Program & Project Management Experiences from Eurotunnel: Impact on the Current Cross Rail Programme Management
项目管理论文代写 Despite its massive successes, the Eurotunnel project suffered massive loses and dilutions as a result of inefficient management
[Abstract]
Megainfrastcutre networks are highly complex, costly, challenging to conceive and develop and have long lasting substantial direct development impacts on economies, communities and institutions at the local, regional, national and international level. The report is an evaluation of lessons learned from Eurotunnel Project and their applicability and relevance to the ongoing Crossrail development. An integration of assessment and case study methodology is used in the research. 项目管理论文代写
Results identify key learning points from the Eurotunnel project as; effective governance mechanism, proper reporting system, fast decision making, and good stakeholder management. Principal negative aspects of the Eurotunnel project include; lack of strong client sponsorship, poor relationship between suppliers and clients, multiple disputes and claims, and poor forecasting and planning. Key recommendations to the ongoing Crossrail project include; establishment of an efficient team, crafting an effective governance mechanism, establishing an explicit communication strategy, clear identification of targets and ensuring an excellent non-adversarial client-supplier culture.
译文：
[抽象的]
大型基础设施网络高度复杂、成本高、难以构想和发展，并对地方、区域、国家和国际层面的经济、社区和机构产生长期的重大直接发展影响。该报告评估了从欧洲隧道项目中汲取的经验教训及其对正在进行的 Crossrail 开发的适用性和相关性。研究中使用了评估和案例研究方法的整合。
结果确定了欧洲隧道项目的关键学习点：有效的治理机制、适当的报告系统、快速的决策和良好的利益相关者管理。欧洲隧道项目的主要不利方面包括：缺乏强有力的客户支持，供应商与客户之间的关系不佳，纠纷和索赔多起，预测和规划不力。对正在进行的 Crossrail 项目的主要建议包括：建立高效的团队，制定有效的治理机制，制定明确的沟通策略，明确目标并确保良好的非对抗性客户供应商文化。
Methods and Data/Results
The report evaluates the lessons learned from the Eurotunnel project and their applicability and relevance to the ongoing Crossrail project. Large projects spanning many years are often faced with multiple foreseeable and unforeseeable risks which can be mitigated by borrowing from the experiences of other related projects. Given the complex stakeholder environment for Crossrail, it is vitally important to ensure excellent project management, client governance, proper communications and appropriate reporting throughout the project lifecycle. The Eurotunnel project and Crossrail have a lot in common such as wide range of stakeholders, significant public and political interest, numerous interfaces and significant financial costs. The report uses an integration of assessment and case study methodology to identify. And evaluate both the positive and the negative experiences that can be drawn from the Eurotunnel project and applied in Crossrail.
The report is basically a summary, synthesis and critique of existing literature on both the Eurotunnel and the Crossrail projects.
Publicly available information from books, reports, journal articles, reviews, independent expert opinions and case studies of relevance to Crossrail and Eurotunnel are used in the study. Primary results indicate that, Crossrail can learn. And borrow from the strong benefits of having a simple, straightforward governance structure, which was a key determinant of the Eurotunnel success. 项目管理论文代写
Good, transparent, all inclusive stakeholder management process is also an identified key contributor to Eurotunnel’s success. A negative lesson that can be learnt from Channel Tunnel’s experience the relationships between the suppliers and the client was adversarial and poorly conceived. This resulted in time delays and multiple claims for additional payment. Primary recommendations are that Crossrail should focus on having a lean, efficient and effective management team. The team must also have clear targets and that the communication strategies must be well structured and planned throughout the project life cycle.
译文：
方法和数据/结果 项目管理论文代写
该报告评估了从 Eurotunnel 项目中汲取的经验教训及其对正在进行的 Crossrail 项目的适用性和相关性。跨越多年的大型项目往往面临多种可预见和不可预见的风险，这些风险可以通过借鉴其他相关项目的经验来缓解。鉴于 Crossrail 的利益相关者环境复杂，在整个项目生命周期中确保出色的项目管理、客户治理、适当的沟通和适当的报告至关重要。 Eurotunnel 项目和 Crossrail 有很多共同点，例如广泛的利益相关者、重要的公共和政治利益、众多的接口和巨大的财务成本。该报告使用评估和案例研究的整合方法来识别和评估可以从 Eurotunnel 项目中汲取并应用于 Crossrail 的正面和负面经验。
该报告基本上是对有关欧洲隧道和横贯铁路项目的现有文献的总结、综合和批评。
研究中使用了与 Crossrail 和 Eurotunnel 相关的书籍、报告、期刊文章、评论、独立专家意见和案例研究中的公开信息。主要结果表明，Crossrail 可以学习和借鉴拥有简单、直接的治理结构的强大优势，这是 Eurotunnel 成功的关键决定因素。
良好、透明、包容各方的利益相关者管理流程也是 Eurotunnel 成功的关键因素。可以从英吉利海峡隧道的经验中吸取的一个负面教训是，供应商与客户之间的关系是对抗性的，并且构思不合理。这导致时间延误和多次要求额外付款。主要建议是 Crossrail 应该专注于拥有一支精干、高效和有效的管理团队。团队还必须有明确的目标，并且必须在整个项目生命周期中组织和规划良好的沟通策略。
Introduction and Literature Survey
Background
Physical mega infrastructure networks are often, highly complex, costly and have long lasting substantial direct development impacts on economies, communities and institutions at the local, regional, national and international levels. Due to the complexity of such projects with multiple risks, uncertainties and challenges, professional programme and project management is critical to ensuring their success. An innovative research by OMEGA Center recommended that, new or ongoing megaprojects can save valuable time and financial resources by learning from previous projects’ practices and experiences (Nuno and Lundrigan, 2013: p.1). Crossrail project is currently Europe’s largest and most complex infrastructure program with several concurrently running composite construction projects across the entire route. Consequently, it is imperative that Crossrail project managers, planners, engineers and other stakeholders borrow critical lessons from the Eurotunnel project which was completed and officially opened in 1994.
