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The Crossrail StoryControl through Insight

December 2015

2

Some Facts and Data

…. as told by Crossrail.

© 2014 Deloitte MCS Limited. All rights reserved.

3

The Challenge

Crossrail Information Management and Analytics

Crossrail needed to manage large quantities of information from disparate source systems, multiple

contractors and third parties in order to provide an integrated information management solution.

We needed to allowed Crossrail to:

• Have confidence in what they were reporting on – data quality is survival!

• Minimise the number of reports/dashboard – kill the cottage industry of reporting

• Report by exception

• Introduce drill-down and exploratory analysis capabilities

• Facilitate cross functional analysis

• Provide for self service reporting,

4

Six Steps to success

Getting control of you information is key to getting control of Capital Programme delivery


Following these steps will save you time when establishing project controls and will provide firm

foundations for consistent reporting across the programme.

Step 1• Determine reporting requirements

Step 2 • Establish the reporting timeline

Step 3

• Map-out and agree information flow

Step 4

• Agree master data and ownership

Step 5

• Develop the application landscape

Step 6

• Issue data interface specification

5

Step 1: Determine reporting requirements

Start with the end in mind by agreeing with the Programme Executives their report

requirements. Develop an Executive Dashboard that covers the full breadth of project

controls and focussed on performance indicators that make a material impact to Programme

Delivery.


Details / Notes CPI / SPI

Period 2-10 CPI/SPI data for Central Section

Period 11-1 data for Programme Wide

AREA: WEST 1.08 / 0.88

AREA: CENTRAL 0.98 / 1.00

AREA: EAST 1.15 / 0.51

AREA: PROJECTWIDE 0.97 / 1.00

AREA: SURFACE 0.00 / 0.00

AREA: TECHNICAL 1.02 / 1.02

AREA: OPERATIONS 0.00 / 0.00

This Period Last Period Movement

CPI 1.00 0.98 -2.04% TOTAL 1.00 / 1.00

SPI 1.00 0.96 -4.17%

This Period Movement (%)

1 13 12 £11,917 m 0.48%

Risk Exposure £2,360 m £2,381 m £2,428 m AFC £13,993 m 1.42%

Contingency £2,600 m £2,000 m £2,040 m Budget £14,213 m -3.69%

Variance £240 m (£381 m) (£388 m) £20 m

Forecast Severity ID Owner

Alan

Walker

Chris

Sexton

Ailie

MacAdam

1

Progress

FDC Demobilisation

All FDCs remain on schedule to a

demobilisation as defined in their individual

Service Delivery Plans.

Chris

Sexton

Narrative and Commentary AFCDC vs. Intervention Points (based on P50)

£14,194 m

(£397 m)

Areas for Sponsor ConsiderationCritical Issues & Activities

• A strategy for resolving design, delivery and funding of the Surface Section Traction power

supply system is currently being developed.

• Progressing the design of the Woolwich Station Box fit-out to ensure the best value solution.

• SACR Process.

• Bakerloo Line Passenger link at Paddington Station.

• Tunnel Energy Segments.

5

2

ID

ID5444

Risk Title and Owner

Complexity of multiple

Infrastructure Managers (Andy

Mitchell)

Period

AFR figures are currently being reviewed

by the Health & Safety team, once the

data has been validated the Near Miss

Frequency Rate will be added to this

graph and the AFR updated.

Two significant incidents were

reported in Period 1:

Fire – C212 Liverpool Street Station

(demolition works)

On 12 April 2011 there was a fire in a

ground floor room of 91-109 Moorgate.

An investigation into the incident was

conducted and several

recommendations for improvement were

identified and are being monitored to

ensure a timely completion.

Cable damage – C248 Pudding Mill

Lane

On 27 April 2011 whilst clearing sand

from around redundant cables with a

shovel the connections on one of the

cables broke and a small bang was

heard. An investigation into why the

cable was live is being conducted by UK

Power Network.

Contract Administration

Experience to date suggests that Contractors

are raising high volumes of Early Warning

Notices and stretching the Contract

Administration resources on a number of

contracts. Crossrail needs to clarify its

approach to dealing with Contractors

commercial behaviours.

Environmental Incidents:

One level 2 incident was raised during the Period. During demolition work at

Liverpool Street, the Contractor was working outside core hours but the variation

that had been obtained for the work had expired. A complaint was received from

a resident. The incident is being investigated by Crossrail to determine actions to

prevent reoccurrence.

