Dec. 2010 – Jun. 2012      LONDON UNDERGROUND LIMITED

Lead Planner

Sub-Surface Railway (SSR) Upgrade Programme – London

The Sub-surface Lines of London Underground are the Metropolitan Line, Circle Line, Hammersmith & City Line and District Line – the oldest and busiest part of the network.  The Upgrade Programme sees the introduction of a brand-new fleet of passenger rolling stock and signalling system – along with the refurbishment and upgrade of legacy infrastructure to allow a faster, more frequent timetabled service – these elements being brought together in a £4.4bn project.  My primary role was two-fold.  Firstly to create and manage the strategic programme that encompassed all elements of the work (inclusive of internal interdependencies and external interfaces) to drive the programme forwards through top-down management via Programme Accountability Milestones (PAM’s) and other crucial deliverable events feeding into the Department for Transports (TfL) key delivery success criteria.  This required the interrogation, interpretation and analysis of 40+ schedules in P6 and the plotting of What-if summary schedules to plot the, potential, course(s) for the whole programme from a strategic standpoint and scrutinising the source data via quantitive and qualitative analysis.  The systems used were Primavera P6 (v6.2 and v8.2), Microsoft Visio, Microsoft Project, and Microsoft Excel in addition to utilising the Master Projects Database (MPD) data output.  Accountability and visibility of my work extended from Project Managers to Programme Directors; success being dependent upon dogged self-determination, attention to detail and key stakeholder management with concise and clear communication proving invaluable personal attributes. My secondary focus was to co-manage a team of 30+ personnel – both of a contract and permanent engagement and ensure that the delivery organisation received the best available service in implementing the different elements of the upgrade and undertake the role of a mini Programme Management Office (PMO).  This required me to have a working understanding of Signalling and Immunisation, Power, Platform-train Interfacing, OPO, Civil Construction, Pway and Rolling Stock Design, Manufacture, Testing and Introduction.  As a tertiary activity my role included the technical leadership of the use of P6, Risk – including QSRA, Programme Controls and being the key interface for the introduction of a new Project Management System (PMS).  The PMS being a fully integrated software toolset using Primavera P6, v8.2, Primavera Contractor, Contract Manager, Pertmaster, ARM and SAP.