译文：
引言与文献调查 项目管理论文代写
背景
实体大型基础设施网络通常非常复杂、成本高昂，并且对地方、区域、国家和国际各级的经济、社区和机构具有长期的重大直接发展影响。由于此类项目具有多重风险、不确定性和挑战的复杂性，专业的计划和项目管理对于确保其成功至关重要。欧米茄中心的一项创新研究表明，新的或正在进行的大型项目可以通过学习以前项目的实践和经验来节省宝贵的时间和财务资源（Nuno 和 Lundrigan，2013：第 1 页）。 Crossrail 项目是目前欧洲最大、最复杂的基础设施项目，在整条路线上有几个同时运行的复合建筑项目。因此，Crossrail 项目经理、规划师、工程师和其他利益相关者必须从 1994 年完工并正式开放的欧洲隧道项目中汲取重要经验教训。
The Eurotunnel Project
The proposal to build a channel that linked the United Kingdom and France were first anticipated in the mid 19th Century. Nonetheless, the Eurotunnel project was formally initiated in 1979 when the European Channel Tunnel Group instigated studies to evaluate the possibility and feasibility of such a project. A competition organized by the British and French governments in 1985 resulted into four main project proposals: Eurotunnel, a rail shuttle service for road vehicles having provisions for through trains; Europoint, a suspended bridge, Transmanche Express comprising of four bored tunnels allowing both road and rail traffics and Euroroute a bridge-tunnel-bridge hybrid solution. The agreement to build and operate the project was jointly awarded to Channel tunnel Group and France-Manche (which later merged to form Eurotunnel) on January, 20th 1986 (Hayward, 1995: p. 234).
译文：
欧洲隧道项目
建立连接英国和法国的渠道的提议最早是在 19 世纪中期提出的。 尽管如此，欧洲隧道项目于 1979 年正式启动，当时欧洲海峡隧道集团发起研究以评估此类项目的可能性和可行性。 1985 年由英国和法国政府组织的一项竞赛产生了四个主要项目提案： Eurotunnel，一种为公路车辆提供直通车的铁路穿梭服务； Europoint 是一座悬索桥，Transmanche Express 由四个钻孔隧道组成，允许公路和铁路交通，Euroroute 是桥-隧道-桥混合解决方案。 建设和运营该项目的协议于 1986 年 1 月 20 日联合授予海峡隧道集团和 France-Manche（后来合并为 Eurotunnel）（Hayward，1995：第 234 页）。
Project Organization and Management
The project was managed by Eurotunnel (ET) a bi-national corporation formed by the French and British companies, France Manche and Channel Tunnel Group respectively. ET is the project’s sole owner and operator following a March 1986 Concession Agreement in which it was awarded the contract for 65 years by the French and UK governments. The venture is supervised by the bi-national Intergovernmental Commission on behalf of both the two governments. 项目管理论文代写
The commission has a Safety Authority wing which supervises all designs, procedures, specifications and construction procedures including all environmental, safety and operational issues. The Transmanche Link (TML) is the contractor responsible for the initial design, construction and commissioning of the project. TML is a joint venture linking a total of five French and five British companies with track records and international experiences in tunnelling and other forms of engineering works. The project’s complexity is further evident in its financing which involved a pool of 203 global private financial institutions (Miles, 1995: p. 46).
译文：
项目组织与管理
该项目由欧洲隧道公司（ET）管理，这是一家由法国和英国公司分别由法国曼奇公司和英吉利海峡隧道集团组成的跨国公司。根据 1986 年 3 月的特许权协议，ET 是该项目的唯一所有者和运营商，在该协议中，它被法国和英国政府授予了 65 年的合同。该合资企业由代表两国政府的两国政府间委员会监督。
该委员会有一个安全局部门，负责监督所有设计、程序、规范和施工程序，包括所有环境、安全和操作问题。 Transmanche Link (TML) 是负责项目初始设计、施工和调试的承包商。 TML 是一家合资企业，共有五家法国公司和五家英国公司在隧道和其他形式的工程工程方面拥有良好的业绩记录和国际经验。该项目的复杂性进一步体现在其融资中，涉及 203 家全球私人金融机构（Miles，1995：第 46 页）。
The backbone of the project’s success is rooted on its design procedure.
