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2
Overall
• S-bane – first EDL with CBCT up and running from early 2016, but not in
full mode
• F-bane – tests and preparation for EDLs in progress
• On-board – First of Class are being fitted for IC3, MQ, MR and soon Lindt
• GSM-R has been rolled out in version ready for test
• Training is well on its way
HOWEVER
We have had to re-plan and re-budget the programme and are looking into a
new phase with more roll-outs and hand-over activities.
2 years delay and a prognosis which is 4 MIA DKK higher
We are well on the way
3
Why did we need to re-plan?
– Development and especially the complexity has not resulted in
expected progress (contract baseline was too optimistic)
– Central processes (responsibility sharing client/supplier) not fixed
until 2016. Time consuming integration activities now in plan
– The approval and documentation task has been underestimated by
both supplies and BDK including the parties involved across BDK and
the demands in the safety approval process (CSM-RA) and internally
– The delays has meant that it became necessary to revisit the
correlation with the other BDK infrastructure projects to avoid
conflicts
We have updated the time plan and revised the governance
4
Fjernbane is a programme with more projects
Fjernbane East
Fjernbane West
GSM-R
On-Board
TCC Civil Works
Operational Rules
Complexity is biggest technical, contractual and time related risk –also more than expected
Signalling Prgm
Internal BDK Divisions
Other infra. projects
Sweden & Germany
Training of staff
Existing systems
Railway Undertakings
Existing trains
Fixed transmission
– Technical System integration
across contract borders
– Interlaced time plans
– Many stakeholders and a mixed
fleet of trains
– Brownfield replacement of total
system – first country
– Existing systems technical
interfaces & docs
– Extensive Safety Approval
– Large stations need new standard
EoG
– Need to handle level crossings
– Suppliers had limited possibility for
bench marks when giving their bids
5
Core Processes (projects)
Project basis DesignProducttests
Installation Site testsCustomertesting
Final com-missioning
SupervisedCommercial Operation *)
Configuration Site worksData/req.
Contract
Org. works,trail runs
SASC
withpassengers
Safetycase 2”IBK”
Authori-zationfor test ”
Tillæ
g 1
”
”Tillæ
g 2
”
Approvalfor instal-lation
Enabling works
O&M
Fixed assetdata
------------- supplier responsibility -------------
*) = S-bane after OTP, ”Open To Public”
BDK responsibility
APISDesignapproval
6
New plan S-banen
• The order of the roll-outs is mainly unchanged
• The upgrade and renewal projects will take place before the roll-outs
• The lessons learned form the EDL has been included with regard to testing and commissioning
7
New plan F-bane
• Plan is revised to take the less complex lines before the more complex
• The freight corridor and the most complex stations are places last to ensure system maturity
• The plan is closely coordinated with the other BDK projects
• Electrification and new DSB trains is supported with the planned roll-out plan
8
Strategy to minimize ”first mover” risk
– SP does contain development
activities, but we have a
platform now sufficient for most
network
– 3.3.0+ will be ready soon (on-
board) but not interoperable
– ETCS on GPRS (EOG) necessary
in complex areas with many
trains, probably only Cph-area
– Possibility of using STM in
longer period if problems with
development
EOG
9
What do we need to succeed?
The revised plan is closely coordinated with the other BDK infrastructure projects – hence all must keep their schedule and stick with the planning principles.
It is important that the first lines on the F-bane are put into service as planned which involves close cooperation with and supervision of the suppliers.
The system delivered must live up to the contract with regard to quality and reliability
Focus on handling risk as it occurs and close dialogue with both suppliers, other projects, railway undertakings, NSA and other divisions in BDK.
Optimisation of governance and the process for testing, safety approval and documentation to be able to succeed with several simultaneous roll-outs.
This involves all parties.
10
Important Inf. milestones until 2018/19
– S-bane EDL with Lineblock May 2017
– S-bane EDL with contracted performance end 2017. DORF in
H1 2018 = full functionality in TMS
– S-bane RO2 Q2/2018
– EDL(Roskilde-Lille Skensved) FiE Q3/2018
– RO1, Kh-Rg, December 2018 (uncertain!)
– EDL(full) FiE Q4/2018 (unlikely!)
– EDL(Lindholm-Frederikshavn) FiW Q3/2018
– EDL(full) Q4/2018
Fitment of trains must not delay roll-outs!!!!!
11
Lessons learned:Cooperation is important but a challenge
Level ofexpectation
Contract
Commonsense
Supplier
Owner
Economy: Supplier
Time: SP
Quality: Stakeholder
Design before installationand well working solutions
Pay for reasonablecompromises
Must take risks,deliver customerparticipation andaccept reasonablecontracted conditions
RealisticRoll-out plan
13
Codes of conduct
We are guided by common goals, deliverables and results – every day
we are one step closer to successful delivery
We practice an active style of dialogue (GORIMA) with respect for
each others time
Our behaviour and cooperation are characterized by trust, credibility,
honesty and openness
We will have a we / us culture based upon active stakeholder
involvement
We work with joint learning, which enables stability in delivery and
well as in the factory (robustness)
Our governance, processes and management are simple and actively
supports cooperation at all levels in Banedanmark
We have a decision culture based on facts and clear decision
mandates
We celebrate our successes – together and with our stakeholders
TMS
SP-director
SP-board
Finance and Plan
Secretariat
S-bane FEP F-EastF-WestF-ITKh-Rg
Suppliers
Kh-Rg board
Operation manaagement
Training
Engineering
Integr./test
Safety
SP-asset r.
SP-org May 2017
Peoplemng. ET
Peoplemng. AS
EMO
Programme management
Commissioning management (Roll-outs)
JSCs and SCs
SC SP/RUs
SC Finance
SC TrainingSC EMO
Commissioning boards
(escalation possibility)
15
Revised budget
Kilde: KPMG/ BDK bearbejdning af data indeholdt I beslutningsoplæg, milepælsrapporter, endeligt ankerbudget, indmeldte cost to complete samt udtræk fra SAP pr 31. juli 2016
Cost-to-complete equals current appropriation including both 10 and 20 pct reserve.
The estimate includes all known and expected changes (but has no buffer for the unexpected)
*
18.266
14.437
18.154
1.730
1.349
3.570
2.820
0
5.000
10.000
15.000
20.000
25.000
Oprindeligt
ankerbudget,
december 2008
Endeligt
ankerbudget,
august 2012
Cost to Complete,
1. august 2016
Mio
. kr.
(PL11)
20 % Central Reserve
10 % Projekt Reserve
*
**
16
Why has the cost estimate changed since 2012
Extension of the project with 2 years: with the re-planning the programme is extended with 2 years which means more cost for programme management
Cost which was underestimated: This includes more cost than expected related to documentation, testing and approval including elements which was expected paid by the suppliers at the time the contracts were signed.
Cost which was not included in the budget:Various technical elements which has been identified after signing the contracts including cost related to decommissioning, complexity in the rolling stock which increased cost for onboard and the amount of fibre optic cables along the railway.
It is primarily cost related to the F-bane which has increased. The current estimate is close to the original 2008 estimate.
Note that besides these costs the benefits of the programme is delayed including fewer TCC, fewer traffic controllers and more efficient maintenance.