The Crossrail Story Control Through Insight

The Crossrail Story Control through Insight

December 2015 Some Facts and Data …. as told by Crossrail.

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,

3 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.

• Determine reporting requirements Step 1

Step 2 • Establish the reporting timeline

• Map-out and agree information flow Step 3

• Agree master data and ownership Step 4

• Develop the application landscape Step 5

• Issue data interface specification Step 6

4 © 2014 Deloitte MCS Limited. All rights reserved. Step 1 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.

Status Key

Executive Level Dashboard Progressing Well Some Concerns  Significant Concerns Period: 1 The arrow represents the RAG change from the previous period, Period 1 Status: On Track i.e. an improvement, no change or a downward trend.

Accomplishments Performance 

EXECUTIVE SUMMARY: Earned Value / CPI / SPI EV Detail Programme Performance Narrative and Commentary Area: West SPI is currently 0.88 - There is £12,000 bn 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 1.20 Details / Notes CPI / SPI extensive management focus on critical 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 activities at Paddington Integrated Project Period 2-10 CPI/SPI data for Central Section progress and achievements along with flagging up issues that are relevant for Sponsors. (C272) to maintain critical path activities. £10,000 bn Although there are forecast delays to the 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. Period 11-1 data for Programme Wide Master Control Schedule (MCS) Baseline on 1.00 Bond Street Station (C411 & C412), this is AREA: WEST 1.08 / 0.88 The IP0 threshold this Period is £11,937m and the current AFCDC is in the sum of £11,917m. £8,000 bn not currently impacting the critical path.

AREA: CENTRAL 0.98 / 1.00 Area: East SPI is currently 0.51 - The Anchor Milestones Achieved: Procurement: planned values are to be reviewed as major £6,000 bn AREA: EAST 1.15 / 0.51 milestones are currently still forecast to be AREA: WEST C430 - Farringdon Piling & Diaphragm Wall - Contract Award. 102 Corporate Procurement and C-Series contracts have been awarded. 0.80 Millions achieved. AREA: WEST C421 - Tottenham Court Road Piling & Diaphragm Wall - Contract Award. 44 Corporate Procurement and C-Series contracts are still planned to be AREA: PROJECTWIDE 0.97 / 1.00 To be Provided in Period 2 awarded. £4,000 bn AREA: CENTRAL C511 - Whitechapel Station Piling & Diaphragm Wall - Contract Award. AREA: SURFACE 0.00 / 0.00 AREA: CENTRAL C501 - Liverpool Street Moorgate Shaft Piling & Diaphragm Wall - Contract Award. Land & Property: AREA: CENTRAL C350 - Pudding Mill Line Portal (Main Civil Works) - Contract Award. 0.60 AREA: TECHNICAL 1.02 / 1.02 £2,000 bn AREA: CENTRAL C244 - Whitechapel Station Work Platform over East London Line - Complete. 47% of Properties are now committed. 2 3 4 5 6 7 8 9 10 11 12 13 1 49% of work areas are now completed. AREA: OPERATIONS 0.00 / 0.00 AREA: EAST C310 - Thames Tunnel & Portals - Contract Award. 5% of Properties are now full and finally settled. CPI SPI £0 bn AREA: EAST C315 - Connaught Tunnel Refurbishment & Surface Railway Works - Contract Award. This Period Last Period Movement 2009 2010 Jan- June- 2012 2013 2014 AREA: PROJECT WIDE C807 - Marine Transportation - Issue ITT. May Dec 2011 2011 CPI 1.00 0.98 -2.04% TOTAL 1.00 / 1.00 AREA: OPERATIONS X2234 - Rolling Stock & Depots Tender list Approvals (PSC Approval). The calculation of the total CPI / SPI is a summation Total Value of Contracts Let (£) Planned SPI 1.00 0.96 -4.17% of contract level data and NOT an average across the Total Value of Contracts Let (£) delivery areas.

Health & Safety  Environment & Undertakings  Cost & Sponsor Funding 

Number of Man Hours vs. Accident Frequency Rate (AFR) Narrative and Commentary Narrative and Commentary Current Risk Exposure (based on P50) vs. Contingency AFCDC vs. Intervention Points (based on P50) Sponsor Funding Account Balance Narrative and Commentary