The project’s design included four phases: the Development Study, Outline Design, Definitive Design and the Final Detailed Design. Initial functional studies, civil/electro-mechanical design and construction all overlapped since the project had a strict deadline. In order to coordinate all aspects of design and construction, engineering management concentrated on running a central TML organization. Due to the huge volume and diversity of the design and implementation workload, parts of the project were subcontracted to major independent consultants and contractors across the UK (Miles, 1995: p. 46). 项目管理论文代写
The project was fast-tracked, with the design, construction and commissioning taking place within a period of eight years. The 150 kilometers of tunnelling had to be completed within a period of four years, fixed equipment installation within two years after breakthrough and ultimate commissioning and rolling stock within one year. With the massive bi-national human resource challenge, the contractors had to create and organize TML, employ 13,000 individuals with varying degree of skills and experience and launch 11 TBMs with their logistics. The project management ensured that each task such as design, installation of fixed equipment, civil works, and commissioned widely overlapped (Hayward, 1995: p. 234).
译文：
项目成功的关键在于其设计过程。
该项目的设计包括四个阶段：开发研究、轮廓设计、最终设计和最终详细设计。由于项目有严格的截止日期，最初的功能研究、土木/机电设计和施工都发生了重叠。为了协调设计和施工的各个方面，工程管理集中在运行一个中央 TML 组织。由于设计和实施工作量巨大且多样化，部分项目被分包给英国各地的主要独立顾问和承包商（Miles，1995：第 46 页）。
该项目进展迅速，设计、施工和调试在 8 年内完成。 150公里的隧道要在四年内完成，在突破后两年内完成固定设备安装，并在一年内最终调试和机车车辆。面对巨大的两国人力资源挑战，承包商必须创建和组织 TML，雇用 13,000 名具有不同程度的技能和经验的人员，并启动 11 个 TBM 及其后勤。项目管理确保每项任务，如设计、固定设备安装、土建工程和调试广泛重叠（Hayward，1995：第 234 页）。
The tunnelling, which was one of the most challenging part of the construction, was sustained by temporary ventilation, water, power, drainage, monitoring and communication systems.
These were ultimately replaced with permanent ones of comparable capacities but totally different concepts redesigned from the lessons learnt from the operation of the provisional ones (Miles, 1995: p. 46). The project’s construction objective was to be able to transfer motorway traffic onto a new rail system through a specially designed airport sized terminals, which are partly train stations and partly motorways. 项目管理论文代写
This was to be done in minimum transit time in an environment which comprised of shuttle travelling on high speed, confined tunnel environment, high speed mixed traffic rail network and with strict security, safety and operational criteria. This meant that tasks such as the integration between works and transport equipment and rolling stock which took account of complex safety procedures had to be achieved in record time. At the completion, the project also had to support the largest real-time data with the capacity to manage shuttles travelling at trains speeds with three minutes between different trains (Miles, 1995: p. 46).
译文：
隧道是施工中最具挑战性的部分之一，由临时通风、供水、供电、排水、监控和通信系统维持。
这些最终被具有可比能力但完全不同的概念所取代，这些概念是从临时操作中吸取的经验教训重新设计的（Miles，1995：第 46 页）。该项目的建设目标是能够通过专门设计的机场大小的航站楼将高速公路交通转移到新的铁路系统上，这些航站楼部分是火车站，部分是高速公路。
这是在由高速穿梭、封闭隧道环境、高速混合交通铁路网络以及严格的安保、安全和操作标准组成的环境中以最短的运输时间完成的。这意味着必须在创纪录的时间内完成考虑到复杂安全程序的工程和运输设备以及机车车辆之间的集成等任务。在完成时，该项目还必须支持最大的实时数据，以管理以火车速度行驶的穿梭巴士，不同火车之间的时间为三分钟（Miles，1995：第 46 页）。
The Crossrail Project
Crossrail project is also a complex construction project of magnitude comparable to the Eurotunnel project. Upon completion, expected in 2018-2019, Crossrail will carry an estimated 200 million passengers yearly, increasing the London’s transport capacity by over 10%. The complex project includes the construction of eight new underground stations to be connected to the already existing London underground rail networks and four over ground spurs. 项目管理论文代写
Upon completion, it will comprise of 42 kilometers of tunnels weaving between existing underground lines, foundations, utility tunnels and sewers at a depth of up to 40 meters below the City of London, one of global major metropolis (Great Britain, 2010). The project is not only complex, but also involves a series of other major infrastructure initiatives and delivery partners including Docklands Light Railway, Berkely Homes, Network Rail, London Underground and Canary Wharf Group. Each of the identified individual initiatives has their own contractors, engineers and suppliers and must work seamlessly together to complete the project on time, on budget with minimal disruptions (London First, 2013).
译文：
横贯铁路项目 项目管理论文代写
Crossrail 项目也是一个复杂的建设项目，其规模可与欧洲隧道项目相媲美。预计在 2018-2019 年完工后，Crossrail 每年将运送约 2 亿乘客，使伦敦的运输能力增加 10% 以上。这个复杂的项目包括建造八个新的地下车站，以连接到现有的伦敦地下铁路网络和四个地上支线。
建成后，它将包括 42 公里的隧道，在现有地下线路、地基、公用事业隧道和下水道之间编织，深度达全球主要大都市之一伦敦市（英国，2010 年）下方 40 米。该项目不仅复杂，还涉及一系列其他主要基础设施计划和交付合作伙伴，包括 Docklands Light Railway、Berkely Homes、Network Rail、London Underground 和 Canary Wharf Group。每个已确定的单独计划都有自己的承包商、工程师和供应商，并且必须无缝协作，以按时、按预算完成项目，并将中断降至最低（伦敦第一，2013 年）。
The project is being developed by Cross London Rail Links Limited (CLRL) a 50/50 venture between the Strategic Rail Authority (SRA) and Transport for London.
