Network Rail Planning Manager
North London Line (£365m) - Key project for 2012 Olympics [Awarded Project of the Year at the National Rail Awards 2011]. Delivering a project on behalf of Transport for London’s (TfL) over-ground network to increase capacity and reduce overcrowding by providing new and longer platforms to 12 stations, major works to 3 stations, renewal of 7km of track including 69 sets of points, power and re-signalling works to double the number of trains per hour at peak.
Taking the project from GRIP stage 4 (conceptual design) to GRIP stage 5&6 (detailed design and construction) being delivered by the main works contractors. GRIP stage 5&6 was let on a hub and spoke basis with Network Rail acting as the hub, the project being split into two parts and let to two main contractors; Atkins responsible for delivering signalling and Carillion for all civils, pway, ohle & ancillary works.
Initially responsible for all aspects of the project planning process and developing project controls and reporting processes. At start up the role required coordinating the efforts and mentoring of the existing planning team and building a stronger team to cope with the demands as the project evolved from GRIP stage 4 to 5/6. Responsible for gaining agreement for contractual programmes and bringing these into one integrated programme (30,000 activities) within the Network Rail environment, leading to managing progress updates on a weekly cycle requiring regular meetings to manage interfaces & coordinate both contractors. Responsible for planning instructions issued on a regular basis to maintain baselines, codification, validation errors and procedural changes, liaising with the central project controls office to ensure periodic data checks are complied with.
Directly responsible for managing two major blockade sub programmes to run in parallel with the integrated programme; the first being a 10 day (hourly) programme over Christmas 2009 reporting on a four hourly cycle for the duration to senior level, the second being a 14 week (hourly) programme reporting on a daily basis to senior level requiring a daily project delivery review meeting (alternately run by myself and the project controls manager). Engaged in the delivery of additional hourly programmes for key possessions throughout the duration of the project which were graded as amber or red within Network Rails DWWP (Delivering Work Within Possessions) process.
Latterly involved in dealing with EoT (Extension of Time) claims from main works contractors working closely with both commercial & project managers to mitigate delay & cost.