Undertakings and Assurances:

Two potential non-compliance issues were raised during the Period.

Undertaking 688_23: Bonhams at Bond Street

There is a commitment to use reasonable endeavours to complete the Crossrail

works within 18 months. The PIR has been raised by the Crossrail delivery team

which has identified that it will not be able to complete the works within that

timescale. Crossrail legal is reviewing the issue with the delivery team to

ascertain whether this is a breach given that it is not reasonably practicable to

meet the 18 month timeframe.

Undertaking 340: BAA at Paddington

BAA has written to Crossrail expressing concern as to the status of the current

design of the taxi facility at Paddington and indicating that if the design proceeds

as is they would consider this a breach of the provisions of undertaking 340.

A meeting with BAA is being arranged to discuss their concerns.

Title

Number of Man Hours vs. Accident Frequency Rate (AFR)

Anchor Milestones Achieved:

AREA: WEST C430 - Farringdon Piling & Diaphragm Wall - Contract Award.

AREA: WEST C421 - Tottenham Court Road Piling & Diaphragm Wall - Contract Award.

AREA: CENTRAL C511 - Whitechapel Station Piling & Diaphragm Wall - Contract Award.

AREA: CENTRAL C501 - Liverpool Street Moorgate Shaft Piling & Diaphragm Wall - Contract Award.

AREA: CENTRAL C350 - Pudding Mill Line Portal (Main Civil Works) - Contract Award.

AREA: CENTRAL C244 - Whitechapel Station Work Platform over East London Line - Complete.

AREA: EAST C310 - Thames Tunnel & Portals - Contract Award.

AREA: EAST C315 - Connaught Tunnel Refurbishment & Surface Railway Works - Contract Award.

AREA: PROJECT WIDE C807 - Marine Transportation - Issue ITT.

AREA: OPERATIONS X2234 - Rolling Stock & Depots Tender list Approvals (PSC Approval).

The AFC (P50) has decreased by £201.1m

from Period 13.

The AFC movement includes the reduction

in the cost of the Old Oak Common depot by

£146.1m to £266.9m and a reduction in the

Anticipated Final Crossrail Direct Cost

(AFCDC) by £57.7m to £11,916.9m.

The AFCDC has decreased due to: an

£18.6m increase in point estimate (primarily

increased indirect costs due to the adoption

of the MCS3 cost forecast); offset by a

£51.5m reduction in escalation (due to the

adoption of the MCS3 cost forecast and the

NERA mid case inflation index); a £23.0m

reduction in QRA; a £1.0m increase in the

Canary Wharf Station asset price; and a

£2.7m reduction in the Network Rail finance

charge (due to a revised cost forecast).

On a P50 risk basis, the SFA is forecast to

remain in surplus throughout the

construction period, with a peak value of

£2,308.6m in 2013/14 and a closing balance

of £312.1m in 2021/22.

£11,975 m

£13,707 m

Last Period

Narrative and Commentary

Executive Level Dashboard

Earned Value / CPI / SPIEXECUTIVE SUMMARY:

We have undertaken a fundamental review of our reporting strategy to ensure that the Programme is in the best possible state for delivery post Review Point 4. A fundamental aspect to our approach is a

consistent reporting hierarchy that encompasses the entire Programme, from contracts through to Sponsors. This Sponsor Dashboard is designed to facilitate regular and relevant communication, highlighting

progress and achievements along with flagging up issues that are relevant for Sponsors.

The rolling 13 Period AFR is 0.043. The Programme current Anticipated Final Cost is £14.0bn which is below budget. The Programme CPI and SPI are both 1.00.

The IP0 threshold this Period is £11,937m and the current AFCDC is in the sum of £11,917m.

Cost & Sponsor Funding

The calculation of the total CPI / SPI is a summation

of contract level data and NOT an average across the

delivery areas.

Environment & Undertakings

EV Detail

Accomplishments

Procurement:

102 Corporate Procurement and C-Series contracts have been awarded.

44 Corporate Procurement and C-Series contracts are still planned to be

awarded.

Land & Property:

47% of Properties are now committed.

49% of work areas are now completed.

5% of Properties are now full and finally settled.