AFR figures are currently being reviewed Environmental Incidents: Sources and Uses of Funds The AFC (P50) has decreased by £201.1m £14,000 1,200,000.00 0.500 by the Health & Safety team, once the £4,000 P01 (2011-12) Forecast P50 Scenario from Period 13. data has been validated the Near Miss One level 2 incident was raised during the Period. During demolition work at Frequency Rate will be added to this Liverpool Street, the Contractor was working outside core hours but the variation 0.450 £3,500 £3,000 graph and the AFR updated. that had been obtained for the work had expired. A complaint was received from IP2 £12,827m The AFC movement includes the reduction 1,000,000.00 a resident. The incident is being investigated by Crossrail to determine actions to in the cost of the Old Oak Common depot by 0.400 Two significant incidents were prevent reoccurrence. £146.1m to £266.9m and a reduction in the £3,000 £2,000 reported in Period 1: Anticipated Final Crossrail Direct Cost Undertakings and Assurances: £13,000 (AFCDC) by £57.7m to £11,916.9m. 0.350 800,000.00 Fire – C212 Liverpool Street Station £2,500 £1,000 (demolition works) Two potential non-compliance issues were raised during the Period. The AFCDC has decreased due to: an

0.300 £18.6m increase in point estimate (primarily £ Millions £

£ Millions £ £2,000 IP1 £12,177m

On 12 April 2011 there was a fire in a Undertaking 688_23: Bonhams at Bond Street £0 increased indirect costs due to the adoption AFR AFR 600,000.00 0.250 ground floor room of 91-109 Moorgate. of the MCS3 cost forecast); offset by a An investigation into the incident was There is a commitment to use reasonable endeavours to complete the Crossrail £51.5m reduction in escalation (due to the £1,500

Number of hours -£1,000 conducted and several works within 18 months. The PIR has been raised by the Crossrail delivery team £12,000 IP0 £11,937m adoption of the MCS3 cost forecast and the 0.200 recommendations for improvement were which has identified that it will not be able to complete the works within that NERA mid case inflation index); a £23.0m

400,000.00 identified and are being monitored to timescale. Crossrail legal is reviewing the issue with the delivery team to £1,000 AFCDC Millions £ Nominal in Financial Year reduction in QRA; a £1.0m increase in the 0.150 ensure a timely completion. ascertain whether this is a breach given that it is not reasonably practicable to -£2,000 Canary Wharf Station asset price; and a meet the 18 month timeframe. £2.7m reduction in the Network Rail finance Cable damage – C248 Pudding Mill £500 charge (due to a revised cost forecast). 0.100 -£3,000 200,000.00 Lane Undertaking 340: BAA at Paddington 2009 2011 2013 2015 2017 2019 2021 On a P50 risk basis, the SFA is forecast to £11,000 0.050 £- Financial Year On 27 April 2011 whilst clearing sand BAA has written to Crossrail expressing concern as to the status of the current 2 3 4 5 6 7 8 9 10 11 12 13 1 2 3 4 5 6 7 8 9 10 11 12 13 1 remain in surplus throughout the from around redundant cables with a design of the taxi facility at Paddington and indicating that if the design proceeds Period Period construction period, with a peak value of £2,308.6m in 2013/14 and a closing balance 0.00 0.000 shovel the connections on one of the as is they would consider this a breach of the provisions of undertaking 340. Contingency Current Risk Exposure (at P50) Total Inflow Total Outflow 2 3 4 5 6 7 8 9 10 11 12 13 1 cables broke and a small bang was A meeting with BAA is being arranged to discuss their concerns. of £312.1m in 2021/22. This Period Last Period Movement (%) In-period Surplus In-period Shortfall heard. An investigation into why the Period Period 1 13 12 AFCDC £11,917 m £11,975 m 0.48% Cumulative Surplus at end of FY cable was live is being conducted by UK Risk Exposure £2,360 m £2,381 m £2,428 m AFC £13,993 m £14,194 m 1.42% Actual balances to date have been incorporated into calculations. Power Network. Contingency £2,600 m £2,000 m £2,040 m Budget £14,213 m £13,707 m -3.69% Data points represent position of CRL for the year from date Number of hours Accident Frequency Rate (AFR) Variance £240 m (£381 m) (£388 m) IP0 Variance £20 m (£397 m) shown.