CLRL has the responsibility of delivering the high-capacity railway connecting East and West London. The project was finally rolled out following the formal passing of Crossrail Act in August 2008 which paved way for the design and construction of the project. Initial plans were put in place to open the project in 2017 hence enabling works began in 2009, followed by station construction and tunnelling works throughout 2010 and 2011 (Great Britain, 2010). 项目管理论文代写
The mega project is projected to require a staggering 14,000 construction workers at peak on site and the project will also see the construction of eight new stations within the precincts of central London. The major project involved an unusual sequencing of events and a plan to have a series of events run concurrently have been underway.
译文：
该项目由 Cross London Rail Links Limited (CLRL) 开发，该公司是战略铁路局 (SRA) 和伦敦交通局之间的 50/50 合资企业。
CLRL 负责提供连接东伦敦和西伦敦的高容量铁路。 该项目终于在 2008 年 8 月正式通过 Crossrail 法案后推出，为该项目的设计和施工铺平了道路。 最初计划于 2017 年开放该项目，因此启用工程于 2009 年开始，随后在 2010 年和 2011 年进行了车站建设和隧道工程（英国，2010 年）。
该大型项目预计在现场高峰期需要惊人的 14,000 名建筑工人，该项目还将在伦敦市中心区域内建造八个新车站。 主要项目涉及不同寻常的事件顺序，并且计划同时进行一系列事件。
The tunnelling for the project began in May 2013 and the main construction is expected to commence in 2014.
Based on the project’s timetable, Crossrail tendering for train operator to be in charge of running the service will be as from May 2015 while the central part of the line, linking Canary Wharf to Paddington will open in 2008. The outer sections of the rail line running from Action to Maidenhead in the West and Stratford to Shenfield in the East is scheduled to open in 2019. The project includes 21 kilometers of new twin-bore tunnel that runs under central London and links existing rails at Paddington in the West and Woolwich and Stratford in the East (London First, 2013). 项目管理论文代写
The project has a complex design comprising of tunnels, western, central and eastern sections. Other subsections of the project include electrification, signalling, rolling stock and depots. The design has a total of five tunnelled sections each having a 20 feet diameter and totalling 21 Kilometers in length. There is a 2.7 kilometre tunnel from Pudding Mill Lane to Stepney Green, a 6.4 kilometre tunnel from Royal Oak to Farringdon, a 0.9 km tunnel from Royal Dock to Victoria Dock, a 2.6 kilometre tunnel from Plumstead to North Woolwich and am 8.3 kilometer tunnel from Limmo Peninsula to Farringdon. The western section runs from Maidenhead to Acton Main Line,
the Central from Paddington Station to Whitechapel and the Eastern section from Whitechapel to Shenfield and Abbey Wood (Great Britain, 2010).
The first boring machines was launched in the spring of 2012 starting from Royal Oak towards Farringdon Station and is expected to arrive towards the end of 2013. The boring is expected to run 24 hours a day, building an estimated 100 meters of tunnel every week. The tunnelling will involve the construction of tunnel portals at Pudding, Victoria Dock, Plumstead, Mill Lane and Royal Oak. A project Delivery Partner (PDP) was appointed by Crossrail Limited to manage the delivery of the Crossrail project.PDP consists of an integrated team of consultants responsible for the developing detailed design, procurement, construction and commissioning and for the management of the multiple consultants and contractors through all phases of the project (London First, 2013).项目管理论文代写
译文：
该项目的隧道工程于 2013 年 5 月开工，主体工程预计于 2014 年开工。
根据项目时间表，负责运营该服务的列车运营商的 Crossrail 招标将于 2015 年 5 月开始，而连接金丝雀码头和帕丁顿的线路中部将于 2008 年开放。 铁路线的外围部分西部从 Action 到 Maidenhead，从 Stratford 到东部的 Shenfield 计划于 2019 年开通。 该项目包括 21 公里的新双孔隧道，该隧道在伦敦市中心下方运行，连接西部帕丁顿和伍尔维奇的现有铁路，以及东部的斯特拉特福（伦敦第一，2013 年）。
该项目设计复杂，包括隧道、西段、中段和东段。该项目的其他子部分包括电气化、信号、机车车辆和仓库。该设计共有五个隧道段，每个段的直径为 20 英尺，总长度为 21 公里。有一条从布丁磨坊巷到斯蒂芬格林的隧道长 2.7 公里，从皇家橡树到法灵登的隧道长 6.4 公里，从皇家码头到维多利亚码头的隧道长 0.9 公里，从普拉姆斯特德到北伍尔维奇的隧道长 2.6 公里，距离 8.3 公里。利莫半岛到法灵登。西段从梅登黑德到阿克顿主线，
中央从帕丁顿车站到白教堂，东段从白教堂到申菲尔德和艾比伍德（英国，2010 年）。
第一台掘进机于 2012 年春季从皇家橡树向法灵登站启动，预计将于 2013 年底抵达。预计将每天 24 小时进行掘进，每周建造约 100 米的隧道。隧道开挖将涉及在布丁、维多利亚码头、普拉姆斯特德、磨坊巷和皇家橡树建造隧道入口。 Crossrail Limited 任命了一个项目交付合作伙伴 (PDP) 来管理 Crossrail 项目的交付。承包商完成项目的所有阶段（伦敦第一，2013 年）。
Literature Survey
Eurotunnel
