Dorset Coast Resignalling Project
Although we have been extremely successful on larger Railtrack projects such as Thameslink 2000 (£750M) and West Coast Route Modernisation Train Control systems (£650M), the Dorset Coast project has special significance. It is an attempt by Railtrack, now Network Rail, to introduce a new supplier (Siemens) into the UK market and to also introduce a new computer based signalling system. Considering the difficulties faced by this enormously regulated industry, this is quite a challenge.
The culture in the rail industry was adversarial. The track record of success on signalling projects, using tried and tested technology, was virtually nil. Costs had a habit of rocketing, while ‘completion on time’ and ‘right first time’ were concepts alien to the industry. Initially set up as a Partnership between Siemens and Railtrack, the decision was taken with our guidance to move to an Alliance, which included Mott MacDonald and Clough Smith Rail. The Siemens team consisted of the Germans based in Brunswick and the small fledgling UK arm in Birmingham. Not surprisingly, the issues between those two were as difficult as any with the contractors.
To add to the challenge, the project manager was fired and the next one lasted a very short time, the client manager emigrated after a couple of years, Motts refused to join the Alliance and were replaced by Atkins, Clough Smith were taken over by Interserve…. And yet they are nearly complete, looking to be on time and close to a budget that was grossly under-estimated. Success should signal (sorry) a step change in the UK rail industry, a new strategic market for Siemens and a much better railway in Dorset. The process started with two workshops, one for the Railtrack team and one in Germany for the Siemens team. These gave them the opportunity to air their concerns privately, to understand the concept better and to get themselves into shape.
A Joint Project team was formed, initially based in Germany, with a plan to migrate to the UK, once through the design and concept phase. Launch workshops were held in Berlin and London, and followed up with team support, review sessions and developmental sessions. As we progressed towards implementation, it became clear that not all of the implementation team were ready or experienced enough and, with the concept of best man for the job, a huge effort was put into preparing for the crucial possessions.
For each major possession, we ran a preparatory and planning workshop and then a review workshop. Each stage saw a marked improvement. Throughout the process we facilitated the Alliance Board and took them through a developmental process as well. Through the difficult negotiations, we have acted as both facilitators and mediators, on line and off.
The MD of Siemens was quoted as saying "Had it not been for the Partnering, this job would never have been completed, as Siemens would have walked away." Michael Holden, Southern Region’s MD, at the Christmas celebration dinner – celebration being an important part of the new culture! - singled out JCP for special thanks. In his view had it not been for us, the project would not have succeeded.