Risks  Critical Issues & Activities Areas for Sponsor Consideration

ID Risk Title and Owner Response Forecast Severity Comment ID Title Owner Progress ID5444 Complexity of multiple 1. Conduct senior level discussion to agree a way forward. CRL Board have noted the proposal for revised IM 1 Contract Administration Ailie Contract Administration metrics show a high level of Early Warning • A strategy for resolving design, delivery and funding of the Surface Section Traction power Infrastructure Managers (Andy 2. Gain Sponsors approval to revised IM arrangements and implement. arrangements. Network Rail and Transport for London Experience to date suggests that Contractors MacAdam Notices being lodged by Contractors although the nature and value supply system is currently being developed. Mitchell) are aware and neither oppose. Paper to be submitted are raising high volumes of Early Warning of these is not clear. High to Sponsors Board in June 2011. Notices and stretching the Contract • Progressing the design of the Woolwich Station Box fit-out to ensure the best value solution. Administration resources on a number of contracts. Crossrail needs to clarify its • SACR Process. approach to dealing with Contractors ID6147 Readiness for large scale SCL 1. Carry out a programme of education for CRL and supply chain project managers on the A programme of communication is being developed for 2 Strategycommercial for behaviours. disposition of excavated Alan Options are being investigated to optimise the spoil removal strategy • Bakerloo Line Passenger link at Paddington Station. works (Andy Mitchell) history and application of the SCL process. CRL and supply chain project managers. materials Walker in response to proposals made through OCI. A decision to either 2. Carry out a thorough review of Contractor competence prior to commencement of SCL A workshop is being planned in May 2011 to establish A revised strategy for disposition of excavated reduce the quantity of materials provided to Wallasea or not use • Tunnel Energy Segments. works. High a 'readiness to dig' gateway process. materials needs to be confirmed to: allow Wallasea at all, would allow the acceptance of OCI proposals and 3. Ensure that the necessary Engineering oversight is in place. decisions to be made for acceptance of OCI confirm the need for C806 and C807. 4. Enforce rigorous readiness reviews prior to start of construction. proposals; confirm need for C806; confirm need and requirements for C807; and ID6152 Adequacy of CDM 1. Review effectiveness of CDM approach in the new structure after 3 months and 6 months. CDM arrangement have been agreed with key partners 3 Thamesdetermine Water approach Approvals for renegotiation of Chris Project teams are liaising with Thames Water at a number of arrangements post and a briefing has been cascaded to all staff. Plans for Difficulties are being encountered with gaining Sexton locations including Ham and Wick sewer and Blackwall tunnel organisation change (Andy assuring CDM duties have also been completed. Thames Water approvals for asset protection approaches and a number of approvals are required during June Mitchell) High and diversion schemes at a number of 2011. locations.

ID3511 Westminster City Council delay 1. Prepare and submit agreed programme of Schedule 7 and Schedule 3 deliverables to Draft Schedule 7 deliverables submitted 21 April 2011, 4 Optimised Contractor Involvement (OCI) Ailie OCI opportunities are currently being evaluated for a number of or do not approve full closure WCC. high level meeting with WCC planned for early May There is a need to ensure that the full cost and MacAdam tunnelling main construction contracts. of Eastbourne Terrace (John 2. On-going - Maintain close relationship with WCC to ensure consultation process is 2011. schedule impacts of OCI opportunities are Montgomerie) progressing smoothly. High considered and that there are appropriate 3. On-going - Implement agreed plan (with WCC) to provide information, generate local opportunities for review from the wider support, inform local business and resident groups and influence opinion. Attendance of PBID, programme. CLP and CLP sub-group meetings. ID6792 Relationship with Tier 1 1. Experience to date suggests that Contractors are raising high volumes of Early Warning New risk raised this Period. 5 FDC Demobilisation Chris Progress with demobilising FDCs is being made however the Contractors (Ailie MacAdam) Notices and stretching the Contract Administration resources on a number of contracts. All FDCs remain on schedule to a Sexton generation of new Compensation Events over and above those Crossrail needs to clarify its approach to dealing with Contractors commercial behaviours. demobilisation as defined in their individual anticipated is affecting our ability to close out Compensation Events Medium Service Delivery Plans. as planned.

Sponsors & Regulatory Relationships Board Meeting

Board & Commitees Weekly Flash Report Meetings Periodic Board Preparation

Executive Team

Area Periodic Review Meeting Programme Programme Report & Board Dashboard Review Meeting Management Review meetings with Review meetings Project Project Managers Controls/ Delivery Managers

Project/Delivery Review meetings with contractors Management Contractors

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

6 © 2014 Deloitte MCS Limited. All rights reserved. Step 3 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.

Reporting Data Warehouse (Read Only)

1.1 2.1 3.1 4.1 5.1 6.1

Task, type, status, Milestones: Anchor, Original Baseline Budget, Risk detail, status, Baseline Budget, Current EWN, ICEs, Type, location, level, strategic, Procurement, Control Baseline Budget, Total type, score, severity, Control Budget, Forecast, Status, Value contractor, cause, Interface and Key event. of the Prices, Changes, EAC, responses, freshness ACWP, Change (CCB Impacts) actions, hours worked Float Risk, ACWP, EV, WBS (Directs)

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

Original Baseline Invoiced Actuals 1. Health & dates, Current Control 3. Cost 4. ERP 5. Risk 6. Contract 2. Scheduling 2.2 dates and Forecast Indirects Actuals 4.2 6.1 Certificates 6.1 Certificates Safety dates Management (Finance) Management Admin Investment Authority