The Eurotunnel project was carried out across five specified performance categories: system throughput, performance of shuttle trains, safety and passengers’ evacuation, scenarios and operational procedures and environmental considerations (Miles, 1995: p. 46). Engineering activities mainly concentrated on design monitoring and interfaces management involving all engineering disciplines. The project managed to combine the largest size and complexity in civil works by the year 1986 since it was the longest undersea tunnel with very strong concrete projected to last 120 years (Miles, 1995: p. 46). 项目管理论文代写
The project also managed to achieve; unprecedented accuracy and reliability, being able to align track and walkways, and also support a high speed train carrying cars and humans with a nuclear concept for safety across 150 km of tunnels within 150 mm tolerances. The scope of civil engineering for the project was unprecedented with two parallel running tunnels each 50 k long with a 30 m distance separating them and a lined and excavated diameter of 7.6mand 8.8 m respectively. The walls are lined with high strength precast concrete segments and each running tunnel houses a single line rail track, power supply, cooling pipes, auxiliary services, overhead catenary and two walkways.项目管理论文代写
The many subsections of the main project were divided into manageable, human-scaled sub projects.
The main sections included; the tunnel construction, precast factory, terminal construction, and M&E installation for Construction groups (Hayward, 1995: p. 234). Additionally, the overall Engineering Group was split into primary systems such as catenary, ventilation and power supply. The project management team used a planned approach that that classified the overall project into various segments taking into account the criticality of individual tasks hence allowing flexibility. In order to ensure quality and uniformity, the management prescribed that all quality requirements be identical for all tasks. The methodology for quality management was graded from level one to three based on factors such as complexity, technology used, criticality and impact of perceived failure on the overall project (Hayward, 1995: p. 234).
译文：
文献调查 项目管理论文代写
欧洲隧道
Eurotunnel 项目在五个指定的性能类别中进行：系统吞吐量、穿梭列车的性能、安全和乘客疏散、场景和操作程序以及环境考虑因素（Miles，1995：第 46 页）。工程活动主要集中在涉及所有工程学科的设计监控和接口管理上。到 1986 年，该项目成功地结合了土木工程中最大的规模和复杂性，因为它是最长的海底隧道，预计可以使用 120 年的非常坚固的混凝土（Miles，1995：第 46 页）。
该项目还设法实现了；前所未有的准确性和可靠性，能够对齐轨道和人行道，还支持载有汽车和人员的高速列车，具有核概念，可在 150 毫米公差范围内安全穿越 150 公里隧道。该项目的土木工程范围是前所未有的，有两条平行运行的隧道，每条长 5 万米，间隔 30 米，衬砌和开挖直径分别为 7.6 米和 8.8 米。墙壁内衬高强度预制混凝土管片，每条运行隧道均设有单线轨道、电源、冷却管道、辅助服务、架空接触网和两条人行道。
主要项目的许多子部分被划分为可管理的、人性化的子项目。
主要部分包括;隧道施工、预制工厂、码头施工和机电安装（Hayward，1995 年：第 234 页）。此外，整个工程组被拆分为主要系统，例如接触网、通风和电源。项目管理团队采用了一种计划方法，将整个项目分为多个部分，同时考虑到各个任务的重要性，因此具有灵活性。为了确保质量和一致性，管理层规定所有任务的所有质量要求都相同。质量管理方法根据复杂性、使用的技术、关键性以及感知失败对整个项目的影响等因素从一级到三级分级（Hayward，1995：第 234 页）。
The project program’s overall management was also a critical success.
It entailed a hierarchical planning and control system that allowed for systematized strategic planning and proper reporting to management. The subdivision of the project into manageable sizes and the inclusion of a real time computerized reporting system allowed for proper monitoring of the daily progress on all aspects of the project. Safety procedures were not only ensured during construction, but stringent safety procedures were carried out prior to commissioning. Some of the tests included overall transport system test, 900 subsystems individual tests, primary systems full load test and the primary systems empty test (Hayward, 1995: p. 234). 项目管理论文代写
The project’s key failure, however, was its massive budget deficit and failure to meet the prescribed deadline. The project was opened a year later than had initially been planned and cost 10 billion pounds, which was more than double the initial estimates of 4.7 billion (Wearing, 2006: p. 27). The company had to negotiate with banks and other private shareholders for assistance. Additionally, there were multiple claims against the two governments and their respective national railways in relation to claims such as inadequate infrastructure on the UK side, excessive costs imposed on the project by the intergovernmental safety commission, late entry into service of through trains and alleged unfair subsidies for rival airline and ferry operators (Wearing, 2006: p. 27).
