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Engineers had to work out what was possible within a given budget and time constraints. For
example, they had to consider the types of materials and fittings to use. They had to liaise with
users of the rail line. This involved discussions with passengers and with companies which used
the line to send freight. It also involved talking to the local community and environmental groups.
In creating the plan a number of critical success factors were identified. These were:
• to deliver the project within a given budget
NETWORK RAIL
If Network Rail did not achieve one or more of these factors, it could have resulted in negative
publicity and cost in production time or even legal action.
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The project involved huge tasks. The existing brickwork of the piers, or columns, which support
the viaduct had to be repaired. The existing rails and decking needed to be taken up and
replaced. This was a £14 million investment requiring:
www.thetimes100.co.uk • the use of 3,500 tonnes of steelwork - this took nearly six months to produce
• the replacement of 1,100 metres of track - if all the steel units and rails were laid end-to-end,
it would stretch for nearly five kilometres
• 2,000 m2 of brickwork repairs to the piers - similar to the size of a football pitch.
A number of key issues and risks had to be considered in creating plans, such as delays resulting
from bad weather and environmental considerations.
4.Passenger disruption
It was necessary to minimise
the time the line was closed.
Internal roles
Project managers are responsible for managing the project from start to
finish. They co-ordinate the work of the other specialists.
Project planners interpret the cost and programme information from other
team members and produce the programme.
Commercial programme controllers are responsible for the commercial arrangements between
Network Rail and suppliers.
Project engineers have the technical expertise. They are able to identify the
best ways of constructing the viaduct and rail line. They
know about the properties of materials and what
equipment is best for each job.
Construction management work on site during the construction project. They work
with contractors to make sure that everything is being
done as planned and is safe.
External roles
Civil/design engineers carry out studies into what is feasible. They look at
alternative solutions and draft the tender documents.
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Some activities in a project can be carried out simultaneously - for example, while the metal
decks were being made, the piers supporting the viaduct were repaired at the same time.
GLOSSARY
Other activities need to be carried out in a sequence, for example, you can’t lay the new rail track
Critical Path Analysis:
before the old track has been taken up. We say such activities are ‘dependent’ upon the
a method of analysing the
completion of the previous one. stages and sequence of
activities in a project. The
Critical Path Analysis involves setting out a diagram showing all of the activities involved in a Critical Path involves
particular project and how they relate to each other. The following network diagram shows the activities that must be
main sequence of activities involved in carrying out the project. completed on time.
For example, in the diagram the earliest activity B (preparing the site) can take place is after 4
months, when the steel is ready. The earliest that pier repairs can start is after 6 months, when the
site is prepared, etc.
C construct 8 D construct
walkway 4 deck
2 months 9 2 months
Start 1 2 3 5 Finish
0 4 6 11
4 months 2 months
E pier repairs
5 months
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The next step is to set out the critical path. Critical activities are those which most urgently need to
be completed on time to ensure the whole project is not delayed.
For example, if the pre-fabricated steel did not arrive on time then this would be a serious
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problem. This shows how important the role of a good Project Manager is.
We can illustrate the critical path by highlighting it in red through the arrows on the diagram.
This joins up the sequence of activities that will take the longest. The critical path can also be
indicated by drawing two parallel lines (shown in blue) across the arrows between nodes.
In this case the critical path is through the activities A, B and E. This is because E takes five
months whereas C and D together are only expected to take four months. Site managers and
contractors must pay particular attention to E (pier repairs) if the whole project is not to fall behind
schedule.
Network Rail’s Leven Viaduct engineers were dealing with a project which involved hundreds of
separate processes. They used spreadsheets and computer models to give them a detailed picture
of all of the stages involved. Every day they kept a close eye on where the project had got to.
This enabled them to put in extra resources whenever there was a delay, particularly along the
critical path.
The Leven Viaduct planners created a spreadsheet which identified the budgeted costs of each of
the steps involved in their project. As a result they were aware at all times of the cost implications
of each stage of the project, and the importance of getting each step in the sequence finished on
time. Delays can add extra costs to a project and can involve financial penalties for being late.
Critical Path Analysis is a very detailed process. However, the time spent in putting the plan
together was well worth it. Careful planning meant the project ran smoothly which led to cost and
time savings later on. At the same time, Network Rail was able to take on board the highest
safety standards and consideration for the environment. Of course, carrying out such an analysis
does not guarantee success but it certainly helps.
Creating the plan enabled the engineers to identify improvements to ensure the project finished
The Times Newspaper Limited and ©MBA Publishing Ltd 2007. Whilst every effort has been made to ensure accuracy
on time. For example, at an early planning stage they increased the number of construction
of information, neither the publisher nor the client can be held responsible for errors of omission or commission.
workers required.
Conclusion
The Leven Viaduct project provides a good example of the challenges and excitement of working
for Network Rail. On 16th July 2006, the viaduct was officially re-opened on time and to budget.
Network Rail invested £14 million to remove decking and support girders across all 49 spans of
the viaduct, improving safety standards and guaranteeing the availability of a vital transport link.
In doing so they were able to secure the future of one of the North West’s most historic and
impressive landmarks for another 140 years.
Questions
1. Who was involved in making sure that the Leven Viaduct was completed on time?
2. What is a critical path analysis? How did this tool help the project to be completed on time?
3. What is the relationship between critical path
management and budgeting in a project like the
Leven Viaduct?
4. What sorts of actions could project managers
have taken if the Leven Viaduct had fallen
behind the critical path schedule? www.networkrail.co.uk
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