Period: 1

Health & Safety

The arrow represents the RAG change from the previous period,

i.e. an improvement, no change or a downward trend.Status: On Track

Performance

Risks

Programme Performance

Period 1

Narrative and Commentary

Narrative and CommentarySponsor Funding Account Balance

Area: West SPI is currently 0.88 - There is

extensive management focus on critical

activities at Paddington Integrated Project

(C272) to maintain critical path activities.

Although there are forecast delays to the

Master Control Schedule (MCS) Baseline on

Bond Street Station (C411 & C412), this is

not currently impacting the critical path.

Area: East SPI is currently 0.51 - The

planned values are to be reviewed as major

milestones are currently still forecast to be

achieved.

Current Risk Exposure (based on P50) vs. Contingency

4

3

CRL Board have noted the proposal for revised IM

arrangements. Network Rail and Transport for London

are aware and neither oppose. Paper to be submitted

to Sponsors Board in June 2011.

Response Comment

ID6152

High

High

High

Strategy for disposition of excavated

materials

A revised strategy for disposition of excavated

materials needs to be confirmed to: allow

decisions to be made for acceptance of OCI

proposals; confirm need for C806; confirm

need and requirements for C807; and

determine approach for renegotiation of

ID3511

New risk raised this Period.

1. Prepare and submit agreed programme of Schedule 7 and Schedule 3 deliverables to

WCC.

2. On-going - Maintain close relationship with WCC to ensure consultation process is

progressing smoothly.

3. On-going - Implement agreed plan (with WCC) to provide information, generate local

support, inform local business and resident groups and influence opinion. Attendance of PBID,

CLP and CLP sub-group meetings.

1. Experience to date suggests that Contractors are raising high volumes of Early Warning

Notices and stretching the Contract Administration resources on a number of contracts.

Crossrail needs to clarify its approach to dealing with Contractors commercial behaviours.

A programme of communication is being developed for

CRL and supply chain project managers.

A workshop is being planned in May 2011 to establish

a 'readiness to dig' gateway process.

Relationship with Tier 1

Contractors (Ailie MacAdam)

ID6147

Westminster City Council delay

or do not approve full closure

of Eastbourne Terrace (John

Montgomerie)

Readiness for large scale SCL

works (Andy Mitchell)

Project teams are liaising with Thames Water at a number of

locations including Ham and Wick sewer and Blackwall tunnel

approaches and a number of approvals are required during June

2011.

OCI opportunities are currently being evaluated for a number of

tunnelling main construction contracts.

Progress with demobilising FDCs is being made however the

generation of new Compensation Events over and above those

anticipated is affecting our ability to close out Compensation Events

as planned.

ID6792

Adequacy of CDM

arrangements post

organisation change (Andy

Mitchell)

Draft Schedule 7 deliverables submitted 21 April 2011,

high level meeting with WCC planned for early May

2011.

Ailie

MacAdam

Thames Water Approvals

Difficulties are being encountered with gaining

Thames Water approvals for asset protection

and diversion schemes at a number of

locations.

Optimised Contractor Involvement (OCI)

There is a need to ensure that the full cost and

schedule impacts of OCI opportunities are

considered and that there are appropriate

opportunities for review from the wider

programme.

CDM arrangement have been agreed with key partners

and a briefing has been cascaded to all staff. Plans for

assuring CDM duties have also been completed.

High

Medium

1. Conduct senior level discussion to agree a way forward.

2. Gain Sponsors approval to revised IM arrangements and implement.

1. Carry out a programme of education for CRL and supply chain project managers on the

history and application of the SCL process.

2. Carry out a thorough review of Contractor competence prior to commencement of SCL

works.

3. Ensure that the necessary Engineering oversight is in place.

4. Enforce rigorous readiness reviews prior to start of construction.

1. Review effectiveness of CDM approach in the new structure after 3 months and 6 months.

IP0 Variance

AFCDC

Contract Administration metrics show a high level of Early Warning

Notices being lodged by Contractors although the nature and value

of these is not clear.

Options are being investigated to optimise the spoil removal strategy

in response to proposals made through OCI. A decision to either

reduce the quantity of materials provided to Wallasea or not use

Wallasea at all, would allow the acceptance of OCI proposals and

confirm the need for C806 and C807.