译文：
项目计划的整体管理也取得了重大成功。
它需要一个分层规划和控制系统，允许系统化战略规划和向管理层适当报告。将项目细分为可管理的规模，并包含实时计算机化报告系统，可以适当监控项目各个方面的日常进度。不仅在施工期间确保安全程序，而且在调试之前执行了严格的安全程序。其中一些测试包括整体运输系统测试、900 个子系统单独测试、主要系统满载测试和主要系统空载测试（Hayward，1995：第 234 页）。
然而，该项目的主要失败在于其巨额预算赤字和未能在规定的期限内完成。该项目比最初计划晚了一年开放，耗资 100 亿英镑，是最初估计的 47 亿英镑的两倍多（Wearing，2006：第 27 页）。该公司不得不与银行和其他私人股东协商寻求帮助。此外，英国方面的基础设施不足、政府间安全委员会对该项目施加过高成本、直通车延迟投入服务以及涉嫌不公平等索赔，对两国政府及其各自的国家铁路提出了多项索赔。对竞争对手航空公司和渡轮运营商的补贴（Wearing，2006 年：第 27 页）。
Crossrail
Andy Mitchell, the Programme Director at Crossail Limited (CRL) acknowledges the multiple challenges the project faces (Nuno and Lundrigan, 2013: p.1). These include control and regulation of the service, managing the mix of timetable and headway requirements, integrating designs from the 25 different designers involved in the project and the need to integrate existing train operators affected by the project. The project is divided into multiple functional subsets including; design and construction, procurement, construction, systems installation and integration, quality, safety and environmental aspects and testing and commissioning. The project’s manager is responsible for addressing the complexity and scale of the project by providing support to the various contractors in managing and finding appropriate organizational and technical solutions.项目管理论文代写
Transcend, a joint venture between AECOM and CH2M Hill, has the responsibility of designing and delivering the Crossrail Programme Partner contract in collaboration with three other principal sub-contractors, First Class Partnerships, Unipart Rail and Turner. Crossrail Central, a team made up of Halcrow, Bechtel and Systra is responsible for delivering the central section of the project which comprises of a 21 kilometre sub-surface railway, five major tunnel drives, and seven new stations and also implement an eight year program to improve the City’s transport network (Great Britain, 2010).
译文：
横梁 项目管理论文代写
Crossail Limited (CRL) 的项目总监 Andy Mitchell 承认该项目面临的多重挑战（Nuno 和 Lundrigan，2013：第 1 页）。其中包括服务的控制和监管、管理时间表和车距要求的组合、整合参与项目的 25 位不同设计师的设计以及整合受项目影响的现有列车运营商的需求。该项目分为多个功能子集，包括；设计和施工、采购、施工、系统安装和集成、质量、安全和环境方面以及测试和调试。项目经理负责通过向各种承包商提供管理和寻找合适的组织和技术解决方案的支持来解决项目的复杂性和规模问题。
Transcend 是 AECOM 和 CH2M Hill 的合资企业，负责与其他三个主要分包商 First Class Partnerships、Unipart Rail 和 Turner 合作设计和交付 Crossrail 计划合作伙伴合同。 Crossrail Central 是一个由 Halcrow、Bechtel 和 Systra 组成的团队，负责交付该项目的中心部分，其中包括一条 21 公里长的地下铁路、五个主要隧道驱动器和七个新车站，并实施了一项为期八年的计划改善城市的交通网络（英国，2010 年）。
The complexity of the project makes it difficult to coordinate the multiple stakeholders involved in the project.
The various sub contractors must agree on a common style and procedures to handling various segments of the projects from design to the use of universally acceptable materials. Additionally, the negotiation of standard design, development of guidelines, meeting appropriate standards conditions, and managing program and resource issues makes the management process intricate.
Consequently, the project has a strict Crossrail Construction code which sets out specific details and working practices that govern the construction process (Nuno and Lundrigan, 2013: p.1). The code defines the construction as site preparation including demolition, disposal of excavated material, waste removal, material delivery and all other engineering related activities. Due to the City’s rich heritage, project planners have initiated an Environmental memorandum which include plans to implement an Environmental Management System in line with ISO 14001 specifications. The memorandum defines the treatment of archaeological findings, maintenance of air quality, management of water resources, handling of noise and vibration, ecological and nature conservation and excavated material and waste management strategy.项目管理论文代写
To ensure that the project is safe and in accordance with appropriate standards and public safety policy, prescribed safety features include; platform edge doors to minimize or eliminate the risk of falling onto the railway line, continuously recorded CCTV coverage, public address systems and emergency handling systems, fire detection and suppression systems and emergency lighting systems. It also includes the construction of platforms and passenger routes specially designed to minimize congestion, a ventilation system to reduce smoke in evacuation routes and security measures
译文：
项目的复杂性使得协调项目中涉及的多个利益相关者变得困难。
各个分包商必须就共同的风格和程序达成一致，以处理从设计到使用普遍接受的材料的各个项目部分。此外，标准设计的协商、指南的制定、满足适当的标准条件以及管理计划和资源问题使管理过程变得复杂。
因此，该项目制定了严格的 Crossrail 施工规范，其中规定了管理施工过程的具体细节和工作实践（Nuno 和 Lundrigan，2013 年：第 1 页）。该规范将施工定义为现场准备，包括拆除、挖掘材料的处置、废物清除、材料交付和所有其他工程相关活动。由于该市拥有丰富的遗产，项目规划者已启动了一份环境备忘录，其中包括实施符合 ISO 14001 规范的环境管理体系的计划。备忘录定义了考古发现的处理、空气质量的维护、水资源的管理、噪音和振动的处理、生态和自然保护以及挖掘材料和废物管理策略。
为确保项目安全并符合适当的标准和公共安全政策，规定的安全功能包括：平台边缘门，以最大限度地减少或消除掉到铁路线上的风险，连续记录闭路电视覆盖范围，公共广播系统和应急处理系统，火灾探测和灭火系统以及应急照明系统。它还包括专门为减少拥堵而设计的平台和客运路线的建设、减少疏散路线烟雾的通风系统和安全措施
Discussion
Crossrail project can borrow important lessons from the Eurotunnel project which, during its implementation, was the largest private infrastructure project. The uniqueness of the project was the on-the-job training program. Which involved providing more than 183, 000 hours site access training and 560,000 hours further training to workers with minimal experience (Greiman 2013: p. 241). The Crossrail project requires an estimated 14,000 personnel with different skills and levels of experiences. The managers can borrow from the Eurotunnel to solve the employee shortage by initiating on the job training program to allow for individuals with little experience and training in the applicable professions work on the project. In the Eurotunnel project, an estimated 95% of the manual labour and 68% of the supervisory and management staff were recruited from the local population.项目管理论文代写
Despite its multiple successes, the Eurotunnel is known for its unforeseen costly overruns.
