Project and Programme Integration in Transpennine Route Upgrade.pdf
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APM North West Conference, The Power of Creativity in Projects 2025, held on 1 May. Speakers: Interface and project integration in the Transpennine Route Update Project Lohith Vaddi and Faisal Farooq, Transpennine Route Update
Project and Programme Integration in Transpennine Route Upgrade.pdf
- 2. OFFICIAL Lohith Vaddi Project Management Assistant, D2 Global • Interface Manager, TRU PMO • MSc Construction Project Management, University of Manchester • BEng in Civil Engineering • YRP Northwest Committee member • APM Associate Member Faisal Farooq Associate Project Manager, D2 Global • Integration Project Manager, TRU West • 19 Years of working in multi million-pound railway programmes • BEng in Civil and Structure Engineering • YRP York & Northeast Committee member • APM Full Member
- 4. OFFICIAL Faster journeys We’re speeding up journeys. Our fastest journey times are forecast to be 63-66 minutes between Manchester and York and 41-42 minutes between Manchester and Leeds. More reliable journeys We’re making the railway more reliable by remodelling track, installing a new signalling system and upgrading bridges to bring passengers smoother, on-time journeys Better stations We’re improving stations on the Transpennine route, bringing passengers a better travel experience through improved, more accessible stations. Greener travel We’re electrifying the whole route to enable greener trains to run, reducing carbon footprint and improving air quality. Save up to 87k tonnes of carbon emissions. Upto 15 more freight trains each day to remove over 1,000 lorries off the road each day.
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- 6. OFFICIAL 29 Level crossings 3 Miles of viaducts 23 Stations 6 Miles of tunnels 70 Miles of track
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- 9. OFFICIAL Alliance Leadership Team from across the partners Alliance Management Team from across the all partners
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- 16. OFFICIAL City of Leed s Borough of Kirklees City of Wakefiel d City of Bradfor d Batle y Morle y Dewsbur y Cottingle y • Re-signalling & recontrol to YROC • Track Renewals • Electrification • Bridge Reconstructions • Station Enhancements
- 17. OFFICIAL Phase 2: Footprint-wide Electrification, Structures & Track Renewals
- 18. OFFICIAL Batley Cross- over Key Output 1 Greater flexibility East of Batley Station GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Lady Ann LX & FB LX risk scoring East of Batley Station Morley Station Relocated Station Track Renewal inc. drainage
- 19. OFFICIAL 2. Rules of the Route Possession 1. High Street Environment 3. Disruptive Possession 4. Blockade
- 20. OFFICIAL DWWP Implementation & Reporting AMP EiS CSM AMP EiS Safety & Logistics Resources Schedule Risk Contingency Readiness Reviews T-52 – T-4 – T-1 CSM Readiness Reviews T+1 – T+4 Deliver Works Stakeholders
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- 23. OFFICIAL Batley Cross- over Key Output 1 Greater flexibility East of Batley Station
- 24. OFFICIAL W4 Scope – Phase 1 GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Lady Ann LX & FB LX risk scoring East of Batley Station Morley Station Relocated Station Track Renewal inc. drainage Batley Cross- over
- 25. OFFICIAL W4 Scope – Phase 1 GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Lady Ann LX & FB LX risk scoring East of Batley Station Morley Station Relocated Station Track Renewal inc. drainage Batley Cross- over
- 26. OFFICIAL Batley Cross- over Key Output 1 Greater flexibility East of Batley Station Re-Signalling W4 Footprint Lineside Civils W4 Footprint Lady Ann LX & FB LX risk scoring East of Batley Station
- 27. OFFICIAL W4 Scope – Phase 1 Batley Cross- over Key Output 1 Greater flexibility East of Batley Station GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Morley Station Relocated Station Track Renewal inc. drainage Lady Ann LX & FB
- 28. OFFICIAL W4 Scope – Phase 1 Batley Cross- over Key Output 1 Greater flexibility East of Batley Station GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Morley Station Relocated Station Track Renewal inc. drainage Lady Ann LX & FB Primrose Hill Rutland Road
- 29. OFFICIAL W4 Scope – Phase 1 Batley Cross- over Key Output 1 Greater flexibility East of Batley Station GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Morley Station Relocated Station Track Renewal inc. drainage Lady Ann LX & FB Installed in 12hrs – Week 7 Permitted right of way TTRO to close the LX
- 30. OFFICIAL Batley Cross- over Key Output 1 Greater flexibility East of Batley Station GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Lady Ann LX & FB LX risk scoring East of Batley Station Morley Station Relocated Station Track Renewal inc. drainage
- 31. OFFICIAL W4 Scope – Phase 1 Batley Cross- over Key Output 1 Greater flexibility East of Batley Station GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Lady Ann LX & FB LX risk scoring East of Batley Station Morley Station
- 32. OFFICIAL W4 Scope – Phase 1 Batley Cross- over Key Output 1 Greater flexibility East of Batley Station GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Lady Ann LX & FB LX risk scoring East of Batley Station Morley Station
- 33. OFFICIAL W4 Scope – Phase 1 Batley Cross- over Key Output 1 Greater flexibility East of Batley Station GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Lady Ann LX & FB LX risk scoring East of Batley Station Morley Station
- 34. OFFICIAL W4 Scope – Phase 1 Batley Cross- over Key Output 1 Greater flexibility East of Batley Station GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Lady Ann LX & FB LX risk scoring East of Batley Station Multidisciplinary Works • Drainage, Track Renewal and Platforms • Demolition, Drainage, Track Renewal • Signalling Commissioning
- 35. OFFICIAL Batley Cross- over Key Output 1 Greater flexibility East of Batley Station GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Lady Ann LX & FB LX risk scoring East of Batley Station Morley Station Relocated Station Track Renewal inc. drainage Central Interface Leeds W3 Interface Dewsbury Interfacing Project White Rose Station
