could not be completed as scheduled due to the delay in delivery of key mechanical systems. Discussion The Chunnel Project was an ambitious undertaking, considering the size, breadth and complexity.
The contract for constructing the Channel Tunnel was then given to TransManche Link TML in in which the following three cost categories were specified: This led also to significant scope creep, on the insistence of the IGC, contributing to the significant time and cost overruns. One the earliest mistakes made on the project was that design and construction were fast- tracked almost simultaneously Chunnel Project PMI. Instead, the IGC could have been working more closely with the contractors.
This inevitably led to significant claims at the end of the project. The Channel Tunnel was projfct be built under the English Channel comprising two parallel railway tunnels. To mark this feat, inthis tunnel had been included as one of the Seven New Wonders of the World.
In the Channel Tunnel project, the Fire Protection System was established, including fire detection system, water pipe system, ventilation system and emergency response teams. The tunnel was actually completed. State-of-the-art laser and computer tech. The alternative of imposing a universal engineering concept to both teams was rejected, with the assurance that both sides focused on the quality, safety, cost and functional requirements among other requirements to meet or exceed specifications Lemley — Lessons Learned from the Chunnel.
Organization Chart of the TML Consortium as of Later on in the construction phase, the management was unified under one chief executive and the national divisions were no longer followed.
The Channel Tunnel however is a recent construction, and is hailed as a major engineering achievement. Each party was interested only on its own priorities rather than focusing on a common solution that would favour all.