By the time of completion, it had overrun its budget by more than 85 percent hence was massively in debt. The massive failure of the project was primarily attributed to wrong governance structure that was set up during the project’s inception. Additionally, long term contracts that were awarded to various stakeholders led to conflicts between the multiple company sponsors and contractors. Besides, since the project was privately funded, a significant proportion of the financial risk was held by the private individual shareholders who had no control on the success or failure of the project. Although Groupe Eurotunnel S.A was given the responsibility of securing financing and carrying out building and operation of the project, a restructuring was carried out in 2007 as a result of the project’s massive financial debt.
译文：
讨论 项目管理论文代写
Crossrail 项目可以借鉴 Eurotunnel 项目的重要经验，该项目在实施过程中是最大的私人基础设施项目。该项目的独特之处在于在职培训计划，其中包括为经验最少的工人提供超过 183,000 小时的现场访问培训和 560,000 小时的进一步培训（Greiman 2013：第 241 页）。 Crossrail 项目估计需要 14,000 名具有不同技能和经验水平的人员。管理人员可以从 Eurotunnel 借用通过启动在职培训计划来解决员工短缺的问题，以允许在适用专业领域工作经验和培训很少的个人参与该项目。在欧洲隧道项目中，估计 95% 的体力劳动和 68% 的监督和管理人员是从当地人口中招聘的。
尽管取得了多项成功，但欧洲隧道以其不可预见的代价高昂的超支而闻名。
到完工时，它已经超出预算 85% 以上，因此负债累累。该项目的大规模失败主要归因于项目启动期间建立的错误治理结构。此外，授予各个利益相关者的长期合同导致多个公司发起人和承包商之间发生冲突。此外，由于该项目是私人投资，很大一部分财务风险由私人个人股东承担，他们无法控制项目的成败。尽管 Groupe Eurotunnel S.A 被赋予了确保融资以及进行项目建设和运营的责任，但由于该项目的巨额金融债务，2007 年进行了重组。
The Crossrail project can run invaluable lessons from the financial failure of the Eurotunnel project for the project to be delivered at the right time for the right price.
The management must define what it seeks to achieve at every stage, agree with the various stakeholders, plan ahead and define the financial estimates so that the project is not subjected to ransom by contractors (Ruwanpura, Mohamed & Lee 2010: p. 822). The project should also consider issuing short term contracts rather than long term ones to ensure accountability on the parts of contractors. Eurotunnel’s failure saw private funders Deutsche Bank, Citigroup and Goldman Sachs pump in additional 2.9 billion pounds of long term financing so as to balance off its debt. The debt is nonetheless, long term and is expected to be paid off by the year 2086, a whooping 100 years after the project’s commencement.项目管理论文代写
According to Ruwanpura, Mohamed & Lee (2010: p. 822), the absence of a clear owner of the Eurotunnel project was the main reason for the project’s many failures. The lacking clear project owner from the outset resulted into conflict of interest and a series of principal-principal problems. Even though TML was in the control of the project, various interests such as the banks and construction firms competed with one another. Besides, the need to fast-track the design and implementation of the project led to a series of incomplete contractual documents. This contributed significantly to multiple claims over contractual variations and lump sum contract prices. The Crosslink project must ensure that all contracts are clearly defined, and the interests of all stakeholders fairly and adequately protected. This will serve to limit or eliminate excessive transaction costs arising from problems caused by an unbalanced profit structure.
