Channel Tunnel Rail Link Risk Transfer and Innovation in Project Delivery
Harvard Design School Version October 2008 Prof. Spiro N. Pollalis Dr. Andreas Georgoulias Channel Tunnel Rail Link Risk Transfer and Innovation in Project Delivery “Will this be the project that restores our belief that Britain can build a railway?” the Guardian asked in May 27, 2005, referring to the Channel Tunnel Rail Link (CTRL) project. The article added that although “it is one of the biggest engineering projects in the UK and the country’s first new train line in a century, few of us know the real success story.”1 At the same time, the CTRL team was looking forward to the next challenge in the infrastructure field: to transfer the significant experience gained from CTRL in UK to other parts of the globe. A major focus was on risk management and the need for new modes of cooperation and collaboration between all parties involved in a project, issues that had been dealt with successfully in the CTRL project. There were still issues to be addressed like the similarities and differences in the relationships between designers, contractors, government officials, and the public in each part of the world, and the identification, measurement, transfer, and handling of risk. CTRL provided lessons for all of the above. 1 Jonathan Glancey, "Tunnel vision," The Guardian, May 27, 2005. Dr. Andreas Georgoulias prepared this case under the supervision of Professor Spiro N. Pollalis as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 2006 by the President and Fellows of Harvard College. To order copies, visit http://www.gsd.harvard.edu/~pollalis, call (617) 495-9939 or write to Prof.
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