0.000

0.050

0.100

0.150

0.200

0.250

0.300

0.350

0.400

0.450

0.500

0.00

200,000.00

400,000.00

600,000.00

800,000.00

1,000,000.00

1,200,000.00

11312111098765432

AF

R

Nu

mber

of

hours

Period

Number of hours Accident Frequency Rate (AFR)

£0 bn

£2,000 bn

£4,000 bn

£6,000 bn

£8,000 bn

£10,000 bn

£12,000 bn

2009 2010 Jan-May2011

June-Dec2011

2012 2013 2014

Mill

ion

s

Total Value of Contracts Let (£) Planned

Total Value of Contracts Let (£)

£11,000

£12,000

£13,000

£14,000

11312111098765432

£ M

illions

Period

IP2 £12,827m

£-

£500

£1,000

£1,500

£2,000

£2,500

£3,000

£3,500

£4,000

11312111098765432

£ M

illions

Period

Contingency Current Risk Exposure (at P50)

-£3,000

-£2,000

-£1,000

£0

£1,000

£2,000

£3,000

2009 2011 2013 2015 2017 2019 2021

£ M

illions N

om

inal in

Fin

ancia

l Year

Financial Year

Sources and Uses of FundsP01 (2011-12) Forecast P50 Scenario

Total Inflow Total Outflow

In-period Surplus In-period Shortfall

Cumulative Surplus at end of FY

Actual balances to date have been incorporated into calculations. Data points represent position of CRL for the year from date shown.

0.60

0.80

1.00

1.20

11312111098765432

CPI SPI

AFCDC

To be Provided in Period 2

Status Key

Progressing Well

Some Concerns

Significant Concerns

IP1 £12,177m

IP0 £11,937m

Step 1

6

Step 2: Establish the reporting timeline

Agreeing the timings of the reporting is also key to obtaining consistent reporting


M T W T F M T W T F M T W T F M T W T F M T W T F M T W T F

Week 3 Week 4 Week 1 Week 2 Week 3 Week 4

Review meetings

with contractors

Review meetings Project

Controls/ Delivery Managers

Review meetings with

Project Managers

Area Periodic

Review Meeting

Programme Report & Board

Dashboard Review Meeting

Periodic Board

Preparation

Board

Meeting

Weekly Flash

Report Meetings

Sponsors & Regulatory

Relationships

Executive Team

Board &

Commitees

Programme

Management

Project/Delivery

Management

Contractors

Step 2

7

Step 3: Map out and agree information flow

Critical to the success of controlling your Capital Programme is understanding the key

information flows between core systems. Focus on reporting and the underlying data required

from the contractors.


Budget

transfers

3. Cost

Management

Reporting Data Warehouse

(Read Only)

4. ERP

(Finance)2. Scheduling

P50 & P80 Risk

exposures

Forecast cost split out

from risk exposure

Investment Authority

2.2

Resolved &

unresolved

Risks

Awards & ICE

Master Change

Log (includes P50

risk exposure

CONTRACTOR

Report

Original Baseline Budget,

Control Baseline Budget, Total

of the Prices, Changes, EAC,

Risk, ACWP, EV, WBS (Directs)

3.1

ACWP, % Complete,

Contractor Planned Value,

PMC VoWD, Forecast Cost,

Activity level hours worked

3.5

Non-delivery

changes

(indirects)

Employer &

programme

baseline changes

Cost Changes

Indirects Actuals 4.2

Original Baseline

dates, Current Control

dates and Forecast

dates

1. Health &

Safety

5. Risk

Management

Task, type, status,

location, level,

contractor, cause,

actions, hours worked

Risk detail, status,

type, score, severity,

responses, freshness

5.1

Milestones: Anchor,

strategic, Procurement,

Interface and Key event.

Float

2.11.1

6. Contract

Admin

EWN, ICEs, Type,

Status, Value

6.1

Schedule, Milestone status,

Forecast dates

Early Warning Notice

5.2 Risk details

Scope book changes

Invoice

Financial Model

Forecast costs:

P50 & P80

Baseline Budget, Current

Control Budget, Forecast,

ACWP, Change (CCB Impacts)

4.1

Incident details and KPIs

(incl. aggregated

hours worked)