译文：
CROSSRAIL 项目可以从欧洲隧道项目的财务失败中吸取宝贵的教训，以便在合适的时间以合适的价格交付该项目。
管理层必须定义它在每个阶段寻求实现的目标，与各个利益相关者达成一致，提前计划并定义财务估算，以便项目不会受到承包商的赎金（Ruwanpura, Mohamed & Lee 2010: p. 822）。项目还应考虑签发短期合同而不是长期合同，以确保承包商的责任。 Eurotunnel 的失败导致私人出资者德意志银行、花旗集团和高盛增加了 29 亿英镑的长期融资，以平衡其债务。尽管如此，这笔债务是长期的，预计将在项目启动 100 年后的 2086 年偿还。
根据 Ruwanpura, Mohamed & Lee (2010: p. 822) 的说法，欧洲隧道项目缺乏明确的所有者是该项目多次失败的主要原因。从一开始就缺乏明确的项目所有者，导致利益冲突和一系列本金问题。尽管 TML 控制了该项目，但银行和建筑公司等各种利益相互竞争。此外，需要快速跟踪项目的设计和实施，导致一系列不完整的合同文件。这极大地导致了对合同变更和一次性合同价格的多次索赔。 Crosslink 项目必须确保明确定义所有合同，并公平充分地保护所有利益相关者的利益。这将有助于限制或消除因利润结构不平衡而导致的过度交易成本。
Conclusion and Recommendations
Despite its massive successes, the Eurotunnel project suffered massive loses and dilutions as a result of inefficient management and proper coordination of the multiple stakeholders involved in the megaproject. Greiman (2013: p. 241) argue that efficiency in megaprojects can only be achieved when the ‘ex-ante expectations’ of hold up opportunities becomes unlikely or remote. Hence, CRL can learn from the Eurotunnel project and define specific objectives, have a risk management team to limit risk, develop processes. And an organizational structure that will ensure timely delivery of its objectives and also document processes and support procedural materials for continuous monitoring. Evident from the Eurotunnel program, monitoring and reporting on the efficiency. And effectiveness of various processes will help CRL continuously improve on its processes, resulting in timely delivery at the prescribed cost.
译文：
结论和建议
尽管取得了巨大的成功，但由于管理效率低下和参与大型项目的多个利益相关者的适当协调，欧洲隧道项目遭受了巨大的损失和稀释。 Greiman (2013: p. 241) 认为，只有当阻止机会的“事前期望”变得不可能或遥不可及时，才能实现大型项目的效率。 因此，CRL 可以从 Eurotunnel 项目中学习并定义具体目标，拥有一个风险管理团队来限制风险，开发流程和组织结构，以确保及时实现其目标，并记录流程并支持程序材料以进行持续监控。 从 Eurotunnel 计划中可以明显看出，对各种流程的效率和有效性的监控和报告将有助于 CRL 不断改进其流程，从而以规定的成本及时交付。
Evidently, both Eurotunnel and Crossrail are high profile projects with significant public and political interests and a wide range of stakeholders.
It is recommended that Crossrail management ensure that they establish a lean, efficient and unambiguous team. They should also ensure effective governance mechanism similar to that of Eurotunnel which benefited from having a simple, straight forward governance structure. It is also recommended that Crossrail have an explicit communication strategy and plan.项目管理论文代写
This will ensure that the different stakeholders and the many interfaces within the Crossrail project are under control. It is also recommended that Crossrail project team clearly identify key target benefits and evaluation procedure for ongoing progress measurement. Another vital recommendation is that, Crossrail should ensure excellent client governance, communication and reporting owing to the complex stakeholder environment. The management should also learn from the adversarial client supplier relationship which was evident in the Eurotunnel project. The management should move to establish a non-adversarial client-supplier culture at the outset by ensuring that roles. And responsibilities are clearly articulated and suppliers, promptly rewarded.
译文：
显然，欧洲隧道和横贯铁路都是具有重大公共和政治利益以及广泛利益相关者的备受瞩目的项目。
建议 Crossrail 管理层确保他们建立一支精干、高效和明确的团队。他们还应确保类似于欧洲隧道的有效治理机制，后者得益于简单、直接的治理结构。还建议 Crossrail 制定明确的沟通策略和计划。
这将确保 Crossrail 项目中的不同利益相关者和许多接口都得到控制。还建议 Crossrail 项目团队清楚地确定持续进度测量的关键目标收益和评估程序。另一个重要建议是，由于利益相关者环境复杂，Crossrail 应确保出色的客户治理、沟通和报告。管理层还应该从欧洲隧道项目中明显的敌对客户供应商关系中学习。管理层应从一开始就建立一种非对抗性的客户-供应商文化，确保明确阐述角色和责任，并及时奖励供应商。
Bibliography 项目管理论文代写
Ruwanpura, J., Mohamed, Y., & Lee, S. (2010). Construction Research Congress 2010:
Innovation for reshaping construction practice: proceedings of the 2010 Construction Research Congress, May 8-10, 2010. Reston: American Society of Civil Engineers.
Greiman, V. (2013). Megaproject management: lessons on risk and project management from The Big Dig. Ebscohost.
Great Britain. (2010). Update on the London Underground and the public-private (PPP)
Partnership agreements: seventh report of session 2009-10: report, together with formal minutes, oral and written evidence. London, Stationery Office.
Hayward, J. (1995). Industrial enterprise and European integration: from national to International champions in Western Europe. Oxford: Oxford Univ. Press.
London First. (2013). Crossrail 2: Supporting London’s Growth: Final Report of London
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Wearing, R. (2006). Cases in corporate governance. London: SAGE.
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