3.5 3.2 ACWP period end file Invoice 3.3 Cost Assurance Totals Cost Assurance Time 3.4 Spread

Schedule, Milestone status, Forecast cost split out Forecast dates 3.5 from risk exposure Contractor

Value of Work Done 3.5 (VoWD) ACWP, % Complete, Contractor Planned Value, PMC VoWD, Forecast Cost, Cost Changes Forecast costs: Activity level hours worked P50 & P80

Schedule Changes Inspection details 5.2 Risk details

Financial Model Master Change Log (includes P50 risk exposure Incident details and KPIs (incl. aggregated hours worked) Cost & Scheduling Engineers Employer & Non-delivery Resolved & Amount Due Budget programme changes Awards & ICE unresolved transfers Finance baseline changes (indirects) Risks Early Warning Notice

CONTRACTOR Scope book changes Report P50 & P80 Risk exposures 6.2 ICEs and Awards Finance Cost Cost Risk HSSE Engineers Engineers Manager Inspector Programme Baseline Manager

Contractor Project Contractor Manager

7 © 2014 Deloitte MCS Limited. All rights reserved. Step 4 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

8 © 2014 Deloitte MCS Limited. All rights reserved. Step 5 Step 5: Develop the application landscape Step 5 Assess which application should deliver which functionality, try to eliminate the grey areas.

Reporting and Management Information

Data Warehouse Operational Reporting 2 MS SQL Server, SSAS, SSRS

Adherence to common Master Data

Operational Engineering and Asset Programme Controls Finance & Business Services & Back Office Management Procurement Intranet & Health, Safety & HR Engineering Schedule Order to Cash & Enterprise Search Environment Cost Management 1 2 Management 1 1 2 Requisition to Pay SharePoint MicroStation, ProjectWise Rivo Time, Payroll, Primavera P6 Prism G2, Cobra Expenses & Benefits Cash Management & Asset Management Document 1 Change Project Accounting Collaboration Estimating Resource 1 Projectwise Management 1 3 Management SharePoint Sage Prism G2, Cobra Record to Report Reputation Management Document Creation & Publishing Stakeholder Document Control Risk Management Recruitment 1 CRM 1 1 Planning and MS Office 1 Management 1 eB ARM Forecasting Microsoft Dynamics Learning Contract Requirements Management Petitions Administration eProcurement 3 Management 1 1 Management 1 eB Doors ADP, SuccessFactors, Oracle Custom HS2 Code + eB 1 Oracle, NetSuite, SAP

Other Systems Commodity IT Land Referencing Land &Property Acquisition Remote Telephony & GIS Anti-Virus E-mail Virtualisation 1 Database 1 Management 2 Management 2 1 1 1 Working 1 Fax 1 ERIS GIS Symantec Exchange VM Ware Citrix MITEL

Systems improvement urgency Current system 1 Urgent system improvement required Example of industry standard system 2 Some level of improvement required

3 System is fit for purpose

9 © 2014 Deloitte MCS Limited. All rights reserved. Step 6 Step 6: Issue data interface specification Step 5 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

Description

Data time is a data type used for values that Data Types DATE TIME contain date and time. The date data type is used to specify a date. Numeric is a unit of information used store NUMERIC numeric information (Numbers) Character is a unit of information that corresponds to an alphabet (letters) or CHARACTER syllabary in the written form of a natural language. Boolean is a datatype that defines two values BOOLEAN (Yes, No)

This attribute It cannot be null. It is the Nulls No unique key for the entity This attribute is highly recommended not be null. However, if due to lack of information No there is no other option we can accept nulls exceptionally. Yes This attribute can be null

We can insert free text, currently there is no Format Free Text constrain in terms of the symbols or text that we can insert. DD/MM/YYYY Date format e.g. 01/02/2012 We only can chose between two options Yes, No (Yes, No) Describes a number with N decimal places. In NNNN.NN the example (.NN) two If we add the £ in front of a numeric we are Name of the Attribute Description Data Type Nulls Format Domain Values £NN defining Pound. The rules (e.g. Decimal Attribute places applies as It was a numeric )

The values for this attribute have been Domain defined as a list of allowable values. You will Domain Values Values find these values on the 'Domain Values & Figure 1: Data Dictionary -- Accessibility Standards' worksheet Developing Domain We are currently developing the standard. Values

It will contain Defines the length of the attribute (e.g. 5 Length a number (e.g. 200) CHARACTER means 5 characters ABCDE)

Hani S Girgis [email protected] +44 7973641250