6.2 ICEs and Awards

ACWP period end file

Cost Assurance Totals

Cost Assurance Time

Spread

3.2

3.3

3.4

Contractor

Contractor

ContractorProject

Manager

Cost

Engineers

Cost

EngineersHSSE

Inspector

Cost & Scheduling

Engineers

Programme Baseline

Manager

Finance Risk

Manager

Schedule Changes

Finance

Master Data Management (WBS, ABS, OBS and Location) and Integration Services

3.5

Invoiced Actuals

Value of Work Done

(VoWD)3.5

Amount Due

6.1 Certificates 6.1 Certificates

Inspection

details

Step 3

8

Step 4: Agree master data and ownership

Determine the data structures by which the entire programme can be viewed. This will enable

the drill-down from the Executive level dashboard to progressively more detail until you come

to the Contractor’s Dashboard. It’s also critical to assign owners to each master data

structure and make them accountable for the quality of their data


Example master data elements

Step 4

9

Step 5: Develop the application landscape

Assess which application should deliver which functionality, try to eliminate the grey areas.


Step 5

Other Systems

Reporting and Management Information

Data Warehouse

Programme Controls

Risk Management

Schedule Management

Estimating

Cost Management

Change Management

Document Control

Contract Administration

Business Services & Back Office

Document Collaboration

Document Creation & Publishing

Intranet & Enterprise Search

Finance & Procurement

Order to Cash & Requisition to Pay

Cash Management & Project Accounting

HR

Time, Payroll, Expenses & Benefits

Resource Management

Recruitment

Learning Management

Operational Engineering and Asset Management

Engineering

Asset Management

Health, Safety & Environment

Commodity IT

E-mailAnti-VirusTelephony &

FaxVirtualisation

Reputation Management

CRM

Petitions Management

Stakeholder Management

Remote Working

GISLand &Property

ManagementLand Referencing

Database

Operational Reporting

Record to Report

Planning and Forecasting

eProcurement

Adherence to common Master Data

Microsoft Dynamics

Projectwise

MicroStation, ProjectWise Rivo

ERIS GIS Symantec Exchange VM Ware Citrix

Primavera P6 Prism G2, Cobra

Sage Prism G2, Cobra

eB ARM

eB ADP, SuccessFactors, Oracle

SharePoint

SharePoint

MS Office

MS SQL Server, SSAS, SSRS

Oracle, NetSuite, SAP

Acquisition Management

1

2

3

1

1 1

1

1 1

1

1

1

1

1

1

1

1

2

3

2

1

2

2

1

2

3

Urgent system improvement required

Some level of improvement required

System is fit for purpose

Systems improvement urgency

11 1 11

Custom HS2 Code + eB

MITEL

Requirements Management

Doors

1

Current system

Example of industry standard system

Step 5

10

Step 6: Issue data interface specification

Specify the format you wish the contractor to follow when supplying their data. This format

should support the Executive report requirements and enable the seamless integration into

the reporting environment


Step 5Step 6

Name of the Attribute

Attribute Description Data Type Nulls Format Domain Values

Figure 1: Data Dictionary -- Accessibility

Description

Data Types DATE TIME Data time is a data type used for values that contain date and time. The date data type is used to specify a date.

NUMERIC

Numeric is a unit of information used store numeric information (Numbers)

CHARACTER

Character is a unit of information that corresponds to an alphabet (letters) or syllabary in the written form of a natural language.

BOOLEAN

Boolean is a datatype that defines two values (Yes, No)

Nulls No This attribute It cannot be null. It is the unique key for the entity

No

This attribute is highly recommended not be null. However, if due to lack of information there is no other option we can accept nulls exceptionally.

Yes This attribute can be null

Format Free Text We can insert free text, currently there is no constrain in terms of the symbols or text that we can insert.

DD/MM/YYYY Date format e.g. 01/02/2012

Yes, No

We only can chose between two options (Yes, No)

NNNN.NN

Describes a number with N decimal places. In the example (.NN) two

£NN If we add the £ in front of a numeric we are defining Pound. The rules (e.g. Decimal places applies as It was a numeric )

Domain Values Domain Values

The values for this attribute have been defined as a list of allowable values. You will find these values on the 'Domain Values & Standards' worksheet

Developing Domain Values

We are currently developing the standard.

Length

It will contain a number (e.g. 200)

Defines the length of the attribute (e.g. 5 CHARACTER means 5 characters ABCDE)

11

Contacts

Hani S Girgis

[email protected]

+44 7973641250


Step 5

mailto:[email protected]

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