- 36. OFFICIAL W4 Scope – Phase 1 Batley Cross- over Key Output 1 Greater flexibility East of Batley Station GSMR Node re- location At Dewsbury Station Phase 2 Opportunity Re-Signalling W4 Footprint Lineside Civils W4 Footprint Lady Ann LX & FB LX risk scoring East of Batley Station Morley Station Relocated Station Track Renewal inc. drainage
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- 39. OFFICIAL Project Integration (Tactical Decision Making) • Solves Everyday Problems • Reacts to immediate issues • Focuses on Project-level deliverables Programme Integration (Strategic Decision Making) • Sees the bigger picture • Work backwards from end goal (Key Output) • Drives Whole system thinking • Manages Interfaces Strategically Programme Integration sees patterns, positions and possibilities
- 40. OFFICIAL TRU is not one project – It’s an enterprise of Alliances, Functions and stakeholders. Programme Integration is the strategic glue connecting it all It ensures: • Cohesion across delivery teams. • Eliminate fragmentation • Alignment of benefits Bridges the gap between civil assets and digital systems
- 41. OFFICIAL Programme Integration embed whole system thinking mindset by not just connecting the alliances, TOCs/FOCs and external projects but ensure they function towards a common strategic outcomes using Programme Architectural Suite below Programme wide Physical Architecture (PWPA) Programme wide Physical Architecture (PWPA) Enterprise Project Architecture (EPA) Enterprise Project Architecture (EPA) System Migration Plan (SMP) System Migration Plan (SMP) Programme Integration Team Tracks Stations Signalling Supporting Projects Interfacing Projects Critical Dependencies Technology Deployment Operational Changes Infrastructure Upgrades Power Supply Milestone Delivery Dates
- 42. OFFICIAL The TRU whole railway concept recognises that the benefit of a railway upgrade are not solely derived from infrastructure improvements and coordination is required between the projects, rolling stocks, and operations and timetabling. Unlike a traditional infrastructure- led approach, this approach starts with desired end user benefit and then determines the necessary changes across infrastructure, rolling stock, and operations to achieve it. E.g., APCo / ETCS systems deployment in TRU
- 43. OFFICIAL The Programme Integration function undertakes an integration backward pass or ‘Right to Left’ review of each Key Output. E.g., Electrification from Church Fenton to York
- 45. OFFICIAL PID is structured to provide direction and deliver integration across all aspects of TRU. Each function aligns to different Network Rail Lifecycle stages (PACE/GRIP) ensuring that integration is considered at every step of delivery
- 46. OFFICIAL 4 6 The Programme Integration Directorate carries out the Programme Integration Directors Review (PID) on Thursday of week 1 in the 4-week reporting cycle We provide the Programme Integration Directors Report into the Programme Performance Review part B on Wednesday week 2 We provide a summary report to the Enterprise Executive Review in week 3 and the Programme Board week 4 Key reporting items: • Critical interfaces that will delay the programme, with mitigation plans • Key Output Summaries highlighting progress, issues and blockers to benefits release • Key development projects and progress against these The Programme Board receives a summary of key items that require monitoring or intervention every 4 weeks TRU Programme Board Pre-PID Interface Review Progr. Integration Director Review Programme Performance Review Enterprise Executive Review Development Review Pre-PID KO Review Week 4 Week 3 Week 2 Week 1
- 48. OFFICIAL We define an Interface as any point where two or more entities interact and require cooperation to meet their respective objectives. The process is grounded in first principles thinking. We ask, ‘What’s the issue?’, ‘So what?’, ‘Why does it matter?’, and ‘What are the options?’ which forms a basis for concise PID reporting
- 49. OFFICIAL To support our structured approach to interface management, we use the below tools: Interface Manageme nt Tools Interface Management Tracker (IMT) Interface Management Tracker (IMT) Interfacing Projects Scope Description Impacted KO Interface Owner AACCORRD Tracker AACCORRD Tracker Dependencies Opportunities / Risks Assumptions Interface Risk Register Interface Risk Register Schedule Impact Benefit Impact Cost Impact Periodic Reporting Sheet Periodic Reporting Sheet Interface Live Status Risk References and Mitigation Measures Milestone Delivery Date
- 51. OFFICIAL Internal Interface example: • TRU Depots and Stablings Portfolio: Closure of Neville Hill Depot for April 2028 blockade External Interface examples (link): • 2 No’s 275 kV high voltage National Grid cables running below Shipley Depot • Shipley – Bradford Forster Square non-compliant DNO External Stations Interface examples (link): • TRU West - White Rose Station commissioning • TRU East - Thorpe park Land Transfer
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- 56. OFFICIAL Effective integration isn’t just about the tools and processes, it’s about people. The key capabilities include: • Ability to interrogate and investigate to assess the impact of the issues and explore mitigation measures. • Ability to report in a clear and concise manner. • Ability to build relationships (not just transactional) and form trust across the alliance. • Willingness to always learn and an excellent team player. Technical: Risk management, Stakeholder management, communication, conflict resolution.
- 57. OFFICIAL Programme Integration is the golden thread of the TRU programme. It ensures we deliver not just projects, but outcomes. It transforms a set of individual scopes into a single, functioning, and benefit-led programme. The Four Pillars of TRU Programme Integration The PID vision Faster Simpler Greener Transforming journeys for the people of the North The Programme Integration Plan (PIP) Project & Programme Integration Integrated Planning Development & the Golden Thread Key Output Delivery One trusted team, collaboratively unlocking TRU benefits through delivery of Key Outputs The supporting Foundation of Programme Integration